Registration & Executive Networking Breakfast In The Institute Exhibit Hall
Check-in at the registration desk to get your name badge and program materials, then join us in the exhibit hall for breakfast. Take some time to meet your follow attendees, talk to our sponsors, and prepare for the day ahead.
The Future Of Health Plan/Provider Organization Business Relationships
As the move towards value-based reimbursement becomes a reality in the health and human service market, there is a growing need for more mature and integrated relationships between health plans and provider organizations. In this keynote session, we’ll hear from Martha R. Temple, Senior Vice President, Behavioral Health Services, Optum about the market factors driving change in health plan/provider organization relationships and the key competencies payers are looking for in provider partners. Ms. Temple will discuss how Optum is working to empower organizations that can deliver evidence-based, “high-value” care to consumers and their emerging models for innovative partnerships.
Thoughtleader Forum With Martha R. Temple, Senior Vice President, Behavioral Health Services, Optum
Join us for a follow-up session with our keynote speaker, Martha R. Temple, Senior Vice President, Behavioral Health Services, Optum. Use this time to ask questions and continue the morning’s discussion with Ms. Temple and OPEN MINDS CEO Monica E. Oss.
Best Practice Meta-Leadership: A Framework For Leadership Effectiveness
In the new value-based care landscape, meta-leadership is essential. Meta-leaders reach across organizations and sectors to build cross-cutting strategies. They exchange information, share resources, and coordinate systems and personnel. They use their influence and connections to guide a cooperative course of action. Being a meta-leader requires a unique mindset and skill set, and it requires building strong alliances with a diverse array of leaders. In this session, we will give you the building blocks you need to make collaboration successful for your organization in our changing market.
Positioning For Success – General John Buford & The High Ground: The Beginning Of The Battle Of Gettysburg
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. After we leave the battlefield OPEN MINDS' Senior Associate, Ken Carr will wrap up the session with a classroom discussion of the leadership lessons learned from General Buford an the application of those lessons to the health care market today.
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.
Robert Prosperi
Robert H. Prosperi is one of the foremost experts on the Battle of Gettysburg and the Civil War. He is a graduate of Indiana University of Pennsylvania and a U.S. Army veteran. He served for 17 years as one of the two historians at the Gettysburg National Military Park. During this time he served as a personal tour guide and battlefield escort for numerous dignitaries and celebrities. He had the distinct privilege of providing a personal tour for Presidents Carter and Sadat and Prime Minister Begin during the Camp David Summit.
From Strategy To Action: A Guide To Building & Implementing A Strategic Plan That Works
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.
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 1 – Lunch Break
Lunch On Your Own. Explore a wide selection of restaurants in downtown Gettysburg – All within walking distance.
Preparing For The Future In An Uncertain Market
Sponsored by Credible Behavioral Health
Credible’s Founder and 17-year CEO veteran will review Credible’s view on the current market, how to navigate uncertainty and provide a checklist of necessary items to best position your Agency to survive and thrive in an uncertain market.
Learning Objectives:
- Defining current market and current business – Many organizations leverage outdated definitions and miss the mark with their current service offerings, pricing, and metrics. The first learning objective helps an Agency clearly review their market and offerings.
- Defining market risks and sources of uncertainty – Sorting through the avalanche of data and news sources, Executives are responsible for identifying risks while committing resources on often incomplete data. Participants will receive a proven method for identifying concrete market risks and the resulting uncertainty.
- Required tools for surviving uncertainty – A simplified tool will be shared providing attendees a quantifiable data management instrument to assess and better prepare their Agency for surviving if not thriving in uncertainty.
Matthew M. Dorman
Matt has more than 30 years of experience in technology management, operations, finance and investment banking as well as 18 years of political and government understanding and knowledge. He has driven Credible from a start-up with a mission to improve the quality of care in behavioral health to a profitable, financially stable company with over 500+ partner agencies spanning 38 states and D.C.; annual revenues exceeding $45,000,000; and more than 150 staff nationwide. Mr. Dorman had earned his MBA in Finance from the University of Maryland and a B.A. in Political Science from the University of Delaware.
