Program Manger ECM/CS

We are a company that focuses on treating the whole person. Our work is grounded in understanding the emotional, psychological, social, and practical factors that impact an individual’s well being. We believe effective care requires compassion, accountability, collaboration, and a commitment to meeting people where they are while supporting meaningful growth and long term stability. Our team works across departments to provide coordinated, ethical, and person centered services that prioritize dignity, respect, and quality care. At Simple Solutions Psychotherapy we believe, “It’s SIMPLE people just make it complicated.” Position Summary The Program Manager for CalAIM Enhanced Care Management (ECM) and Community Supports (CS) holds dual responsibility for department operations and department growth. This role does not just keep the lights on — it grows the business. The Manager owns operational performance, department growth, and the development of the supervisor bench across one or more program lines: Enhanced Care Management, Community Supports Housing (Housing Transition Navigation, Housing Deposits, Housing Tenancy and Sustaining Services), and Therapy Services. This is an outcomes-driven leadership role. Performance is measured against the Simple Solutions Manager Evaluation Scorecard — a 100-point KPI-driven framework that scores managers on what got delivered, not how hard they tried. Targets are set in writing at the start of each review period, and variance from target converts directly into points. The Manager works in close partnership with executive leadership and across managed care plan partners including IEHP, Molina, and others. Key Responsibilities Department Operations and Performance Drive caseload growth — net new members enrolled across managed departments. Drive member engagement rate and member retention rate to program targets. Maintain operational efficiency — caseload per FTE and staff-to-supervisor ratios within target. Compliance and Quality Maintain payer audit scores at or above benchmark across all programs and managed care plans. Drive internal QA scores on team chart audits. Hold the claim denial rate attributable to documentation below target. Keep critical incident rate (HIPAA, ethics, safety) per 100 members served below benchmark. Department Growth — Census and Revenue Hit department census growth targets — own the enrollment funnel from referral source through enrolled member. Hit department revenue growth targets and capacity expansion goals. Activate new referral pipelines and track conversion rigorously. Note: Contract negotiation and rate-setting sit at the executive level — but enrolling more members, generating more revenue, and activating new pipelines sit with the Manager. Partnerships and Pipeline Build net new active hospital, SNF, and community partnerships generating referrals to managed programs. Develop strategic partnerships outside core programs (universities, county agencies, faith-based organizations, community-based organizations). Track pipeline conversion — percent of new partnerships that produced actual member referrals within 90 days. Build brand visibility through presentations representing the manager or department. Program Expansion and Department Building Launch and operationalize new service lines, programs, or capabilities during the review period. Scale existing programs measurably — capacity, geography, member acuity range. Drive process improvement outcomes — measurable reduction in cycle times, costs, or compliance gaps. Supervisor Oversight and Development Verify supervisors completed staff scorecards at required cadence (weekly light, monthly full, quarterly review). Verify supervisors held documented 1:1s with each direct report at required cadence. Audit supervisor work product (sample staff scorecards, 1:1 notes, escalations) at minimum monthly. Identify, address, and document supervisor underperformance; initiate PIPs when warranted. Maintain average supervisor scorecard score at or above 85 across direct reports; hold supervisor turnover at or below benchmark. Maintain active development plans for every supervisor; build bench strength by identifying at least one developing leader progressing toward the next role. Strategic Leadership and Decision‑Making Identify and consistently execute strategic priorities across the review period. Anticipate and escalate risks before they become crises. Manage cross‑functional workstreams across billing, intake, operations, clinical, and HR to documented results. Minimum Qualifications Master's degree in Social Work, Marital and Family Therapy, Counseling, Psychology, Public Health, Healthcare Administration, Business Administration, or a related field, OR a Bachelor's degree in a related field with seven (7) or more years of progressive experience in healthcare operations, managed care program management, or behavioral health leadership including documented management‑level responsibility. Equivalent combinations of advanced education and senior management experience will be considered. Clinical licensure (LCSW, LMFT, LPCC) preferred but not required. Minimum three (3) years of experience managing supervisors or multi‑team operations in a Medi‑Cal managed care, ECM, Health Homes, Whole Person Care, behavioral health, or housing services environment strongly preferred. Demonstrated track record of growing census, revenue, or partnerships required. Bilingual (English/Spanish) preferred. Valid California driver's license, reliable transportation, and proof of auto insurance required. LiveScan background check and TB clearance required prior to start date. Knowledge, Skills, and Abilities Expert‑level working knowledge of CalAIM, the DHCS ECM and CS Policy Guides, Medi‑Cal managed care contracting, and managed care plan audit and reporting requirements. Demonstrated ability to grow census, revenue, and partnerships. Skilled in KPI design, variance analysis, root cause review, and recovery planning. Proven ability to manage supervisors — verifying their work product, growing them as leaders, and holding the line on accountability when performance lags. Strong working knowledge of San Bernardino and Riverside County service systems, including hospitals, SNFs, behavioral health, housing, justice‑involved service networks, and county departments. Comfortable representing the organization with managed care plan leadership at joint operating committee meetings. Skilled in policy and procedure development, audit response, and quality improvement methodology. Strong written and verbal communication with internal leadership, payer partners, and external stakeholders. Working Conditions Hybrid role with combination of office‑based, field‑based, and external partner‑facing work. Significant travel within San Bernardino, Los Angeles, San Diego, and Riverside Counties for partnership development, joint operating committee meetings, hospital/SNF rounds, and team site visits. Some after‑hours availability required for crisis response, executive escalations, and managed care plan partner engagement. Pay Range $95,000 – $125,000 annualized ($45.67 – $60.10 per hour equivalent), commensurate with licensure, experience, and scope of departments managed. Performance‑based bonus eligibility tied to KPI achievement. #J-18808-Ljbffr