Lisa Stump, SVP & Interim CIO, Yale New Haven Health System, Chapter 1

A pharmacist by training, Lisa Stump admits that she never would’ve pictured herself in IT leadership. But after playing a key role in implementing an early CPOE system, she discovered her passion for “providing the right information to the people who can make the right decisions for patients,” and she’s never looked back. In this interview, Stump talks about why a largescale implementation is never really finished, the fascinating dichotomy of being an Epic client while also working with startup companies, and why she believes Yale New Haven’s focus on innovation will help recruit top IT talent. She also discusses her team’s groundbreaking work with patient engagement, the new skill sets that will be required as analytics and security bigger larger priorities, and why she ignores the word “interim.”

Chapter 1



* About Yale New Haven HS

* Epic in the hospitals & medical practices since 2013

* “Complexities” of going big bang with Beaker

* Preventing operational disruption — “That took a lot of careful planning.”

* Lab leadership stepping up

* “Boots on the ground support” with super users & consultants

* Getting the most out of Epic



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Bold Statements

It wasn’t just a simple implementation. We did a lot of consolidation effort at the same time, so all of that added a high degree of complexity to both the initial planning and build, but also the post-live monitoring plans, because we no longer had a one-to-one relationship between the tests that existed in our legacy system.

We had expected areas where we needed to tweak some of the build once we came live, but it was incredibly smooth overall, particularly considering the complexity of the consolidation that we undertook and the geographic spread of the organizations we were supporting.

The opportunity to select and build the team specifically around that project was an incredible opportunity to really bring in the right skill sets and the right soft talents that we needed to really see a project like that through.

The initial implementation from our hospitals ended at that point, but we will always be evolving the tools to meet the needs of our customers, our consumers and our clinicians.

Gamble:  Hi Lisa, thanks so much for taking some time to speak with us today.

Stump:  I’m happy to, thanks.

Gamble:  A good place to start is to get some basic information about Yale New Haven Health System — what you have in terms of hospitals and ambulatory, and where you’re located, things like that.

Stump:  We are a health system of three hospitals that encompasses 2,200 inpatient beds. Our hospitals are in New Haven, Bridgeport and Greenwich, Connecticut, and our system also includes a physician medical group with a few hundred physicians, supporting ambulatory practices across the state of Connecticut. In total, the health system has more than 6,000 physicians, and that includes our 600-member multispecialty foundation. We now have over 20,000 employees across the state of Connecticut. The enterprise delivers 109,000 inpatient discharges and over a million and a half outpatient encounters every year.

It’s important to note that the health system also operates in partnership with the Yale School of Medicine and its 1,500 physician specialty practice, so we really have a diverse group of physicians and specialties spanning the state of Connecticut and even into the surrounding states.

Gamble:  As far as the IT staff for Yale New Haven Health, what’s the approximate size?

Stump:  We’re about a 600-member IT staff supporting that entire enterprise, which includes the school of medicine and the health system.

Gamble:  Okay. And I know the health system is using Epic — is that in all the ...