Director of Clinical Services

About The Role:                       

The Clinical Director leads assigned programs as one connected division. The Director is responsible for building and improving the systems that help programs meet their goals, budget expectations, quality standards, and key performance indicators (KPIs). This role looks at how programs, people, workflows, data, resources, program manuals, and community partners work together. The Director sets direction for the division, supports program managers, reviews data, solves barriers, and builds improvement plans.

The Director makes sure programs work together to improve access, service quality, client outcomes, staff performance, and overall system performance. The Director also owns oversight of assigned program manuals and makes sure programs follow CRC expectations, funder requirements, payer rules, licensing standards, Colorado Behavioral Health Administration (BHA) requirements, SAMHSA guidance, evidence-based models, and other recognized behavioral health best practices. 

Essential Functions: 

The essential functions of the Director are to:

• Lead assigned programs as one connected division, not as separate programs working alone. Build and improve the systems that support program design, staffing structure, workflows, care coordination, service capacity, budget awareness, and daily operations.
• Use systems thinking to understand how access, staffing, schedules, referrals, documentation, productivity, client engagement, quality, outcomes, and revenue affect one another. Make changes that improve the whole system, not just one part of it.
• Take ownership of division and program KPIs. Review dashboards and performance trends with managers and executive leadership. Identify gaps, remove barriers, and make sure managers have clear action plans to improve access, productivity, documentation, client engagement, quality, and outcomes.
• Develop and lead strategy for the programs in the division. Use KPI data, budget information, program feedback, regulatory requirements, client needs, workforce needs, and agency priorities to guide program growth, service improvement, resource planning, and long-term sustainability.
• Build clear operating systems for the division. This includes expectations for communication, escalation, decision-making, manager follow-up, quality review, training needs, workflow changes, and performance improvement.
• Set clear expectations for program managers. Hold managers accountable for daily operations, staff performance, service delivery, documentation quality, corrective actions, and follow-through on improvement plans.
• Research and apply evidence-based models and industry best practices for assigned programs. Use program manuals, role expectations, agency requirements, and current best-practice standards to guide training, tools, workflows, and program implementation. Make sure managers and staff understand the model they are expected to use and have clear support to use it correctly.
• Identify training, coaching, and support needs across the division. Make sure managers and staff have the tools, supervision, workflows, role-specific training, and guidance they need to do their jobs well and meet program manual expectations.
• Oversee use of evidence-based models, best practices, program manuals, and role expectations for each assigned program. Make sure managers are holding staff accountable to the correct model, practice standards, workflow, and role duties for their program.
• Require active participation in observation and auditing of clinical sessions and individual supervision when appropriate. Observation and auditing may happen with the manager, Director, or both, and may occur in person, by video, or by audio when appropriate and allowable.
• Ensure managers and staff complete required role-specific training for their program and position. Make sure training is used in daily work and that managers provide follow-up, coaching, or added support when staff need help meeting program expectations.
• Oversee observation and auditing of clinical sessions and individual supervision provided by program managers. Develop an observation and audit cadence based on staff development needs, program requirements, service risk, and quality priorities. Review manager audit findings and the quality of supervision managers provide. Give clear feedback to program managers to support their growth, strengthen supervision practices, and help them succeed in their leadership role. Observation and auditing may occur in person, by video, or by audio when appropriate and allowable.
• Own oversight of assigned program manuals. Make sure program manuals are current, practical, and aligned with CRC expectations, role duties, payer and regulatory requirements, evidence-based models, and best practices. Use program manuals to support training, supervision, workflow decisions, quality review, and accountability.
• Improve coordination across programs and teams, including clinical, medical, peer, case management, administrative, housing, vocational, crisis, school-based, justice, and community partner services when they apply to the division.
• Monitor compliance, quality, and risk across assigned programs. This includes documentation, required training, licensure or certification requirements, incidents, grievances, audits, corrective action plans, and regulatory reviews.
• Represent the division and CRC in internal planning, community partnerships, funder meetings, regulatory reviews, and agency priority projects. Communicate clearly about progress, barriers, needs, and results.
• Oversee key performance indicators for assigned programs, the division, and agency priorities connected to the division. Use KPI data, dashboards, program trends, budget information, and agency goals to identify performance gaps, develop strategies, and support managers in achieving stated program, division, and agency goals.
• Research, identify, and oversee appropriate uses of approved artificial intelligence tools to support program and agency goals. Look for gaps in workflows, reporting, quality review, training, implementation, communication, and oversight where AI may improve efficiency, consistency, follow-through, and decision support. Ensure AI use follows agency policies, protects client and staff information, supports quality improvement, and does not replace required clinical judgment, supervision, or leadership decision-making.

