Changing Executive Leadership Competencies In An Era Of Outcomes & Value-Based Reimbursement
The shift in rewarding health and human service organizations for value rather than volume has the attention of executive teams because of its impact on organizational sustainability. But, beyond the numbers, an entire shift in organizational programs, processes, and culture is required. So what do we need from c-suite executives to lead this change. Join Dr. Kevin Ann Huckshorn, the author of Principled Leadership in Mental Health Systems and Programs, for a thought-provoking session on how the definition of the 'effective' health and human service organization is changing - and what executive skills are needed to help organizations make the leap in this new environment. Dr. Huckshorn, the former director of the Delaware Division of Substance Abuse and Mental Health and the Office of Technical Assistance at the National Association of State Mental Health Program Directors, brings a seasoned view of the challenges for leaders on the front lines of consumer care.
How To Negotiate An Executive Compensation Package – Exclusive CEO Session
As many executives can tell you, merit alone cannot always guarantee a strong compensation package – in many circumstances it comes down to the power of negotiation. But what are the considerations? How has the compensation landscape changed? And how can you assure that you find the best possible package for both you and the organization you are serving? In this unique session designed exclusively for Chief Executives, Dr. Stuart Meyers, President of The Meyers Group, will lead a discussion on everything executives need to consider when negotiating a compensation package.
Howard Shiffman
Mr. Shiffman has over 30 years of successful organizational and business experience in human service fields including expertise in executive management, strategic planning, business development, finance, marketing, market intelligence research, fundraising, and board development. He has hands-on expertise that comes from successful management and consulting with a number of programs. Prior to joining OPEN MINDS Mr. Shiffman served as Chief Executive Officer of Griffith Centers for Children, a COA-accredited, full-service treatment program for severely troubled youth and their families. He also developed one of the first offense-specific sex offender program in the United States.
Stuart I. Meyers, M.B.A., Ed.D.
Prior to joining Management Recruiters in September 1995, Dr. Meyers had over thirty years of health care experience in both the for-profit and not-for-profit sectors, including roles as a psychiatric hospital CEO, Community Mental Health Center CEO, VP of a Managed Care organization, and a licensed psychologist.
Stuart has experience in working with behavioral health, primary care associations, integrated delivery systems & "medical homes", medical/surgical, managed care and public sector companies, and rehab systems, and has held senior level positions in a number of national provider and managed care organizations. He has an intimate knowledge of the health care field, and has developed close relationships within each of these sectors, thus enabling him to bring high quality, cost efficient solutions to his client's staffing needs. In addition, Stuart has specialized in assisting Boards of Directors and CEOs in a Succession Planning process that insures seamless transitions in key leadership positions.
In each of his eighteen years in the executive recruitment field, Stuart has been ranked either in the "Top Ten" or top 10% of more than 4,000 MRI recruiters in the nation, a reflection of his ability to be responsive to his clients’ needs and his intimate familiarity with the health care industry. Stuart’s decision to name the practice after himself is a demonstration of his own deep personal commitment to his clients and candidates by putting his own reputation "on the line."
Positioning For Success – General John Buford & The High Ground: The Beginning Of The Battle Of Gettysburg
General John Buford played a critical role in the first day of the battle of Gettysburg; his defense of the “high ground” set the stage for the Union’s eventual victory over the Confederate army. General Buford believed that a leader’s duty is to ensure their team is “positioned and prepared” for the challenges ahead – a good lesson for any leader, whether in the midst of a battle or in the midst of health care reform.
Before the start of the Battle of Gettysburg, General Buford’s troops were some of the first Union forces to enter the town of Gettysburg. Recognizing that he was facing a large concentration of Confederate troops, General Buford had positioned his forces to maintain the high ground of Cemetery Hill, South of Gettysburg, where they were able to hold off the Confederates until reinforcements could arrive. By maintaining the tactically superior position in Gettysburg for the Union, General Buford set in motion the eventual victory over the South at Gettysburg. General Buford’s case study highlights the importance of strategic positioning and anticipatory leadership.
During this session, we will take a bus to the Gettysburg National Military Park, where licensed battlefield guide Robert Prosperi will lead a tour of the important sites of day one of the Battle of Gettysburg. This session will include a review of General Buford’s actions, a discussion of the history of the battlefield sites, and time for questions and discussion with our guide. To provide the proper context for this session, a handout including a brief introduction to General John Buford and the Battle of Gettysburg will be made available to attendees.
Lora Perry
Bio Coming Soon!
