Whitney Stripling Email & Phone Number

Marietta, Ga, Us

Kennesaw, Georgia, United States

Atlanta, Georgia, United States

Atlanta, Georgia

Marietta, Ga

In partnership with Physician Leadership, Served as Administrator for systemwide strategic planning, value-based business growth, and care process optimization for 11 Clinical Service Lines across 11 hospitals and additional ambulatory sites. * Led the development, implementation, and sustainment of systemwide reorganization of Service Line structure. Instituted a value-based goal structure focused on strategic submarket growth, clinical variation reduction, cost of care optimization, and clinical outcomes improvement. *Introduced multidisciplinary team structure for Service Lines to include membership from Hospital Leadership, Nursing, Pharmacy, Finance, Clinical Informatics, and Business Intelligence. *Executive Project Manager of a physician and allied health workforce needs analysis, resulting in the development of a comprehensive recruitment recommendation plan. *Executive Project Manager for full implementation of and subsequent management of Clinician Resiliency Program. In partnership with Physician and Nursing Leadership, created a training and development program focusing on leadership skills, resiliency improvement, and burnout prevention. Facilitated physician and IT focus groups to identify Epic optimization opportunities, improve the clinical EMR practice model, and create consistency across all WellStar Medical Group practices. *Aligned Service Line, Hospital, and Medical Group Leadership to deploy strategic and business improvement initiatives:o Initiation of GI, Vascular, and Graduate Medical Education Service Line constructso Capital investment planning and validation on a rolling 5-year fiscal year cycle o Development of quantitative marketing and communication dashboard for targeted Service Line campaigns at key market access points.o Development of OPPE/FPPE metrics for all Service Lines and medical specialties.

Marietta, Ga

Served as an Executive Project Manager and Internal Operations Consultant on large-scale systemwide initiatives. Examples include:o Integration of six hospitals into the WellStar Health System: Managed stabilization and optimization planning for Physician Enterprise, Medical Group Operations, and Hospital Operations (Clinical, Ambulatory, Support departments).o EPIC Optimization and Platform-Expansion: MyChart Bedside Pilot and systemwide Deployment, MyChart Optimization, Physician Workflow and Inbasket Optimizationo New Technologies and Clinical Program Development: 340B Optimization and Expansion, Retail Pharmacy Network Expansion, LVAD Program Initiationo Clinical Outcomes Improvement: Created multidisciplinary team model and practice approach to improve C.Diff rates across five hospitals. Adapted and spread the model to length of stay, readmissions, and mortality initiatives.

Atlanta, Ga

Managed operational studies of clinical and non-clinical workflows, workload calculations, staffing efficiencies, process improvement, decision support, and value-based benchmarking. Responsible for add-service sales targets and client delivery for Lean Practice Improvement engagements. Led operational planning and change management facilitation for concurrent master planning and greenfield hospital projects: o New Children's Hospital (Dublin, Ireland): Led operational planning for Surgical Services, Cardiovascular Services, Oncology Services, Emergency Department, and Medical Imaging (Acute and Ambulatory).o FLCSA Oncology Hospital (Bogota, Colombia): Led operational planning for Surgical Services, Intensive Care, and Outpatient Infusion Centers.o Piedmont Hospital Cardiology Master Planning and Cardiology Tower Design (GA): Partnered with designers, healthcare principals, and Piedmont Executive leadership to develop a five -year master plan for the campus and strategy development for a new cardiology tower.o UM Orthopedic and Sports Performance Center (FL): Led the master planning, schematic design, and design development for an Orthopedic outpatient surgery and sports medicine complex.o Lexington Medical Center (SC): Led the master planning and design development for acute and ambulatory pharmacies.o MUSC Pediatric Hospital (SC): Led the master planning and design development for acute and ambulatory pharmacies, food and nutrition services, central sterile, and medical imaging.

Marietta, Ga

Developed and facilitated redesign initiatives within patient access, centralized scheduling, pre-authorization, and insurance verification areas to increase patient engagement and improve overall registration processes. Designed and implemented a comprehensive Patient Access Center at Baptist Hospital to centralize the existing call center, transfer center, and IT help line. Partnered with the client to create and deploy value metrics to measure departmental performance.Managed sales, client facilitation, and product delivery of Lean Practice improvement initiatives. Engagements included diagnostic reviews of IT and revenue cycle staffing models, EMR optimization, end-to-end workflow analysis, and demand modeling. Targeted departments included Patient Access Services, Clinical Informatics, IS, Telecommunications, and Help Desk/PBX.

Cobb, Paulding, And Douglas Hospitals

Provided direction and oversight for the management of supplies and purchased services in Surgery, Cath Lab, Vascular, and CVOR for Cobb Hospital, Paulding Hospital, and Douglas Hospital. Managed Supply Chain department personnel and budget for all three hospitals. Partnered with local leadership to set goals, hold teams accountable, and create system standardization in delivery workflows.Ensured contract compliance, enhanced item file usage, validated rebates, and implemented strategies for vendor management. Instituted point-of-service technologies for supply management in identified clinical departments.

Paulding Hospital

Member of executive design team for a $140 million replacement hospital. Oversaw schematic design and design development phases for all perioperative departments, central supply, pharmacy, medical imaging, and laboratory.Managed capital and operational budgets of Perioperative Services, GI, and Central Monitoring. Managed the Central Monitoring department personnel. Led a multidisciplinary team of physicians, surgical nurses, surgical techs, and supply chain personnel to create a sustainable Kanban supply model utilizing lean engineering and visual management. Changes resulted in a one-time inventory reduction savings of $312,000 and sustained savings through standardization of materials and supplies. Partnered with departmental leadership on a monthly basis to identify improvement opportunities in existing workflows and clinical practice models, test new models of clinical care, and utilize Lean methods to deploy improvement plans. Created a model of continuous, multidisciplinary PDCA within each department to ensure sustained improvement.

Wellstar Paulding Hospital

Led pharmacy team in an inventory management initiative and decreased inventory on-hand by $70,000. Implemented a Kanban bin system and facilitated multiple PDSA cycles to improve workflows, decrease cartfill turnaround times, and eliminate mis-picks of medications. Oversaw development and implementation of productivity standards and efficiency measures for the movement of patients across the continuum of care. Focused on key clinical workflows in the emergency department, OR, medical-surgical units, ICU, medical imaging, and pharmacy.

Choa

Masters Of Science, Health Systems

Mba, Business

Bachelor Of Science, Industrial Engineering

Activities and Societies: Varsity Fastpitch Softball; President's ScholarGraduated with 3.91 GPA All-American (2006, 2009), Academic.

Education record

Bachelor Of Science - Bs, Industrial Engineering