THIS WORK MATTERS

We seek leaders, achievers, and doers who bring skill and commitment to a challenging and evolving environment. The Multnomah County Health Department works with communities to advance health equity, protect people who are most vulnerable, and promote health and wellness for everyone. Our values are Compassion and Care, Empowerment, Racial Equity, Creativity, and Integrity.

The Integrated Clinical Services Director leads Oregon’s largest federally qualified health center and serves as its executive director under Health Resources and Services Administration requirements. The director provides executive leadership for an administrative, technical, fiscal, and clinically complex system of approximately 20 sites, 650 full-time equivalent positions, and a $193 million budget.

Working with the Health Department Director, the consumer-majority Community Health Center Board, and the County Chair or designee, the director sets strategy, safeguards clinical quality and regulatory compliance, and integrates services across primary care, dental care, behavioral health, school-based health centers, mobile services, and community-based care. The director must earn trust across a highly visible and politically complex environment while advancing access, financial sustainability, workforce stability, and equitable outcomes.

Primary Responsibilities

Strategic Leadership and Governance

·   Set the strategic direction for Integrated Clinical Services and translate priorities into measurable goals, policies, and operating plans.

·   Serve as the FQHC executive director and work under the shared governance structure established by the Community Health Center Board, the County Chair or designee, and the co-applicant agreement.

·   Lead the division through regulatory, financial, political, and organizational change while maintaining accountability for service quality and mission results.

·   Serve on the Health Department senior leadership team and the County Department Directors Leadership Council.

·   Monitor federal, state, and local policy changes and ensure timely organizational response.

Board Community and Government Relations

·   Build effective relationships with County departments, elected officials, HRSA, the Bureau of Primary Health Care, state and local agencies, coordinated care organizations, health systems, community partners, and other safety-net providers.

·   Keep the Community Health Center Board, County Chair or designee, and Health Department Director informed about performance, risks, major events, and regulatory obligations.

·   Support board governance, agenda development, communication, candidate identification, and oversight of the 19 HRSA Health Center Program requirements.

·   Represent the health center and Health Department in public forums and support clear, constructive communication about policies and community needs.

Clinical Quality and Compliance

·   Establish clinical quality goals, direct the quality program, and monitor performance against the quality plan and federal grant requirements.

·   Ensure compliance with applicable federal, state, and local laws; HRSA and Bureau of Primary Health Care requirements; County policies; and governing board direction.

·   Lead accreditation readiness and organizational surveys, and ensure the management team remains current on changes affecting care and operations.

·   Allocate resources to improve service effectiveness, efficiency, and access for changing and diverse patient populations.

Financial Stewardship

·   Direct budget development, approval, implementation, monitoring, and reporting for a complex health center system.

·   Oversee revenue projections and performance involving Medicaid, Medicare, commercial insurance, federal and private grants, and other funding sources.

·   Recommend the FQHC budget to the Community Health Center Board and the final division budget to the County Chair or designee and Health Department Director.

·   Set priorities among competing resource requests, monitor revenue and expenditure trends, and present clear financial information to governing bodies and stakeholders.

·   Develop and protect sustainable funding sources that support patient care and long-term operations.

Workforce Leadership and Culture

·   Create a culture of trust, accountability, inclusion, transparency, psychological safety, and employee engagement.

·   Build visible and collaborative relationships with employees, labor partners, leaders, and stakeholders throughout the organization.

·   Strengthen workforce stability through succession planning, leadership development, recruitment, retention, employee well-being, and clear communication.

·   Coach senior leaders, empower operational decision-making, and maintain alignment with County values and strategic priorities.

·   Ensure employees receive appropriate safety and health training and follow County safety policies and procedures.

Operational Integration and Transformation

·   Lead long-range planning and initiatives that improve access, efficiency, quality, and sustainability across the health center system.

·   Guide responsible use of technology, data-informed decision-making, care delivery transformation, and emerging community health practices.

·   Strengthen coordination across clinical programs, behavioral health, dental services, school-based health centers, mobile services, and community-based care.

·   Identify ways to improve patient access, engagement, enrollment, operational performance, and workforce development.

·   Assess emerging trends and regulatory changes and prepare the organization for long-term success while preserving its safety-net mission.

Benefits

The County offers employer-funded retirement savings, health and dental insurance at low cost to full-time employees and their dependents, paid parental leave, wellness programs, paid time off, and additional benefits that support work-life balance.

Benefits for Non-Represented New Employees - https://multco.us/info/non-represented-elected-official-staff-new-employee-benefits

Minimum Qualifications

Multnomah County will consider any combination of relevant work experience, volunteering, education, and transferable skills unless an item is labeled required. Training and experience are typically equivalent to a bachelor’s degree and three to six years of executive or clinical leadership experience demonstrating the ability to perform the duties of this advanced professional position. An equivalent combination is generally seven to ten years of qualifying training and experience.

·   A valid driver’s license is required.

·   Candidates must satisfy applicable background, credential, and other position requirements established for the recruitment.

Preferred Qualifications

Candidates do not need every preferred qualification to be considered. The County may use some or all of the following to identify the most qualified candidates:

·   Executive leadership of a large, multi-site federally qualified health center, community health center, public health system, safety-net provider, or comparable health care organization.

·   Knowledge of HRSA Health Center Program requirements, Section 330 grant compliance, consumer-majority co-applicant board governance, and public-sector accountability.

·   Experience supervising through senior leaders, directors, managers, or supervisors and leading a large, diverse, union-represented workforce.

·   Responsibility for a complex operating budget, patient service revenue, Medicaid and Medicare reimbursement, grants, contracts, and long-range financial planning.

·   Leadership of clinical quality, accreditation, performance improvement, and regulatory compliance across multiple care settings.

·   Success building relationships with elected officials, governing boards, labor partners, community leaders, health systems, coordinated care organizations, and government agencies.

·   Experience leading organizational transformation, integrated care models, technology adoption, and data-informed operational improvement.

·   Advanced understanding of racial equity and institutional inequity, with evidence of improving workforce practices and health outcomes for diverse communities.

·   Sound judgment, integrity, transparency, and effectiveness in a complex and highly visible political environment.