The Leader’s Challenge: How To Develop & Implement A Successful Strategic Plan
Strategic planning – the process of planning how best to use your organizational resources in a way that keeps ahead of the competition in meeting the needs of your customers – is more important than ever as the changes in health and human service remake the landscape. These market changes have had a dramatic effect on strategic planning. Instead of incremental next steps, executive teams find themselves needing to rethink the fundamentals of their organization – its competitive advantage, market positioning, and sustainable business models. This makes a market-focused, structured strategic planning process more important than ever. This executive workshop will include a presentation on OPEN MINDS' tried and true best practices for strategic planning, small group exercises, and large group discussions.
Walking Tour Of The Historic David Wills House – The Site of President Abraham Lincoln & The Gettysburg Address
The David Wills House is a National Park Service museum dedicated to preserving the memory of President Abraham Lincoln’s Gettysburg Address. On November 18, 1863, months after the Battle of Gettysburg, President Lincoln visited the town for the dedication ceremony of the Soldiers’ National Cemetery. President Lincoln spent the night before the dedication at the David Wills House, where he made the final touches to the now immortal Gettysburg Address.
The Gettysburg Address has become one of the most famous speeches in American history. Through his short speech, President Lincoln was able to reiterate the values of human equality, freedom, and justice that were part of the founding of the United States. Though not universally praised at the time, President Lincoln’s speech now has a special role in the history of our nation and demonstrates the power of a leader to inspire.
Attendees will meet at the Registration Desk at the Gettysburg Hotel, and take a very short walk across the street to the David Wills House.
Making Trauma-Informed Care An Operational Reality: The Leadership Challenges
Trauma-informed care is based on the premise that most people in public sector systems of care have experienced trauma in some way – not only physical violence and crisis situations, but also isolation, bullying, discrimination, neglect, the general stigma of mental illnesses, and generally being treated as less than a person. The biggest thing we can do to help this population is create an environment that does not re-traumatize consumers. But what does this look like in practice? In this important session, Dr. Kevin Huckshorn will discuss how to shift your focus to the needs and experiences of consumers to create a truly recovery-oriented and trauma-informed organization.
How Do You Build A Better Data Strategy? Using Data & Predictive Analytics To Lead Your Organization
Sponsored By Core Solutions, Inc.
In a market that demands higher quality of care, better outcomes, and lower costs, data is essential. From key performance indicators for improved financial performance and operational efficiency, to predictive analytics tools for maximizing quality of care, having the right data, and knowing how to use it, can make or break an organization. Effective leaders of successful and resilient organizations understand the value of data and have a clear strategy in place to help manage and utilize that information to their organization’s advantage. In this essential executive session, we will discuss how data can be used to improve care and make better decisions, and the importance of data to a successful organizational strategy.
General John Buford & Finding The Strategic Advantage: Positioning & Preparation For Value-Based Purchasing In A Shifting Health Care Market
Through group discussion and a case study, this session explores how General Buford, when facing a superior force, was able to make quick decisions under pressure to allow Union troops the time to gain a foothold at strategically important positions. In this presentation, we will analyze General Buford’s anticipatory leadership style and the challenges of decision making under pressure. For executives in service provider organizations, finding the competitive advantage in a turbulent market is the strategic question that your organization needs to find a way to answer. This requires executives to think ahead and act proactively – often once a change has arrived, it’s too late to react. Just as General Buford anticipated the field of battle, today’s health and human service market requires organizations anticipate the shifts in the market.
This classroom session corresponds with the day's battlefield tours, "Positioning For Success – General John Buford & The High Ground: The Beginning Of The Battle Of Gettysburg." The session will begin with a brief overview of General John Buford’s actions during the Battle of Gettysburg, followed by a presentation and discussion about the lessons health and human service executives can take away from his leadership decisions.
Lora Perry
Bio Coming Soon!
Leaders As Executive Athletes: Training To Take Your Performance To The Next Level
New performance standards, more risk-based contracting, new care coordination and integration models, increased competition, new treatment technologies – over the past five years, the world of health and human services has changed at a rapid pace. As executives, the responsibility of leading your organization successfully through this time of disruption falls squarely on your shoulders. In this challenging environment, health and human service executives are particularly susceptible to stress, fatigue, and burnout. How do leaders remain effective in this environment? Join expert author and worksite wellness educator Carmella Sebastian, MD, MS in an executive discussion on organizational change and wellness as a business issue. We’ll discuss work-life balance, managing stress, and achieving your maximum “wellness potential” – all essential components to leading your team effectively.
