Director of Clinical Services

We’re Excited You’re Here! Looking to join a compassionate community dedicated to providing exceptional mental health outcomes? Community Reach Center is that place. We prioritize empowering individuals living with mental health conditions, engaging with partners to make a lasting impact, and caring for our team on a personal level. Our mission is to enhance community health through evidence-based practices and convenient service locations, ensuring the well-being of our consumers and communities. At Community Reach Center, we offer more than just a job – we provide an experience that nurtures personal and professional growth. Join us and gain the skills to pursue your dreams while finding fulfillment within our team! Employee’s First Approach – At Community Reach Center, we prioritize an exceptional employee experience. We know that it’s imperative to prioritize our employees needs first, so they can be their best selves for the mission we serve. We’re eager to work with passionate, forward-thinking, talented, team members. The Perks – We also believe our employees deserve an exceptional compensation and benefits package. Competitive compensation 401K with matching Wellness Program Health Insurance Reimbursement Allocation Medical, dental, and vision insurance Internal Opportunities & Free trainings Shift differential pay when applicable Bilingual stipend pay 24/7 Employee Assistance Program to support mental health and a balanced lifestyle Opportunity for cross-licensure sponsorship if eligible & applicable Healthy Work Life Balance Excellent PTO & Paid Holiday Tuition Reimbursement Loan Forgiveness options including National Heath Service Corps, Colorado Health Service Corps and Public Student Loan Forgiveness. 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,