Finance & Accounting
1.0 FTE, 8-hour Day Shift
Lucile Packard Children's Hospital Stanford is the heart and soul of Stanford Children’s Health. Nationally ranked and internationally recognized, our 311-bed hospital is devoted entirely to pediatrics and obstetrics. Our six centers of excellence provide comprehensive services and deep expertise in key obstetric and pediatric areas: brain & behavior, cancer, heart, pregnancy & newborn, pulmonary and transplant. We also provide an additional, wide range of services for babies, kids and pregnant moms.
Job Summary
This paragraph summarizes the general nature, level and purpose of the job.
The Director, Business Operations leads and oversees a variety of business and operational initiatives in support of the Patient Care Services division; provides high level support and problem resolution to the VP Patient Care Services, Chief Nursing Officer and other executives in the division; directs the development of annual work plans and identification of performance metrics; and oversees and monitors the financial performance of the division.
Essential Functions
The essential functions listed are typical examples of work performed by positions in this job classification. They are not designed to contain or be interpreted as a comprehensive inventory of all duties, tasks, and responsibilities. Employees may also perform other duties as assigned.
Employees must abide by all Joint Commission Requirements including but not limited to sensitivity to cultural diversity, patient care, patients’ rights and ethical treatment, safety and security of physical environments, emergency management, teamwork, respect for others, participation in ongoing education and training, communication and adherence to safety and quality programs, sustaining compliance with National Patient Safety Goals, and licensure and health screenings.
Must perform all duties and responsibilities in accordance with the Service Standards of the Hospital(s).
Lead major initiatives. Leads specific, cross-functional initiatives, as directed by the VP, Patient Care Services and CNO, in support of Vice Presidents and Directors in the Division of Patient Care Services, and in alignment with priorities of the division. Participates as an integral member of the division leadership and assist the CNO in the planning, documentation, tracking, and/or implementation of division-wide initiatives.
Manage high priority issue resolution. Assures research and resolution for priority issues on behalf of the CNO. Facilitates problem-solving, provide consultation and decision-making support for the CNO on a variety of concerns and suggestions from patients/families, staff, inter-professional partners, and community members. Completes ad hoc projects on behalf of the CNO, including high level, confidential, or personnel related assignments.
Staff support to the CNO. In coordination with the Administrative Coordinator, anticipates issues that need advanced preparation, and ensure effective follow up. Prepares presentations, reports and leadership communication on behalf of the CNO for internal and external audiences. Assumes senior staff role in supporting meetings of the CNO including ensuring agendas and materials are prepared, coordinating follow-up, and acting as a liaison with senior management across the hospital. Approves documents on behalf of the CNO. Serves as a trusted advisor and thought partner, offering a fresh and/or counter point of view on issues, adding new information, sharing concerns/rumors, and generally pushing the quality of thinking.
Work planning. Designs and directs the annual work plan for the division PCS. Works with the CNO and other VPs and Directors, to improve the effectiveness and efficiency of the division functions of this group. Translates the annual work plan into major milestones; develops a monthly cadence for reviewing performance and a standard approach for addressing the many issues that cannot be planned for.
Internal Communication. Serves as liaison between the CNO, VPs, Directors, and staff, and the internal communications team to ensure alignment and effective dissemination of key leadership messages.
Support the Executive Core Team. Works with the CNO to facilitate an efficient, monthly performance checking process that addresses any issues with performance. Assures that subgroups (ad hoc or regular committees) of the division are well organized and effectively supported. Leads and coordinates with the appropriate standing teams to design and implement the Nursing and CS Division retreats, and other division level meetings, and large gatherings of leadership and/or staff.
Systems. Works in collaboration with Finance, IT, the CNIO, and the Division Directors for data acquisition and analysis, system management and maintenance, and vendor management for systems related to clinical operations including acuity systems, nurse call and others.
Business and Finance. Works with finance analyst to monitor financial performance for the Division of Patient Care Services. Works with managers and directors to understand their department financial performance. Assists the division with budget. Works with finance analyst and ACNO to manage capitol requests. Prepares proformas/business plans with support from finance and business development. Manages contracts with support from legal. Leads the division planning, implementation and tracking for resource stewardship activities. Leads and participates in process improvement activities. Participates in USNWR annually.
