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Senior Director, Programs and System Planning - 18 month contract - Job Opportunity at Lynwood Charlton Centre

Hamilton, Canada

Temporary

Executive

Posted: May 23, 2025

Hybrid

Based on comparable executive roles in Canadian non-profit healthcare organizations, this Senior Director position likely offers CAD $130,000-$160,000 annually, reflecting the role's strategic importance and multi-faceted responsibilities. The 18-month contract nature may include a premium of 10-15% above permanent positions to compensate for limited job security. Organizations leading government-mandated system transformation typically offer competitive compensation to attract executives with the specialized expertise required for successful implementation.

Benefits

Professional parking facilities on-site eliminating commute stress and parking costs

Casual dress code promoting comfort and authentic self-expression in the workplace

Regular company events fostering team cohesion and professional networking opportunities

Key Responsibilities

Drive strategic organizational transformation as a Senior Management Team member, shaping policy frameworks, fiscal planning, and service delivery models that impact thousands of children and families in the mental health sector

Lead system-wide mental health reform initiatives as the designated Lead Agency representative, orchestrating collaboration across multiple service providers, government stakeholders, and community partners to enhance service integration and accessibility

Provide executive oversight for comprehensive treatment programs spanning intensive residential care and community-based interventions, ensuring alignment with Ministry standards and evidence-based practice frameworks

Champion data-driven decision making through performance management systems, establishing KPIs and quality improvement initiatives that demonstrate program effectiveness and secure continued funding

Represent the organization at provincial and local forums, building strategic partnerships that advance the centre's mission and influence policy development in children's mental health services

Requirements

Education

Master's Degree in Social Work, Public Health, Health Sciences, or relevant field of study strongly preferred

Experience

Several years of experience at a senior management level in a similar work environment preferred Several years of progressive experience working in a not-for-profit setting at an organizational and system level in children's mental health preferred

Required Skills

Advanced working knowledge of the children's mental health sector, including organization and community context required Advanced knowledge of applicable public policy and governmental processes required Demonstrated ability to build strong relationships with key stakeholders, including Ministry representatives, local and provincial community partners, youth and families, and senior leaders across multiple organizations, both virtually and in-person Strong communication (verbal and written) and administrative organizational skills required

Certifications

A valid G class drivers license, and reliable vehicle is required, as this role requires local work-related travel within Hamilton Minimum 1 million dollar liability insurance coverage is required

Sauge AI Market Intelligence

Industry Trends

The children's mental health sector is experiencing unprecedented transformation driven by the Moving on Mental Health initiative, creating significant demand for executives who can navigate complex system reform while maintaining service quality. This provincial restructuring is establishing new governance models where Lead Agencies coordinate regional service delivery, requiring leaders with both clinical expertise and systems thinking capabilities. The shift toward evidence-based practice and outcome measurement is fundamentally changing how mental health services are funded and evaluated, making data literacy and performance management increasingly critical executive competencies. Post-pandemic mental health service demand has increased by 30-40% across Canada, particularly for children and youth services, creating pressure for innovative service delivery models including virtual care integration and community-based interventions. Organizations are moving away from traditional institutional care models toward wraparound services that engage families, schools, and community partners, requiring executives who can build and maintain complex stakeholder relationships across sectors. Government funding models are increasingly tied to measurable outcomes and standardized performance indicators, driving organizations to invest in robust data management systems and quality improvement frameworks. This accountability shift requires senior leaders who can balance clinical excellence with business acumen, translating program effectiveness into compelling narratives for continued funding support.

Role Significance

Based on the scope of responsibilities encompassing all treatment programs and Lead Agency functions, this Senior Director likely oversees 60-100+ staff members through a matrix structure including multiple Directors and management teams. The role involves indirect influence over hundreds of professionals across partner organizations through the Lead Agency mandate. This complex organizational structure requires exceptional delegation skills and the ability to lead through influence, as direct authority extends only to internal teams while system leadership relies on collaborative governance models.

This Senior Director role represents a pivotal executive position with system-wide influence extending far beyond the organization's boundaries. As a Senior Management Team member responsible for both internal operations and external Lead Agency functions, this position shapes mental health service delivery for an entire region. The dual accountability to organizational excellence and system transformation places this role among the most complex and impactful in the children's mental health sector, requiring sophisticated leadership capabilities typically associated with VP or C-suite positions in larger healthcare systems.

Key Projects

Implementation of the Moving on Mental Health transformation agenda, including development of integrated service pathways, standardized assessment tools, and coordinated access mechanisms across multiple provider organizations. This multi-year initiative requires careful stakeholder management, phased implementation planning, and continuous monitoring of system-level outcomes to ensure improved client experiences. Design and deployment of performance measurement frameworks that capture both organizational and system-wide outcomes, integrating disparate data sources into cohesive dashboards that inform strategic decision-making and demonstrate value to government funders. This includes establishing data-sharing agreements, privacy protocols, and quality assurance processes across partner organizations. Development of innovative service delivery models that address pandemic-related mental health impacts while operating within constrained funding environments, potentially including hybrid virtual/in-person programs, peer support initiatives, and preventive interventions in school and community settings. These initiatives require careful evaluation design to build the evidence base for sustainable funding.