The Outer Proof Of Virtue: Wendy Allen, Sarah Fisher Ames, & President Lincoln Talk About The “Gettysburg Portrait”
This dramatic presentation is a time-bending, imagined interaction between the contemporary Lincoln artist, Wendy Allen, a nineteenth-century sculptor, Sarah Fisher Ames (portrayed by Nancie Gudmestad), and the sixteenth president of the United States, Abraham Lincoln. Based on research by Harold Holzer, the talk centers around a little known, undervalued action taken by Sarah Fisher Ames that created an American masterpiece, the Alexander Gardner photograph of Lincoln often called the “Gettysburg Portrait.” It is called the “Gettysburg Portrait” because it was taken eleven days before Lincoln departed Washington, D.C. to deliver “a few appropriate remarks” in Gettysburg, Pennsylvania.
Mrs. Ames was a friend of President Lincoln and had requested an opportunity to create his sculpture. Because his schedule was too hectic for a pronounced sitting, the President did take time for a sitting at Gardner’s studio to provide Mrs. Ames with photographs for reference. Mrs. Ames joined the President at the studio and no-doubt “art” directed the photo shoot to insure correct images for her sculpture. In doing so, one of America’s most iconic photographs, the classic full-face portrait of self-assured Abraham Lincoln was created. To further reinforce the theory that the photograph was purely reference, the image did not appear until 1903 when M.T. Rice acquired Gardner’s archive of negatives. The image was immediately cropped and widely circulated.
Wendy Allen
Wendy Allen was born in Pittsburgh in 1955. For thirty years, she pursued a career in educational publishing, lastly as Creative Director for a major children’s publisher. In 2007 she left to pursue painting full-time.
Art became Allen’s passion when, in 1983, she painted her first portrait of Abraham Lincoln. He soon became the focus of her artwork. In 2009, the year of the Lincoln Bicentennial, CNN aired an interview about Allen’s unique career. Her work has also been featured at the Historical Society of Washington, D.C., alongside Lincoln portraits by Salvador Dali, Robert Rauschenberg, and Norman Rockwell. Most recently, her work was exhibited at the Pensacola Museum of Art in Pensacola, Florida.
Allen serves on Board of Directors for The Lincoln Fellowship of Pennsylvania, The Lincoln Forum, and Main Street Gettysburg.
She currently divides her time between her home in New Milford, Connecticut, and her studio/gallery, Lincoln Into Art, in Gettysburg, Pennsylvania.
Positioning For Success – General John Buford & The High Ground: The Beginning Of The Battle Of Gettysburg (Repeat)
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. After we leave the battlefield OPEN MINDS' Senior Associate, Ken Carr will wrap up the session with a classroom discussion of the leadership lessons learned from General Buford an the application of those lessons to the health care market today.
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.
Robert Prosperi
Robert H. Prosperi is one of the foremost experts on the Battle of Gettysburg and the Civil War. He is a graduate of Indiana University of Pennsylvania and a U.S. Army veteran. He served for 17 years as one of the two historians at the Gettysburg National Military Park. During this time he served as a personal tour guide and battlefield escort for numerous dignitaries and celebrities. He had the distinct privilege of providing a personal tour for Presidents Carter and Sadat and Prime Minister Begin during the Camp David Summit.
You Were Right & I Was Wrong: How Abraham Lincoln Owned His Mistakes, & Accepted Responsibility, As An Ideal Leader
Abraham Lincoln took office in 1861, he faced a set of challenges that no American president before or since have encountered. His leadership during the greatest period of tumult in our nation’s history has lead many to proclaim him as the “ideal leader.” In this session, Harold Holzer, one of the country's leading authorities on Abraham Lincoln and the political culture of the Civil War era, will discuss President Abraham Lincoln as a leader, explore his leadership and decisionmaking styles, and review what the leaders of today can learn from one of history’s most prominent figures.
Night At The Museum & Networking Reception
Don’t miss one of the most anticipated events at this year’s retreat – a night out at the museum! This is an evening attendees won’t soon forget, complete with exclusive access to the entire museum for Leadership Retreat attendees.
