Innovative Treatment Programs For Value-Based Partnerships: An OPEN MINDS Executive Summit & Showcase
The focus of the summit is on exploring successful innovative treatment programs for consumers with complex support needs. The day will kick off with an overview of the trends driving new innovation in the health and human service market and a review of OPEN MINDS strategic framework for designing and launching sustainable treatment programs. Additionally, the day will feature case study presentations on cutting-edge new clinical programs – including their design and keys to successful implementation and sustainability. The summit will conclude with a round table discussion on the strategic challenges to innovation for specialty provider organizations, which will feature all of the day’s case study presenters.
Located at the Wyndham Hotel
For the complete agenda click here
Ken Carr
Ken Carr brings over 20 years of finance, technology, data analysis and reporting experience in the health and human service field to OPEN MINDS. He currently ia a Senior Associate with the OPEN MINDS consulting practice. In this role, he served as a subject matter expert in the OPEN MINDS consulting practice where he has led numerous engagements in strategic planning, merger and acquisition prospecting, business process improvement, financial analysis of service lines, and technology selection.
Before joining the OPEN MINDS team, he served as the Chief Financial Officer of The Centers, a community mental health center in Ocala, Florida. In this position, Mr. Carr led a realignment of the organization’s financial management functions. This included revenue cycle management, EHR bill implementation and reporting, cash management enhancement, and strategic financial analysis.
Prior to his role at The Centers, Mr. Carr served as Chief Financial Officer of Guild Incorporated, an organization providing residential and community based mental health services in St. Paul, Minnesota. As CFO, Mr. Carr led the financial, billing, IT, quality, informatics, compliance, and facilities activities. During his tenure at Guild Incorporated, Mr. Carr used his expertise in change management and business process improvement to lead the EHR implementation team, align service data reporting and financial performance, and lead the financial and data capture activities for new service initiatives.
Mr. Carr has also held the positions of Administrative Director and Finance Director at the St. Paul National Testing Laboratory, a biomedical testing facility of the American Red Cross. In those positions he oversaw activities to enhance inventory management, align financial results to industry standards, and improve financial and facilities performance through problem analysis and quality management initiatives. He also was involved in directing human resource functions during laboratory closing near the end of his tenure.
Mr. Carr earned a Bachelor of Science in Business Administration from the University of South Dakota, and a Master of Divinity Degree from Sioux Falls Seminary. He maintains an active CPA license with the State of South Dakota.
Lee Anne Langhurst, LCSW
Lee Anne Langhurst, VP, Account Management at Talkspace, is an action-oriented leader with strategic planning, account management, program implementation and direct clinical experience in the health care industry.
Lee Anne launched her career helping to develop EAP and Behavioral Health programs and networks. Focusing on the integration clinical outcomes, consumer experience and technology, Lee Anne has held positions with various stakeholders, allowing her to execute across business goals and bring customer, provider, payer, employer and consumer perspectives to the table. Her ongoing commitment to improving behavioral health care services has led her to use clinical and customer advocacy expertise in the digital health industry for various companies.
Brandi Phillips
Ms. Phillips is the Chief Executive Officer at Allegheny HealthChoices, Inc. (AHCI), where she and her team support local government agencies, providers, family members, and individuals with experience using services in a collective effort to improve the community behavioral health system.
With over 20 years of experience in health care and human services, Ms. Phillips has expertise in financial modeling, budgeting, and contract negotiations. By leveraging these technical skills with her knowledge of behavioral health policy, she leads AHCI in advancing evidence-based practices and supporting innovative solutions to meet the needs of the community.
Ms. Phillips holds a Master’s degree in Public Policy and Management from Carnegie Mellon University, and Bachelor Degrees in Economics and Policy Studies from Syracuse University. Prior to her current position, Ms. Phillips served in a number of operational and financial roles at AHCI, and previously worked as a practice administrator where she managed multiple primary care physician practices for a large health system.
In her personal time, Ms. Phillips sits on a number of boards of directors in the social services field. She co-founded the Pittsburgh chapter of 100 Women Who Care in 2015, a giving circle intended to provide impactful one-time donations to local charities. She also loves sharing her yoga practice through teaching as a certified instructor.
