POSITION PURPOSE

The Transformation Director provides strategic, operational, and spiritual leadership for Gospel Rescue Mission's Recovery Department, Aftercare Department, and Transformation Housing. The Director aligns these service areas into a coordinated pathway that helps guests move from stabilization and recovery through continued support and into safe, sustainable housing.

This position is responsible for the overall health, quality, integration, performance, and growth of GRM's transformation continuum. The Director ensures services are Christ-centered, trauma-informed, person-centered, recovery-oriented, accountable, measurable, and consistent with GRM's policies and Standards of Excellence.

Lasting transformation requires more than meeting an immediate need. Guests need a connected continuum of care that supports spiritual growth, recovery, healthy relationships, personal responsibility, life skills, community connection, employment, housing stability, and increasing independence. The Transformation Director ensures these services work together and reduces gaps during critical transitions.

The Director leads through the Managers and leaders responsible for Recovery, Aftercare, and Transformation Housing. Those leaders own day-to-day execution within their areas. The Director equips, aligns, develops, and holds them accountable for results rather than routinely stepping into responsibilities that belong to them.

DIRECTOR LEADERSHIP

•  Provide strategic, operational, and spiritual leadership across Recovery, Aftercare, and Transformation Housing.

•  Translate GRM's Mission, strategic priorities, policies, and Standards of Excellence into clear departmental goals, work plans, service standards, and measurable outcomes.

•  Create and protect a unified transformation pathway with clear program stages, eligibility expectations, transition criteria, service standards, and outcomes.

•  Provide the Senior Program Director with timely, accurate, and transparent information regarding program performance, participant outcomes, staffing, risks, housing stability, incidents, barriers, and opportunities.

•  Identify service gaps, operational risks, emerging guest needs, and opportunities for improvement; recommend and lead approved solutions.

•  Maintain appropriate visibility within each service area and build trusted, Christ-honoring relationships while remaining focused on Director-level leadership.

•  Ensure decisions move from discussion to execution with clear ownership, timelines, follow-through, and accountability.

LEAD THE LEADERS

One of the Director's most important responsibilities is developing strong Managers and building leadership capacity throughout the transformation continuum.

•  Lead, coach, mentor, pray with, encourage, challenge, and develop Managers and other direct reports across Recovery, Aftercare, and Transformation Housing.

•  Establish clear roles, decision authority, goals, performance expectations, service measures, and accountability practices for each leader and service area.

•  Give Managers appropriate authority to lead daily operations and accomplish assigned responsibilities.

•  Practice empowerment rather than micromanagement; coach instead of routinely taking over responsibilities that belong to Managers.

•  Conduct regular one-on-ones and leadership meetings to review guest needs, staffing, priorities, program quality, outcomes, risks, and leadership development.

•  Address performance concerns promptly, directly, respectfully, and consistently in partnership with Human Resources and the Senior Program Director as appropriate.

•  Require Managers to develop their teams, delegate appropriately, build bench strength, and prepare emerging leaders for increased responsibility.

•  Encourage ownership, initiative, healthy communication, collaboration, direct problem-solving, and accountability.

•  Recognize excellent performance and celebrate individual, team, and guest progress.

The Director's success should increasingly be visible through the strength of the leaders and teams they develop, not simply through what the Director personally accomplishes.

TRANSFORMATION PATHWAY & CONTINUITY OF CARE

•  Ensure guests experience coordinated care as they move among Recovery, Aftercare, Transformation Housing, Workforce Development, Pastoral Care, Guest Services, and other GRM resources.

•  Establish clear transition points, handoffs, communication practices, and shared expectations across the transformation continuum.

•  Ensure transition planning begins before program completion and includes appropriate connections to housing, healthcare, behavioral-health services, churches, peer support, employment resources, transportation, and community supports.

•  Identify where guests are most likely to disengage or experience gaps in care and lead improvements that strengthen continuity and long-term stability.

•  Promote personal responsibility, healthy relationships, spiritual growth, life skills, community connection, and increasing independence throughout the pathway.

