Strategic Plan 2025-2028

Over the last 50 years, Stony Brook Medicine has steadily grown to become what it is today — a premier healthcare, educational and research institution of national renown.

With more than 1,400 physicians in nearly 150 specialties;
a four-hospital network spanning all of Suffolk County;
a 350-bed skilled nursing facility for veterans;
a cancer center, heart institute, neurosciences institute and trauma center;
more than 200 ambulatory care locations; and
10,000 employees, it is the cornerstone of biomedical knowledge
and clinical service for the region.

Mission, Vision and Values

Mission, vision and values are the principles that define and guide our organization. They provide a clear sense of purpose, inspire our work and serve as the foundation for our strategic decision-making and transformation efforts.

Our Mission is the fundamental reason for our existence. It articulates our core purpose and the impact we make in the communities we serve. Our mission statement reflects our commitment and drives our culture, passion and dedication.

Our Vision is a forward-looking aspiration that describes our desired future state. It inspires and motivates our organization to transform lives and push boundaries, shaping the future of health. Stony Brook Medicine’s vision is ambitious yet realistic, providing a clear destination to focus our strategy and transformation efforts.

Our Values are the principles and beliefs that define Stony Brook Medicine’s culture and shapes our behavior. They serve as a moral compass, guiding our actions, decisions and interactions. Our values reflect the highest standards of behavior that we expect from one another.

Strategic Priorities

Within the Strategic Plan 2025-2028, we have established five cross-cutting themes, or pillars, and associated measurable corporate objectives that will be tracked on a quarterly basis.

The pillars focus on building clinical services of the proper size, depth, efficiency and location to meet regional needs; achieving true integration across the SBM network; ensuring our financial stability; further developing and engaging our workforce; and expanding our research enterprise.

Clinical Care

One System

Financial Vitality

Workforce

Research

With the growing demand for clinical care, we must improve patient access to services such that care is timely, patient-centered, culturally sensitive and of the highest quality. Particular focus will be placed on optimizing our ambulatory footprint and space design to support clinical expansion and improved workflows as well as interprofessional education and research as such activities will increasingly be conducted in outpatient settings. We will continue to develop leading-edge services and will leverage technology to meet community needs and further establish SBM as the provider of choice.

Deliver care in inpatient and outpatient settings that meets or exceeds nationally accepted standards for quality across the domains of safety, effectiveness, patient-centeredness and efficiency. This includes continual pursuit of zero preventable harm. As a result, SBM will experience sustained improvements in rankings by external organizations such as Leapfrog, Vizient and U.S. News & World Report. View our healthcare quality and safety metrics 

The expansion of the SBM network through affiliations, partnerships and new site development has brought both great advantage and the challenge of creating a unified whole from disparate and geographically distant parts. We will implement shared governance, integrate our systems and technology, optimize service distribution and delivery, provide for patient convenience and minimize any variations in clinical quality and administrative efficiency across sites. We will work toward developing a truly shared culture that draws our employees, patients and partners into the Stony Brook family.

In this era of value-based care, escalating operational costs, inadequate growth in reimbursements and pressing needs for both capital improvements and facility expansion, it is increasingly difficult for academic medical centers to maintain a positive operating margin. Through fiscal responsibility and adaptability, increased cost efficiency, reduced leakage* and the cultivation of new revenue streams, we will secure the resources necessary to fuel innovation, expand our impact and remain leaders in patient care, education and research.

* Leakage occurs when an SBM patient receives care outside of our health system. This can be due to a variety of reasons, such as convenience or a recommendation from a friend or family member.

The foundation of any health system is its people, and, like other institutions, SBM faces stiff competition for talented employees. To ensure a maximally productive workforce, we must enhance the training, engagement and well-being of SBM’s employees, students and trainees. We see several key areas for focus that span recruitment and retention, curriculum revisions and greater leveraging of technology. An underlying aim is to foster a cooperative, high-achieving environment that stresses interdisciplinary collaboration.

Internal surveys of Stony Brook faculty and staff leaders reveal the perception that substantial opportunities for improvement exist in the support we provide to researchers. Examples of such support include faculty development, assistance with grant applications, facilitating interdisciplinary research and other specific activities that will lead to increases in external funding and discovery. We recognize that we must more actively promote biomedical research in strategic areas of regional and national importance and foster a culture of research across the enterprise. This will elevate SBM’s visibility and influence as we disseminate research findings through regional marketing, high-impact publications, leadership in national research initiatives and strategic participation in selected research areas.