Managing Your Boards Of Directors: Strategic Advice For CEOs
Conventional wisdom tells us that the major roles of the board are to define the mission, hire, supervise, and evaluate the CEO to carry out the mission, strategically plan, assure fiscal responsibility, fundraise, and promote the organization in the community. But in the health care environment of today, more may be required. CEOs must consider ways to keep their boards involved, energized, and supportive of the rapid changes needed for today’s behavioral health and human services programs to be competitive and to thrive. In this discussion, our experts will discuss ways for CEOs to step out of the conventional patterns of working with their board, and how to ensure that they can gather their support to meet the new requirements and changes organizations are facing in today’s marketplace.
Howard Shiffman
Mr. Shiffman has over 30 years of successful organizational and business experience in human service fields including expertise in executive management, strategic planning, business development, finance, marketing, market intelligence research, fundraising, and board development. He has hands-on expertise that comes from successful management and consulting with a number of programs. Prior to joining OPEN MINDS Mr. Shiffman served as Chief Executive Officer of Griffith Centers for Children, a COA-accredited, full-service treatment program for severely troubled youth and their families. He also developed one of the first offense-specific sex offender program in the United States.
Diversification & New Service Line Development
Diversification is an issue that looms large for the management teams of many provider organizations. Most organizations in the field have an unhealthy reliance on one payer – or one consumer group. This is a strategic vulnerability if that one payer changes policies or reimbursement rates (or consumer preferences change). To be successful in the long run, management teams should be thinking about the balance of their service line portfolio – and consider new payers, new consumers, and new services as options for diversification. So, the question is – how do you develop a revenue diversification plan? During this workshop, we will discuss all the options for revenue diversification, as well as a structured process for assessing diversification options and developing new service lines. In addition to a presentation on new service line development, this workshop will include small group exercises and large group discussions.
Joseph P. Naughton-Travers, Ed.M.
Joseph P. Naughton-Travers, Ed.M., Senior Associate, has more than 30 years of experience in the health and human service field. In this tenure as senior associate with OPEN MINDS since 1998, he has served as lead of dozens of client initiatives, served as editor of OPEN MINDS publications, and is the author of many groundbreaking articles and presentations.
Mr. Naughton-Travers brings to OPEN MINDS a broad range of experiences in private and public sector delivery of behavioral health and social services. He started his career as a behavioral health clinician, working in both child welfare and community mental health clinic settings. Subsequently, Mr. Naughton-Travers held a senior business operations management position for a psychiatric hospital system and its community mental health clinics. Later, he was vice president of a firm specializing in information systems and billing and receivables management for community-based mental health programs.
Since joining OPEN MINDS, Mr. Naughton-Travers has developed business solutions for provider and professional organizations, state and county government, technology companies, and venture capital firms. His primary areas of expertise include strategic planning and metrics-based management, electronic health record (EHR) and technology selection and implementation, operations improvement, and corporate compliance. For the past decade, over half his consulting practice has focused on aiding organizations in technology selection and implementation, including all aspects of strategic technology planning, functional specifications development, request for proposal development, vendor selection, and contracting.
He has written numerous articles, including “Winning the Human Resource Wars: Tried, True and New Strategies for Behavioral Health and Social Service Organizations,” “Five Pillars of Management Competency,” “Data Driven Decision Making: Moving to an Organizational Measurement Culture,” “Survival of the Smartest: What is Your Organization’s Information Literacy IQ?,” and “Strategic Human Resource Management: Aligning Compensation with Employee Performance and Organizational Strategy.” Mr. Naughton-Travers is also a nationally recognized speaker, having conducted hundreds of executive and professional executive training events around the nation.
Mr. Naughton-Travers received his Bachelor’s degree from Miami University of Ohio and his Masters’ of Education in Counseling Psychology from Boston University.
Strategic Decisionmaking In Times Of Change – Colonel Joshua Chamberlain & Little Round Top: Defending The Union Line
Colonel Joshua Lawrence Chamberlain and his 20th Maine regiment’s defense of Little Round Top is perhaps one of the most famous confrontations of the Battle of Gettysburg. This session examines how Colonel Chamberlain, in times of great distress, recognized the power of strategic thinking, made the necessary quick decisions, and preserved the overall goal of the Union Army. Colonel Chamberlain’s own battlefield experiences help us to realize the importance of good leadership, and to examine transactional and transformational leadership styles.
Little Round Top is one of two rocky hills located in the South of Gettysburg, and the position of the far left flank of the Union army during the Battle of Gettysburg. On the second day of the battle, Union troops left this strategic ground undefended, leaving the Union line open to attack from Confederate forces. Colonel Chamberlain was ordered to guard this position and quickly understood the strategic significance of the small hill – meaning that his regiment must hold the Union line at all costs. In the last moments, as all seemed lost, Chamberlain ordered a bayonet charge that swung around almost doubling back on its own line and capturing over one hundred soldiers and maintaining the Union defense of the high ground of the battlefield.