How To Develop A New Service Line: An OPEN MINDS Seminar On Diversification Strategies, Feasibility Analysis, & Successful New Service Development
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. We will discuss 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, a costing model for launching new services, and a structured service line feasibility analysis and development process.
Located at the Wyndham Hotel
John F. Talbot, Ph.D.
John Talbot, Ph.D. has more than 30 years’ experience in all aspects of health care, including upper management, consultation, education, direct clinical work, and serving as the president of a non-profit board.
Dr. Talbot is currently Vice President of Corporate Strategy at Jefferson Center for Mental Health (JCMH) in Denver, Colorado. In this role, he is responsible for the development and implementation of corporate strategy, strategic alliances and new product development. Dr. Talbot also served as the Vice President of Integration Development for JCMH where he led all new business development opportunities in integrated care and participated in region wide and statewide initiatives.
Prior to his current role, Dr. Talbot served as an Executive Vice President for OPEN MINDS for eight years and provided consultation, training and operational assistance to behavioral health providers, nonprofit organizations, and managed care organizations across the country. His areas of focus for consultation and training include strategic planning, the development of successful strategic alliances, board development, organizational reengineering, operations management, management and leadership development, and change management.
Previously, Dr. Talbot served as the President of Colorado Care Management, a network of agencies providing care to children and families. Dr. Talbot led the development of a coalition of Colorado business executives to address the issues of providing care to abused and neglected children, and the establishment of a nationwide purchasing cooperative for non-profits. The innovative work of Colorado Care Management received national recognition, including participation in a Federal IV-E waiver study that demonstrated measurable superior clinical outcomes.
Dr. Talbot’s additional experience includes serving as the Associate Dean of Operations, the Director of the Master of Health Systems Program, and Adjunct Faculty for University College, University of Denver. He also held a senior management position at Mount Airy Psychiatric Center in Denver, Colorado.
Dr. Talbot has been a featured speaker at a number of national and state venues, and is the former publisher and editor of Today’s Healthcare Manager, a newsletter focusing on leadership and management skills for healthcare managers, and has written numerous articles, manuals, and book chapters.
Dr. Talbot received his Ph.D. from the University of Denver, Master of Occupational Therapy from Western Michigan University, and Bachelor of Science from Loyola University.
Aligning Non-Profit Health & Human Service Boards For Sustainability With The New Market Landscape: An OPEN MINDS Seminar On Governance Issues In The Time Of Changing Reimbursement Models & Charitable Care Rules
With a landscape moving toward value-based reimbursement models and new rules around tax-exempt status, the role of governance boards has changed. Organizations need to attract board members that are not only competent and strategic, but are familiar with the major environmental forces affecting the market and are aware of the resources and risks needed to meet the organization's mission while remaining competitive. This timely seminar will focus on:
- How the changing health and human service market is creating a new landscape for non-profit management
- The role of an effective board in a value-based market
- Trends in tax-exempt charitable status and their implications for financial reporting and fundraising
Located at the Wyndham Hotel
Ray Wolfe, J.D.
Raymond “Ray” Wolfe, J.D. brings over 40 years of experience in the health and human services sector to the OPEN MINDS team. Mr. Wolfe currently serves as a Senior Associate, a position in which he utilizes his expertise to successfully lead varying projects for OPEN MINDS. His areas of expertise include financial analysis and management, mergers and acquisitions, performance improvement, and strategic planning.
Before joining OPEN MINDS, Mr. Wolfe served in a 22 year tenure with Pittsburgh Mercy Health System in Pittsburgh, Pennsylvania. Most recently, Mr. Wolfe served as the organization’s Chief Operating Officer (COO) where he was responsible for oversight of all system operations, strategic planning, and performance management. Under his direction Pittsburgh Mercy achieved over $850K in value-based reimbursement contract quality bonus awards, integrated three organizations through merger/acquisition, and adopted a new performance management program for managers.
Before acting as Pittsburgh Mercy’s COO, Mr. Wolfe served as the organization’s Chief Financial Officer (CFO) and was responsible for the development of internal costing methodologies, contract rate negotiations, and financial forecasting activities. In addition, he coordinated an integrated care program with local partner hospitals to develop a series of diversion and respite programs, as well as, specialized primary care, integrated care management and high utilizer teams, while maintaining 15 straight years profitability.
