What are the responsibilities and job description for the Senior Consultant, Academic Affairs position at UCSF Health?
Job Summary
JOB DESCRIPTION
Serves as key strategist with the Executive in initiating and developing new strategic direction, long- and short-range plans and innovative initiatives. Has high level authority to make official commitments and to broadly represent the Executive's interests across the organization. Responds to issues with little or no precedence. May manage and administer independent program(s), typically with organization-wide impact. May manage professional staff handling diverse administrative functions such as human resources and budgetary planning. Uses advanced concepts and organizational objectives to resolve highly complex issues. Regularly works on highly complex issues or problems which require analysis of unique issues / problems without precedent and / or structure. Exercises a high level of judgment in selecting methods, techniques and evaluation criteria for obtaining results.
Responsibilities
Key Responsibilities
List key functions and the estimated percentage of time spent performing each of the responsibilities. Indicate which responsibilities are considered "Essential" to the successful performance of the job as defined by the EEOC: “Essential functions are the basic job duties that an employee must be able to perform. You should carefully examine each job to determine which functions or tasks are essential to performance.”
%
of time
Essential Function (Yes/No)
Key Responsibilities
(To be completed by Supervisor)
25
YES
Under guidance of Vice Dean and Assistant Dean for Administration and Finance, develops and implementssolutions with high level stakeholders such as faculty, senate committee chairs, senior administrators, , to develop solutions to complex problems; providing briefings on key issues.
Manages highly complex projects across a broad spectrum of organizational and / or research programs, policies, and initiatives. At the direction of the Assistant and the Vice Dean, develops and advocates solutions to organizational issues, including developing and administering new systems, trainings, policies, processes, or programs
Drives processes to support decision making, including engaging organizational leadership, convening stakeholders, and preparing analyses to provide background and options for the Assistant/Vice Dean’s review.
15
YES
Providing leadership in establishing a partnership with program directors within Executive's area, and with other organizational units.
Serves as a strategic liaison between Dean’s office and program leadership to ensure coordinated planning and execution of initiatives.
Establishes structured communication channels to strengthen collaboration and shared accountability.
Partners with program directors to identify cross-cutting opportunities for innovation, efficiency, and program enhancement.
Guides program directors in joint initiative planning, ensuring clarity of roles, measurable outcomes, and alignment with executive priorities.
15
YES
Providing high level analyses on a broad range of issues, including new program proposals.
Handling highly complex and critical projects and leading projects of significance requiring facilitation and collaboration with representation across organizational functions.
Strategic Academic Leadership
YES
Participates in leadership transition planning.
YES Acculturates new leaders in organizational and Regental protocols, overall operations within areas of responsibility, and initiative and program planning and management.
15
YES
Providing strategic oversight for the development of the annual, faculty compensation; determining priorities, recommending and implementing changes to methods, unit planning, staffing, programs and other financial activities.
Provides a framework for policy and administrative change, developing strategies for change management to remove barriers to goal achievement.
Initiates and designs studies, summary reports and background materials including approaches, trends, sources and uses, etc., that have a significant impact on individual or multiple departments.
Performs highly complex resource research and studies for both internal department and external constituents.
100%
(To update total %, enter the amount of time in whole numbers (without the % symbol - e.g., 15, 20) then highlight the total sum (e.g., 1%) at the bottom of the column and press F9. The total sum should add up to 100%.)
Qualifications
Required Qualifications:
JOB DESCRIPTION
Serves as key strategist with the Executive in initiating and developing new strategic direction, long- and short-range plans and innovative initiatives. Has high level authority to make official commitments and to broadly represent the Executive's interests across the organization. Responds to issues with little or no precedence. May manage and administer independent program(s), typically with organization-wide impact. May manage professional staff handling diverse administrative functions such as human resources and budgetary planning. Uses advanced concepts and organizational objectives to resolve highly complex issues. Regularly works on highly complex issues or problems which require analysis of unique issues / problems without precedent and / or structure. Exercises a high level of judgment in selecting methods, techniques and evaluation criteria for obtaining results.
Responsibilities
Key Responsibilities
List key functions and the estimated percentage of time spent performing each of the responsibilities. Indicate which responsibilities are considered "Essential" to the successful performance of the job as defined by the EEOC: “Essential functions are the basic job duties that an employee must be able to perform. You should carefully examine each job to determine which functions or tasks are essential to performance.”
%
of time
Essential Function (Yes/No)
Key Responsibilities
(To be completed by Supervisor)
25
YES
Under guidance of Vice Dean and Assistant Dean for Administration and Finance, develops and implementssolutions with high level stakeholders such as faculty, senate committee chairs, senior administrators, , to develop solutions to complex problems; providing briefings on key issues.