During this session, we will take a bus to the Gettysburg National Military Park, where Terry Fox, Licensed Battlefield Guide, will lead a private walking tour of Little Round Top and the surrounding area. This session will include a review of the Union army’s defenses on day two of the battle, a discussion of the history of the battlefield site, and time for questions and discussion with our guide. To provide the proper context for this session, a handout including a brief introduction to Colonel Chamberlain and the Battle of Gettysburg will be made available to attendees.
Leaders Under Pressure: How Executives Can Avoid Burnout
Long-term stress result in that final physical and mental exhaustion that embodies what we know as burnout. The sources of that stress – emotional exhaustion, work-life balance dissatisfaction, working without a sense of power or purpose, understaffing, and inadequate time with consumers – are some of the factors that managers have to address to keep their organizations ready for the challenges ahead. In this important session, we’ll disuses how to cope with stress and burnout to become more satisfied and productive executives.
The Leadership Council for Children’s Services: Children’s Services Round Table
This special session is for members of The Leadership Council for Children's Services, A Children's Services Sustainability Collaboration of OPEN MINDS & The Child Welfare League of America
In today's children's services market, innovation is the organizational ingredient required to better serve our children, and the organizations that are willing to venture outside of their comfort zone will be the ones that ultimately find their place in the marketplace and achieve the competitive advantage over their competition. In this important round table discussion, members of the Leadership Council for Children's Services will come together for a discussion of the biggest issues affecting the children's services market. With the help of service provider organizations and industry thought leaders, we've developed a list of of the five most important issues shaping a new model for “best practice” in the field:
- Child welfare and behavioral health organizations need to “integrate”
- New services are essential to meet new payer and consumer needs
- Service delivery needs to be seamless
- Outcomes improvement is possible through coordination
- Cross training of stakeholders is key to successful launch of “integrated” and “coordinated” service delivery
These issues will shape the afternoon's discussion, where you will have a chance to hear from your fellow executives - and share your own organization's challenges and triumphs. Current members of the Leadership Council for Children's Services will receive additional details about this session via email. If you are interested in joining the Leadership Council for Children's Services, please visit www.openminds.com/leadership-council/.
Howard Shiffman
Mr. Shiffman has over 30 years of successful organizational and business experience in human service fields including expertise in executive management, strategic planning, business development, finance, marketing, market intelligence research, fundraising, and board development. He has hands-on expertise that comes from successful management and consulting with a number of programs. Prior to joining OPEN MINDS Mr. Shiffman served as Chief Executive Officer of Griffith Centers for Children, a COA-accredited, full-service treatment program for severely troubled youth and their families. He also developed one of the first offense-specific sex offender program in the United States.
Colonel Chamberlain & Decisionmaking In Times Of Change: How To Make The Best Strategic Decisions For Your Organization
This session will examine the leadership challenges facing Colonel Chamberlain at Little Round Top on day two of the Battle. We will utilize Colonel Chamberlain’s battlefield experience to take a close look at the decisionmaking process. During the session, we'll discuss best practices for solving complex problems quickly – as well as some of the most common executive errors in the decisionmaking process.
This classroom session corresponds with the day's battlefield tours, “Strategic Decisionmaking In Times Of Change – Colonel Joshua Chamberlain & Little Round Top: Defending The Union Line.” The session will begin with a brief overview of Colonel Chamberlain’s actions at Little Round Top, followed by a presentation and discussion about the lessons health and human service executives can take away from his leadership decisions.
What’s Your Leadership Strategy? The Challenges Of Leadership In A Time Of Innovation
In today's market, there are a lot of “strategies” that health and human service organizations need to employ. Business strategies, tech strategies, human resource strategies, managed care strategies, merger and acquisition strategies all must fit together into an overall strategy and are important pieces for governing your organization’s path to the future. But during strategic meetings, there is one strategy that isn’t often discussed – leadership. While personal leadership is an important cornerstone to success or failure of any organization, high-performing organizations also have a strategy that is based on developing a leadership culture – and careful and continuous development of leadership at all levels. During this keynote session, OPEN MINDS Chief Executive Officer Monica E. Oss will discuss both the importance of developing personal leadership skills and habits and implementing a leadership strategy for the entire organization.
