One of HIT’s most powerful women: Stephanie Reel
Long-time industry vet oversees $300 million business unit, 1,000 FTEs.
Health Data Management recently announced the honorees in its program to recognize the Most Powerful Women in Healthcare IT. All will be recognized at our event May 12 in Boston. In leading up to that event, HDM editors are highlighting some of the honorees—today, we feature Stephanie Reel, current senior vice president, vice provost and CIO at The Johns Hopkins University and Johns Hopkins Medicine.
Name: Stephanie L. Reel
Title: Sr. Vice President, Vice Provost and Chief Information Officer; Assistant Professor in the Division of Health Sciences Informatics
Organization: The Johns Hopkins University and Johns Hopkins Medicine, Baltimore
Years in HIT: 35/26 years at current organization in progressive roles
Previous Responsibilities:
Current Job Responsibilities:
In her current role, Stephanie oversees a $300 million business unit with approximately 1,000 FTEs who manage the IT requirements for seven hospitals; 50+ physician practices, more than 3,000 practicing physicians, and more than 2,000 researchers and educators. Her responsibilities include leadership for strategic planning, operational redesign, financial accountability and all operational activities related to information services, networking and telecommunications. She also has responsibility for all clinical, research and instructional technologies for the enterprise, which comprises The Johns Hopkins Hospital, and all of the divisions of the Johns Hopkins University and the Johns Hopkins Health System.
Primary Achievements:
With the bulk of her 35-year career spent in HIT, Stephanie has lived, breathed and fueled a technology evolution across Johns Hopkins Medicine. In successfully merging the technology requirements of two different institutions/cultures--Johns Hopkins University and Johns Hopkins Health System--the HIT industry can learn from Stephanie’s unique execution model comprising collaboration, inclusiveness and efficient consolidation.
From her early involvement with the broad deployment of a self-developed electronic health record system in the 1990s, which was recognized by The Smithsonian Institution for its innovation, to her leadership over a continuous evolution of HIT program advancements, Stephanie has advanced the industry’s best interests.
Among the numerous examples of Stephanie’s ability to foster a technology evolution across Johns Hopkins Medicine, both at Johns Hopkins University and The Johns Hopkins Hospital, are a data center/mainframe consolidation, creation of an access management system, revenue cycle systems, clinical information systems, and analytical tools to track quality, ensure compliance with regulatory requirements, and improve decision support. Under Stephanie’s leadership, the organization also supports sustainability and “green data center” solutions, state-wide network initiatives allowing the organization to share bandwidth and dark fiber infrastructure, off-shore development for selected projects and a state-wide regional patient record. Her unified approach to all hardware/software/service negotiations continues to ensure that each institution benefits from every transaction.
In the greater HIT vertical, Stephanie has served on innumerable national and international committees, sharing her knowledge and experience to raise awareness of best practices in healthcare IT.
Her strategic imperatives—safety, security, simplification, savings, service excellence, science, and satisfaction, create a win/win for this technology evolution and serves as a model for the industry.
Finally, her philosophy of inclusion and diversity are a source of encouragement to females advancing within the HIT field of study.
IN HER OWN WORDS:
Management philosophy:
We invest wisely; we innovate proudly; and we serve passionately. We know why we are here; and we value the opportunity we have be given, to support our Institution.
Leadership style:
My leadership style is principles-based to promote a certain behavior among leaders and employees with the hope of creating a work environment that is trusting. We adhere to ten habits of a caring organization: listen carefully, think ahead, sweat the small stuff, promote teamwork, make and keep promises, do the work, be positive, be polite, be present, and be thankful. Practicing these habits keeps everyone engaged and has a measurable effect on the business results. If you listen carefully enough, you can find those things that make us the same, as opposed to worrying about those things that make us different.
