Executive Director-Adamhs

Montgomery County•Dayton, OH

About The Position

The Executive Director of Montgomery County Alcohol, Drug, and Mental Health Services (MCADAMHS) serves as the central system leader responsible for aligning behavioral health strategy, funding, and partnerships across Montgomery County. This role operates at the intersection of public service, community impact, and system coordination, guiding both long-term vision and day-to-day execution across the system. Serving as both a strategic architect and operational leader, the Executive Director ensures that priorities are clearly defined, data-informed, and implemented with accountability. The role is critical in advancing MCADAMHS’ position across a complex ecosystem that includes service providers, healthcare systems, public safety, government agencies, and community organizations. The Executive Director must navigate a dynamic and evolving environment, balancing funding constraints, regulatory requirements, and increasing community needs while maintaining fiscal discipline and system stability. A key priority will be strengthening trust and transparency across stakeholders, modernizing systems and data capabilities, and reinforcing alignment between strategy, funding, and measurable outcomes. Internally, the Executive Director fosters a culture of accountability, collaboration, and continuous improvement. Externally, they serve as a visible and credible advocate for behavioral health, effectively communicating impact and advancing system-wide progress across Montgomery County.

Requirements

Transparent and trust-building
Clear, consistent communicator
Strong relationship builder
Collaborative and inclusive
Strategic and systems-level thinker
Politically and organizationally aware
Financial and operational acumen
Adaptable and agile
Demonstrates integrity and professionalism
Comfortable managing complexity & ambiguity
Effective advocate and compelling storyteller
Deep understanding of mental health and substance use systems across the full continuum of care, including experience working with provider networks and across related systems.
Experience navigating government structures, regulatory environments, and public funding streams (e.g., Medicaid, state and levy funding); Ohio experience preferred.
Experience as a senior leader in a complex organization, with a track record of leading through change, building high performing teams, and making high-impact decisions.
Strong financial management skills, with experience aligning constrained resources to strategic priorities and ensuring effective execution.
Ability to think at a systems level, develop and execute data-informed strategies, and align stakeholders, operations, and outcomes.
Skilled in engaging diverse stakeholders, serving as a public-facing leader, and communicating effectively in politically complex environments.
Experience using data to drive decision-making, measure outcomes, and support continuous improvement.

Responsibilities

Foster trust with providers, staff, and stakeholders following recent funding and system challenges.
Encourage transparency in decision-making, particularly around funding and strategic direction.
Establish consistent, proactive communication across stakeholder groups.
Maintain a visible and accessible leadership presence across the county.
Reinforce MCADAMHS’ role as the central convener across behavioral health and human services systems.
Foster alignment and reduce silos among providers and partner organizations.
Expand cross-system collaboration.
Support coordinated efforts tied to the Human Services Levy.
Develop and execute a clear, data-informed strategic plan aligned with community needs.
Align funding decisions with strategic priorities and measurable outcomes.
Utilize local data to guide investments across the continuum of care.
Balance long-term vision with execution and accountability.
Empower internal teams through clear delegation and performance expectations.
Manage and optimize levy, state, and federal funding streams.
Navigate funding uncertainty while maintaining service continuity.
Ensure equitable and transparent allocation of resources.
Support education and advocacy related to the Human Services Levy.
Strengthen systems for tracking outcomes, performance, and community impact.
Improve data collection, analysis, and reporting capabilities.
Ensure compliance with evolving state and federal requirements.
Leverage data to inform decisions and demonstrate return on investment.
Augment the depth and cadence of reporting outward.
Improve alignment between board, leadership, and staff.
Address cultural and governance challenges impacting trust and effectiveness.
Clarify roles, responsibilities, and decision-making processes.
Foster a culture of accountability, professionalism, and collaboration.
Support staff development, empowerment, and retention.