Monica E. Oss
Monica E. Oss, M.S., Chief Executive Officer and Senior Associate, is the founder of OPEN MINDS. For the past three decades, Ms. Oss has led the OPEN MINDS team and its research on health and human service market trends and its national consulting practice. Ms. Oss is well known for her numerous books and articles focused on the strategic and marketing implications of the evolving health and human service field. She has unique expertise in payer financing models, provider rate setting, and service pricing. She has led numerous engagements with state Medicaid plans, county governments, private insurers, managed care programs, service provider organizations, technology vendors, neurotechnology and pharmaceutical organizations, and investment banking firms – with a focus on the implications of financing changes on delivery system design.
Succession Planning: The Key To Long-Term Leadership Success
Succession planning has long been an overlooked issue in health care in general, and the behavioral health and social service field specifically, yet it is arguably the industry where succession planning is the most important. With high turnover rates in non-profit executives, employees who are far less likely to be committed to one organization, a market with radical changes in job requirements and skill sets, and intense-competition comes from both inside and outside the industry, keeping a high-performing team of executives in place is a challenge with few historical precedents. In this environment, how do you assure continuity in leadership and organizational competency, and avoid the financial implications that can range from catastrophic to fatal? The answer: craft a succession plan for replacing key executive and management team members. In this essential session, we'll discuss the key steps to implementing a succession plan for your management team, including a look at how to develop a replacement plan and selection process for the CEO position and how to create a staff development system and recruitment plan to address skill and knowledge gaps within your organization.
Stuart I. Meyers, M.B.A., Ed.D.
Prior to joining Management Recruiters in September 1995, Dr. Meyers had over thirty years of health care experience in both the for-profit and not-for-profit sectors, including roles as a psychiatric hospital CEO, Community Mental Health Center CEO, VP of a Managed Care organization, and a licensed psychologist.
Stuart has experience in working with behavioral health, primary care associations, integrated delivery systems & "medical homes", medical/surgical, managed care and public sector companies, and rehab systems, and has held senior level positions in a number of national provider and managed care organizations. He has an intimate knowledge of the health care field, and has developed close relationships within each of these sectors, thus enabling him to bring high quality, cost efficient solutions to his client's staffing needs. In addition, Stuart has specialized in assisting Boards of Directors and CEOs in a Succession Planning process that insures seamless transitions in key leadership positions.
In each of his eighteen years in the executive recruitment field, Stuart has been ranked either in the "Top Ten" or top 10% of more than 4,000 MRI recruiters in the nation, a reflection of his ability to be responsive to his clients’ needs and his intimate familiarity with the health care industry. Stuart’s decision to name the practice after himself is a demonstration of his own deep personal commitment to his clients and candidates by putting his own reputation "on the line."
Robert D. Cartia, M.B.A., M.A., LISAC
Coming Soon!
April Razo, LAMFT
Coming Soon!
John M. Sheehan, M.B.A.
John M. Sheehan currently serves as Chief Executive Officer for Harbor since August, 2013. Prior to joining Harbor he was a consultant for All Tier Health Care Consulting (2011-2013) working on health care integration projects for various organizations around the country. Mr. Sheehan served as Vice President of Behavioral Health Services for BayCare Health System
(Clearwater, FL) from 2001 - 2011. In his position at BayCare, he reported to the System President and oversaw community and hospital based behavioral health operations which included 250 inpatient beds and 43 outpatient treatment sites covering 5 counties in west central Florida. Mr. Sheehan was responsible for the administration of programs with annual revenues of approximately $75 million and 800+ employees. John also has experience in being the Director of Case Management (Assertive Community Treatment) and as a federal grant writer.
Mr. Sheehan received his undergraduate degree from Florida State University and his Masters in Business Administration from the University of Phoenix. John holds a certification as a Six Sigma Green Belt.
John has over 20 years experience in the health and human services arena and has refined his knowledge, skills and abilities in the areas of defining and measuring clinical excellence, strategic planning, growth, operational performance and human resources management. As the current Chief Executive Officer of Harbor, Mr. Sheehan has grown the company through a
merger with Behavioral Connections of Wood County, expanding services to cover Lucas, Defiance, and Wood counties. His leadership has helped Harbor form a Joint Operating Company with ProMedica Health System in order to enhance care through a more integrated, coordinated healthcare model and meet growing community mental health needs. Mr. Sheehan is married to Bethany and they have three children Hannah, Jack and Gabrielle.
Leading In Times Of Uncertainty – Generals Lee & Longstreet At Pickett’s Charge: The High-Water Mark Of The Confederacy
Pickett’s Charge may be the most infamous incident at the Battle of Gettysburg. We will retrace the steps of General Robert E. Lee and General James Longstreet as they made the decisions that would ultimately determine not only the outcome of the Battle of Gettysburg, but possibly the ultimate outcome of the Civil War.