Name: Stephanie L. Reel
Title: Sr. Vice President, Vice Provost and Chief Information Officer; Assistant Professor in the Division of Health Sciences InformaticsOrganization: The Johns Hopkins University and Johns Hopkins Medicine, Baltimore
Years in HIT: 35/26 years at current organization in progressive roles
Previous Responsibilities:
- Director of IT, Small Maryland Hospital, approximately 1984
- Director of IT, Johns Hopkins Hospital, John Hopkins Health System, 1990
- CIO, Johns Hopkins Hospital, John Hopkins Health System, 1994
- CIO, Johns Hopkins University, 1999
Current Job Responsibilities:
In her current role, Stephanie oversees a $300 million business unit with approximately 1,000 FTEs who manage the IT requirements for seven hospitals; 50+ physician practices, more than 3,000 practicing physicians, and more than 2,000 researchers and educators. Her responsibilities include leadership for strategic planning, operational redesign, financial accountability and all operational activities related to information services, networking and telecommunications. She also has responsibility for all clinical, research and instructional technologies for the enterprise, which comprises The Johns Hopkins Hospital, and all of the divisions of the Johns Hopkins University and the Johns Hopkins Health System.
Primary Achievements:
- Data center, infrastructure and staff consolidations; design and deployment of shared-service centers; resource planning activities for the enterprise, with focus on innovative investments.
- Development and implementation of Epic and Cerner, fully integrated clinical solutions, in support of patient care and research across much of the enterprise.
- Development and implementation of an integrated student information system for the eight divisions of the University.
- Implementation and support of SAP ERP applications across the Johns Hopkins Health System and the Johns Hopkins University.
- Development and implementation of an enterprise-wide governance structure.
- Significant enhancements in electronically enhanced learning technologies, leading to the creation of web-enabled courseware.
With the bulk of her 35-year career spent in HIT, Stephanie has lived, breathed and fueled a technology evolution across Johns Hopkins Medicine. In successfully merging the technology requirements of two different institutions/cultures--Johns Hopkins University and Johns Hopkins Health System--the HIT industry can learn from Stephanie’s unique execution model comprising collaboration, inclusiveness and efficient consolidation.
From her early involvement with the broad deployment of a self-developed electronic health record system in the 1990s, which was recognized by The Smithsonian Institution for its innovation, to her leadership over a continuous evolution of HIT program advancements, Stephanie has advanced the industry’s best interests.
Among the numerous examples of Stephanie’s ability to foster a technology evolution across Johns Hopkins Medicine, both at Johns Hopkins University and The Johns Hopkins Hospital, are a data center/mainframe consolidation, creation of an access management system, revenue cycle systems, clinical information systems, and analytical tools to track quality, ensure compliance with regulatory requirements, and improve decision support. Under Stephanie’s leadership, the organization also supports sustainability and “green data center” solutions, state-wide network initiatives allowing the organization to share bandwidth and dark fiber infrastructure, off-shore development for selected projects and a state-wide regional patient record. Her unified approach to all hardware/software/service negotiations continues to ensure that each institution benefits from every transaction.
In the greater HIT vertical, Stephanie has served on innumerable national and international committees, sharing her knowledge and experience to raise awareness of best practices in healthcare IT.
Her strategic imperatives—safety, security, simplification, savings, service excellence, science, and satisfaction, create a win/win for this technology evolution and serves as a model for the industry.
Finally, her philosophy of inclusion and diversity are a source of encouragement to females advancing within the HIT field of study.
IN HER OWN WORDS:
Management philosophy:
We invest wisely; we innovate proudly; and we serve passionately. We know why we are here; and we value the opportunity we have be given, to support our Institution.
Leadership style:
My leadership style is principles-based to promote a certain behavior among leaders and employees with the hope of creating a work environment that is trusting. We adhere to ten habits of a caring organization: listen carefully, think ahead, sweat the small stuff, promote teamwork, make and keep promises, do the work, be positive, be polite, be present, and be thankful. Practicing these habits keeps everyone engaged and has a measurable effect on the business results. If you listen carefully enough, you can find those things that make us the same, as opposed to worrying about those things that make us different.
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