M
MICHIGAN MEDICINE  |  Department of Urology
Command Center · CDA Strategic Plan
Chief Departmental Administrator

100-Day Accomplishments
Report

A record of what was achieved in the first 100 days of CDA leadership
Tyler Hughes
March 2026
First 100 Days Complete

Executive Summary

In the first 100 days as Chief Departmental Administrator for the University of Michigan Department of Urology, Tyler Hughes established a rigorous operational foundation across three strategic pillars: Finance Clarity & Future Planning, Staff Optimization, and Strategic Pursuits.


This report documents the specific accomplishments, systems deployed, and operational progress achieved during the initial 100-day period. For the forward-looking strategy and roadmap, see the Strategic Roadmap & 3-Year Vision.

3
Strategic Pillars
Finance · Staff · Strategy
3
Execution Phases
Listen · Build · Deliver
3
Year Horizon
Foundation → Acceleration → Excellence

The First 100 Days: Progress Across Three Pillars

High-impact, data-driven initiatives executed in the first 100 days to establish the operational foundation.

Pillar I

Finance Clarity & Future Planning

  • Deployed a CEO-grade monthly financial transfer analysis pipeline producing automated Excel workbooks and interactive HTML dashboards with Michigan branding
  • Established 10-perspective consultant-level analysis and 3-auditor forensic review with cross-validation on every monthly financial cycle
  • Introduced year-over-year trend comparison, faculty investment tracking, and operator concentration analysis to surface previously hidden financial patterns
  • Built intelligent business categorization logic to standardize how the department classifies and tracks its financial activity
  • Created a repeatable, auditable financial review process that can be shared with leadership for finance meeting preparation
  • Began mapping the department’s full P&L landscape to identify margin improvement opportunities and inform long-range budget planning
Pillar II

Staff Optimization

  • Conducted a comprehensive assessment of current staffing levels, role clarity, and workflow efficiency across clinical and administrative teams
  • Identified opportunities to realign staff responsibilities to reduce redundancy and improve coverage at Taubman and NCRC sites
  • Implemented a structured weekly cadence—including Monday priorities, Tuesday site visits, and Friday leadership recaps—to increase CDA visibility and accessibility across all locations
  • Established a quarterly rotation ensuring in-person engagement with every team at both primary sites
  • Published the CDA schedule on the departmental Command Center for full transparency, enabling staff and colleagues to self-serve scheduling decisions
  • Began evaluating talent pipeline needs to support anticipated clinical volume growth and new service line expansion
Pillar III

Strategic Pursuits

  • Built provider schedule proposal tools that model weekly grids, RVU projections, and P&L impact at multiple fill rates for new hires and coverage arrangements
  • Developed OR case data analytics—including YTD-to-monthly conversion and deduplication—to track surgeon productivity and surgical volume trends
  • Introduced AI-powered operational tools to automate recurring analytical work, freeing leadership bandwidth for strategic decision-making
  • Initiated departmental benchmarking against peer academic urology programs to identify competitive positioning opportunities
  • Began aligning operational priorities with the Chair’s clinical and academic growth agenda to ensure administrative support is proactive, not reactive
  • Established a framework for evaluating new strategic investments (sites, providers, technology) using data-driven business cases

100-Day Execution Timeline

The first 100 days were structured in three intentional phases: listening and diagnosis, building foundational systems, and delivering early measurable results.

Listen
Days 1–30

Diagnose & Understand

  • Met with every division chief, faculty leader, and key administrative staff
  • Audited existing financial reporting and identified data gaps
  • Assessed staffing models, coverage patterns, and workflow pain points
  • Observed OR, clinic, and MPU operations at all sites
Build
Days 31–60

Establish Systems & Tools

  • Deployed the monthly transfer analysis pipeline and financial dashboards
  • Created provider schedule modeling tools with RVU/P&L projections
  • Established the CDA weekly cadence and quarterly site rotation
  • Built OR case data analytics for surgeon productivity tracking
Deliver
Days 61–100

Produce Results & Communicate

  • Produced first CEO-grade financial review for leadership distribution
  • Completed initial provider schedule proposals for active recruitment
  • Published CDA schedule on Command Center for departmental transparency
  • Presented early strategic recommendations to department leadership

Metrics & Impact — First 100 Days

Quantifiable outcomes and systems established during the initial 100-day period.

20+
Command Center Tools
Dashboards deployed to GitHub Pages
12
Automated Pipelines
Skills built for recurring operations
6
Monthly Analyses
Financial transfer cycles processed
4
Provider Proposals
Schedule models built for recruitment

Systems & Infrastructure Established

Delivered

Financial Operations

  • Monthly transfer analysis pipeline with 10-perspective consultant review
  • 3-auditor forensic cross-validation on every financial cycle
  • YoY trend comparison and faculty investment tracking
  • Intelligent business categorization for transfer classification
Delivered

Operational Analytics

  • OR case data dashboards with surgeon-level productivity tracking
  • Provider schedule modeling with RVU and P&L projections
  • Clinic-to-OR surgical yield analytics
  • No-show predictive analytics research initiative
Delivered

Workforce & Transparency

  • Admin staffing assessment with performance/potential grid
  • CDA schedule published with weekly cadence and quarterly rotation
  • Institutional knowledgebase with key-person risk identification
  • Staff development tracking and retention case planning

Commitment & Partnership

Building This Together

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.

Tyler Hughes
Chief Departmental Administrator
Department of Urology  |  Michigan Medicine
March 2026

Time Reporting & Approval Matrix

Definitive reference for who approves time for every staff member in the Department of Urology. Ensures continuity during absences and clean audit trails for payroll compliance.

Primary Approver

Tammie — Direct Staff

Tammie is the primary time approver for the following staff members who report directly to her.

Employee Approver Relationship
Leslie Tammie Direct Report
Jenny Tammie Direct Report
Natalie Tammie Direct Report
Delegated Approver

Tammie — On Behalf of Malissa

Tammie approves time for the following individuals on behalf of Malissa. These employees report to Malissa but Tammie holds delegated approval authority.

Employee Approver Supervisor of Record Relationship
Marie Tammie Malissa Delegated
Irene Tammie Malissa Delegated
Mark Moyad Tammie Malissa Delegated

Quick-Reference Summary

Tammie approves time for 6 staff members total: 3 direct reports (Leslie, Jenny, Natalie) and 3 on behalf of Malissa (Marie, Irene, Mark Moyad). As additional approvers and staff are identified, this matrix will be updated to maintain a single source of truth for the department.