Mr. Wolfe was promoted to CFO after serving as the Director of Fiscal and Information Security/Compliance for the health system. In this role, he was responsible for managing the transition of service contracts from fee-for-service (FFS), leading all compliance activities, and implementing a next generation electronic health record (EHR) system.
Prior to his time at Pittsburgh Mercy Health System, Mr. Wolfe served as Chief Fiscal Officer with the Summit Center for Human Development in Clarksburg, West Virginia, where he was responsible for reporting and budgeting functions and preparing Summit Center’s programs for FFS billing.
Previously, Mr. Wolfe served in billing and collections for two Pennsylvania-based hospitals. First, as an Accounts Receivables Manager for Brownsville General Hospital in Brownsville, PA, where he managed the accounting and billing system transition systems. Later as a Patient Account Manager for St. Francis Medical Center in Pittsburgh, PA, where he improved collections to hit 95% rate through the implementation of new billing software and department reorganization.
Prior to working in the health and human services market, Mr. Wolfe spent five years practicing as a Lawyer with at Law Offices of Arch A. Moore in Moundsville, WV. In this role he provided general legal practice, created and established bylaws for multiple corporation, and handled West Virginia licensing of first vision insurance plan.
Mr. Wolfe earned his Juris Doctor from the West Virginia University School of Law in Morgantown, WV and his Bachelor’s degree with a focus in Political Science and Sociology from West Liberty University, in Wheeling, WV, where he graduated Magna Cum Laude.
Registration & Networking Breakfast
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 fellow attendees, talk to our sponsors, and prepare for the day ahead.
Located at the Wyndham Hotel
Retreat Welcome & The Results Of The 2019 OPEN MINDS Survey On Executive Compensation
During this opening session, OPEN MINDS Chief Executive Officer, Monica E. Oss will open the institute by sharing the results of this year's survey, The 2019 OPEN MINDS National Executive Compensation & Retention Survey.
Located at the Wyndham Hotel
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.
Building A Trauma-Informed Provider Network: The Aetna Experience
In recent years, the impact of trauma to health and well-being has gained the attention of the health care and social services community, and there is a growing number of programs focused on incorporating trauma-informed principles into their services and programs. The challenge for health care executives is how to best serve consumers who have experienced trauma through a sustainable, high-quality model of care. In this session, Robert M. Atkins, M.D., MPH, Senior Medical Director, Aetna Medicaid, will discuss the importance of creating a trauma-informed system of care, how trauma is intricately linked to social determinants of health (SDH), and how Aetna is working to develop an evidence-based approach and standardized model to better serve consumers who have experienced trauma.
Located at the Wyndham Hotel
Thought Leader Discussion With Robert M. Atkins, M.D., MPH, Senior Medical Director, Aetna Medicaid
Join us for a follow-up session with our keynote speaker, Robert M. Atkins, M.D., MPH, Senior Medical Director, Aetna Medicaid. Use this time to ask questions and continue the morning’s discussion with Dr. Atkins and OPEN MINDS Chief Executive Officer Monica E. Oss.
Located at the Wyndham Hotel
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: Positioning Your Leadership Team For Future Success
Seventy-five percent of health and human service managers were offered another job this year—and 18% of them pursued that offer. Thirty-five percent of these managers say they are planning to leave their organization in the next year. Eighty-seven percent would consider leaving for the right opportunity. Are you prepared for when the inevitable happens? Succession planning is an essential tool to ensure that provider organizations have the right talent to maximize overall effectiveness both today and in the future. This session will review the changing concept of succession planning in today's complex health and human service market and will cover:
- The importance of succession planning in a complex health and human service market
- Key steps in developing and implementing a succession plan for your leadership team
- Best practices in mapping team competencies and conducting an organizational training needs assessment
Located at the Wyndham Hotel
John F. Talbot, Ph.D.
John Talbot, Ph.D. has more than 30 years’ experience in all aspects of health care, including upper management, consultation, education, direct clinical work, and serving as the president of a non-profit board.
