Douglas L. Strong joined the University of Michigan Health System in 1998 as Associate Vice President for Health System Finance and Strategy. In 2002 he was also named Interim Chief Financial Officer, and assumed the post permanently in 2004. In October 2005 he was named Interim Chief Executive Officer of the University of Michigan Hospitals and Health Centers, and in August 2006 he assumed the post on a permanent basis.
Strong came to the University of Michigan from the University of Chicago, where he served as Chief Financial Officer and Associate Dean of the Pritzker School of Medicine and the Biological Sciences Division. Previously, he was Associate Dean for Administration and Finance at the School of Medicine of the State University of New York at Stony Brook and Associate Dean of Planning and Operations at the Saint Louis University School of Medicine. He also held several positions at the University of Pennsylvania School of Medicine.
Strong is active in state and national healthcare associations. He has been on the Michigan Health & Hospital Association Board of Trustees and Executive Committee since 2006, served as Chair of the Board from June 2011 to July 2012, and is now immediate past chair, an officer position. He is also on the University Health System Consortium Board of Directors, Chair of the Governing Board, and serves as the Executive Compensation Committee Chair.
Strong holds a Master of Business Administration degree in Health Care Administration from the Wharton School of the University of Pennsylvania, as well as a Master of Arts degree from the University of Pennsylvania's School of Arts and Sciences.
UNIVERSITY OF PENNSYLVANIA, Philadelphia, PA
- The Wharton School, Master of Business Administration, 1988
Major: Health Care Administration
- The School of Arts and Sciences, Master of Arts, 1977
Major: American History
FRANKLIN AND MARSHALL COLLEGE, Bachelor of Arts, 1973, Lancaster, PA
Honors: Cum Laude, Phi Beta Kappa
Progressive responsibilities over a 28-year career in five academic medical centers. Leadership accomplishment and substantive experience in medical schools, faculty group practices, hospitals and health plans. Management generalist with broad skills as well as specialization in finance.
Adjunct Associate Professor of Health Management and Policy, University of Michigan School of Public Health, 2006-present, Ann Arbor, Michigan
UNIVERSITY OF MICHIGAN HEALTH SYSTEM (UMHS), 1998-present, Ann Arbor, Michigan
Chief Executive Officer, University of Michigan Hospitals and Health Centers
August 2006 – Present
Executive leadership for all activities of the Hospitals and Health Centers (HHC)
Interim Director and Chief Executive Officer, University of Michigan Hospitals and Health Centers
October 2005 – July 2006
Executive leadership for all activities of the Hospitals and Health Centers (HHC)
Associate Vice President, Health System Finance and Strategy, 1998-present
Reporting to the Executive Vice President for Medical Affairs, created the role of Associate Vice President for Finance and Strategy with an overall goal of strengthening the Health System through integration of its component units.
- Provided steady and important guidance to the financial, strategic planning and business development activities of UMHS units
- Integrated operating and capital budget planning (short- and long-term) across UMHS to optimize for the whole
- Established and achieved financial targets
- Delineated, evaluated and shaped “funds flow” among UMHS units
- Oversaw UMHS strategic planning process
- Represented UMHS in key relationships and processes with U-M Administration and Board of Regents
- Maintained effective relationships with key constituencies throughout the period and especially during periods of transition.
Chief Financial Officer, Hospitals and Health Centers, December 2001 – October 2005
Planned and directed the financial affairs of HHC with full responsibility for Accounting and Reimbursement, Admissions and Inpatient Business Services, Budget and Rate Setting, Facility Billing and Collection Services, Financial Decision Support, Outpatient Registration & Insurance Verification, Utilization Management and Training, Education and Communication.
- Improved financial strength of the HHC while increasing levels of investments in program expansion, including in the Medical School.
- Led improvement of operating margin from $12 million in 2001 to $71 million in 2005 (in partnership with the Chief Operating Officer).
- Achieved significant gains in effective communication about finance and budget throughout the organization.
- Oversaw creation of Strategic Financial Plan, which set framework for 10 years of capital outlays exceeding $3 billion.
- Forged strong relationship with the HHC’s Chief Operating Officer leading to more productive integration of finance and operating functions.
- Joined and later chaired the Operations Improvement Council, the key oversight group for the HHC’s operations.
UNIVERSITY OF CHICAGO BIOLOGICAL SCIENCES DIVISION AND PRITZKER SCHOOL OF MEDICINE, 1996-1998, Chicago, IL
Associate Dean and Chief Financial Officer
Executive management of all aspects of budget and finance of a $350 million organization.
- Developed and maintained strong relationship with physician as well as hospital components of the organization.
- Implemented “all-funds” budget process and model including physician practice plan.
- Oversaw development of long-range financial projections including $125 million investment in division renewal.
- Served as key executive to integrate budget and financial planning across system including Hospital.
- Regularly presented budget and finance information to University of Chicago Board of Trustees.
- Oversaw comprehensive assessment of space needs.
- Led facility and financial planning for 325,000 square foot research building planned for biological and physical sciences.
STATE UNIVERSITY OF NEW YORK AT STONY BROOK SCHOOL OF MEDICINE, 1992-1996, Stony Brook, N.Y.
Associate Dean, Administration and Finance
Reported to the Dean of the School of Medicine and provided executive management over all finance and administrative functions including budget and financial management, strategic planning, facilities management, human resources and information resource management.
- Implemented “all-funds” budget process including physician practice plan.
- Developed productivity model to measure departmental financial health and faculty productivity.
- Oversaw $8 million turnaround in physician practice plan over a three-year period including “receivership function” for several departments.
- Maintained highly collaborative relationships with department chairs and hospital management during several years of funding cutbacks and difficult leadership transitions.
- Developed departmental strategic planning efforts within overall institutional context.
- Created environment for professional development and peer cohesiveness of department administrators.
- Oversaw space in 425,000 square foot complex.
SAINT LOUIS UNIVERSITY SCHOOL OF MEDICINE, 1989-1992, St. Louis, MO
Associate Dean, Planning and Operations
Reported to the Dean of School of Medicine with responsibility for business operations and planning.
- Managed administrative services in ambulatory care sites including facilities, medical records, quality improvement and social work.
- Achieved coordination in practice plan activity among departments including development of new infrastructure support systems and development of productivity indicators.
- Directed development of five-year strategic plan.
- Strengthened School of Medicine/University Hospital planning process required to function as one financial and operational entity.
- Responsible for all phases of planning of $53 million ambulatory care facility.
- Developed department review process.
UNIVERSITY OF PENNSYLVANIA SCHOOL OF MEDICINE, 1977-1989, Philadelphia, PA
Director, Resource Planning and Analysis and three other positions
Reported to Associate Dean for Resource Management and Special Assistant to the Dean with broad responsibilities and experience in administration and finance.
- Served as principal staff to School budget and financial planning committees.
- Developed long-range financial projections including clinical practices with budgets exceeding $250 million.
- Performed detailed budget analysis for 30 operating units.
- Developed and administered implementation of master space plan in 500,000 square foot complex.
- Developed and implemented annual research space utilization review.
- Designed and implemented diverse information management systems to support planning and decision making.