Becker’s Healthcare Podcast: Erin Shipley, CEN, MSN, RN – Leading Consumer Experience at Cooper University Health Care

Date: March 9, 2026
Guest: Erin Shipley, Vice President of Consumer Experience, Cooper University Health Care
Host: Laura Deardau, Becker's Healthcare

Episode Overview

This episode features Erin Shipley, Vice President of Consumer Experience at Cooper University Health Care, discussing her passion for patient-centered care, the development and results of Cooper’s “Experience Excellence” program in the Emergency Department (ED), adapting systems and roles to improve care, the growing complexity of healthcare access, leadership strategy in fast-paced environments, and organizational growth through innovative, purpose-driven programs.

Key Discussion Points & Insights

1. Introduction to Cooper University Health Care and Erin Shipley’s Role

• [01:11] Erin introduces Cooper as the largest Level One Trauma Center in Southern New Jersey, across the Delaware River from Philadelphia.
• Cooper features 650+ beds, 90,000+ annual ED visits, 130+ outpatient offices, and 1,700+ providers across 95+ specialties.
• Erin, a nurse by background, leads strategies around patient efforts, consumer experience, and supporting delivery teams.
  • Quote: “Spent really the last 15 years in the patient and consumer strategy world. And at Cooper, I lead all of our strategy around patient efforts, consumer strategy, improvement work and support for our leaders and the delivery of the amazing care that they provide every single day.” — Erin Shipley [01:54]

2. Transforming Emergency Department Experience: The Cooper Experience Excellence Program

• [02:41] Launched at the end of 2024 to innovate the ED experience for patients, families, providers, and all frontline staff.
• Moved beyond score-chasing to an operational, evidence-based approach with focus on communication, care delivery, daily behavior, and leadership engagement.
• Introduced patient ambassadors: non-clinical team members focused on real-time updates, communication, comfort needs, and support with patient flow.
  • Quote: “We added a layer of patient ambassadors who support our clinical team members. Those folks focus on closing the communication gaps... providing real time updates to care plans... narrating and helping with any questions around wait times and delays...” — Erin Shipley [03:56]

Results:

• 125,000+ rounds on patients in 2025.
• Left Without Triage rate under 1.5% (well below national standard).
• Doctor-to-Disposition Time: 136 minutes on average.
• Improved likelihood to recommend to above the 79th percentile nationally (from below 40th).
• Provider communication scores >95th percentile nationally.
  • Quote: “We see that translation to help the patient's perception of experience across all of our care disciplines.” — Erin Shipley [06:21]

3. Operational Change: Systems, Processes, Technology

• [07:25] Empowered team with direct access to EPIC tracking boards via tablets, reducing need to rely on clinical staff.
• Intensive shadowing and open communication to fine-tune the model—“a pilot in progress.”
• Focused on skill-task alignment: non-clinical members handled non-clinical tasks to let clinicians focus on care.
  • Quote: “We didn't want our clinical team... focused on... things that we... have other people to support. We want them focused on the delivery of care and that communication...” — Erin Shipley [08:26]

Key Approach:

• Reframed existing patient relations roles; didn’t necessarily add new positions.
• Close weekly iteration between ED leadership and team.

4. Looking Forward: Priorities and Headwinds in 2026

• [09:23] Focus on improving access, ensuring seamless clinical experience across the continuum.
• Facing national headwinds: aging populations, higher acuity levels, chronic conditions, delayed care, and rising demand for acute settings.
• Key strategy: accelerate transitions from inpatient to outpatient care to maintain inpatient capacity for the sickest patients and minimize bottlenecks.
• Emphasis on strong post-acute and community partnerships for safe, effective discharges.
  • Quote: “When hospitals operate near and over capacity, even the smallest... inefficiencies... can cascade really quickly and create a negative environment for everyone.” — Erin Shipley [11:42]

5. Leadership & Change Management in a Fast-Paced Environment

• [13:54] The hardest challenge: staying focused amidst daily operational fires and the unprecedented pace of healthcare change.
• Advocates for technology (including AI) to enhance efficiency.
• Stresses leader empowerment: delegating, developing future leaders, and trusting direct reports.
• Champions progress over perfection: role clarity, decision-making authority, and culture of division of labor and trust.
  • Quote: “It is much better to grow someone, to be able to drive initiatives... versus all of us having this like fear of missing out and attempting to attend every meeting together... ultimately that comes down to trust.” — Erin Shipley [15:56]

6. Team Development and Leadership Pipeline

• [17:45] Despite industry budget pressures on training, Cooper is recommitting to leadership and emerging leader development.
• Focus on authenticity and playing to individual strengths.

7. Growth Opportunities: Patient Experience & Digital Strategy

• [18:54] Prioritizing a patient-centric environment beyond just direct experience—improving communication, leveraging digital engagement, and focusing on population health.
• Innovative example: Cooper’s expanding program for patients with intellectual and developmental disabilities (IDD):
  • Co-led by Erin Shipley, delivering primary care via a mobile care team to homes and group homes, reducing barriers and no-show rates, and opening office slots for new patients.
  • Quote: “When we can actually bring that care to, to them where the patient is best to receive it, it's easier for everyone... So, you know, check, check, check... it's certainly the right thing to do... and it's definitely been purpose driven.” — Erin Shipley [21:48]

Notable Quotes (with Timestamps)

• “We launched what we call our Cooper Experience Excellence program... completely focused on the experience, not just for the patients and the families in the ed, but everyone, physicians and providers, our frontline team members, our essential partners who support that care.” — Erin Shipley [02:46]

• “We documented over 125,000 rounds in 2025 on patients. Reduce that left without triage so patients who leave and don't get the care that they need, we're under 1.5%, which is well below the national standard...” — Erin Shipley [05:42]

• “Even the smallest insufficient inefficiencies and those pebbles in the shoe can cascade really quickly and create a negative environment for everyone.” — Erin Shipley [11:42]

• “It is much better to grow someone, to be able to drive initiatives, maybe with clear direction and guidelines, versus all of us having this like fear of missing out and attempting to attend every meeting together just because we're trying to support and check each other. But ultimately that comes down to trust...” — Erin Shipley [15:53]

• “We've grown and launched our mobile care program where we actually expand and we bring primary care services for our patients with intellectual and developmental disabilities to the home setting or the group home...” — Erin Shipley [20:36]

Segment Timestamps

• 00:57-02:17 — Erin Shipley introduction & Cooper Health overview
• 02:41-06:39 — ED Experience Excellence Program: conception, action, and outcomes
• 07:25-09:11 — Operational system/process/technology adaptations
• 09:23-13:27 — Access, headwinds, capacity management for 2026 and beyond
• 13:54-17:00 — Leadership challenges, change management, team empowerment
• 17:45-18:27 — Leadership & organizational development focus
• 18:54-22:50 — Future-oriented growth, digital strategy, and inclusive care initiatives

Memorable Moments

• The shift to operationally embedded, team-member inclusive patient experience improvement in the ED and the dramatic percentile gains.
• Strategic repurposing of non-clinical team members to optimize care delivery.
• Deep dive into leader empowerment, division of labor, and the organizational culture shift from perfection to progress.
• The heart behind the mobile IDD program as both a no-brainer and a personal passion for Erin.

Summary Takeaway:
Erin Shipley’s leadership at Cooper University Health Care spotlights practical, data-driven improvements in patient experience, innovative deployment of non-clinical staff to streamline care, and a passionate commitment to both access and equity, all while investing in the next generation of leaders. Her focus on operational efficiency, inclusivity, and the embracing of technological and cultural change sets a forward-thinking example for the healthcare industry.