Dr. Talbot is currently Vice President of Corporate Strategy at Jefferson Center for Mental Health (JCMH) in Denver, Colorado. In this role, he is responsible for the development and implementation of corporate strategy, strategic alliances and new product development. Dr. Talbot also served as the Vice President of Integration Development for JCMH where he led all new business development opportunities in integrated care and participated in region wide and statewide initiatives.
Prior to his current role, Dr. Talbot served as an Executive Vice President for OPEN MINDS for eight years and provided consultation, training and operational assistance to behavioral health providers, nonprofit organizations, and managed care organizations across the country. His areas of focus for consultation and training include strategic planning, the development of successful strategic alliances, board development, organizational reengineering, operations management, management and leadership development, and change management.
Previously, Dr. Talbot served as the President of Colorado Care Management, a network of agencies providing care to children and families. Dr. Talbot led the development of a coalition of Colorado business executives to address the issues of providing care to abused and neglected children, and the establishment of a nationwide purchasing cooperative for non-profits. The innovative work of Colorado Care Management received national recognition, including participation in a Federal IV-E waiver study that demonstrated measurable superior clinical outcomes.
Dr. Talbot’s additional experience includes serving as the Associate Dean of Operations, the Director of the Master of Health Systems Program, and Adjunct Faculty for University College, University of Denver. He also held a senior management position at Mount Airy Psychiatric Center in Denver, Colorado.
Dr. Talbot has been a featured speaker at a number of national and state venues, and is the former publisher and editor of Today’s Healthcare Manager, a newsletter focusing on leadership and management skills for healthcare managers, and has written numerous articles, manuals, and book chapters.
Dr. Talbot received his Ph.D. from the University of Denver, Master of Occupational Therapy from Western Michigan University, and Bachelor of Science from Loyola University.
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 and 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.
Located at the Wyndham Hotel and Battlefield
Ken Carr
Ken Carr brings over 20 years of finance, technology, data analysis and reporting experience in the health and human service field to OPEN MINDS. He currently ia a Senior Associate with the OPEN MINDS consulting practice. In this role, he served as a subject matter expert in the OPEN MINDS consulting practice where he has led numerous engagements in strategic planning, merger and acquisition prospecting, business process improvement, financial analysis of service lines, and technology selection.
Before joining the OPEN MINDS team, he served as the Chief Financial Officer of The Centers, a community mental health center in Ocala, Florida. In this position, Mr. Carr led a realignment of the organization’s financial management functions. This included revenue cycle management, EHR bill implementation and reporting, cash management enhancement, and strategic financial analysis.
Prior to his role at The Centers, Mr. Carr served as Chief Financial Officer of Guild Incorporated, an organization providing residential and community based mental health services in St. Paul, Minnesota. As CFO, Mr. Carr led the financial, billing, IT, quality, informatics, compliance, and facilities activities. During his tenure at Guild Incorporated, Mr. Carr used his expertise in change management and business process improvement to lead the EHR implementation team, align service data reporting and financial performance, and lead the financial and data capture activities for new service initiatives.
Mr. Carr has also held the positions of Administrative Director and Finance Director at the St. Paul National Testing Laboratory, a biomedical testing facility of the American Red Cross. In those positions he oversaw activities to enhance inventory management, align financial results to industry standards, and improve financial and facilities performance through problem analysis and quality management initiatives. He also was involved in directing human resource functions during laboratory closing near the end of his tenure.
Mr. Carr earned a Bachelor of Science in Business Administration from the University of South Dakota, and a Master of Divinity Degree from Sioux Falls Seminary. He maintains an active CPA license with the State of South Dakota.
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.
Preparing I/DD & Other Long-Term Care Organizations For Managed Care: Group Discussion & Workshop
Over the past few years, we’ve seen the slow emergence of risk-based contracting initiatives between payers and intellectual/developmental disabilities (I/DD) provider organizations. As this market transition expands, the key question is how provider organization executives can help their organization to manage this disruption and position their organization to be sustainable in a changing environment. In this session, we will review the new systems and models and discuss how the changing market is affecting service delivery models. This discussion session will include:
- An overview of the changing managed care landscape for the intellectual/developmental disabilities population
- Examples from several states Medicaid systems that have moved to managed care, and how these systems have changes the landscape for provider organizations
- A review of the key infrastructure needs, organizational processes, and skill sets executive team need to thrive in the changing market
Located at the GAR Building - Pre-registration is required
Ray Wolfe, J.D.
