Voice Up Founding Director LCSW Health Partnerships 100% Remote
Founding Director of Behavioral Health Partnerships & Workforce Innovation (LCSW)
Voice Up Purpose Driven Decisions
Remote Founding Equity Role After-Hours Part-Time Full-Time
WHERE THIS WORK BEGINS
This work did not begin in a classroom, clinic, or grant proposal.
It began with a grandmother Mary Douglass
who created space for something rare:
uninterrupted conversation
deep listening
reflection without judgment
and a quiet expectation that your life had meaning
Years later, those conversations recorded, revisited, and studied revealed something profound:
The most powerful form of intervention is not instruction.
It is structured conversation that helps a person recognize who they already are.
That became the Douglass Fuller Method.
And over time, that method became Voice Up.
THE FOUNDER’S PATH
This system was built in real-world conditions not theory.
The Founder has led across:
Federal behavioral health grants (SAMHSA, U.S. Department of Education)
Multi-million dollar program implementation
Certified Community Behavioral Health Clinic (CCBHC) transformation
Statewide Medicaid-aligned systems and policy
Workforce development across education and behavioral health
This includes:
Principal Investigator roles on multiple federal grants
Oversight of $7M+ in active grants and $50M+ in system operations
Leadership within large-scale community mental health systems
National recognition in behavioral health transformation
Why This Matters
This model is being built by someone who has already operated inside and successfully led the systems it is now redesigning.
THE RESEARCH FOUNDATION
Voice Up is grounded in an IRB-approved, multi-state doctoral study.
Key Finding: The Naming Gap
People often already possess the lived experience and capacity to enter behavioral health
but lack the language to recognize it.
Mechanism: Definitional Clarity Cascade
When individuals receive:
clear definitions
visible roles
pathway language
They demonstrate:
immediate awareness expansion
increased motivation
rapid identity alignment
Core Insight
The barrier is not ability.
It is recognition + pathway clarity.
WHAT VOICE UP DOES
Voice Up turns that insight into a system.
It helps individuals:
Reflect on lived experience
Recognize existing strengths
Connect to purpose
Translate into real-world pathways
What consistently happens:
Participants say:
I’ve never thought about it like that.
Then:
engagement increases
planning begins
action follows
️ THE SYSTEM YOU ARE HELPING BUILD
1. Purpose-Centered Engagement
Rooted in the method of Mary Douglass
Focused on youth & transition-age populations
2. Workforce Activation Engine
Identifies and activates informal helpers
Connects to:
CHW roles
social work pathways
behavioral health careers
3. Medicaid-Aligned Delivery
CHW-based model
Billable services include:
care coordination
engagement
group facilitation
4. LCSW-Led Oversight (Your Role)
Non-clinical leadership
Workforce system design
Ethical alignment
5. Data + Research Infrastructure
Thousands of participant data points
Longitudinal tracking
Academic integration
CURRENT SCALE
2,900+ participants
1,300+ qualitative datasets
5,000+ program activities
20+ institutional implementations
WHY THIS ROLE EXISTS
The system gap:
Workforce shortages
Late-stage clinical intervention
Lack of early engagement
The opportunity:
People already have the capacity to help
but are not connected to pathways.
YOUR ROLE
You are not stepping into a defined system.
You are helping build one.
Core Responsibilities
Lead the LCSW Accelerator
Develop pathways from purpose profession
Build National LCSW Network
Mentorship + supervision ecosystem
Expand Institutional Partnerships
MSW, MPH, nonprofit integration
️ Align with Medicaid Systems
Support scalable implementation
Maintain Model Integrity
Ensure alignment with:
research
ethics
outcomes
Support Growth
Grant strategy + system expansion
ROLE DISTINCTION
Not:
therapy
traditional supervision
Yes:
system-building
workforce design
partnership leadership
COMPENSATION STRUCTURE
Year 1: Founding Phase (After-Hours)
2 to 4 hours/week
100% remote
Equity: 2.0%
Stipend: $150 $500/month (variable & grant-dependent)
Year 2: Scale Initiation (15% FTE)
Approx. 5 to 8 hours/week equivalent
Increased grant-funded compensation
Formalized leadership role
Continued equity participation
Year 3: Full Implementation (100% FTE)
Full-time leadership role
Market-rate salary aligned with senior LCSW leadership positions
Equity retained
Performance-based incentives tied to system growth
IDEAL CANDIDATE
An LCSW who:
Believes conversation is intervention
Sees workforce as prevention
Understands systems not just services
Is willing to build something new
Wants to scale impact nationally
WHAT YOU ARE JOINING
This is not just a model.
It is a continuation of something that started long before it had a name:
A grandmother creating space
A family passing down dignity
A realization that conversation can unlock purpose
A system now designed to scale that reality
FINAL POSITIONING
In One Sentence
This is a founding leadership role for an LCSW to help scale a nationally relevant, research-backed behavioral health workforce model rooted in the lived methodology of Mary Douglass, informed by doctoral research on the Naming Gap, and built by proven leadership with real-world system impact.
PART ONE OF THREE
The Name of What You Do
A researcher walks out into the rain, asks a question nobody had thought to ask, and discovers something that upends thirty years of thinking about who the healers are.
By A Staff Writer
On a rainy afternoon Art Fuller went for a walk. He did not go looking for an answer. He went looking for the right people.
He had been doing the math in his head for years the way you do when a problem won't leave you alone. Fuller, who was then completing a doctoral dissertation in health sciences while simultaneously running one of Indiana's eight state-designated behavioral health demonstration clinics, had spent three decades watching the same scene repeat itself in different rooms. A young person, usually from a community that formal systems had underserved for generations, sitting across from a counselor or a case manager who looked nothing like them and knew nothing about the world they came from. A workforce built on credentials that those communities had never been given access to. A crisis described, year after year, as a supply problem not enough therapists, not enough social workers, not enough people willing to do the work.
Fuller had a different theory. He thought the problem wasn't supply. He thought it was naming.
"There are people in every community," he told me recently, speaking from his office in Indianapolis, "who are already doing this work every single day. Holding their cousin together through a breakdown. Sitting up with a neighbor through a crisis. Walking somebody back from the edge without ever having a title for it. The question I kept asking myself was: what would happen if someone just told them what they were doing?"
The walk he took that rainy afternoon he describes it as a prayer walk, the kind he takes when a question has gotten too large for a desk was, in retrospect, the founding moment of Voice Up Publishing, Inc. He came home and sent a few emails. Within months, he had a research design, an IRB protocol, and a question so simple it was almost embarrassing: had anyone ever just asked?
I.
The study that would eventually become the foundation of everything Fuller built next began with a single survey prompt distributed to college students across ten states. The phrasing was deliberate. He did not ask about mental health careers. He did not ask about behavioral health training. He asked, in essence: have you ever helped somebody through something hard?
The results came back, and Fuller sat with them for a long time.
Ninety-one percent of respondents reported that yes, they had regularly, in fact. Peer support. Crisis de-escalation. Emotional mediation. The quiet work of being the person in a family or a neighborhood or a dorm hallway who knew how to hold space when things got bad. Ninety-one percent.
The second number was the one that stopped him cold.