Exclusive After-Hours Access To Museum Exhibit Galleries & Bookstore
The Gettysburg Museum and Visitor’s Center is home to thousands of Civil War artifacts and relics from the Battle of Gettysburg. Institute attendees will have private, after-hours access to all areas of the museum, including the book store/gift shop. National Park Service employees and our licensed battlefield guide, Robert Prosperi, will be on hand throughout the evening to answer all of your questions.
7:30 pm – 8:00 pm: Private Showing Of The Film “A New Birth Of Freedom”
Just a few months after the battle of Gettysburg, President Abraham Lincoln called for a “new birth of freedom” during his now-famous Gettysburg Address. This film, sponsored by the History Channel and narrated by award winning actor Morgan Freeman, places the Battle of Gettysburg in the larger context of American history and gives an in-depth overview of how the events of the Battle shaped a nation.
8:00pm – 8:30 pm: Exhibition Of The Famous Gettysburg Cyclorama
Paul Philippoteaux’s 1883 cyclorama painting of the Battle of Gettysburg is among the last surviving cycloramas in the United States. This breathtaking painting literally surrounds you and stands longer than a football field and as tall as a four-story structure. Newly-restored, the painting provides a unique 360° view of all the details of the final day of the Battle of Gettysburg and gives viewers a true sense of what occurred during the battle.
Executive Networking Breakfast In The Institute Exhibit Hall
Studies have shown that people who skip breakfast are more likely to have problems focusing on the day at hand. Avoid the struggle, and join us for breakfast! Grab something to eat and take the time to talk with your fellow attendees as you prepare for another exciting day exploring Gettysburg.
The Future Of Long-Term Services & Supports: A New Business Model For A Medicaid Managed Care Market
Many states are making the shift to managed care financing models for Medicaid long-term support services (LTSS). This shift is driven by trends in spending patterns for consumers with multiple chronic conditions and disabilities. For these consumers, spending is high and outcomes are poor – and moving to “managed models” is one approach to addressing these issues. This change in financing requires provider organizations to build a new strategy and business model for serving complex consumers. Pennsylvania is one state that is currently working its way through these challenges as they make the shift to managed LTSS. In this keynote session, Nancy Thaler, Deputy Secretary for the Office of Developmental Programs, Pennsylvania Department of Human Services will discuss the drivers of change in the LTSS market, Pennsylvania’s shift to managed LTSS, and the implications of this market transformation for provider organizations.
Thought Leader Forum With Nancy Thaler, Deputy Secretary of Developmental Programs, Commonwealth of Pennsylvania Department of Human Services
Join us for a follow-up session with our keynote speaker, Nancy Thaler, Deputy Secretary of Developmental Programs, Commonwealth of Pennsylvania Department of Human Services. During this time, you’ll be able to ask questions and engage in discussion with Ms. Thaler and your fellow attendees about how the transition to managed long-term services and supports is affecting your market.
Creating Innovative Partnerships With Managed Care Plans
In a market increasingly driven by value-based care, behavioral health organizations across the country are developing new initiatives to improve services, optimize revenue, and reduce risk in this new environment – integrating primary and behavioral health care, developing new service delivery models, exploring innovative approaches to addressing social determinants of health. But most of these initiatives require new partnerships and collaborations to be successful. In this important session, we’ll cover the challenges and opportunities that come with building health plan partnerships, the competencies your organization needs to build new relationships with payers, and the meta-leadership skills required to transform the health care delivery system.
Strategic Decisionmaking In Times Of Change – Colonel Joshua Chamberlain & Little Round Top: Defending The Union Line
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. After we leave the battlefield, we will wrap up the session with a classroom discussion of the leadership lessons learned from the Colonel Chamberlain and the application of those lessons for managing your health care team.
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.
