Director of Educational & Day Programs

Job Description Director of Educational & Day Programs Position Summary The Director of Educational & Day Programs is responsible for the overall leadership, strategic direction, operational performance, financial stewardship, and continuous growth of HCS’s educational and day program division. The Director provides executive oversight of all BOE schools and OPWDD day programs, ensuring that each program delivers high-quality services, maintains regulatory compliance, operates within budget, achieves enrollment and performance goals, and remains aligned with the mission and vision of HCS. The Director develops and supports principals and program directors while holding them accountable for measurable outcomes. This position serves as the primary leader for the department and is responsible for balancing quality, financial sustainability, staff development, compliance, and program growth. Reporting Relationship Reports to: Executive Director Direct Reports: School Principals OPWDD Program Directors Department Administrative Support Staff (if applicable) Primary Responsibilities A. Strategic Leadership Lead the overall direction of the Educational & Day Programs Department. Ensure all schools and programs align with the mission, vision, and strategic priorities of HCS. Develop long-term departmental goals and strategic initiatives. Identify community needs and recommend new programs and service opportunities. Foster collaboration across departments to strengthen organizational performance. B. Program Quality Ensure the delivery of high-quality educational and habilitation services. Establish measurable quality benchmarks for every program. Monitor program performance through regular reviews and outcome measurements. Promote innovation and continuous improvement throughout the department. Ensure programs consistently meet or exceed organizational standards. C. Leadership Development Supervise, mentor, and develop principals and program directors. Build leadership capacity throughout the department. Conduct regular supervisory meetings and performance evaluations. Provide coaching, guidance, and support while maintaining clear accountability. Address performance concerns promptly and professionally. D. Financial Stewardship Develop and manage the annual departmental budget. Monitor financial performance throughout the year. Review staffing models and ensure appropriate utilization of resources. Evaluate requests for staffing, equipment, and program expenditures. Identify cost-saving opportunities and operational efficiencies. Ensure all programs operate within approved budgets. E. Enrollment & Program Growth Establish annual enrollment and growth goals for every program. Monitor enrollment trends and utilization rates. Develop strategies to increase enrollment and strengthen existing programs. Collaborate with admissions, referral sources, schools, healthcare providers, and community organizations. Evaluate program offerings and recommend enhancements that improve competitiveness and participant outcomes. Take ownership of program growth and recruitment efforts. F. Compliance & Quality Assurance Ensure compliance with all applicable BOE, OPWDD, and other regulatory requirements. Maintain readiness for audits, surveys, and inspections. Ensure documentation is timely, accurate, and consistent across disciplines. Promote documentation practices that integrate seamlessly among teachers, therapists, clinicians, and support staff to create a complete and coordinated participant record. Monitor corrective action plans and quality improvement initiatives. G. Performance Management Establish annual goals for every school and program. Monitor progress through regular performance reviews. Analyze operational and financial performance. Develop corrective action plans where necessary. Ensure accountability for results throughout the department. H. Family & Community Relations Build strong relationships with families and community partners. Promote parent engagement and satisfaction. Develop referral relationships that support program growth. Represent HCS professionally within the educational and disability service communities. I. Executive Leadership As a member of the leadership team, the Director is expected to: Demonstrate honesty, transparency, and professionalism. Communicate organizational decisions consistently. Balance advocacy for programs with stewardship of organizational resources. Exercise sound judgment in decision-making. Build trust across departments. Lead by example and foster a culture of accountability, collaboration, and continuous improvement. Performance Measures Performance will be evaluated based on: Achievement of annual departmental goals. Program quality and participant outcomes. Regulatory compliance. Budget performance. Enrollment growth and program utilization. Staff retention and leadership development. Parent and stakeholder satisfaction. Quality and consistency of documentation. Successful implementation of new initiatives. Cross-departmental collaboration. Organizational trust, communication, and leadership effectiveness. Core Competencies The successful Director will demonstrate: Strategic thinking Executive leadership Financial management Organizational planning Accountability Decision-making Conflict resolution Leadership development Communication and transparency Change management Quality improvement Relationship building Problem-solving Data-driven management Continuous improvement mindset Success in this Role Success is demonstrated by a department that consistently delivers outstanding services, operates within budget, achieves enrollment and growth goals, develops strong leaders, maintains regulatory excellence, and functions as a unified, accountable team aligned with the mission and strategic objectives of HCS.