Lisa Stump, SVP & Interim CIO, Yale New Haven Health System, Chapter 2

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

Chapter 2



* Focus on turning data into “usable information”

* The new skill sets needed for predictive analytics

* Collaborating with vendors — “We’re tapping those relationships much more than we ever have.”

* The “scary” world of machine learning

* Security: “It takes a really good partnership.”

* Consumerism & the “double-edged sword”

* Humm cloud app



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Bold Statements

For the better part of the last decade, the focus has been on implementing the EMR and consolidating systems. I think we are finally at the point where we’ve got all the tools in place to collect the data and create the data, and now, turning that into usable information is the exciting challenge.

It’s really a different set of skills that we’ve traditionally had in a typical hospital or health system IT department. There’s much more focus on data architects and data scientists who can help transform reams of data or petabytes and terabytes of data into meaningful information; it’s a skill set that I think is going to be in high demand for some time.

We are charged with keeping all of that data secure, but at the same time, making the data available to support research, and making it available to patients in a way that is transparent and easily accessible, and those goals are sometimes at odds with each other.

This is one area where I think the tool was important and the technology was important, but the culture around seeing and responding to the data, I think, was key.

Gamble:  And as far as some of the analytic tools, it seems like this was a priority like right out of the gate. Can you talk about some of the work you’re doing with data warehousing and how analytics are being used?

Stump:  Sure. Data and analytics is one of the top priorities for us as an organization, from support for individual patient care, to managing populations of patients and population health. And we are a large academic medical center, and so research is a key priority as well. And in terms of healthcare as a business, the data and analytics support appropriate business decisions, and so the focus on data and analytics has been strong really from the get-go, but I would say it has accelerated in the last two to three years, and will continue to do so.

Like most healthcare organizations, I would say for the better part of the last decade, the focus has been on implementing the EMR and other systems, and consolidating systems. I think we are finally at the point where we’ve got all the tools in place to collect the data and create the data, and now, turning that into usable information is the exciting challenge for all of us. And again, that ranges from the area of precision medicine — where we have the ability to target appropriate therapies or avoid therapies that...