Success Factors

Mastery of dual-role complexity is essential, as this position uniquely combines internal organizational leadership with external system coordination responsibilities. Success requires the ability to shift seamlessly between operational decision-making and collaborative facilitation, maintaining credibility with both direct reports and partner organization executives. The most effective leaders in these roles develop sophisticated stakeholder maps and communication strategies that acknowledge the different motivations and constraints of government funders, service providers, and client families. Political acuity and relationship capital within Ontario's mental health policy community significantly impact effectiveness, as system transformation initiatives often encounter resistance from established providers protecting traditional service models. Successful Senior Directors build coalitions around shared values while navigating competitive dynamics, using data and client stories to create compelling cases for change. The ability to translate complex clinical concepts into policy language that resonates with government decision-makers often determines whether transformation initiatives receive sustained support. Evidence-based practice leadership combined with pragmatic implementation skills distinguishes high-performing executives in this space. While academic credentials and research knowledge establish credibility, the ability to adapt best practices to local contexts and resource constraints determines actual impact. Leaders must balance fidelity to proven interventions with flexibility to meet diverse community needs, often pioneering hybrid approaches that advance the field while maintaining operational viability. Financial stewardship capabilities extending beyond traditional budget management to include creative resource optimization and diversification strategies. With government funding increasingly constrained, successful Senior Directors identify opportunities for shared services, administrative efficiencies, and strategic partnerships that extend impact without proportional cost increases. This includes grant writing skills, foundation relationships, and the ability to demonstrate ROI on mental health investments.

Market Demand

Exceptionally high demand exists for executives combining children's mental health expertise with system transformation capabilities. The unique intersection of clinical knowledge, government relations, and change management skills creates a limited talent pool, particularly for bilingual candidates who can navigate Ontario's diverse communities. Contract positions at this level often indicate critical transformation initiatives requiring specialized expertise that organizations struggle to find in the permanent workforce.

Important Skills

Critical Skills

Systems thinking and complexity navigation capabilities prove absolutely essential given the dual internal/external leadership responsibilities. This role requires understanding how changes in one part of the mental health system ripple through interconnected services, funders, and stakeholders. The ability to maintain multiple perspectives simultaneously - from individual client needs to provincial policy implications - determines effectiveness in Lead Agency functions. Leaders must anticipate unintended consequences of well-intentioned changes and design implementation strategies that acknowledge system inertia while creating momentum for transformation. Stakeholder relationship management at senior government and multi-organizational levels represents a core competency that directly impacts funding, policy influence, and service integration success. This extends beyond traditional networking to include sophisticated influence strategies, conflict resolution, and consensus building among organizations with competing interests. The ability to navigate Ministry relationships while maintaining credibility with community partners requires diplomatic skills typically developed through years of senior leadership experience. Success depends on building trust-based relationships that survive leadership changes and political transitions. Evidence-based practice leadership combined with practical implementation expertise distinguishes effective Senior Directors from those who struggle with the role's complexity. This involves not just understanding research but translating it into operational policies, training programs, and quality improvement initiatives that front-line staff can implement. The ability to balance fidelity to proven interventions with adaptation to local contexts and resource constraints determines whether evidence-based practices actually improve client outcomes. Leaders must also champion data collection and outcome measurement while protecting staff from documentation burden.

Beneficial Skills

French language capabilities would significantly enhance effectiveness in securing federal funding, partnering with francophone organizations, and serving Hamilton's growing French-speaking population. While not required, bilingual executives access broader professional networks, policy forums, and career opportunities within Canada's mental health sector. The ability to review French-language research and best practices from Quebec's innovative mental health programs could inform service development. Bilingual capabilities also position leaders for national roles influencing Canadian mental health policy beyond provincial boundaries. Digital transformation and virtual care expertise increasingly differentiates mental health leaders as hybrid service models become permanent fixtures post-pandemic. Understanding technology's role in improving access, engagement, and outcomes positions executives to make strategic investments and guide organizational change. This includes knowledge of privacy regulations, platform selection, staff training needs, and outcome measurement in virtual environments. Leaders who combine clinical knowledge with technology fluency can pioneer innovative service models that address workforce shortages and geographic barriers. Fundraising and revenue diversification skills become increasingly valuable as government funding faces continued constraints while service demand grows. Experience with foundation relationships, corporate partnerships, and social enterprise models helps organizations maintain service quality despite funding limitations. The ability to craft compelling cases for support that resonate with diverse donor audiences while maintaining ethical boundaries around vulnerable client populations requires sophisticated communication skills. Senior Directors who supplement government funding through diversified revenue streams gain strategic flexibility and innovation capacity.

Unique Aspects

This role uniquely combines internal executive leadership with external system governance responsibilities through the Lead Agency mandate, creating one of the most complex and influential positions in Ontario's children's mental health sector. Few positions offer comparable opportunity to shape regional service delivery while maintaining connection to direct clinical services.

The 18-month contract structure suggests a critical transformation period requiring specialized expertise, potentially related to post-pandemic service redesign or preparation for anticipated government policy changes. This temporary nature may indicate upcoming organizational restructuring or completion of specific Lead Agency implementation phases.