On the final day of the Battle of Gettysburg, the commander of the entire Confederate army, General Robert E. Lee found himself at odds with his trusted commander, General James Longstreet. General Lee lacked solid intelligence on the Union’s strength, size, and positional advantage; which led him to make the fateful decision to launch an infantry assault on the center of the Union line at Cemetery Ridge – despite the protests of General Longstreet. The assault required the Confederate troops to march nearly a mile over an open field and to climb over several fences under open fire from the Union line. This disastrous end to the battle resulted in a fifty percent casualty rate among the Confederate troops, and is seen as not only the decisive end to the Battle of Gettysburg, but also the turning point in the Civil War.
During this session, we will take a bus to the Gettysburg National Military Park, where licensed battlefield guide Robert Prosperi will lead a tour across the field where Pickett’s Charge took place. This session will include a review of Generals Lee and Longstreet’s relationship and decisionmaking styles and time for questions and discussion with our guide. To provide the proper context for this session, a handout including a brief introduction to Generals Lee and Longstreet and the Battle of Gettysburg will be made available to attendees.
Joseph P. Naughton-Travers, Ed.M.
Joseph P. Naughton-Travers, Ed.M., Senior Associate, has more than 30 years of experience in the health and human service field. In this tenure as senior associate with OPEN MINDS since 1998, he has served as lead of dozens of client initiatives, served as editor of OPEN MINDS publications, and is the author of many groundbreaking articles and presentations.
Mr. Naughton-Travers brings to OPEN MINDS a broad range of experiences in private and public sector delivery of behavioral health and social services. He started his career as a behavioral health clinician, working in both child welfare and community mental health clinic settings. Subsequently, Mr. Naughton-Travers held a senior business operations management position for a psychiatric hospital system and its community mental health clinics. Later, he was vice president of a firm specializing in information systems and billing and receivables management for community-based mental health programs.
Since joining OPEN MINDS, Mr. Naughton-Travers has developed business solutions for provider and professional organizations, state and county government, technology companies, and venture capital firms. His primary areas of expertise include strategic planning and metrics-based management, electronic health record (EHR) and technology selection and implementation, operations improvement, and corporate compliance. For the past decade, over half his consulting practice has focused on aiding organizations in technology selection and implementation, including all aspects of strategic technology planning, functional specifications development, request for proposal development, vendor selection, and contracting.
He has written numerous articles, including “Winning the Human Resource Wars: Tried, True and New Strategies for Behavioral Health and Social Service Organizations,” “Five Pillars of Management Competency,” “Data Driven Decision Making: Moving to an Organizational Measurement Culture,” “Survival of the Smartest: What is Your Organization’s Information Literacy IQ?,” and “Strategic Human Resource Management: Aligning Compensation with Employee Performance and Organizational Strategy.” Mr. Naughton-Travers is also a nationally recognized speaker, having conducted hundreds of executive and professional executive training events around the nation.
Mr. Naughton-Travers received his Bachelor’s degree from Miami University of Ohio and his Masters’ of Education in Counseling Psychology from Boston University.
Day 3 – Lunch Break
Lunch On Your Own. Explore a wide selection of restaurants in downtown Gettysburg – all within walking distance.
Talent Management: Getting The Most From Your Human Capital
In an increasingly competitive market, it can be difficult to both recruit and retain the perfect team for your organization. The reality of the health and human service market is that labor costs are the largest component of our budgets - meaning that it is essential to find the right people, utilize their skills effectively, and retain the staff members who you have invested time and money into developing. Join us for this important session where we will discuss the essential human resource competencies that your organization needs to succeed and strategies for managing and retaining your top talent.
Lora Perry
Bio Coming Soon!
Walking Tour Of The Shriver House Museum – A Home & Battle Hospital Restored To Its 1860s Appearance
The home of George and Hettie Shriver, meticulously restored to its 1860s appearance, allows visitors to step back in time and visualize what life was like back in mid-1800, south-central Pennsylvania and gain a better understanding of how the battle affected the 2,400 citizens who called Gettysburg “home.”
With George Shriver away in battle, his wife, Hettie Shriver, abandoned the house when the Battle of Gettysburg moved through town on the morning of July 1, 1863, to take their children and the neighbor’s daughter, Tillie Pierce, to her parent’s farm for safety. When they returned to their house six days later, it was being used as a hospital. Confederate soldiers had occupied her home while she was gone, using the attic as a sharpshooter’s nest and placing the Shriver’s belongs in the street to build a barricade. Modern CSI forensics confirms the blood stains of Confederate soldiers that died in the attic.
