Strategic Organizational Development
-Develop, implement, and maintain a system of accountability to monitor utilization of program resources, clinical appropriateness, quality and outcome of services, and client satisfaction.
-Participate in the development of strategic plan, goals, objectives and organizational structure.
-Participate in planning, implementing and developing the budget.
-Develop vision driven goals and operational plans for program and clinical service centers.
-Organize the overall approach to the delivery of services across all clinical programs and provide supervision in the performance of these functions within their respective programs.
Leadership and Management Responsibilities
-Understand and adheres to all policies and procedures governed by federal and state guidelines regarding confidentiality and abuse reporting; embraces the Code of Conduct/Ethics policies.
-Develop and maintain professional and supportive relationships with all staff.
-Lead creative and innovative solutions to improve performance and enhance clinical competencies.
-Deliver on-time expectations and constructive feedback to direct staff and others in a supportive and vision-enhancing manner; deliver performance feedback on a timely basis.
-Coordinate the efforts of all program areas within a single vision that advances the vision and mission.
-Ensure implementation and compliance with regulatory standards for all service standards.
-Maintain professional licensure and certification, as applicable.
-Prepares or facilitates grant proposals, requests for funding, contracts and similar forms of participation with business partners and funding sources.
Community Collaboration
-Support and promote the vision through participation in community or profession programs and events aligned with or useful to the promotion of the vision, mission, beliefs and values while promoting a positive image at all times.
-Network with colleagues in the Siouxland area on a cooperative and collaborative basis to advance the vision and mission.
