Clinical Service Manager STAD Business Manager

The Pediatric STAD Center Business Manager has the overall responsibility for overseeing the management of STAD Center activities. Responsibilities encompass the overall management of the center, including business development, personnel management, financial management, and long-term strategic planning. They collaborate closely with partners across UCSF Health, the Benioff Children's Hospitals, and Department of Pediatrics leadership to ensure the overall success of the center.

The STAD Center Business Manager actively participates in developing the STAD Center strategic plan and implements strategic initiatives focused on improving profitability, market share, and quality of care. Key responsibilities involve planning, directing, and managing all aspects of the center, such as growth of programming, quality and safety improvement, optimizing operations, and improving the cross-continuum patient experience. The Manager will work closely with Pediatric Division Chiefs, Department Chairs, Medical Administrators, and senior leadership at UCSF Benioff Children's Hospitals to implement all program-related goals.

Department Overview

Benioff Children's Hospital is a complex pediatric academic medical system with 379 beds and is a member of the University of California, San Francisco (UCSF) Health System. We are one of the top children's hospital systems on the West Coast and are consistently ranked in several specialties by U.S. News & World Report. UCSF is nationally recognized as one of the top five National Institutes of Health-funded research centers in the country. UCSF Benioff Children's Hospital has a medical staff of 928 and more than 5,100 hospital staff FTEs.
 

% 

of time

Essential Function (Yes/No)

Key Responsibilities

(To be completed by Supervisor)

20

Strategic Leadership: 

Manage Pediatric STAD Center strategy and business development initiatives by working with BCH  executives, operational/clinical leaders, academic division/department leaders and designated Medical Administrators; developing detailed strategic and operating plans including financial targets, required resources and timelines for new and existing programs; facilitate the design and implementation of strategies for center expansion including outreach, outcomes reporting, financial sustainability planning, and dissemination of differentiation. Execute strategy and coordinate the overall operations of the Pediatric STAD Center with project plans specifying goals, strategy, staffing, scheduling, identification of risks, contingency plans, and allocation of available resources. 

Responsible to oversee, manage and evaluate the Pediatric Stad Center effectiveness and patient outcomes.  Develops and adheres to project specific budgets to ensure efficiency and partners with key business units to effectively resolve issues, inquiries, and to design solutions that meet the mutual needs of internal and enterprise operation.

30

Program Management: 

Provide leadership and organizational support by creating focus and structure in the Pediatric STAD Center with clear guidelines and tactics for achieving goals and objectives; assist in the development of tools to measure performance; focus on both quantitative and qualitative measures of success; collaborate with Marketing and Public Relations to develop a coordinated approach for all promotion related to the Pediatric STAD Center both internally and externally.

Oversees management of specific work groups to achieve service commitments including sustainable, measurable, accurate, reliable, and timely execution of project deliverables. Provides day-to-day leadership including, developing and administering policies, ensuring program processes with unit level education, quality standards, measurement criteria. In conjunction with leadership, develop operating and philanthropic budgets, set high standards and encourage new ideas for improving organizational performance.

Performs management functions by interviewing, selecting and providing training for new staff; by approving or disapproving recommendations from subordinate staff on personnel actions; by evaluating subordinates' performance; by hearing and resolving employee grievances; and by determining the need for and initiating disciplinary action to ensure adequate and competent staffing for the agency, program, division or institution.