Manages highly complex projects across a broad spectrum of organizational and / or research programs, policies, and initiatives. At the direction of the Assistant and the Vice Dean, develops and advocates solutions to organizational issues, including developing and administering new systems, trainings, policies, processes, or programs
Drives processes to support decision making, including engaging organizational leadership, convening stakeholders, and preparing analyses to provide background and options for the Assistant/Vice Dean’s review.
15
YES
Providing leadership in establishing a partnership with program directors within Executive's area, and with other organizational units.
Serves as a strategic liaison between Dean’s office and program leadership to ensure coordinated planning and execution of initiatives.
Establishes structured communication channels to strengthen collaboration and shared accountability.
Partners with program directors to identify cross-cutting opportunities for innovation, efficiency, and program enhancement.
Guides program directors in joint initiative planning, ensuring clarity of roles, measurable outcomes, and alignment with executive priorities.
15
YES
Providing high level analyses on a broad range of issues, including new program proposals.
Handling highly complex and critical projects and leading projects of significance requiring facilitation and collaboration with representation across organizational functions.
Strategic Academic Leadership
- Advises the Deans and Department Chairs on academic planning and program development.
- Supports alignment of departmental goals with school and institutional strategic priorities.
- Leads or coordinates special academic initiatives, task forces, and improvement efforts.
- Provide guidance during accreditation reviews and academic program assessments.
YES
Participates in leadership transition planning.
- Advises the Dean, Vice Dean, and Assistant Dean on succession planning for Department Chairs, Division Chiefs, and Program Directors to ensure continuity of academic, clinical, and research operations.
- Develops structured transition plans outlining key milestones, risk areas, and stakeholder engagement strategies.
- Identifies interim leadership solutions and continuity measures to maintain stability during leadership vacancies.
- Conducts organizational impact assessments to inform transition strategy and resource planning
- Coordinates senior leadership meetings and retreats, working with the Dean/Assistant/Vice Dean and other senior leadership to develop agenda items and analysis needed to inform discussions. P
- Provides guidance and expertise to department management in developing techniques and processes.
YES Acculturates new leaders in organizational and Regental protocols, overall operations within areas of responsibility, and initiative and program planning and management.
15
YES
Providing strategic oversight for the development of the annual, faculty compensation; determining priorities, recommending and implementing changes to methods, unit planning, staffing, programs and other financial activities.
Provides a framework for policy and administrative change, developing strategies for change management to remove barriers to goal achievement.
- Provides strategic counsel to Deans on organizational effectiveness.
- Assists with leadership transitions and succession planning.
- Supports conflict resolution and complex faculty matters.
- Identifies operational risks and recommend mitigation strategies.
- Interprets institutional policies and recommend best practices.
- Develops and updates academic procedures and guidance documents.
Initiates and designs studies, summary reports and background materials including approaches, trends, sources and uses, etc., that have a significant impact on individual or multiple departments.
Performs highly complex resource research and studies for both internal department and external constituents.
100%
(To update total %, enter the amount of time in whole numbers (without the % symbol - e.g., 15, 20) then highlight the total sum (e.g., 1%) at the bottom of the column and press F9. The total sum should add up to 100%.)
Qualifications
Required Qualifications:
- Bachelor's degree in related area (Public Administration, Health Administration, Business Administration or related discipline) and / or equivalent combination of education and progressively responsible experience in academic administration
- Minimum of 8–10 years of progressively responsible experience in higher education administration, including significant experience in academic affairs, faculty affairs, or executive-level advisory roles.
- Experience advising senior academic leaders (e.g., Deans, Department Chairs, Division Chiefs) on strategic planning, faculty matters, and operational oversight.
- Demonstrated experience interpreting and applying academic personnel policies, governance frameworks, and institutional regulations.
- Experience implementing academic personnel programs to support department or school initiatives
- Advanced knowledge of the organization's processes, protocols and procedures.
- Advanced skills in short- and long-range planning, program and project management, facilitation and collaboration.
- Proven ability to focus on priorities, strategies, and vision.
- Financial analysis and reporting techniques.
- Comprehensive understanding of faculty personnel systems, appointment and promotion processes, and academic review procedures.
- Understanding of clinical operations within an academic health setting, including faculty practice models and revenue cycle fundamentals.
- Strong knowledge of budget development, financial stewardship, and resource allocation in higher education.
- Sound strategic thinking and consulting skills in guiding the organization toward workable strategies and solutions.
- Ability to anticipate organizational challenges and proactively develop mitigation strategies.
- Advanced ability to coach, facilitate and influence people at all levels.
- Advanced ability to build and maintain relationships with a broad range of staff and members of the community.
- Knowledge of common organization-specific and other computer application programs.