Hanna Boys Center
CAREER PROSPECTUS POSITION: Chief Clinical Officer
ORGANIZATION BACKGROUND: Hanna Boys Center was founded in 1945 by leaders in the Archdiocese of San Francisco. Since 1949, it has been located on an idyllic 160 acre wine-country campus in Sonoma, 45 miles from San Francisco.
Substantially independent from and without financial support from the Catholic Church or, to date, from government contracts, Hanna is the only Catholic residential treatment center and school in the United States that is 100% financed by charitable donations and endowment, predominantly from Greater Bay Area Catholic donors. Hanna is a faith-based organization, founded on core Christian values of service to the disadvantaged of every faith. Led with great success for nearly 30 years by much beloved and now retired Fr. John Crews, in the Spring of 2014 Hanna recruited to the chief executive position Brian Farragher, long-time senior executive at the venerable Andrus Children’s Center (New York City), co-author (with Sandra Bloom) of two seminal books published by Oxford University Press addressing trauma-informed systems of youth care, winner of the highest honor for service to youth, the Nordlinger Child Welfare Leadership Award, from the American Alliance for Children and Families. Hanna Boys Center has every reason to look to the future with great optimism, and it is in this spirit that Hanna seeks to fill its executive clinical position with an exceptional clinician, administrator, colleague, and leader. Hanna Boys Center serves 100 boys in grades 8 through 12, most in long-term residential care, supporting their efforts to turn their lives around when they are having problems at home, in school, with their peers, or in the community. Joining these residents are a small but growing number of others who return to their homes nightly.
The boys - as do the staff and Board - come from diverse ethnic, religious, and economic backgrounds. Often the boys have been abused, neglected, abandoned, or raised in a single-parent family home in crisis. Many of the boys have significant to severe mental health problems. Many of the boys are performing below grade level in school and have special educational needs. The boys must apply for residence and Hanna is highly selective in limiting enrollment to boys with a strong desire for change. A rich array of residential, educational, recreational, health, and clinical services is provided to boys as they progress through high school - and, in some cases, beyond, as graduates may qualify for additional financial aid to defray college or vocational school expenses to support their transition to independence - and even farther beyond, as "once a Hanna boy, always a Hanna boy."
Hanna takes great pride in the myriad successes of its alumni. A visitor to Hanna will be immediately impressed by the beauty of the campus and the Valley of the Moon, the quality of the built environment and 100+ staff, the richness of programming for the boys. Recently, a five year, $12 million building and $3 million endowment campaign achieved its $15 million goal, funding dramatic upgrades to Hanna’s facilities. This is the first capital campaign since Hanna was founded and lays the groundwork for the future. The current operating budget is about $14 million, an increase of about $2 million in the past two years, reflecting initiatives of the new CEO and Board to increase both earned income and charitable giving to enhance Hanna services, increase community visibility, project clinical leadership in the field, and to support the build-out of Hanna’s business model. The next Chief Clinical Officer (CCO) will be both energized and challenged as s/he assumes a complicated high-level leadership role at a time of institutional change. Deliberately, and not at all surprisingly, Hanna’s Board acknowledged in its management of the transition from leadership of nearly 30 years that changing times would continue to challenge Hanna’s adaptability. Hanna’s culture, prompting some to describe themselves as "Hannatized," is predictably resistant to changes in leadership or practice. This adaptability will be challenged not only by shifts in emphasis of Hanna’s traditional endowment-dependent business model, but also other dimensions of Hanna’s operations - including Hanna’s treatment model. The Board’s recruitment of a preeminent expert like Brian Farragher reflected their openness to suitable adaptation, evidencing that commitment in the Board’s support of new fundraising and clinical initiatives. The latter will directly impact, as well as define, the effective next Chief Clinical Officer, and deserves additional explanation. In many ways, Hanna Boys Center has never seen itself so much as a "therapeutic community" as an "alternative family," with many of the organizational practices of the traditional orphanages. This distinction is extremely relevant in describing the ideal Chief Clinical Officer, but will be oversimplified in the following brief capsule. The alternative family model emphasizes the balance of love, rule-setting, and discipline that is generally identified with capable parenting and the healthy family system. When Hanna staff at every level describe the treatment approach to Hanna Boys in recent decades, the emphasis has been on leadership intimacy with the boys, with staff as mentors and quasi-family, with acknowledgment and reward for good behavior balanced by immediate response to rule-breaking, with accountability, rule reinforcement, and, frequently, disciplinary action, including suspension or expulsion for bad behavior. The challenge in this alternative family model at Hanna is inherent in the boys Hanna serves, as they are not a traditional orphanage population but a population predominantly of boys with varying levels of mental health acuity and special needs. They are at Hanna not only because they will ideally find a safe alternative home. Rather, at Hanna they will find personal growth opportunities that are clinically-founded, that are informed by a clinical organizational framework guided by what is known currently and being learned about how youth who have been traumatized by their childhood family and community experiences can be helped toward healthy adult functioning by their social and clinical responses to a "trauma-informed system of care." The next Chief Clinical Officer will have experience in the treatment of youth from traumatic backgrounds. The clinical