RECOVERY SERVICES LEADERSHIP

•  Provide strategic oversight of Recovery Services while empowering the Recovery Manager to lead day-to-day program delivery.

•  Ensure recovery services use respectful, trauma-informed, person-centered, strengths-based, and recovery-oriented practices while maintaining appropriate boundaries and program expectations.

•  Guide leadership in maintaining effective schedules, groups, classes, coaching, case coordination, accountability practices, individualized progress planning, and documentation.

•  Monitor enrollment, participation, progress, completion, incidents, service quality, barriers, and outcomes.

•  Strengthen collaboration among Recovery, Pastoral Care, Guest Services, Safety and Security, Workforce Development, healthcare and behavioral-health providers, and other appropriate partners.

•  Ensure recovery programming remains aligned with GRM's Christ-centered Mission and supports whole-person transformation.

AFTERCARE LEADERSHIP

•  Provide strategic oversight of Aftercare while empowering the Aftercare Manager or designated leader to manage daily services.

•  Establish consistent follow-up practices, participant-contact standards, recovery-support planning, referral processes, alumni engagement, and re-engagement procedures.

•  Ensure Aftercare supports continued recovery, spiritual growth, healthy relationships, employment stability, housing stability, community connection, and long-term independence.

•  Monitor engagement, retention, re-engagement, stability indicators, referrals, and other meaningful outcomes.

•  Identify opportunities to strengthen alumni connection, peer support, mentoring, church connection, and long-term community support.

TRANSFORMATION HOUSING LEADERSHIP

•  Provide strategic leadership for Transformation Housing, ensuring residences are safe, orderly, mission-aligned, well-managed, and supportive of recovery and increasing independence.

•  Ensure housing leaders maintain clear resident expectations, appropriate boundaries, accountability, documentation, safety practices, and consistent operations.

•  Ensure residents receive appropriate coaching and connections to employment, budgeting, life-skills development, transportation, healthcare, community resources, and permanent-housing opportunities.

•  Monitor occupancy, resident progress, housing stability, facility concerns, incidents, length of stay, and successful transitions to permanent housing.

•  Work with Operations and other appropriate departments to address facility, maintenance, safety, and housing-resource needs.

•  Ensure Transformation Housing remains a purposeful step toward greater stability and independence rather than an endpoint without forward movement.

PROGRAM INTEGRATION & COLLABORATION

Transformation does not happen within one department. The Director is responsible for ensuring Recovery, Aftercare, and Transformation Housing work as part of one integrated GRM Mission.

•  Collaborate closely with Intake, Outreach, Guest Services, Workforce Development, Pastoral Care, Safety and Security, Operations, and other GRM functions.

•  Bring affected departments to the table when program changes, guest transitions, or operational decisions affect the broader guest journey.

•  Develop effective relationships with community providers, churches, healthcare and behavioral-health organizations, housing partners, employers, and other resources that strengthen long-term outcomes.

•  Promote consistent communication, coordinated planning, appropriate information sharing, and clear handoffs across departments and partners.

•  Represent GRM professionally in meetings, collaborative initiatives, community events, and partner conversations as assigned.

PROGRAM QUALITY, SAFETY & COMPLIANCE

•  Develop, maintain, and implement program manuals, departmental procedures, service standards, documentation expectations, and quality-assurance practices in collaboration with the Senior Program Director.

•  Ensure complete, accurate, timely, objective, and confidential guest and resident records are maintained in approved systems according to GRM requirements.

•  Monitor compliance with GRM policies, applicable program and housing requirements, confidentiality standards, mandated-reporting responsibilities, safety procedures, and contractual expectations.

•  Ensure suspected abuse, neglect, exploitation, threats, safety concerns, and other reportable incidents are documented and elevated promptly to designated leaders and authorities.

•  Use incident trends, participant feedback, employee observations, outcome data, housing trends, and partner input to improve program quality and reduce recurring problems.

•  Support internal reviews, audits, corrective actions, and continuous-improvement efforts across assigned service areas.

EXECUTION & ACCOUNTABILITY

•  Monitor progress toward weekly, monthly, quarterly, and annual goals in accordance with approved GRM benchmarks and the strategic plan.

