This strategic roadmap outlines the operational vision for the University of Michigan Department of Urology under CDA leadership. Built on three interconnected pillars — Financial Sustainability, Workforce Excellence, and Strategic Growth — this plan provides the framework for transforming department operations over a three-year horizon.
The plan is a living document, updated as priorities shift and milestones are achieved. For a record of accomplishments to date, see the 100-Day Accomplishments Report.
Key operational priorities for the current fiscal year, organized by strategic pillar.
Measurable targets for FY2026 aligned to each strategic pillar. Progress will be reviewed quarterly with department leadership.
Each pillar matures progressively—from foundational systems in Year 1 to scaled, self-sustaining capabilities by Year 3.
Automate monthly reporting; map full P&L; identify top margin levers
Implement real-time dashboards; achieve positive margin trend; fund balance growth
Self-sustaining financial engine with predictive forecasting and zero-surprise budgets
Deploy analytics tools; standardize OR/clinic data; eliminate manual reporting
Integrate AI-driven scheduling; optimize OR block utilization; reduce admin burden by 30%
Fully data-driven operations with automated decision-support across all clinical sites
Assess talent gaps; restructure for efficiency; establish transparency practices
Build talent pipeline; implement retention programs; achieve top-quartile engagement
High-performing, self-developing teams with clear succession plans at every level
Financial Sustainability & Margin Improvement — The department will transition from retrospective, manual financial review to a forward-looking, automated financial intelligence function. In Year 1, the monthly transfer analysis pipeline and forensic review process will become the standard operating procedure for every finance cycle. By Year 2, real-time dashboards will give leadership continuous visibility into revenue trends, expense anomalies, and fund balance trajectories. By Year 3, the department will operate with predictive financial models that anticipate budget variances before they materialize, positioning the Chair to make investment decisions with confidence and speed.
Operational Excellence & Technology — Operational transformation will be anchored in data, automation, and intelligent tooling. The provider schedule modeling and OR analytics tools built in the first 100 days will scale to cover every clinical site, every surgeon, and every service line. AI-powered automation will progressively replace manual analytical work, allowing administrative staff to focus on strategic initiatives rather than data entry. The ultimate vision is a department where every operational decision—from block scheduling to new provider onboarding—is informed by real-time data and modeled against financial impact before execution.
Workforce & Culture Transformation — People are the department’s most valuable asset, and the workforce strategy will ensure Michigan Urology attracts, retains, and develops the best talent in academic medicine. Year 1 focuses on structural clarity: right-sizing teams, aligning roles to strategic priorities, and building a culture of transparency and accountability. Year 2 invests in development: leadership training, cross-functional rotations, and retention programs that reduce costly turnover. By Year 3, the department will have a mature talent pipeline with succession plans at every critical role, ensuring operational continuity regardless of individual departures.
The first 100 days have demonstrated that meaningful progress is achievable when operational leadership combines analytical rigor with institutional respect and strategic urgency. The tools, processes, and relationships established in this period are not endpoints—they are the foundation for a three-year transformation that will position the University of Michigan Department of Urology as a national model for academic department administration.
I am deeply committed to this work and to my partnership with the Chair and the broader leadership team. Every initiative described here is designed to directly support the department’s clinical, academic, and research missions. I welcome your feedback, your priorities, and your vision as we build this together.