Raymond “Ray” Wolfe, J.D. brings over 40 years of experience in the health and human services sector to the OPEN MINDS team. Mr. Wolfe currently serves as a Senior Associate, a position in which he utilizes his expertise to successfully lead varying projects for OPEN MINDS. His areas of expertise include financial analysis and management, mergers and acquisitions, performance improvement, and strategic planning.
Before joining OPEN MINDS, Mr. Wolfe served in a 22 year tenure with Pittsburgh Mercy Health System in Pittsburgh, Pennsylvania. Most recently, Mr. Wolfe served as the organization’s Chief Operating Officer (COO) where he was responsible for oversight of all system operations, strategic planning, and performance management. Under his direction Pittsburgh Mercy achieved over $850K in value-based reimbursement contract quality bonus awards, integrated three organizations through merger/acquisition, and adopted a new performance management program for managers.
Before acting as Pittsburgh Mercy’s COO, Mr. Wolfe served as the organization’s Chief Financial Officer (CFO) and was responsible for the development of internal costing methodologies, contract rate negotiations, and financial forecasting activities. In addition, he coordinated an integrated care program with local partner hospitals to develop a series of diversion and respite programs, as well as, specialized primary care, integrated care management and high utilizer teams, while maintaining 15 straight years profitability.
Mr. Wolfe was promoted to CFO after serving as the Director of Fiscal and Information Security/Compliance for the health system. In this role, he was responsible for managing the transition of service contracts from fee-for-service (FFS), leading all compliance activities, and implementing a next generation electronic health record (EHR) system.
Prior to his time at Pittsburgh Mercy Health System, Mr. Wolfe served as Chief Fiscal Officer with the Summit Center for Human Development in Clarksburg, West Virginia, where he was responsible for reporting and budgeting functions and preparing Summit Center’s programs for FFS billing.
Previously, Mr. Wolfe served in billing and collections for two Pennsylvania-based hospitals. First, as an Accounts Receivables Manager for Brownsville General Hospital in Brownsville, PA, where he managed the accounting and billing system transition systems. Later as a Patient Account Manager for St. Francis Medical Center in Pittsburgh, PA, where he improved collections to hit 95% rate through the implementation of new billing software and department reorganization.
Prior to working in the health and human services market, Mr. Wolfe spent five years practicing as a Lawyer with at Law Offices of Arch A. Moore in Moundsville, WV. In this role he provided general legal practice, created and established bylaws for multiple corporation, and handled West Virginia licensing of first vision insurance plan.
Mr. Wolfe earned his Juris Doctor from the West Virginia University School of Law in Morgantown, WV and his Bachelor’s degree with a focus in Political Science and Sociology from West Liberty University, in Wheeling, WV, where he graduated Magna Cum Laude.
History Of The Town Of Gettysburg & Lincoln Railroad Station – A Lecture With A Licensed Town Historian
The stately Gettysburg Lincoln Railroad Station stands tall over downtown Gettysburg to tell the stories of a prosperous town ravaged by war and raised by the determination of its citizens.
Built in 1859 to serve as the western terminus of the Gettysburg Railroad line to Hanover, Pennsylvania; the station served as a field hospital, a departure point for thousands of soldiers, and a place of greeting for President Lincoln when he came to deliver his Gettysburg Address. Discover Gettysburg’s stories through special exhibits and tour with a local guide.
Learn more online at www.destinationgettysburg.com/members/historic-gettysburg-train-station.asp
Located at the Lincoln Railroad Station - Pre-registration is required
Jerry LaRussa
Lunch On Your Own
Have lunch at the Wyndham's 1863 Restaurant or take the shuttle to the heart of Gettysburg and enjoy the local favorites.
