ABOUT STANFORD UNIVERSITY AND RESIDENTIAL & DINING ENTERPRISES:

Stanford University, located between San Francisco and San Jose in the heart of California's Silicon Valley, is one of the world's leading teaching and research universities. Since its opening in 1891, Stanford has been dedicated to finding solutions to big challenges and to preparing students for leadership in a complex world.

Residential & Dining Enterprises (R&DE), the largest auxiliary organization at Stanford University, supports the academic mission of the University by providing high-quality services to students and other members of the university community. The department has an annual operating budget of over $350M, operates 24/7/365, and oversees a $3B asset portfolio comprising a 7 million sq. ft. physical plant across the campus. In autumn quarter of the 2021-22 academic year, R&DE will return to providing housing for over 13,000 students and dependents, serving meals at 17 dining halls, 12 retail locations, and operating athletic concessions and conference operations. Additionally, R&DE comprises 900 FTE staff in the following divisions: Student Housing Operations, Stanford Dining, Stanford Hospitality & Auxiliaries, Stanford Conferences, Maintenance Operations and Capital Projects, and a team of R&DE strategic business partners: Finance & Administration, Information Technology, Human Resources, and Strategic Communications.

"Students (Customers) First" is the mantra of R&DE and our strategic goals reflect our commitment to delivering quality and excellence to our constituents every day. In R&DE, "Excellence is defined by aligning our strategic goals and performance with our vision."

Stanford and R&DE are committed to creating and sustaining a diverse environment. R&DE's dedication to promoting diversity, multiculturalism, and inclusion is reflected in our work of providing service excellence to our students. Diversity is more than a commitment--it is foundational to what we do. We are fully focused on equality and believe deeply in diversity of race, gender, sexual orientation, religion, ethnicity, national origin and all the other characteristics that make us different.

ABOUT MAINTENANCE OPERATIONS & CAPITAL PROJECTS (MCP)

This division supports all R&DE operations and provides strong stewardship of its facilities by delivering daily and preventive maintenance, executing 50-year asset renewal model, managing design and construction of capital and other essential projects, infusing sustainability, safeguarding occupational health and safety, monitoring life-safety systems and after-hours security, overseeing furnishings/fixtures and parts inventory, administering move services and the fleet, managing utilities and waste, ensuring emergency preparedness and business continuity, and providing space and property administration.

JOB PURPOSE:

Manage facilities operations and maintenance staff, including other supervisors/managers, over assigned area(s), or facilities, engaged in facilities, building, and/or equipment management or maintenance. Lead department/unit strategic management and participate in long-range planning.

CORE DUTIES:

• Perform the full range of project management cycle: initiating, planning, executing, monitoring, and controlling, and closing. Independently lead and direct projects requiring high levels of functional integration and involving multiple disciplines to be managed.
• Direct development of an action plan, and estimate requirements for resources, including management, labor, materials, and time required to complete project.
• Facilitate discussions and negotiations to drive recommendation consensus.
• Develop and help execute comprehensive change management strategy and communication plan relative to project scope and stakeholders; orchestrate and lead change management methodologies underlying project success.
• These elements typically delineate the project management involved at this level: Charter origination or scope identification and shaping, scope definition; # of disciplines/stakeholders to manage is across university-wide impact, and city, county constituents; risk-manage, control and report on risk associated with more complicated projects, affecting division or program as it relates to their project portfolio and risk sharing and control is skewed further to the project manager: project complexity involves synthesizing complex technical data and driving decisions; primary university relationship is at the senior associate/administrative dean, faculty and directors level: single project budget/scope accountability-up to $10M; cumulative budget/scope accountability over $10M.