Terry G. Fox
Terry Fox is a sixth-generation resident of Gettysburg, Pennsylvania, and a battlefield guide emeritus with Gettysburg National Military Park. He taught American History in the public schools for 33 years, serving as department head and as a member of the Carnegie Foundation for teaching American History. Since his retirement he has taught as an adjunct professor at Gettysburg College and at the Johns Hopkins University School of Education. He has presented leadership seminars for U.S. Air Force chief master sergeants as well as employees of the U.S. Secret Service, Drug Enforcement Administration, and Immigration and Customs Enforcement, in addition to teaching in Johns Hopkins’ Police Executive Leadership program. He earned his undergraduate and graduate degrees from Shippensburg College.
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.
Diversifying Your Revenue Streams: How To Successfully Launch A New Service Line
In the current environment of changing consumer expectations and new financial models, one essential skill that all executives need to master is the ability to evaluate and modify current services – and to develop new services to meet the challenges and opportunities in the market. In this exciting session, we will review everything you need to know about developing a new service line and hear from an executive who has been there. We will review how to analyze current service lines and determine strategic options for diversification, a structured approach for selecting new services for your organization and ensuring they are financially sustainable, and a target costing model for launching new services.
Is Your Culture Performance-Driven? How To Build An Organization Focused On Performance Management
Performance-driven organizational cultures have always been the key to success for organizations outside of health care, and as the health and human service field continues its slow but irreversible move to more value-based purchasing, performance-driven culture will also prove indispensable to provider organizations as well. In this interactive discussion session, OPEN MINDS Advisory Board Member John F. Talbot will discuss the key elements of a performance-driven culture and the framework for assessing whether your organization has the performance-driven culture you need for performance excellence.
Lunch On Your Own
Lunch On Your Own. Explore a wide selection of restaurants in downtown Gettysburg – all within walking distance.
Are You Ready For Risk-Based Reimbursement? How To Assess Readiness & Negotiate Contracts
The move to value-based care is inevitable. While we can expect to see a lot of changes in the health and human service market in the coming years, there are some trends that have staying power - and value-based reimbursement is one of them. In this session, we’ll discuss the advantages and challenges of value-based contracting; the emerging value-based contracting models, including case rates, capitation, and performance incentives; and the key competencies provider organizations need to be successful in a value-based market.
Creating An Ethical Environment: Best Practices In Building A Culture Of Ethics
Ethical leadership is a commitment to doing what is right. In the world of non-profit health and human services, this can present many challenges. How do leaders balance the pressure for near-term results with the long-term public good? What is the role of leaders in policy and political issues? How do you weigh your bottom line against your responsibilities as a moral leader? In this session, we’ll test your ability to identify and respond to the tough ethical challenges facing leaders in a new era of value-based care.
Strategic Decisionmaking In Times Of Change – Colonel Joshua Chamberlain & Little Round Top: Defending The Union Line (Repeat)
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. After we leave the battlefield,we will wrap up the session with a classroom discussion of the leadership lessons learned from the Colonel Chamberlain and the application of those lessons for managing your health care team.
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.
Terry G. Fox
Terry Fox is a sixth-generation resident of Gettysburg, Pennsylvania, and a battlefield guide emeritus with Gettysburg National Military Park. He taught American History in the public schools for 33 years, serving as department head and as a member of the Carnegie Foundation for teaching American History. Since his retirement he has taught as an adjunct professor at Gettysburg College and at the Johns Hopkins University School of Education. He has presented leadership seminars for U.S. Air Force chief master sergeants as well as employees of the U.S. Secret Service, Drug Enforcement Administration, and Immigration and Customs Enforcement, in addition to teaching in Johns Hopkins’ Police Executive Leadership program. He earned his undergraduate and graduate degrees from Shippensburg College.
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.
Breathing Through Stress & Using The Principles Of Yoga To Manage People
Over the past five years, the world of health and human services has been changing 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, executives are particularly susceptible to stress, fatigue, and burnout. In this interactive session, we’ll review how you can utilize the principals of yoga to de-stress and lead your team with focus and clarity.