Forum Of Women CEOs In Health & Human Services
Sponsored By OPEN MINDS
Though the world is evolving, there remains a large gender gap in leadership roles and women in leadership often face different challenges than their male counterparts. In this invitation-only lunch and discussion session, we will come together to discuss ways to support, advance, and empower women executives in the workplace.
Located at Garryowen Irish Pub
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.
Opting To Outsource: An Executive’s Guide To Identifying, Selecting, & Managing A Vendor For Outsourced Services
Sponsored By Credible Behavioral Health Software
Given industry pressures and cost constraints, provider organizations need to be more efficient, effective, and innovative to remain successful. Outsourcing services such as human resources, fiscal, marketing, clinical, and regulatory compliance can help organizations respond to these challenges. Join Hope Winkowski, M.Ed, NCC, Vice President of Product Services with Credible Behavioral Health Software for an overview of selecting the right vendor, identifying the services to consider for outsourcing, and the implementation and oversight of an outsourced solution to ensure success.
Located at the Wyndham Hotel
Raving Fans: Transforming Organization’s Culture & Client Experience
As we enter the era of value-based reimbursement, organizational culture and the organization’s ability to differentiate competitively with creating a "raving fan" customer service experience for their consumers will be both expected as well as appreciated. Health care has historically been identified with some of the worse customer experiences. This session will take us through a new paradigm of thinking, where we will address:
- The importance of customer service in the era of value-based care
- The key drivers of a great customer service experience in health care
- Best practices in creating a superior customer experience, including hiring the right team to build a culture of customer service
Located at the GAR Building - Pre-registration is required
Paul M. Duck
Paul M. Duck brings over 30 years of experience in leadership and management focusing on managed care, health information technology organizations, strategy, business development, and market expansion, and customer experience optimization to the OPEN MINDS team.
Prior to joining OPEN MINDS, Mr. Duck served as the Vice President, Strategy & Development at Beacon Health Options. In this role, Mr. Duck led the organization’s strategy and business development efforts – responsible for a 30% increase in net revenue and initiated over $1 billion in revenue generation. Mr. Duck was active in national behavioral health initiatives as an executive of Beacon Health Options, including participating as a speaker at national and state association meetings.
Before joining Beacon Health Options, Mr. Duck was the Vice President of Business Development at Netsmart Technologies. During his tenure, Mr. Duck was responsible for business planning, including, the oversight of strategic activities including acquisitions, development, and execution of strategic initiatives, and positioning, and sales of large strategic customers. He also led the rollout of the company’s benchmarking and data analytics product suite.
Prior to Netsmart, Mr. Duck served as the Chief Executive Officer for Coastal Orthopedics and Pain Management, a large group practice with five clinic locations and two ambulatory surgical centers. As the organization’s chief executive officer, Mr. Duck was responsible for significant positive changes in leadership and corporate culture, financial and operational performance, compliance, and governance. Mr. Duck improved net collections by over $1 million per month and grew the practice through negotiating better contract rates with payers. He also implemented an organizational rebranding initiative and launched a new marketing campaign.
Prior to Coastal Orthopedics and Pain Management, Mr. Duck served as the President and Chief Executive Officer for Florida Radiology Imaging, one of the largest outpatient diagnostic imaging service companies serving the greater Orlando market. During his tenure, Mr. Duck led the construction of three new, full modality, diagnostic imaging locations. Mr. Duck revolutionized the company’s culture by creating a highly attractive and functional work environment.
Mr. Duck earned his Bachelor of Arts in Business Management from Case Western Reserve University. He earned his Associate of Arts in Electronic Engineering Technology from the Electronic Technology Institute. Mr. Duck received an award by Inc Magazine for leading Florida Radiology Imaging as one of America’s fastest-growing companies. Mr. Duck recently served as a contributing author to the book The New Health Age: The Future of Health Care in America.
Lincoln Into Art Gallery: Gallery Tour With Acclaimed Artist Wendy Allen
Wendy Allen, author of Lincoln Into Art: The First Thirty Years (2013), is known internationally for her extraordinary paintings of Abraham Lincoln, which have exhibited alongside works by Rauschenberg, Dali, and Rockwell. During this session, we will take a short walk from the Gettysburg Hotel to Wendy Allen’s gallery on Baltimore Street, where she will give attendees a private tour of her gallery and discuss her work.
