Operations Coordinator Position at SMP

% Time

Duty, Responsibility, and Role Statements

40%

Operations:

• Provide day to day operations support to staff at SMP
• Provide accurate and timely information to all building occupants
• Accountable for the effective resolution of all concerns related to specific building and operational issues
• Create and periodically update a buildings operations manual.
• Manage the entrance of the I Building. Enforce safety measures: guest sign in/badges, etc.
• Receive packages, direct delivery people and visitors
• Manage orders and delivery of central services (equipment, kitchens)
• Trouble-shoot conference room technology, as needed
• Manage vendors, their contracts and service levels (includes services for recycling, coffee/water, mail, etc.).
• Oversee Vending machine / ATM
• Oversee security badge issuance
• Maintain and update common space bulletin boards
• Manage and maintain website specific to SMP in cooperation with School of Medicine, IRT.
• Serve as liaison to SRI Building Manager for facilities maintenance (work orders)
• Participate in necessary training, as required (i.e. conference room technology, calendaring, emergency response, etc.)
• Manage fitness center membership and fees.

40%

Administration:

• Oversee use of SMP bikes, cars, and parking, including check out, security, maintenance and tracking
• Assist with Shuttle oversight
• Coordinate mail distribution
• Responsible for the successful management and timely completion of the space and equipment inventories (tbd).  (Some departments may keep the equipment inventory responsibility within the department.)
• Assist with online scheduling of the buildings’ shared facilities (conference rooms, hoteling space).  Troubleshoot conflicts, as necessary
• Serve as iaison with SRI Building Manager for scheduling of conference center, dining area.
• Administer/manage card key access
• Special Projects, as needed

20%

Health & Safety:

• Serve as single point of contact with SoM Environmental Health and Safety staff for safety inspections and other compliance requirements, emergency planning.  Coordinate efforts with other Stanford Menlo Park departments and SRI Building Manager

A.

Problem solving and analysis:  Give examples of key problems (type and depth) and/or thinking challenges encountered in the position; illustrate application/use of policies and procedures and/or analysis and creativity required; describe the type of work environment in which work is performed (from stable to dynamic).

The Operations Coordinator will need to set up and administer systems for checkout and maintenance of rental cars and bicycles and management of parking and parking policies, and will need to set up new procedures for SMP building management and record these in a manual.  This is an extremely dynamic work environment; a brand new building in a new location with no existing policies or procedures.

B.

Independence:  Give examples of typical activities that illustrate the degree of judgment and discretion used, mentioning supervision/guidance, standards, or established practice available.

The Building manager is expected to work with a variety of people from all levels of staff to service providers and must exercise judgment in setting priorities and in dealing with building problems.  This position has significant independence and responsibility. The work requires independent judgment and decision making, as well as strong problem-solving skills, and the ability to take initiative and set timelines and priorities independently.  High-level guidance is sought from the Associate Director as issues arise.  The manager is expected to work closely with the Associate Director of OFPM to establish policies, administer services, and oversee building operations and budget.

C.

Decision making:  Give examples that illustrate the types of decisions that are made and the level of delegated authority.

Decisions regarding operational issues must be made considering the most effective way to manage and provide adequate access to all shared spaces. The building manager must exercise independence to thoroughly evaluate the circumstances and provide solutions that support the off-site environment.

D.

Degree of impact:  Give examples that illustrate the actual or potential impact of final decisions or recommendations and indicate who/what is affected – operations, programs, work group, department, school, etc.).

Communicate with all SMP staff on operational and building issues.    The health and safety of the occupants will be most immediately impacted by the buildings manger’s ability to successfully manage the environment.  Working with the Associate Director and others from Planning and service groups, the building manager will determine levels of service that affect all building occupants.  This should be documented in the building operations manual.

E.

Liaison:  Describe the nature/purpose and frequency of major contacts and interactions.

There will be regular contact with service providers, especially SRI, and frequent contact with Health and Safety.  Vendors and other visitors will be handled by this position. Regular meetings with the Associate Director are expected as well as perhaps monthly meetings with building occupants. The building manager’s critical clients are the staff in these buildings.