Director - Operations & Project Management Office

Stanford Children's Health | Lucile Packard Children's Hospital Stanford; Palo Alto (CA); Sur place; USD 180 000 - 260 000; Plein temps

Résumé du poste

Stanford Children’s Health | Lucile Packard Children’s Hospital Stanford seeks a Director of the PMO to partner with senior operations and clinical leadership. This role translates strategy into enterprise programs, oversees workforce transformation, care pathways, and capacity initiatives across the hospital and pediatric enterprise.

Responsibilities include portfolio governance, budgeting oversight, reporting to the SVP of Operations and CNO/CMO, and leading a PMO team to ensure alignment with

Description du poste

Category: Quality & Process Improvement
Job Type: Full time
Shift: Day - 08 Hour
Location: Palo Alto, CA
Req: P143594-2777
Employee Group: Exempt
Benefits Eligible: Yes
Remote Eligible: No
Department: Administration Fellowship
Scheduled Weekly Hours: 40

At Lucile Packard Children’s Hospital Stanford, we know world-renowned care begins with world-class caring. That's why we combine advanced technologies and breakthrough discoveries with family-centered care. It's why we provide our caregivers with continuing education and state-of-the-art facilities, like the newly remodeled Lucile Packard Children's Hospital Stanford. And it's why we need caring, committed people on our team - like you. Join us on our mission to heal humanity, one child and family at a time.
Job ID: P143594-2777

JOB SUMMARY

The Director reports to the SVP of Operations and serves as the primary executive partner to operational and clinical leadership on all operational initiatives. Responsible for translating business strategies and initiatives into operational plans. Prioritizes strategic plans and capital projects and creates plans for implementation. Develops complex forecasting models, budgets, resource allocation and plans for projects. Utilizes comprehensive knowledge of company's internal operations to develop forward-looking focus for business, as well as on-going oversight and governance of labor costs and strategy in support of these initiatives. The Director of PMO provides overall leadership and direction for the Project Management Office supporting hospital operations transformation within the Pediatric Healthcare Enterprise. The Director oversees a focused portfolio of operational transformation programs spanning three domains: clinical workforce and staffing model redesign, care pathway standardization, and patient capacity and throughput improvement. Day-to-day responsibilities encompass PMO leadership and team development, portfolio governance and prioritization, stakeholder relationship management with the SVP of Operations, CNO, CMO, and department leaders. The Director establishes and maintains governance standards, project intake processes, and reporting frameworks for the enterprise. This role coordinates closely with peer PMO offices in Information Systems and Facilities on shared dependencies.

ESSENTIAL FUNCTIONS

The essential functions listed are typical examples of work performed by positions in this job classification. They are not designed to contain or be interpreted as a comprehensive inventory of all duties, tasks, and responsibilities. Employees may also perform other duties as assigned.

Employees must abide by all Joint Commission Requirements including but not limited to sensitivity to cultural diversity, patient care, patient rights and ethical treatment, safety and security of physical environments, emergency management, teamwork, respect for others, participation in ongoing education and training, communication and adherence to safety and quality programs, sustaining compliance with National Patient Safety Goals, and licensure and health screenings.

Must perform all duties and responsibilities in accordance with the hospital's policies and procedures, including its Service Standards and its Code of Conduct.

• Designs, establishes, and manages the PMO governance framework, project intake and prioritization process, methodology, templates, and tooling to support enterprise operations.
• Owns the operations project portfolio end-to-end: intake, prioritization, active monitoring, portfolio-level risk management, and resource allocation across the PMO team.
• Facilitates the Transformation Steering Committee monthly, preparing materials, driving the agenda, and ensuring decisions are documented and acted upon; presents portfolio performance updates to the SVP of Operations, CNO, and CMO.
• Serves as the primary relationship owner for the SVP of Operations, CNO, CMO, department leaders, and frontline nursing and clinical staff; builds and maintains trust across the full spectrum from clinical staff to senior executives.
• Leads all workforce and staffing transformation programs within the PMO portfolio, partnering with HR and Nursing leadership on nursing model redesign, staffing structure optimization, and clinical role and team design initiatives.
• Leads workforce and staffing transformation programs within the PMO portfolio, partnering with HR and Nursing leadership on nursing model redesign, staffing structure optimization, and clinical role and team design initiatives; provides ongoing oversight to ensure successful implementation and sustainability.
• Leads care pathway standardization programs in partnership with physician and nursing leaders, overseeing the development, piloting, and scaling of evidence‑based clinical protocols and care models.
• Oversees patient capacity and throughput improvement programs, including inpatient flow, emergency department and access optimization, operating room and procedural capacity, discharge planning, and bed management initiatives; works collaboratively with Patient Access, Quality, and Process Improvement leadership to avoid duplication and ensure alignment on scope.
• Manages the PMO team to assure quality services and promote positive employee relations; recruits, onboards, develops, and evaluates all PMO team members.
• Establishes and enforces project governance standards across the clinical enterprise including charter approval, validating appropriate stakeholders and gaining their engagement, stage gates, escalation thresholds, and lessons learned practices.
• Serves as the cross‑PMO coordination point with the IS PMO and Facilities PMO Directors; establishes and maintains clear scope boundaries and a monthly alignment cadence to manage shared project dependencies.
• Delivers monthly executive portfolio dashboards and reporting to the SVP of Operations, CNO, and CMO.
• Identifies early‑win programs with high visibility and achievable timelines to establish PMO credibility and build organizational appetite for the broader transformation agenda.
• Collaborates with dyad partners to ensure alignment on clinical operational strategic initiatives; creates program plans that support the hospital's mission and vision across all service lines.
• Resolves highly complex or unusual organizational problems applying advanced analytical thought and judgment that may have long‑term impact on clinical operations.
• Develops and maintains effective systems of information, records, and reports.
• Recommends and participates in evaluating sources for consulting, interim project