Key Competencies:

• System Oversight and Capacity Management: Oversees assigned programs as a coordinated service system. Monitors staffing, access, service demand, workflows, and program capacity to ensure services are operating effectively and aligned with organizational goals. Identifies gaps, removes barriers, and plans for current and future system needs.
• Leadership Development and Program Manager Accountability: Develops program managers as leaders by setting clear expectations, providing coaching and feedback, reviewing performance, and holding managers accountable for daily operations, team performance, and follow-through on program goals.
• Interdisciplinary Team Leadership: Supports program managers in leading teams that may include multiple disciplines and role types. Ensures managers understand how to coordinate work across disciplines, maintain clear expectations, address role-specific training needs, and align team performance with program and organizational goals.
• Strategic Planning and Execution: Leads strategy for the assigned service system and ensures program plans support CRC’s broader priorities. Translates organizational goals into clear actions, timelines, responsibilities, and measurable outcomes for programs and managers.
• KPI and Performance Management: Monitors department and program KPIs, reviews trends, identifies barriers, and uses data and dashboards to guide decisions. Ensures programs and managers understand performance expectations and are actively working toward access, productivity, quality, client engagement, and outcome goals.
• Evidence-Based Practice and Program Manual Oversight: Researches evidence-based models, industry best practices, and program-specific requirements. Owns oversight of assigned program manuals and makes sure manuals are current, useful, and connected to training, supervision, workflows, quality review, and manager accountability. Ensures managers and staff understand and use the correct model and program expectations.
• Responsible AI Use, Gap Identification, and Oversight: Where applicable, researches and identifies appropriate ways approved AI tools can support program and agency goals. Looks for gaps in workflows, reporting, quality review, training, implementation, communication, and oversight where AI may improve efficiency, consistency, follow-through, and decision support. Provides oversight to ensure AI is used appropriately, ethically, and in alignment with agency policy, privacy expectations, compliance requirements, and sound clinical and operational judgment.
• Budget and Resource Stewardship: Understands and monitors program budgets in partnership with leadership. Uses budget, staffing, productivity, and service volume information to support responsible decision-making, resource allocation, and long-term sustainability.
• Partnership and Stakeholder Leadership: Builds and maintains productive relationships with internal teams, community partners, funders, regulators, and other stakeholders. Represents CRC professionally and ensures partnerships support access, coordination, compliance, and system improvement.
• Collaboration and Influence: Works across departments to align programs, solve system-level problems, and support shared organizational goals. Uses influence, communication, and problem-solving skills to move work forward through others.
• Communication & Reporting: Communicates clearly, consistently, and transparently across all levels of the organization. Provides timely updates on progress, challenges, and successes to internal and external stakeholders to ensure alignment and shared understanding. Demonstrates strong communication judgment by tailoring messaging to diverse audiences. Additionally, is responsible for accurately and effectively conveying agency decisions and directives from Executive and Senior Leadership to Program Leadership and agency staff, ensuring clarity, accountability, and organizational cohesion.
• Organizational Accountability: Takes ownership for the performance of the assigned service system, including program outcomes, manager accountability, budget awareness, quality standards, compliance expectations, and alignment with CRC’s mission and strategic direction.
• Professional Conduct: Serve as a role model for a collaborative, team-oriented approach across all organizational levels, consistently demonstrating compliance with agency policies, the employee handbook, and promoting positive communication. Evaluate and align daily operations with the agency's mission of "enhancing the health of our community," while upholding the strategic pillars of Consumers, Collaborators, Staff, and Fiscal Responsibility in all decision-making and actions.

Qualifications

• Master’s or doctoral degree in a behavioral health field (e.g., Social Work, Counseling, Psychology)
• Active Colorado licenseas one of the following:
  • Licensed Clinical Social Worker (LCSW)
  • Licensed Professional Counselor (LPC)
  • Licensed Marriage and Family Therapist (LMFT)
  • Licensed Psychologist (LP)
• Minimum of 5-7 years of clinical experience, preferably in community mental health or public behavioral health settings.
• Supervisory or leadership experience in clinical operations is strongly preferred.

Schedule:  

M-F 8-5

Pay Information:

Salary Range: $109,000-$130,000

Eligible for Bilingual Stipend ($250/month)