•  Prepare accurate weekly and periodic reports regarding enrollment, participation, transitions, program completion, aftercare engagement, housing occupancy and stability, incidents, staffing, outcomes, and priorities, as directed.

•  Establish meaningful measures for program quality, participant progress, continuity of care, recovery engagement, housing stability, successful transitions, and other appropriate outcomes.

•  Use data and outcomes to identify gaps, guide decisions, allocate resources, improve services, and hold leaders accountable.

•  Ensure decisions result in action, ownership, follow-through, and measurable results.

•  Continually evaluate staffing structures, workflows, schedules, systems, and processes for effectiveness, sustainability, and scalability.

FINANCIAL STEWARDSHIP

In partnership with the Senior Program Director and Finance leadership, the Transformation Director will:

•  Develop, monitor, and responsibly manage budgets for Recovery, Aftercare, and Transformation Housing.

•  Review and approve expenditures within delegated authority.

•  Ensure responsible stewardship of GRM funds, housing resources, supplies, equipment, vehicles, facilities, donations, and employee time.

•  Monitor significant budget variances and communicate concerns early.

•  Evaluate resource allocation based on participant needs, program effectiveness, Mission impact, safety, and stewardship.

•  Identify opportunities to improve efficiency while protecting program quality and participant care.

•  Ensure Managers understand responsibility for stewardship and operate within approved budgets and purchasing practices.

Finance retains responsibility for financial controls, accounting, reporting, compliance, and financial accuracy.

PARTNERSHIP WITH HUMAN RESOURCES

Human Resources retains responsibility and authority for HR policy, employment practices, compliance, personnel administration, and HR systems.

The Transformation Director is responsible for effectively leading and developing the people within Recovery, Aftercare, and Transformation Housing while partnering with Human Resources regarding recruitment, staffing, performance management, corrective action, employee relations, leadership development, and other personnel matters.

The Director will address leadership and performance concerns directly while ensuring employment actions and personnel processes follow GRM's established HR policies and practices.

THE GRM WAY - CULTURE & LEADERSHIP

The Transformation Director is expected to model, protect, and reinforce the culture and leadership standards established in the GRM Culture & Leadership Guide.

The Director will lead with Christ-centered servant leadership, integrity, accountability, excellence, collaboration, courage, clarity, stewardship, and empowerment. This leader is expected to develop others, address issues directly, speak truth with grace, encourage ownership and healthy communication, lead across departments rather than in silos, and ensure Recovery, Aftercare, and Transformation Housing consistently reflect GRM's Mission, Vision, Values, and leadership expectations.

The Director is expected to give people clarity and room to lead rather than create dependence through micromanagement; focus on results that matter rather than activity alone; work smarter, not simply harder; remain teachable and accountable; develop people before they are needed; promote based on readiness; and model healthy, sustainable leadership, recognizing self-care as stewardship.

As a condition of leadership at Gospel Rescue Mission, the Director will be required to read, agree to, sign, and lead in accordance with the GRM Culture & Leadership Guide - living it, leading it, protecting it, and passing it on.

CHRIST-CENTERED LEADERSHIP

The Transformation Director must be a Christian living a life dedicated to Jesus Christ and committed to being an instrument of God's love, grace, hope, truth, and forgiveness to others.

•  Have a personal relationship with Jesus Christ as Lord and Savior.

•  Agree in principle and practice with GRM's Statement of Faith.

•  Uphold GRM's Mission, Core Values, and Christian Code of Conduct, maintaining a lifestyle of integrity, honesty, and responsibility.

•  Model Christ-like character through personal actions, words, relationships, decisions, and attitudes.

•  Lead with grace and truth, humility, courage, wisdom, love, and appropriate accountability.

•  Pray with and for employees, leaders, guests, and the Mission as appropriate.

•  Participate in staff devotions, prayer gatherings, and other spiritual activities.

QUALIFICATIONS

•  Bachelor's degree in social services, behavioral health, counseling, organizational leadership, ministry, business administration, or a related field. Five or more years of directly related, progressively responsible experience may be considered in lieu of a degree.