Human Resources. Works with the CNO to establish performance metrics for staff. Assists Directors in achieving performance standards and identifies opportunities for continual improvement to performance standards.
Competencies:
Operational Decision Making: Securing and comparing information from multiple sources to identify business issues; committing to an action after weighing alternative solutions against important decision criteria.
Driving Execution: Translating strategic priorities into operational reality; aligning communication, accountabilities, resource capabilities, internal processes, and ongoing measurement systems to ensure that strategic priorities yield measurable and sustainable results.
Financial Acumen: Utilizing financial data to diagnose business strengths and weaknesses and identify the implications for potential strategies; keeping a financial perspective in the forefront when making strategic decisions.
Building Organizational Talent: Establishing systems and processes to support, develop, engage, and retain talented individuals; creating a work environment where people can realize their full potential, thus allowing the organization to meet current and future business challenges.
Influence: Creating and executing influence strategies that persuade key stakeholders to take action that will advance shared interests and business goals. Cultivates and supports partnerships.
Compelling Communication: Clearly and succinctly conveying information and ideas to individuals and groups; communicating in a focused and compelling way that captures and holds others’ attention.
Emotional Intelligence: Establishing and sustaining trusting relationships by accurately perceiving and interpreting one’s own and others’ emotions and behavior in the context of the political environment; leveraging insights to effectively manage one’s own responses and reactions.
Coaching & Developing Others: Providing feedback, instruction, and development guidance to help others excel in their current or future job responsibilities; planning and supporting the development of individual skills and abilities.
Empowerment & Delegation: Sharing authority and responsibilities with others to move decision making and accountability downward through the organization, enable individuals to stretch their capabilities, and accomplish the business unit’s strategic priorities.
Leading Change: Identifying and driving organizational and cultural changes needed to adapt strategically to changing market demands, technology, and internal initiatives; catalyzing new approaches to improve results by transforming organizational culture, systems, or products/services.
Passion for Results: Driving high standards for individual, team, and organizational accomplishment; tenaciously working to meet or exceed challenging goals; deriving satisfaction from goal achievement and continuous improvement.
Courage: Proactively confronting difficult issues; making valiant choices and taking bold action in the face of opposition or fear.
Minimum Qualifications
Any combination of education and experience that would likely provide the required knowledge, skills and abilities as well as possession of any required licenses or certifications is qualifying.
Education: Bachelor’s degree in Business Administration, Public Administration, Healthcare Administration, Process Engineering, or a directly related field required. Masters required.
Experience: Five (5) years of progressively responsible and directly related work experience
Experience: Managing and leading programs, work units or departments of comparable size, scope and complexity, including experience in administrative or managerial positions
License/ Certifications: None
Knowledge, Skills, and Abilities
These are the observable and measurable attributes and skills required to perform successfully the essential functions of the job and are generally demonstrated through qualifying experience, education, or licensure/certification.
Ability to articulate strategic planning
Ability to communicate effectively at all organizational levels and in situations requiring instructing, persuading, negotiating, conflict resolution, consulting and advising as well as prepare clear, comprehensive written and oral reports and materials
Ability to effectively manage and promote staff development
Ability to lead process excellence teams to effectively improve operational efficiencies Ability to manage budget process including accuracy of submission
Knowledge of financial operations Knowledge of healthcare regulatory climate
Knowledge of project management process and systems
Knowledge of Windows-based office software, computers and operating systems
Physical Requirements and Working Conditions
The Physical Requirements and Working Conditions in which the job is typically performed are available from the Occupational Health Department. Reasonable accommodations will be made to enable individuals with disabilities to perform the essential functions of the job.
Lucile Packard Children’s Hospital Stanford strongly values diversity and is committed to equal opportunity and non-discrimination in all of its policies and practices, including the area of employment. Accordingly, LPCH does not discriminate against any person on the basis of race, color, sex, sexual orientation or identity, religion, age, national or ethnic origin, political beliefs, marital status, medical condition, genetic information, veteran status, or disability. Women and men, members of all racial and ethnic groups, people with disabilities, and veterans are encouraged to apply.