The Child Center of NY is excited to announce the promotion of Jessica Barrera-Morales, LCSW-R, to the role of Vice President of Integrated Behavioral Health Services!
In this new position, Jessica oversees our three family wellness centers and implements an innovative management strategy to ensure the highest level of care across all centers. With 24 years of experience in both outpatient and inpatient behavioral health, Jessica has brought a wealth of expertise to the team. As a vital part of our organization for more than 18 years, she’s served in various roles, and we couldn’t be more thrilled to have her step into this leadership position. Her passion for helping families and her deep commitment to our mission will continue to inspire and drive us forward.
Here’s what Jessica had to say about her Child Center journey.
The Child Center of NY: Can you share a little about your journey at The Child Center and the key experiences that led to your promotion?
Jessica Barrera-Morales, LCSW-R: My journey at The Child Center of NY has been incredibly rewarding and transformative. I started as an intern at the Jamaica Clinic [now called the Jamaica Family Wellness Center], where I worked with children in foster care. This experience was invaluable and solidified my commitment to working with children and families. After graduating, I returned to work at the Woodside Clinic [now called the Cohen Family Wellness Center], at a time when our organization was called Queens Child Guidance Center.
Over the years, I had the privilege of working in various roles that helped me develop my clinical and leadership skills. Leading several clinical teams, I always prioritized enhancing services and outcomes for our clients and community. A particularly impactful experience was spearheading the Alternatives to Residential Treatment programs, which provide crucial support for youth facing severe depression and at risk for suicide. Programs like the Youth Intensive Outpatient and Bridge to Hope are designed to keep youth in their homes and prevent out-of-home placement. I am grateful for the opportunities I’ve had to contribute to these important initiatives.
What do you see as the most important priorities for the family wellness centers in the next 1-3 years? What is your vision for these centers?
I believe our most important priorities for the family wellness centers should be enhancing accessibility, expanding our range of services, and fostering community partnerships. By making our services more accessible, we can ensure that more families receive the support they need. Additionally, strengthening our partnerships with local organizations will help us create a more integrated support network for families. I envision a place where we continuously innovate and adapt to meet the evolving needs of those we serve, always striving to provide the highest quality of care.
How do you envision fostering collaboration among your team, other departments, and community partners to improve services for the families we serve?
By continuing to foster a collaborative environment with colleagues across clinics, divisions, and our community partners, we will be able to contribute to a culture of continuous improvement and innovation. We can achieve this by establishing regular interdepartmental meetings and joint projects to ensure we are aligned and working toward common goals. We can connect with our community partners by working together on joint initiatives and learning how we can better serve our clients.
