Integrated Clinical Services Executive Director

Current employees: Please apply through the employee portal to be considered for this opportunity. Pay Range: $190,760.02 - $305,215.24 Annual Department: Health Department Job Type: Regular Non-Represented Exemption Status: United States of America (Exempt) Closing Date (Open Until Filled if No Date Specified): October 28, 2026 The Opportunity: Please submit applications through the UHC Solutions website: Click Here to Apply 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 trend