Located at Lincoln Into Art on Baltimore Street
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
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 and 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.
Located at the Wyndham Hotel and Battlefield
Ken Carr
Ken Carr brings over 20 years of finance, technology, data analysis and reporting experience in the health and human service field to OPEN MINDS. He currently ia a Senior Associate with the OPEN MINDS consulting practice. In this role, he served as a subject matter expert in the OPEN MINDS consulting practice where he has led numerous engagements in strategic planning, merger and acquisition prospecting, business process improvement, financial analysis of service lines, and technology selection.
Before joining the OPEN MINDS team, he served as the Chief Financial Officer of The Centers, a community mental health center in Ocala, Florida. In this position, Mr. Carr led a realignment of the organization’s financial management functions. This included revenue cycle management, EHR bill implementation and reporting, cash management enhancement, and strategic financial analysis.
Prior to his role at The Centers, Mr. Carr served as Chief Financial Officer of Guild Incorporated, an organization providing residential and community based mental health services in St. Paul, Minnesota. As CFO, Mr. Carr led the financial, billing, IT, quality, informatics, compliance, and facilities activities. During his tenure at Guild Incorporated, Mr. Carr used his expertise in change management and business process improvement to lead the EHR implementation team, align service data reporting and financial performance, and lead the financial and data capture activities for new service initiatives.
Mr. Carr has also held the positions of Administrative Director and Finance Director at the St. Paul National Testing Laboratory, a biomedical testing facility of the American Red Cross. In those positions he oversaw activities to enhance inventory management, align financial results to industry standards, and improve financial and facilities performance through problem analysis and quality management initiatives. He also was involved in directing human resource functions during laboratory closing near the end of his tenure.
Mr. Carr earned a Bachelor of Science in Business Administration from the University of South Dakota, and a Master of Divinity Degree from Sioux Falls Seminary. He maintains an active CPA license with the State of South Dakota.
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.
Meta Leadership: Creating Scale Without A Merger
Consolidation has been seen by many executive teams as a strategy necessary for long-term survival given the changing health and human services market—more value-based reimbursement, the continued shift to managed care, new (and better funded) competition, and tight margins have made “growth” seem like the best path towards sustainability. When executives think about growth, their first thought is typically about mergers and acquisitions—but they are not the only path. There are many other forms of partnerships that can help organizations to gain scale without traditional M&A. In this session, we'll discuss the alternatives to growth. The session will include:
- A discussion the current market challenges forcing provider organizations to create scale, improve speed to market for new services, and collaborate with new partners across the care continuum
- A review of the strategic opportunities for growth beyond traditional mergers and acquisitions
- Case study examples from organizations that have utilized meta leadership skills to create strategic linkages to create new growth
Located at the Wyndham Hotel
John F. Talbot, Ph.D.
John Talbot, Ph.D. has more than 30 years’ experience in all aspects of health care, including upper management, consultation, education, direct clinical work, and serving as the president of a non-profit board.
Dr. Talbot is currently Vice President of Corporate Strategy at Jefferson Center for Mental Health (JCMH) in Denver, Colorado. In this role, he is responsible for the development and implementation of corporate strategy, strategic alliances and new product development. Dr. Talbot also served as the Vice President of Integration Development for JCMH where he led all new business development opportunities in integrated care and participated in region wide and statewide initiatives.
Prior to his current role, Dr. Talbot served as an Executive Vice President for OPEN MINDS for eight years and provided consultation, training and operational assistance to behavioral health providers, nonprofit organizations, and managed care organizations across the country. His areas of focus for consultation and training include strategic planning, the development of successful strategic alliances, board development, organizational reengineering, operations management, management and leadership development, and change management.
Previously, Dr. Talbot served as the President of Colorado Care Management, a network of agencies providing care to children and families. Dr. Talbot led the development of a coalition of Colorado business executives to address the issues of providing care to abused and neglected children, and the establishment of a nationwide purchasing cooperative for non-profits. The innovative work of Colorado Care Management received national recognition, including participation in a Federal IV-E waiver study that demonstrated measurable superior clinical outcomes.