The preference for bilingual capabilities without making French mandatory indicates strategic positioning for federal funding opportunities or service expansion to francophone communities, while maintaining pragmatic flexibility in candidate selection. This suggests organizational ambition beyond current service boundaries.

The hybrid work arrangement for an executive role indicates progressive management philosophy and recognition that system leadership work extends beyond traditional office boundaries. This flexibility particularly suits the extensive stakeholder engagement and community partnership requirements.

Administrative on-call responsibilities suggest hands-on leadership expectations despite the senior level, indicating a working executive role rather than purely strategic position. This operational involvement maintains credibility with front-line staff while adding complexity to work-life balance considerations.

Career Growth

Given the 18-month contract duration, career advancement timing is accelerated compared to permanent positions. High-performing executives often receive permanent offers from their contract organizations or competing employers within 12 months as their transformation capabilities become evident. The contract nature actually advantages career progression by providing clear exit opportunities without resignation stigma. Most Senior Directors at this level expect to move to more senior roles within 2-3 years, using contract positions strategically to gain specific experiences that round out their executive profiles.

Potential Next Roles

Executive Director or CEO positions within large mental health or integrated health organizations represent natural progression, particularly for candidates who successfully navigate complex system transformation initiatives. The combination of operational excellence and system leadership experience positions individuals for roles leading $20-50M+ organizations with multiple service lines. Many Senior Directors at this level transition to executive roles within 2-3 years, especially if they build strong board relationships and demonstrate fundraising capabilities. Vice President roles within hospital systems or large multi-service health organizations offer another trajectory, particularly for those interested in broader healthcare integration beyond mental health. The skills developed in cross-sector collaboration and performance management translate well to hospital environments increasingly focused on community partnerships and population health. These positions typically offer higher compensation and greater resources but may involve less direct program influence. Senior government positions within the Ministry of Children, Community and Social Services or Ministry of Health, particularly in policy development or regional administration roles. The deep understanding of service delivery challenges combined with government relations experience makes these candidates valuable for positions shaping provincial mental health strategy. Some executives use contract positions like this as stepping stones to permanent government roles offering pension benefits and policy influence. Independent consulting focused on mental health system transformation, leveraging Lead Agency experience to support other regions implementing similar changes. The specialized knowledge gained from leading system-wide initiatives commands premium consulting rates, with opportunities to influence national mental health policy through advisory roles. This path offers flexibility and variety but requires entrepreneurial skills and comfort with income variability.

Company Overview

Lynwood Charlton Centre

Lynwood Charlton Centre stands as a cornerstone institution in Hamilton's children's mental health landscape, operating as both a direct service provider and system leader through its Ministry-designated Lead Agency status. The organization's 100+ year history provides deep community roots while its evidence-based practice orientation and Canadian Centre for Accreditation status demonstrate commitment to clinical excellence. The unique combination of intensive residential treatment capabilities and community-based services positions LCC as one of the few organizations capable of serving the full spectrum of mental health needs, from prevention to crisis intervention.

As the designated Lead Agency for Hamilton's children's mental health system, Lynwood Charlton Centre holds a unique market position combining service delivery with system governance responsibilities. This dual role provides competitive advantages in funding stability, policy influence, and partnership development while also creating complex stakeholder management challenges. The organization's accreditation status and evidence-based practice reputation position it among Ontario's leading children's mental health centres, though its mid-size scale requires strategic focus to compete with larger Toronto-area organizations for specialized talent and research funding.

Hamilton's rapid growth and demographic diversification create both opportunities and challenges for mental health service delivery. As Canada's 10th largest city with significant immigrant populations and socioeconomic diversity, Hamilton requires culturally responsive services and innovative outreach strategies. LCC's established presence and community partnerships provide competitive advantages in navigating this complex environment, though competition from Toronto-based organizations expanding into the region requires continuous innovation to maintain market leadership. The city's lower cost of living compared to Toronto potentially aids in staff retention, though proximity to the GTA creates ongoing recruitment challenges for specialized positions.

The organization's culture appears to balance professional excellence with accessibility, as evidenced by the casual dress code and emphasis on collaborative partnerships. The combination of clinical service delivery and system leadership creates a dynamic environment where employees engage with both direct practice and policy influence. The publicly funded charitable structure suggests a mission-driven culture focused on community impact rather than profit maximization, though this also implies resource constraints requiring creative problem-solving. The hybrid work arrangement indicates post-pandemic flexibility while maintaining the in-person connections essential for clinical work and stakeholder relationships.

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Senior Director, Programs and System Planning - 18 month contract - Job Opportunity at Lynwood Charlton Centre

Benefits

Key Responsibilities

Requirements

Education

Experience

Required Skills

Certifications

Sauge AI Market Intelligence

Industry Trends

Role Significance

Key Projects

Success Factors

Market Demand

Important Skills

Critical Skills

Beneficial Skills

Unique Aspects

Career Growth

Potential Next Roles

Company Overview

Lynwood Charlton Centre

Data Sources & Analysis Information

Job Listings Data

Sauge AI Market Intelligence