Director - Operations & Project Management Office at Stanford Medicine Children's Health

Palo Alto, California, United States -

Full Time

Start Date

Immediate

Expiry Date

24 Sep, 26

Salary

116.93

Posted On

26 Jun, 26

Experience

10 year(s) or above

Remote Job

Yes

Telecommute

Yes

Sponsor Visa

Skills

Project Management, Program Management, Portfolio Governance, Clinical Operations, Workforce Redesign, Care Pathway Standardization, Patient Throughput Improvement, Stakeholder Management, Budgeting, Resource Allocation, Lean, Six Sigma, Agile, Executive Reporting, Change Management, Strategic Planning

Industry

Hospitals and Health Care

Description

Company Description 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 Description 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 management, or change management support; may identify and develop internal resources to fill these needs. Qualifications MINIMUM QUALIFICATIONS Any combination of education and experience that would likely provide the required knowledge, skills and abilities as well as possession of any required licenses or certifications is qualifying. Education: Bachelor's degree in Health Administration, Business, or a related field required. Master's degree (MHA, MBA, MSN, or equivalent) strongly preferred. Experience: Eight (8) or more years of progressively responsible and directly related project and program management experience, with at least four (4) years in a hospital or health system setting. License/Certification: Project Management Professional (PMP) certification preferred. Program Management Professional (PgMP) preferred. Lean or Six Sigma certification preferred. KNOWLEDGE, SKILLS, & ABILITIES These are the observable and measurable attributes and skills required to perform successfully the essential functions of the job and are generally demonstrated through qualifying experience, education, or licensure/certification. Ability to communicate effectively, both orally and in writing, across the full spectrum from frontline clinical staff to C-suite executives. Ability to manage complex programs and portfolios including people, costs, scope, and timelines across multiple concurrent initiatives. Ability to mediate and resolve complex organizational problems and competing priorities with diplomacy and influence. Demonstrated experience building or significantly maturing a project management or operational function. Proven track record leading complex, multi-stakeholder operational transformation programs in a clinical environment — workforce redesign, care model change, or throughput improvement. Ability to strategize, plan, and implement change in a clinical environment where the PMO does not directly own the resources executing the work. Ability to build a project management function from inception, including governance frameworks, methodology, templates, and tooling. Knowledge of clinical operations, nursing workforce dynamics, and care delivery models in an acute care hospital setting. Knowledge of principles and practices of organization, administration, fiscal management, and personnel management. Knowledge of project and portfolio management methodologies including PMI/PMBOK and Agile/hybrid approaches. Knowledge of healthcare operational improvement methodologies such as Lean and Six Sigma, or equivalent process improvement frameworks. Knowledge of local, state, and federal regulatory requirements related to clinical operations, to the extent needed to coordinate with clinical managers and compliance teams. Skilled in executive-level presentation and reporting, including producing portfolio dashboards and performance summaries for senior leadership and governance bodies. Skilled in building and sustaining trusted relationships with clinical leaders, medical staff, and operational executives in a high-complexity healthcare environment. PHYSICAL REQUIREMENTS The Physical Requirements and Working Conditions in which the job is typically performed are available from the Occupational Health Department. Reasonable accommodations will be made to enable individuals with disabilities to perform the essential functions of the job. Additional Information Pay Range Compensation is based on the level and requirements of the role. Salary within our ranges may also be determined by your education, experience, knowledge, skills, location, and abilities, as required by the role, as well as internal equity and alignment with market data. Typically, new team members join at the minimum to mid salary range. Minimum to Midpoint Range (Hourly): $89.95 to $116.93 Stanford Medicine Children's Health (SMCH) strongly values diversity and is committed to equal opportunity and non-discrimination in all of its policies and practices, including the area of employment. Accordingly, SMCH does not discriminate against any person on the basis of race, color, sex, sexual orientation or gender identity, religion, age, national or ethnic origin, political beliefs, marital status, medical condition, genetic information, veteran status, or disability, or the perception of any of the above. People of all genders, members of all racial and ethnic groups, people with disabilities, and veterans are encouraged to apply. Qualified applicants with criminal convictions will be considered after an individualized assessment of the conviction and the job requirements, and where applicable, in compliance with the San Francisco Fair Chance Ordinance. Employee Referral Amount: Not Applicable Employee Group: EX - Exempt Fixed Term Employment Duration: None Job Family: LP Project-Program Management Department: Administration Fellowship Remote Eligible: No Benefits Eligible: Yes Scheduled Weekly Hours: 40 Work Shift: Day - 08 Hour

Responsibilities

The Director leads the Project Management Office to drive operational transformation programs focusing on clinical workforce redesign, care pathway standardization, and patient capacity. This role establishes governance frameworks and partners with senior executive leadership to translate business strategies into operational plans.