Page 4 - Executive Director

TACTICAL RESPONSIBILITIES:

1. Three primary stats are controlled and are up-trending: VSD, ACT, Transactions.
2. Hospital vision is being obtained.
3. Strategic planning is developed and all hospital deadlines are met.

STRATEGIC RESPONSIBILITIES: “VLR”

1. VIABILITY of finances at all times:
a. Maintain at least 15% expansion per year.
b. Effective management by stats:
i. Short term (daily and weekly) AND
ii. Long term (3-6 week trends, monthly, and yearly)
2. LEADERSHIP that is both effective and motivating:
a. Inspiring and mentoring of executives: All are happily obtaining their result statements
independently.
b. Assure all CORE VALUES are embodied daily by the team
c. Achieve BRAND COMMITMENT daily with client and patient service (hospital policies
page 3).
d. Liaison between needs of both lay staff and DVM’s
e. SYSTEMS are regularly developed and improved:
i. Innovation  Orchestration  Quantification
3. REPORTING to owner:
a. Reporting of complete stats to owner: Weekly, monthly, quarterly, and yearly.
b. Weekly reporting of action plans with deadlines
c. Programs are completed as assigned by owner.

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