What Mrs. Shriver and the children saw as they returned to the house would be etched in their minds forever; today, numerous bullet holes still scar the brick dwelling.
Tillie Pierce, fifteen at the time of the Battle of Gettysburg, recounted her recollections in a book ten years after the battle, detailing what she and the Shriver’s experienced. Her story has become the most remarkable civilian account of the fighting, and her book can still be purchased at the Shriver House. Join us for a tour of the Shriver’s home and experience what it was to be a civilian during the Civil War.
Attendees will meet at the Registration Desk at the Gettysburg Hotel, and take a short three block walk to the Shriver House Museum on Baltimore Street.
Leading In Times Of Uncertainty – Generals Lee & Longstreet At Pickett’s Charge: The High-Water Mark Of The Confederacy (Repeat)
Pickett’s Charge may be the most infamous incident at the Battle of Gettysburg. We will retrace the steps of General Robert E. Lee and General James Longstreet as they made the decisions that would ultimately determine not only the outcome of the Battle of Gettysburg, but possibly the ultimate outcome of the Civil War.
On the final day of the Battle of Gettysburg, the commander of the entire Confederate army, General Robert E. Lee found himself at odds with his trusted commander, General James Longstreet. General Lee lacked solid intelligence on the Union’s strength, size, and positional advantage; which led him to make the fateful decision to launch an infantry assault on the center of the Union line at Cemetery Ridge – despite the protests of General Longstreet. The assault required the Confederate troops to march nearly a mile over an open field and to climb over several fences under open fire from the Union line. This disastrous end to the battle resulted in a fifty percent casualty rate among the Confederate troops, and is seen as not only the decisive end to the Battle of Gettysburg, but also the turning point in the Civil War.
During this session, we will take a bus to the Gettysburg National Military Park, where licensed battlefield guide Robert Prosperi will lead a tour across the field where Pickett’s Charge took place. This session will include a review of Generals Lee and Longstreet’s relationship and decisionmaking styles and time for questions and discussion with our guide. To provide the proper context for this session, a handout including a brief introduction to Generals Lee and Longstreet and the Battle of Gettysburg will be made available to attendees.
Joseph P. Naughton-Travers, Ed.M.
Joseph P. Naughton-Travers, Ed.M., Senior Associate, has more than 30 years of experience in the health and human service field. In this tenure as senior associate with OPEN MINDS since 1998, he has served as lead of dozens of client initiatives, served as editor of OPEN MINDS publications, and is the author of many groundbreaking articles and presentations.
Mr. Naughton-Travers brings to OPEN MINDS a broad range of experiences in private and public sector delivery of behavioral health and social services. He started his career as a behavioral health clinician, working in both child welfare and community mental health clinic settings. Subsequently, Mr. Naughton-Travers held a senior business operations management position for a psychiatric hospital system and its community mental health clinics. Later, he was vice president of a firm specializing in information systems and billing and receivables management for community-based mental health programs.
Since joining OPEN MINDS, Mr. Naughton-Travers has developed business solutions for provider and professional organizations, state and county government, technology companies, and venture capital firms. His primary areas of expertise include strategic planning and metrics-based management, electronic health record (EHR) and technology selection and implementation, operations improvement, and corporate compliance. For the past decade, over half his consulting practice has focused on aiding organizations in technology selection and implementation, including all aspects of strategic technology planning, functional specifications development, request for proposal development, vendor selection, and contracting.
He has written numerous articles, including “Winning the Human Resource Wars: Tried, True and New Strategies for Behavioral Health and Social Service Organizations,” “Five Pillars of Management Competency,” “Data Driven Decision Making: Moving to an Organizational Measurement Culture,” “Survival of the Smartest: What is Your Organization’s Information Literacy IQ?,” and “Strategic Human Resource Management: Aligning Compensation with Employee Performance and Organizational Strategy.” Mr. Naughton-Travers is also a nationally recognized speaker, having conducted hundreds of executive and professional executive training events around the nation.
Mr. Naughton-Travers received his Bachelor’s degree from Miami University of Ohio and his Masters’ of Education in Counseling Psychology from Boston University.
What Is Your Social Media Plan? An Executive Guide
With health care reform creating more choices for consumers, the effectiveness of a provider organization’s website and “online presence” (ranking, reputation, social media buzz, etc.) is more important than ever. Regardless of whether you are trying to draw in new consumers or build long-lasting relationships with existing consumers, how you’re being perceived online will be a determining factor in your success. Join us for this interactive session where we will explore best practices in online consumer marketing and hear from health and human service provider organizations doing it right.
Timothy Snyder, Jr.