•  At least five years of progressively responsible experience in recovery services, homeless services, supportive or transitional housing, aftercare, behavioral health, pastoral leadership, human services, or a comparable mission-driven program.

•  Demonstrated experience serving individuals affected by homelessness, substance use disorders, trauma, mental-health concerns, justice-system involvement, poverty, or other significant barriers to stability.

•  At least five years of leadership or supervisory experience, including responsibility for employee development, performance management, program quality, and operational outcomes.

•  Experience integrating multiple programs or service functions and leading initiatives that improve continuity of care, participant outcomes, or operational effectiveness.

•  Working knowledge of recovery-oriented, trauma-informed, person-centered, culturally responsive, and strengths-based service practices.

•  Experience with program documentation, outcome measurement, quality assurance, budgets, housing operations, risk management, and community partnerships.

•  Strong conflict-resolution, crisis-management, coaching, delegation, change-leadership, employee-development, relationship-building, and analytical capabilities.

•  Excellent written communication, active listening, presentation, documentation, organization, and decision-making skills.

•  Proficiency with Microsoft Office and business software, with the ability to learn and adapt quickly to web-based record, reporting, and housing-management systems.

•  Valid Arizona Driver License and an acceptable driving record that meets GRM's insurance and driving requirements.

•  Bilingual English/Spanish proficiency preferred.

WORKING ENVIRONMENT & PHYSICAL DEMANDS

•  The population GRM serves is frequently in crisis. This work may involve exposure to trauma, conflict, illness, behavioral-health concerns, relapse, housing instability, and emotionally difficult situations.

•  The Director must maintain appropriate professional boundaries, sound judgment, confidentiality, and a calm, compassionate leadership presence.

•  GRM recognizes that compassion fatigue is real and strongly promotes employee self-care, spiritual renewal, and sustainable leadership.

•  Some local travel to other GRM locations, housing sites, meetings, partner organizations, and other business-related activities is required.

•  Requires frequent sitting, standing, and walking and may require lifting, carrying, pushing, or pulling objects weighing up to 50 pounds.

•  A flexible schedule may occasionally be required to support programs, housing operations, evenings, weekends, special events, or urgent situations.

PROFESSIONAL DEVELOPMENT

•  Complete onboarding, OPPD, required leadership training, and other professional-development requirements assigned by the Senior Program Director or GRM.

•  Attend staff, leadership, departmental, and other meetings as directed.

•  Remain current on relevant practices in recovery services, homelessness, aftercare, housing stability, trauma-informed care, leadership, and nonprofit operations.

•  Perform other duties as assigned.

EMPLOYMENT REQUIREMENTS

Consistent with our formation and purpose, all employees of Gospel Rescue Mission, upon hire and continuously while employed, must meet GRM's faith-aligned employment requirements. This position is designated BFOQ (Bona Fide Occupational Qualification) faith aligned.

SUCCESS IN THIS ROLE

Success is demonstrated when Recovery, Aftercare, and Transformation Housing function as one connected transformation continuum; Managers lead their areas with confidence, ownership, and accountability; guests experience Christ-centered, high-quality, coordinated care; transitions between services are intentional and effective; recovery and aftercare engagement are strong; housing is safe, purposeful, and increasingly leads toward permanent stability; documentation and program standards are reliable; outcomes and budgets are managed responsibly; cross-department collaboration is strong; and the Director is building leaders and systems that can carry the Mission without unnecessary Director intervention.

GRACE-BASED ENVIRONMENT

Gospel Rescue Mission is a 501(c)(3) not-for-profit religious organization providing social service programs to individuals experiencing homelessness and those in need. Everything we do in this ministry should be centered on God's will and honor the name of Jesus Christ.

Employees are expected to model Christ-like attributes and values; maintain an environment of grace, truth, love, transparency, and accountability; build healthy and compassionate relationships while maintaining appropriate boundaries; demonstrate integrity and responsibility; pray with guests and employees; and support the Vision, Mission, and Values of Gospel Rescue Mission.

Gospel Rescue Mission completes applicable background checks, drug testing, and motor vehicle authorization during the conditional offer stage.