Sharon Hicks, MBA, MSW
Sharon Hicks, MBA, MSW, has more than 20 years of experience in the health and human service field. She has extensive expertise and a wide range of experience in health plan management, clinical operations management, and technology. A recognized thought leader among her peers, Ms. Hicks is a regular keynote speaker at industry conferences and association meetings, as well as an author of hundreds of articles and resources for professionals in both clinical and executive roles.
Prior to joining OPEN MINDS, Ms. Hicks spent two decades in a number of executive positions within the University of Pittsburgh Medical Center (UPMC) system. She served as the Chief Operating Officer for Community Care Behavioral Health, UPMC’s managed behavioral health organization responsible for $800 million in annual revenue. At Community Care, Ms. Hicks was responsible for all aspects of the organization’s operations, including fiscal, information systems, the claims processing department, and the design of clinical systems. She also managed the day-to-day operations of human resources, facilities, purchasing, and security.
Ms. Hicks also served in a variety of tech leadership roles for UPMC. In 2002, she was appointed as the Vice President of Technology Strategy for the UPMC Insurance Services Division before becoming the Chief Executive Officer of Askesis Development Group, a leading provider of electronic health record software for behavioral health and social service organizations. In this role, Ms. Hicks was responsible for the growth and profitability of the company and the direction of software development. In addition, Ms. Hicks was the President of U Squared Interactive, a UPMC-owned organization with the exclusive United States rights to Beating The Blues – the renowned computerized cognitive behavioral therapy solution for treating anxiety and depression.
Ms. Hicks started her impressive career as a psychiatric social worker and an Assistant Director of Social Work. Prior to her promotions, Ms. Hicks served as a Clinical Administrator for both Ambulatory Services and Emergency and Intake Services at the UPMC Western Psychiatric Institute and Clinic. In this role, Ms. Hicks managed the behavioral health division, the budgets for all departments, and implemented new software replacing paper billing for clinical services.
Ms. Hicks received both her Masters of Business Administration and Masters of Social Work degrees from the University of Pittsburgh in Pittsburgh, Pennsylvania. Before pursuing her graduate education, Ms. Hicks received her Bachelor’s Degree in Psychology from Point Park College, Pittsburgh, PA.
Executive Compensation: How To Negotiate & Manage The Compensation Process
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, Robert Dunbar will lead a discussion on everything executives need to consider when negotiating a compensation package.
Reception At The Hotel
Join us for this special executive networking reception in the historic Gettysburg Hotel. Take this time to debrief, share your experiences, and make plans to further develop your professional network with our faculty and your fellow attendees.
Executive Networking Breakfast In The Institute Exhibit Hall
Take a few minutes before the last day of the institute to engage with new friends and colleagues while grabbing a light breakfast and cup of coffee. Then, stop by the registration table to reserve your seat for OPEN MINDS' exciting 2017 executive education events.
Leading Your Strategy Development & Your Team In Uncertain Times
What will the next four years look like for health and human service provider organizations? That’s the question on everyone’s mind, but months after our most recent presidential election, we still know surprisingly little about what the future holds for health care policy. With the many unknowns in the current health and human service environment, there are many boards and executive teams that are using this uncertainty as a reason to do nothing. But management best practices for rapid market change do exist – and managers would be prudent to get moving with those preparations. In this essential session, OPEN MINDS CEO Monica E. Oss will discuss the challenges of operating in a turbulent market, offer her assessment of the future of the health care market, and provide a framework for navigating the changes ahead.
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.
Thoughtleader Discussion Session With Monica E. Oss, Chief Executive Officer, OPEN MINDS
Join us for a follow-up session with our keynote speaker, Monica E. Oss, Chief Executive Officer, OPEN MINDS. You will have time to ask all of your questions and discuss how the lessons from morning’s keynote presentation applies to your own 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.
Meta-Leadership In Action: Making Provider Organization Collaborations Work
Success is rarely achieved alone. Leaders know that they need others. Sometimes you require their active support; other times it is simply their enthusiasm that benefits you. Meta-leadership is about creating a unity of effort among one’s peers, stakeholders, community members, and others in the value chain. This could mean planning for and managing a continuum of services within a consortium (e.g. accountable care organization) or integrating health and human services organization business operations. In this session, we’ll look at the meta-leadership skills required to build new collaborations in an integrated value-based market; discuss the challenges of building productive partnerships; and hear examples of executives who’ve put their meta-leadership skills to work in building partnerships who other provider organizations.
