Program Director, Pediatric Cardiovascular

% 

of time

Essential Function (Yes/No)

Key Responsibilities

(To be completed by Supervisor)

35

Operations Management

• Manages day-to-day operations for the Pediatric Echo lab, Fetal Cardiovascular Program and Pediatric Stress/EKG lab
• Implements lean management tools across areas to ensure alignment with goals and operational improvements towards targets
• Ensures managers and supervisors effectively implement clinical workflows, equipment standards, and cardiovascular best practices. 
• Facilitates multi-disciplinary collaboration to improve practices and integrate services in a way that optimally serves patients and physicians.
• Represents cardoivascular services on interdisciplinary committees. 
• Ensures proper guidelines are in place for quality assurance testing and monitoring of cardiovascular technology and equipment. Recognizes trends and identifies short and long-term solutions to resolve problems and improve performance.
• Keeps up to date on trends in cardiovascular care delivery.  Collaborates with peers from other University institutions to discuss staffing, workflows, policies/protocols, equipment, cost containment and other operational issues
• Collaborates with various stakeholders to ensure timely delivery of care across multiple locations service in the inpatient, outpatient, and outreach populations
• Implements restructuring and change management initiatives to support program strategy. 
• Develops and reviews long-term strategic goals with senior leadership.
• Oversees the establishment of service, productivity, and cost containment metrics. 
• Develops new programs and initiatives based on industry best practices. 
• Help facilitate problem definition and goal setting around the True North Boards. 
• Aligns incentive award program goals with UCSF Health organizational objectives.

20

People Management

• Manages personnel actions including but not limited to hiring, managing work schedules, and corrective action, counseling, and performance evaluations.
• Provides leadership to cardiovascular service managers and supervisors. Reviews and approves individual professional development plans, with succession planning in mind. Identifies the need for professional development programs for cardiovascular service staff.
• Develop a strong culture of teamwork to ensure the quality of daily operations, effective interdepartmental collaborations, and the timely achievement of objectives. Works with clinical educators and leadership to evaluate core competencies with clinical team.
• Facilitates and oversees resolution of human resources, labor relations, employee safety and risk management issues.
• Forecasts staffing for workforce planning. Implements restructuring and change management initiatives to support program strategy.  Partners with Labor Relations in ensuring bargaining agreement rules are being kept to facilitate any required discplinary actions.

10

Financial Management

• Forecasts, develops, and monitors fiscal planning for cardiovascular services.
• Monitors budget expenditures, coordinates resource needs and ensures cost-competitive acquisition of supplies and equipment. Prepares variance analyses of budgeted resources and investigates discrepancies.   Adresses capital equipment needs regularly. 
• Manages revenue management functions, such as auditing for quality and compliance, educating providers in coding requirements and recommending system improvements. Works with billing and registration staff to improve services and trains on new policies and procedures.
• Manage patient care in a cost-effective manner, consistent with the financial goals of the organization. Plans and are accountable for the annual operative and capital budget for assigned areas.
• Manages the process for replacement and investment positions, including attending eRF meetings.

30

Strategy       

• Collaborates with senior leadership and/or physicians on issues related to short and long-term program planning.   Participates in national organizational meetings and/or committees in order to gain broader operational perspective.
• Oversees the establishment of service, productivity, and cost containment metrics. 
• Develops new programs and initiatives based on industry best practices. 

5

100%