William David Tharp

• Manage daily operations while overseeing multiple locations to foster increased productivity
• Work closely with organizational leadership and board of directors to guide operational strategy
• Establish departmental performance goals and provide feedback for underperforming areas
• Work with Case Management and Surgical Services for expense reduction and LOS improvements
• Devise action plans for Emergency Department charge capture to include Critical Care billing
• Collaborated with interdisciplinary teams to optimize patient care plans and expedite recovery times.

• Managed daily operations for 93 bed Emergency Department with more than 250 FTEs and budget of $25 million
• Led charge capture initiative with recapture of $275,000 in supplies in 6 months and 1.2 million in critical care charges
• Worked with providers and nursing team to improve Sepsis awareness with 20% improvement in first year
• Instituted formal split flow process that decreased door to discharge times by 50 minutes in one year
• Fostered work culture of collaboration and inclusion to increase morale and reduce turnover resulting in retention rate >81%
• Eliminated traveler utilization with 6 month plan
• Established nurse and paramedic residency programs

• Directed care in Emergency, Flight, Behavioral Health, and EMS Services for the Southern Region Responsible for 9 locations in Colorado Springs area with total volume of 190,000+ Emergency Department visits.
• Managed Flight and EMS program with a combined oversight of 275 FTEs for all areas
• Directed 4 hospitals, 4 free standing Emergency Departments, Urgent care center, and Tele Psych program for the region
• Led Sepsis Initiative for region with compliance rate of 97% for all emergency services
• Led Emergency Incident Command Team for Southern Region during covid
• Worked with city for behavioral health recognition and decreased BH Emergency visits by 90%

• Directed two facilities with combined $341 million in net patient revenue, including 4 ICU departments (73 beds), 2 step down units (46 beds), and 2 emergency departments

with responsibility for over 475 FTEs

• Led Sepsis Initiative throughout hospital to decrease mortality and received first place quality award from WellStar System
• Led ICU team for invasive line ownership for inpatient unit resulting in decreased CAUTI rate by 60% in 6 months
• Led ICU team with no CAUTI or CLASPI infection for >12 months
• Directed department in reducing travel agency rate by 75% with improved employee engagement and retention rate of >70%
• Reduced LWOTS to from 6% to under 1% in 6 months with improved process flow plan
• Operated incident command during two separate city-wide disaster alerts
• Improved Emergency Department metrics to include Door to Doc from 45 minutes to 17 minutes, while also improving discharge times from 220 minutes down to 176 minutes
• Led inpatient nursing team to improve Discharge Before Noon Initiative and geographical rounding with providers

• Led development of new flow system in Emergency Department that successfully reduced over 100 minutes off discharge time for patients and subsequently 100 minutes off admission times
• Directed team in decreasing Door to Provider time from 90 minutes down to 20 minutes
• Awarded second place in state of Georgia for Emergency Department throughput improvement in 2015
• Led inpatient team in partnership with Team Health physician group to introduce geographical rounding on inpatient floors
• Partnered with Disney Healthcare to improve patient experience and staff engagement throughout Hospital
• Actively involved in deployment of various programs/initiatives aimed at improving processes, enhancing patient satisfaction, and increasing staff morale within guidelines of LifePoint playbook