Leading In Times Of Uncertainty – Generals Lee & Longstreet At Pickett’s Charge: The High-Water Mark Of The Confederacy
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. After we leave the battlefield, we will wrap up the session with a classroom discussion of the leadership lessons learned from the Pickett's Charge and the application of those lessons for today's health care executives.
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.
Robert Prosperi
Robert H. Prosperi is one of the foremost experts on the Battle of Gettysburg and the Civil War. He is a graduate of Indiana University of Pennsylvania and a U.S. Army veteran. He served for 17 years as one of the two historians at the Gettysburg National Military Park. During this time he served as a personal tour guide and battlefield escort for numerous dignitaries and celebrities. He had the distinct privilege of providing a personal tour for Presidents Carter and Sadat and Prime Minister Begin during the Camp David Summit.
The Clinical Perspective On Managing Capitated Contracts
The business model for health and human service organizations is changing. Traditionally, payers reimburse for the cost of the services delivered – or for the volume of services delivered. But the new models are linking health plan and provider organization reimbursement to value – incorporating cost, consumer health outcomes, and consumer experience into the payment equation. And while this shift poses many obstacles in financing and operations for provider organizations, it also creates new challenges for clinical treatment models. In this discussion session, we’ll review how capitated contracting impacts clinical care, the ethical issues that accompany a move to capitation, and how clinicians can balance the needs of their consumers with the needs of their organization’s financing arrangements.
Sharon Hicks, MBA, MSW
Sharon Hicks, MBA, MSW, has more than 20 years of experience in the health and human service field. She has extensive expertise and a wide range of experience in health plan management, clinical operations management, and technology. A recognized thought leader among her peers, Ms. Hicks is a regular keynote speaker at industry conferences and association meetings, as well as an author of hundreds of articles and resources for professionals in both clinical and executive roles.
Prior to joining OPEN MINDS, Ms. Hicks spent two decades in a number of executive positions within the University of Pittsburgh Medical Center (UPMC) system. She served as the Chief Operating Officer for Community Care Behavioral Health, UPMC’s managed behavioral health organization responsible for $800 million in annual revenue. At Community Care, Ms. Hicks was responsible for all aspects of the organization’s operations, including fiscal, information systems, the claims processing department, and the design of clinical systems. She also managed the day-to-day operations of human resources, facilities, purchasing, and security.
Ms. Hicks also served in a variety of tech leadership roles for UPMC. In 2002, she was appointed as the Vice President of Technology Strategy for the UPMC Insurance Services Division before becoming the Chief Executive Officer of Askesis Development Group, a leading provider of electronic health record software for behavioral health and social service organizations. In this role, Ms. Hicks was responsible for the growth and profitability of the company and the direction of software development. In addition, Ms. Hicks was the President of U Squared Interactive, a UPMC-owned organization with the exclusive United States rights to Beating The Blues – the renowned computerized cognitive behavioral therapy solution for treating anxiety and depression.
Ms. Hicks started her impressive career as a psychiatric social worker and an Assistant Director of Social Work. Prior to her promotions, Ms. Hicks served as a Clinical Administrator for both Ambulatory Services and Emergency and Intake Services at the UPMC Western Psychiatric Institute and Clinic. In this role, Ms. Hicks managed the behavioral health division, the budgets for all departments, and implemented new software replacing paper billing for clinical services.
Ms. Hicks received both her Masters of Business Administration and Masters of Social Work degrees from the University of Pittsburgh in Pittsburgh, Pennsylvania. Before pursuing her graduate education, Ms. Hicks received her Bachelor’s Degree in Psychology from Point Park College, Pittsburgh, PA.
Planning & Budgeting For Technology: How Much Is Enough?