Timothy G. Snyder, Jr. brings a unique combination of marketing, business development, and online media expertise to OPEN MINDS. Since joining our team in 2008, Mr. Snyder has led dozens of strategic marketing and sales-focused projects, including comprehensive product launch initiatives, corporate re-branding/positioning projects, and website/online marketing programs for some of the largest and most influential pharmaceutical and technology organizations in the health and human service field. In addition to his work in the consulting practice, Mr. Snyder has executive responsibility for the marketing, web site, public relations, and sales divisions of OPEN MINDS.
Mr. Snyder has been instrumental in developing cutting-edge content marketing programs for OPEN MINDS customers. He is able to translate branding and marketing positioning strategy into market-sector appropriate content campaigns.
In addition, Mr. Snyder brings a broad knowledge of content campaign platforms. His work includes leverage of traditional print media and printed educational material. He has designed educational curriculum outreach – in on-site formats and synchronous and asynchronous web-based curriculum models. In his work, he has designed dozens of web sites to support content campaigns – and worked with them from conceptualization, design, development, and launch. He has led the development of multiple-platform social media campaigns, customized apps, YouTube channels, and podcast initiatives.
Mr. Snyder has spoken at numerous conferences and has published dozens of articles and resources on the growing importance of marketing and online branding in the new consumer-driven health and human service marketplace. He developed OPEN MINDS marketing planning and web marketing curriculum. In addition, he created OPEN MINDS assessment of organizational online presence.
Prior to joining OPEN MINDS, Mr. Snyder worked as an independent marketing consultant for multiple government agencies and provider organizations—specializing in online marketing strategy, campaign design and execution, event promotion, and social media integration. While completing his degree, Mr. Snyder also worked as a web developer and website manager —specializing in search engine optimization.
Mr. Snyder is a graduate of Shippensburg University, where he earned a Bachelor’s Degree in both marketing communications and business management.
Pickett’s Charge & Situational Leadership: How To Motivate Your Team To Meet Your Organization’s Strategic Goals
This session takes a close look at the roles of the leader and followers and their effect on a leader’s decisions through a case study and group discussions. We will bring to life both General Robert E. Lee’s and General James Longstreet’s leadership styles as they led the South’s valiant last stand at Gettysburg. We will discuss the importance of emotional intelligence and communication for managers – and tactics for leading and motivating your team in any situation.
This classroom session corresponds with the day's battlefield tours, “Leading In Times Of Uncertainty – Generals Lee & Longstreet At Pickett’s Charge: The High-Water Mark Of The Confederacy.” The session will begin with a brief overview of Pickett’s Charge, followed by a presentation and discussion about the lessons health and human service executives can take away from the leadership decisions made on the third and final day of the battle.
Joseph P. Naughton-Travers, Ed.M.
Joseph P. Naughton-Travers, Ed.M., Senior Associate, has more than 30 years of experience in the health and human service field. In this tenure as senior associate with OPEN MINDS since 1998, he has served as lead of dozens of client initiatives, served as editor of OPEN MINDS publications, and is the author of many groundbreaking articles and presentations.
Mr. Naughton-Travers brings to OPEN MINDS a broad range of experiences in private and public sector delivery of behavioral health and social services. He started his career as a behavioral health clinician, working in both child welfare and community mental health clinic settings. Subsequently, Mr. Naughton-Travers held a senior business operations management position for a psychiatric hospital system and its community mental health clinics. Later, he was vice president of a firm specializing in information systems and billing and receivables management for community-based mental health programs.
Since joining OPEN MINDS, Mr. Naughton-Travers has developed business solutions for provider and professional organizations, state and county government, technology companies, and venture capital firms. His primary areas of expertise include strategic planning and metrics-based management, electronic health record (EHR) and technology selection and implementation, operations improvement, and corporate compliance. For the past decade, over half his consulting practice has focused on aiding organizations in technology selection and implementation, including all aspects of strategic technology planning, functional specifications development, request for proposal development, vendor selection, and contracting.
He has written numerous articles, including “Winning the Human Resource Wars: Tried, True and New Strategies for Behavioral Health and Social Service Organizations,” “Five Pillars of Management Competency,” “Data Driven Decision Making: Moving to an Organizational Measurement Culture,” “Survival of the Smartest: What is Your Organization’s Information Literacy IQ?,” and “Strategic Human Resource Management: Aligning Compensation with Employee Performance and Organizational Strategy.” Mr. Naughton-Travers is also a nationally recognized speaker, having conducted hundreds of executive and professional executive training events around the nation.
Mr. Naughton-Travers received his Bachelor’s degree from Miami University of Ohio and his Masters’ of Education in Counseling Psychology from Boston University.