Reporting to the President - Benioff Children’s Hospitals (BCH), the Vice President, Chief Nursing Officer (CNO) - Benioff Children’s Hospitals provides strategic direction, executive level leadership, planning, organization and general management for all aspects of patient care services at the BCH campuses in San Francisco and Oakland, ensuring integration of services and compliance with long range objectives and strategies, including the provision of excellent quality services and the practice of sound business practices.

 

As a key member of the Children’s Executive Leadership team within UCSF Health, the CNO contributes to the development and implementation of major strategic goals and direction, and provides vision for all aspects of patient care, quality, and patient safety issues.

 

The CNO serves as the most senior nursing executive at the children’s hospital, responsible for strategic leadership, operational oversight, and professional practice across all nursing and designated patient care services. This role ensures the delivery of safe, high-quality, family-centered care that is developmentally appropriate and aligned with the organization’s mission, values, and clinical standards.

The CNO partners closely with system nursing leadership, physician executives, and hospital administration to align pediatric nursing practice with enterprise-wide priorities, including quality, safety, workforce strategy, and financial performance. They champion evidence-based practice, nursing research, and innovation, while fostering a culture of accountability, equity, and continuous improvement.

Key responsibilities include oversight of nursing operations, staffing models, workforce planning, and labor management; advancement of professional governance and nursing engagement; and ensuring compliance with regulatory, accreditation, and Magnet (or equivalent) standards. The CNO also plays a critical role in developing leadership pipelines, supporting interdisciplinary collaboration, and advancing patient and family experience initiatives tailored to pediatric populations.

In a large system context, the CNO functions as both an advocate for the unique needs of pediatric patients and staff and a collaborator in system-level decision-making, ensuring that children’s services are effectively integrated, resourced, and represented across the continuum of care.

 

• Ten years of increasingly responsible experience in pediatric nursing management, preferably in an academic medical center or children’s hospital.
• Served in a magnet organization or understands the principles of shared governance and interdisciplinary collaboration.
• Ability to comply with all nursing practices and medical center policies and procedures for infection control, safety, administrative and clinical practice.
• Ability to comply with activities mandated by The Joint Commission/Title 22, CLIA, and other regulatory agencies.
• Strong verbal, written, and negotiating skills. Able to demonstrate consensus and inclusive practice in key situations

Preferred: 

• Knowledge of management information systems and its relevance to practice, quality and safety.
• Knowledge of strategic planning and its relevance to nursing operations and impact on future operations.
• Demonstrated understanding of the roles of teaching, research, and patient care in the academic medical center and active participation in improvements relevant to each mission.
• Proven administrative skills, including the ability to organize tasks and provide clear direction and leadership to others. Proven ability to work effectively with other health professionals, including physicians and administrators.
• Expertise in all aspects of assigned functions, as well as development and management of operational and capital budgets.
• Comprehensive and thorough understanding of all elements of health care delivery, including strategy, business planning, operations, and financial conditions.

 

 

 

 

% 

of time

Essential Function (Yes/No)

  

Key Responsibilities

(To be completed by Supervisor)

15

YesDevelops and communicates a vision for care delivery models and facilitates ongoing refinement of such models for the children’s services and/or health system. Participates in the planning and strategic formation of clinical program goals and practice standards. Ensures adherence with agency regulations and professional standards

5

YesParticipates in strategic planning with senior leadership across services (e.g., outpatient, children's, cancer center) to develop plans and systems for coordination and/or integration of care for all patient populations for the medical center or health system.

5

YesParticipates in community and elected official forums to share insights and perspectives on the healthcare needs of patients and their families. Examples include healthcare costs, overcoming economic barriers, funding for patient education and educational resources to meet forecasted staffing needs.

10

YesEnsures ongoing mentorship and relevant leadership/professional development programs are provided to nurse leaders across children’s services and/or the health system. Works with senior leaders to develop a succession planning pipeline for nurse leadership.

15

YesParticipates with senior leadership in developing the financial long-term strategies for patient care services across the medical center and/or health system. Reviews and approves fiscal planning proposals for new programs, annual budgets, and long-term goals.

10

YesDevelops and supports a shared governance structure. Ensures patient care unit environments support a shared voice in nursing practice and the exchange of ideas to continually improve nursing and patient care outcomes.

10

YesGuides nursing clinical educators, nursing leadership, and other clinical services to develop core competencies in nursing / clinical care, in accordance with organizational short- and long-term strategic goals. Ensures the development of assessment plans and tools for children’s services and/or health system. Provides for employee professional growth opportunities and promotes a culture open to change, and effective in teamwork and collaboration.

5

YesOversees the overall design/implementation, on-going support and strategic planning for clinical applications to support the children’s services and/or health system operations and new initiatives.

15

YesForecasts workforce planning and talent development needs. Develops annual staffing plans, based on population health forecasts, organizational strategy, patient acuity, benchmarks, and staffing data. Accountable for the fiscal management of overall staffing.

10

YesProvides guidance for nursing and patient care services regarding bargaining unit issues and contract negotiations. Facilitates and oversees the resolution of issues and the consistency of approach for items that impact the organization overall.

100%

 (To update total %, enter the amount of time in whole numbers (without the % symbol - e.g., 15, 20) then highlight the total sum (e.g., 1%) at the bottom of the column and press F9. The total sum should add up to 100%.)