Lots of investment in health and human services is going into technology. There are the “must have” technologies for billing and electronic health records (EHR) required by payers for reimbursement for many kinds of systems, and there are technologies that are increasingly “required” by consumers – like telehealth and web-based communication. Beyond that, how much should health and human service organizations invest? In this session, we’ll cover the big challenge facing executives as they lead their organization on the path to a tech-driven future, including how to develop a technology strategy, set a budget, and how to apply best practices to tech selection.
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.
Lunch On Your Own
Lunch On Your Own. Explore a wide selection of restaurants in downtown Gettysburg – all within walking distance.
Managing Personal Technology & Building Your Online Presence
In a changing market, the effectiveness of a provider organization’s website and “online presence” (ranking, reputation, social media buzz, etc.) is more important than ever. But what many executives don’t consider is the impact that their own personal online presence can have. How you are perceived online can make a big difference in your future career and how your organization is perceived by customers and in the community. In this important discussion session we’ll cover the basics of using social media professionally and discuss the key components of developing a personal brand online to move yourself and your organization forward.
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.
Preparing Specialty Provider Organizations For Value-Based Reimbursement: An Overview Of Competencies Required For Success
We're seeing more value-based reimbursement among specialty provider organizations. The last OPEN MINDS national survey found that 15% of behavioral health and social service organizations are in some type of value-based payment arrangement. This shift to value-based reimbursement is changing the fundamental business models for financial sustainability. The challenge for most executives is answering the question - is my organization ready? In this important session, OPEN MINDS Senior Associate Ken Carr will review the competencies and infrastructure that provider organizations need in this changing reimbursement world, followed by a case study discussion about one organization's experience in moving from plan to action, and the leadership skills required for making this organizational transformation. The discussion will include:
- An update on value-based reimbursement for specialty provider organizations
- An overview of the infrastructure and competencies required to succeed in value-based reimbursement
- Case study of an innovative specialty program with value-based reimbursement models
Leading In Times Of Uncertainty – Generals Lee & Longstreet At Pickett’s Charge: The High-Water Mark Of The Confederacy
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. After we leave the battlefield, we will wrap up the session with a classroom discussion of the leadership lessons learned from the Pickett's Charge and the application of those lessons for today's health care executives.
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.
Robert Prosperi
Robert H. Prosperi is one of the foremost experts on the Battle of Gettysburg and the Civil War. He is a graduate of Indiana University of Pennsylvania and a U.S. Army veteran. He served for 17 years as one of the two historians at the Gettysburg National Military Park. During this time he served as a personal tour guide and battlefield escort for numerous dignitaries and celebrities. He had the distinct privilege of providing a personal tour for Presidents Carter and Sadat and Prime Minister Begin during the Camp David Summit.
Allocating Your Resources: Governance Issues For Non-Profits
Non-profits do need to make profits. Successful organizations need to bring in more revenue than expenses, including organizations that are designated as non-profit. Good management practices make charitable resources and public funds go further and build the case for the value that non-profit organizations provide. The challenge for non-profit health and human service leadership today is to turn mission-driven organizations into businesses with a mission. Much like for-profit organizations, one of the key challenges for non-profit executive teams is defining strategic initiatives and coming up with the capital needed to finance the necessary collaborations and new service line developments. Executives of non-profit organizations need to borrow tools from the business world to manage these realities. Don’t miss this crucial discussion session about overcoming the challenge of aligning mission with the realities of available funding.
How To Retain & Grow Employees: Turning The Millennial Generation Into The Leaders Of Tomorrow
If you are going to be an effective leader, you need to cultivate the expectations of very diverse staff. There is tremendous turnover in behavioral health in general, and it is very high in the younger generation – the millennials. Millennials want to be effective, be team members, give input, be listened to, and have a work-life balance. Leaders need to provide an environment that makes millennials want to stay with the organization and grow with it, as well as make sure that front line supervisors and team leaders understand what the expectations are. A successful leader looking to build a millennial workforce will cultivate an environment in which the personal and social needs of each employee are met while making sure responsibilities are clearly defined. Join us for this exciting discussion session focused on the keys to developing millennial leaders who want to remain and add value to your organizations.