treadmill of most community clinical work with such youth - plagued with unmanageable caseloads, undertrained staff, minimal therapeutic time and increasingly short lengths-of-stay - will make the Hanna opportunity attractive to the seasoned clinical executive. S/he will appreciate the extraordinary opportunity of working with high school age boys over long periods of months and years, and mostly in residence, and in working with a system of staff capable of adopting an institution-wide system of care. Notwithstanding this, the next Chief Clinical Officer will find at Hanna considerable challenge as well, since s/he must be capable of participating as a thought-leader in the senior leadership team while also managing a critically-important institutional function at a time of deliberate organizational transformation. The core mission and values of Hanna are as valued today as they have been for 75 years, but the pivot of Hanna to contemporary and emerging models of care has and will generate considerable stress within the organization. It is much less stressful for boys and staff to live with a mix of love and rules-enforcement than it is for boys and staff to adapt to a treatment regimen that is grounded in models of trauma-informed care: understanding trauma, preventing re-traumatization, transparency, voice and choice, peer support, emotional regulation, trauma specific treatment, non-violence, etc. For a boy to confront the painful roots of trauma, to understand, reconcile, integrate, and then move on; for a staff member to engage boys in the processes that support this personal growth - is demanding and challenging for all, and certainly more challenging than a love-discipline regimen that helps boys to repress their trauma behind their conforming behavior, allowing the boys to grow into adults whose unaddressed problems will be at the root of behavior and feelings that will haunt them throughout their adult family and working lives. The Chief Clinical Officer currently supervises 7 clinical "caseworkers," four licensed MSW/MFTs and three interns under supervision and pursuing their licenses. These staff each have a caseload of about 12-15 boys. At the same time, the boys spend their weekdays in Hanna’s on campus school and, except for the small but growing number of day-students, in their group homes or cottage residences. The boys are managed by the School Principal and teachers during the school day. The resident boys are managed in their group homes or cottages by "coordinators," who report to Hanna’s Chief Operating Officer. Not surprisingly there are considerable differences in the relationships with boys with their caseworkers, teachers, and their coordinators, which creates organizational tensions that require effective triaging by the Chief Clinical Officer, Chief Operating Officer, and Principal. In this respect, the ideal Chief Clinical Officer must be not only an effective clinical manager, but an effective and integrative manager of relationships with peers. Given this increasing emphasis on clinical outcomes for Hanna boys, the Chief Clinical Officer will have a far greater staff training responsibility than this position has had in the past. There is considerable interest in contemporary treatment modalities (e.g. Eye Movement Desensitization and Reprocessing - EMDR, Dialectical Behavioral Therapy, Trauma Focused CBT, Neurofeedback, Mindfulness), and the ideal CCO will be familiar with cutting-edge practices in the field. Beyond training alone, the CCO will understand how staff development can bring together the clinicians, coordinators, and teachers to provide individualized, integrated assistance to each boy and to integrate cross-departmental functions with treatment objectives. A significant initiative approved by the Board and opened this year is the Hanna Institute. This is both a service to the external community of organizations that can benefit from training, research, and consulting services relating to trauma-informed care and an additional source of earned revenue for Hanna Boys Center. The Chief Clinical Officer will be a resource to the Institute and those it serves. Finally, in addition to staff and external training responsibilities, the CCO find support among clinical staff for what they believe to be important to their department head - direct clinical responsibility for a very small caseload of boys. In sum, this position offers the consummate clinical professional, with exceptional management skills, the opportunity to participate in the advancement of a remarkable institution at a seminal moment in its history. REPORTING RELATIONSHIPS: The Chief Clinical Officer reports to the Executive Director & CEO. S/he is an integral member of the Executive Director’s senior management team, comprised of the following: Chief of Operations, Chief Financial Officer, Chief Development Officer, Chief of Clinical Services, and, Principal (of the non-public Archbishop Hanna High School). RESPONSIBILITIES: The Chief Clinical Officer works closely in support of and in partnership with the CEO in creating, executing, and continuously evaluating for effectiveness a comprehensive strategy that enhances the quality of care for Hanna boys. The CCO ensures that clinical staff are of the highest quality, and that they are able to provide services that are individualized, consistent, and fruitful. The CCO oversees relations among groups of staff and facilitates collaboration that serves the boys. The CCO supports the CEO, COO, Principal, and Director of the Hanna Institute in achieving institution-wide coordination and integration of the service model of the Hanna Boys Center.
Specifically the CCO:
- Provides dynamic support to the CEO, Board and other senior team members on all matters related to the clinical functions of Hanna Boys Center.
- Brings mature judgment and experience, with big-picture executive perspective, to the senior leadership team and to Hanna management and governance.
- Integrates managing down responsibilities with managing up and managing out responsibilities, helping HBC to balance complex considerations in making critical decisions about organizational direction.
- Is able to represent HBC well in the community, to partnering organizations, to thought-leaders in the field, and to HBC’s external stakeholders.
- Is at ease as an adjunct to the fundraising function and able to support the ask with a clinical perspective on the impacts of donated dollars.
