Associate Director, Clinical Transformation - UW Medicine

University of Washington Medical Center•Seattle, WA

7d•$115,500 - $170,004•Onsite

About The Position

The University of Washington School of Medicine Dean's Office has an outstanding opportunity for an Associate Director, Clinical Transformation to join their team. Reporting to the Executive Vice Dean, UW School of Medicine and Senior Vice President for Medical Affairs, the Associate Director, Clinical Transformation leads high-impact initiatives that strengthen alignment across UW Medicine hospitals, clinics, and School of Medicine departments. This role also maintains a secondary reporting relationship with the Associate Vice President of Clinical Transformation and the President of UW Medicine Hospitals and Clinics to help turn enterprise priorities into actionable plans, measurable outcomes, and sustainable operational improvements. This is a highly visible opportunity for a strategic operator who thrives in complex environments and is energized by bringing people, processes, and data together. The Associate Director will initially focus on transformation work within the Department of Medicine, with the opportunity to help scale successful models across additional clinical departments over time.

Requirements

Master's degree in business, public administration, health administration, or a related field.
At least 3 years of progressively responsible experience in clinical operations and administration, project coordination, executive support, performance improvement, or strategic organizational initiatives.
Demonstrated experience supporting cross-functional projects in complex organizations, with ability to manage concurrent initiatives.
Proficiency with operational and financial data, including the ability to design analytical infrastructure to support data-driven decision making.
Proficiency with data tools and reporting (e.g., Epic, Excel, Tableau/Power BI, data extracts) and the ability to translate data into clear insights for diverse stakeholders.
Strong organizational, analytical, and problem-solving skills.
Effective written and verbal communication skills.
Ability to manage multiple priorities and meet deadlines.

Nice To Haves

Experience in academic medicine, healthcare systems, or similarly complex environments, with background in operations and finance.
Familiarity with governance processes, reporting structures, or project management tools.
Training or certification in process improvement and change management methods (e.g., Lean, Six Sigma, Prosci, Agile).
Demonstrated success in change management, including communication planning, stakeholder engagement, and strategic implementation.

Responsibilities

Implement clinical transformation initiatives aligned with School of Medicine and health system priorities (e.g., clinical revenue improvement, productivity, access, staffing optimization, financial sustainability).
Partner with UW Medicine Faculty Business Planning and the SoM department Vice Chair(s) of Finance & Administration (VCFA) and health system Finance leaders to support incentives, compensation, and productivity framework design and promote alignment with hospital budgets and priorities when applicable
Synthesize operational and financial data to support strategic discussions, identify issues, and surface scalable options for leadership.
Facilitate the development of shared goals, KPIs, and standards with stakeholder input from department, hospital, clinic, and finance leaders to support clinical transformation initiatives.
Develop tools, processes, and communication structures to monitor and support accountability for shared goals and KPIs.
Support shared ownership of financial and clinical operations goals across School of Medicine departments and the UW Medicine hospitals and clinics.
Partner closely with department and hospital clinical operations leadership to create aligned definitions of clinical effort, compensation approaches, and incentives across SoM departments while navigating historical differences and enterprise-wide financial and operational impacts.
Coordinate with departmental staff, clinical partners, finance teams, and administrative stakeholders to advance initiatives.
Integrate cross entity processes, reporting, and monitoring into transformation work.
Develop and maintain project plans, budgets, timelines, metrics, and documentation for assigned initiatives.
Drive progress against tracked milestones and deliverables, actively managing risks and dependencies and escalating barriers to leadership when progress, scope, or outcomes are at risk.
Prepare agendas, materials, documentation, and decision tracking for committees and oversight groups, and ensure approved decisions are translated into clear actions, owners, and follow‑through.
Coordinate process improvement efforts, promoting shared methodologies, metrics, and consistent improvement practices.
Partner with analytics teams to ensure consistent, reliable performance reporting for clinical departments.
Translate financial and operational data into insights that inform planning and execution.
Review productivity and benchmarking data to identify optimization opportunities.
Prepare summaries, dashboards, and reports for leadership.
Provide planning, preparation and follow-up support for governance bodies related to clinical transformation initiatives that may include Steering Committees for specific initiatives, executive leadership teams sponsoring initiatives, working groups, Clinical Chairs, and/or VCFA groups, etc.
Track and report on process and outcome measures for governance bodies to achieve intended financial and operational goals and targets.
Maintain strong relationships through communication with stakeholders regarding timelines, expectations, and progress.
Develop and implement change management plans with stakeholder input to support cross entity change management activities including communication and stakeholder engagement to support adoption.
Provide supervisory oversight for staff by communicating expectations, reinforcing team standards, and ensuring adherence to responsibilities, policies, and work practices.
Motivate and develop staff through coaching, feedback, and support to meet goals; address performance issues promptly and complete annual performance evaluations.
Invest in continuous improvement by pursuing professional development and sharing current practices, methodologies, and innovations that strengthen team capability.