- Anticipates changing community needs with vision and imagination, initiates long-range strategic and operational planning with respect to all clinical services, and is responsible and accountable for the business-like implementation, including budget development and management, of all such plans.
- Manages staff and groups of staff from a big picture perspective, understanding that excellent clinical staff are pursuing their treatment goals with boys in a complex organizational environment that can facilitate or impede their success, and that no small part of leading the clinical function is working with the CEO and C-level peers to attend to the integration of all operations of the organization.
- Influences continuing enhancement of clinical, educational, and social benefits inherent in the therapeutic community experience
- Develops tactical and strategic plans, establishes goals and objectives
- Is committed to data-driven decision-making and the establishment of metrics and the infrastructure (staff training and IT systems) to measure progress
- Defines the criteria for success, and has the ability retrospectively and prospectively to evaluate progress
- To inform the CEO and Board of this progress, and to demonstrate the pragmatism and flexibility to recommend changes in direction based on outcomes against plan.
- Demonstrates as a curious and effective career-long proponent of best practices how Hanna can be a learning organization capable of continuing refinement in all of its services.
- Participates actively in regional, statewide and national associations to ensure that the achievements of Hanna Boys Center are disseminated and leveraged by other organizations, even as Hanna is enabled by others to adapt productive emerging practices.
- The successful candidate for Chief Clinical Officer will be a results-driven, high-energy clinical professional and manager-leader dedicated to the mission of Hanna Boys Center.
PROFESSIONAL QUALIFICATIONS: The ideal candidate…
- Is passionate about the mission of Hanna Boys Center, evidenced by a continuing interest in child and youth development.
- Enjoys being an active and involved member of a residential community, spending time learning the stories of boys and families, being an accessible role-model and mentor, radiating the enthusiasm and optimism that will inspire boys and reassure their families.
- Is a well-trained and highly experienced clinical professional, licensed to supervise new clinicians, familiar and experienced with the therapeutic community and the emerging modalities being used with youth in trauma-informed systems.
- Is a seasoned manager familiar with clinical settings, able to manage clinical and non-clinical staff and clients, and to manage relationships with the many moving parts of the complex organization that affect the clinical function.
- Is comfortable with training, supervision, and the consulting role, and able through mentorship, suggestion, and example to enhance clinical services.
- Nurtures, mentors, and recruits a dedicated staff capable of maintaining high quality clinical services that in every respect reflect core values and priorities.
- Embodies the understanding, sensitivity, sophistication, and high standards that inspire staff colleagues at all levels, is a respectful diplomat, consensus-builder, and natural collaborator, commands confidence and trust, and both appreciates and promotes longevity of service.
- Is approachable, likeable, and accessible, with a direct, transparent, and unaffected style that will wear well with all whom Hanna touches.
- Has the self-confidence to lead; has the self-confidence to follow.
- Delegates comfortably to effective colleagues, avoids micromanagement where not required, while being able to micromanage deftly where necessary.
- Demonstrates the ability to hold all staff accountable for their performance, to anticipate, avoid, or manage conflict, and to make difficult personnel and financial decisions when necessary.
- Has highly developed oral and written communication skills, and the vision, charisma, and dynamism necessary to project and promote the mission of Hanna to boys, their families, staff, colleagues, governing Board, and community. Conversational Spanish a plus.
- Demonstrates ability to be an active and effective partner to the CEO and member of the senior management team, anticipating community needs, leading, managing, and assessing strategic change within a complex, diverse, and rapidly changing environment, with demonstrated ability to work effectively in diverse communities.
- Demonstrates business and financial acumen, recommends and oversees budgets, revenues and expenditures, costs out programs and then monitors the implementation of programs within approved budgets, maintains internal controls and financial discipline, and works closely with other senior management leaders and Board members to ensure the financial well-being of Hanna Boys Center.
- Has a can-do, no-job-too-small attitude and an ability to set priorities, to produce quickly and at a high level of quality, and is able to maintain a steady presence in a position where multi-tasking is necessary, and where stress and crisis are routine.
- Avoids being a ´desk jockey’, demonstrating the value of being highly present with staff and boys wherever they can be engaged, and understanding that in a residential community every informal engagement offers treatment opportunities.
- Has exceptional listening skill, high energy, compassion, centeredness and maturity, a collaborative style, durability and adaptability to the vicissitudes of an emotionally charged environment, and a healthy sense of humor.
EDUCATION: Ph.D., Psy.D., M.S.W., M.F.T. or the equivalent, with a California clinical license, and sufficient experience to qualify as a clinical supervisor.
COMPENSATION: Compensation is likely to be in the range of $140,000 - $160,000, negotiable based on salary history and experience, with excellent benefits and a profoundly gratifying work environment.
Robert M. Fisher, Ph.D. and Michael Loscavio of Rusher Loscavio Fisher Nonprofit Executive Search are privileged to provide recruitment counsel to Hanna Boys Center (www.hannacenter.org). We would be grateful to receive inquiries, expressions of interest, nominations, and applications at the following address: bfisher@RLL.com. All discussions with prospects for this position will be treated with utmost discretion. For more information about one of America's most highly respected national nonprofit search practices, see www.RLL.com.