Dr. Talbot’s additional experience includes serving as the Associate Dean of Operations, the Director of the Master of Health Systems Program, and Adjunct Faculty for University College, University of Denver. He also held a senior management position at Mount Airy Psychiatric Center in Denver, Colorado.
Dr. Talbot has been a featured speaker at a number of national and state venues, and is the former publisher and editor of Today’s Healthcare Manager, a newsletter focusing on leadership and management skills for healthcare managers, and has written numerous articles, manuals, and book chapters.
Dr. Talbot received his Ph.D. from the University of Denver, Master of Occupational Therapy from Western Michigan University, and Bachelor of Science from Loyola University.
Refreshing With Mindfulness
Come and experience a brief Mindfulness practice for just 30 minutes and see why the Harvard Business Review stated, “Mindfulness is now seen as a crucial skill in business."
Located at the Wyndham Hotel
Night At The Museum & Networking Reception
Institute attendees will have private, after-hours access to all areas of the museum. Open to thousands of visitors every day, the Gettysburg Museum and Visitor's Center is home to thousands of Civil War artifacts and relics from the Battle of Gettysburg. During this special reception, attendees will have a unique opportunity to avoid the crowds, explore the book store and gift shop in peace and quiet, and have refreshments while enjoying this immersive historical experience.
Attendees will have access to the museum’s newest exhibit: American Democracy: A Great Leap of Faith. American Democracy is a public engagement initiative featuring a dynamic traveling exhibition from the Smithsonian Institution that explores the continuing evolution of America’s experiment in a government “of, by, and for the people.” Featuring artifacts from the Smithsonian, engaging multimedia experiences, and supplemental artifacts from the Gettysburg collection, this exhibition is designed to be an exploration of American democracy and citizenship.
Attendees will also have the opportunity to view the Famous Gettysburg Cyclorama, with exclusive narration from licensed battlefield guide, Robert Prosperi. 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.
To close out the evening, we will have a lecture and painting demonstration on the Art and the Battle of Gettysburg by David Greister, Artist in Residence and his collaborator, Patricia Bauer. This exciting session will feature the history of the Gettysburg Artist-In-Residence Program and take a look at the impact of conflict on art.
Located at the Gettysburg National Military Park Visitor’s Center
Shuttle service from the Wyndham Hotel will be provided.
Battlefield Walk With Iris Telehealth
Begin your day by joining us for a 3.5 mile walk through the Gettysburg National Military Park. T-shirts, socks, bottled water & breakfast snacks to take on your walk will be provided by Iris Telehealth. Buses will depart from the Gettysburg Wyndham Hotel at 6:00am. The buses will return to the hotel at 7:30 am - giving you plenty of time to get ready for the day! The walk will begin at Culp's Hill on Confederate Avenue, and end on Lefever Street next to Gettysburg's well-known Mr. G's homemade ice cream. You'll experience historical monuments such as Spangler's Spring, Culp's Hill, and Major General Henry Warner Slocum! This route is mostly flat and is completely paved.
Sponsored by Iris Telehealth
Executive Networking Breakfast
Take some time to meet your fellow attendees, talk to our sponsors, and prepare for the day ahead.
Located at the Wyndham Hotel
The Future Of Medicaid Managed Care: Building A Comprehensive Care Solution For The Complex Consumer Population
Over the past few years, we’ve seen a slow and steady shift towards more risk-based contracting models in the Medicaid market for complex consumer populations. Strategically navigating the road to managed care is complex – for both provider organizations and health plans. As this market transition expands, the key question is how provider organization executives can partner with health plans to manage this disruption and position their organization to be sustainable for the long-term. In this session, Michael J. Hammond, MSW, Vice President & Partnership Development, OptumHealth will discuss the market drivers advancing managed care in the Medicaid market, Optum's integrated care solutions for complex consumer populations, and his perspective on the future of the market.
Located at the Wyndham Hotel
Michael J. Hammond, MSW
Mike began his professional career in 1987, serving the 41st Governor of Kansas, Mike Hayden, in several staff capacities, including social service policy and speechwriting. After Governor Hayden left office in 1991, Mike remained in public service working for the Kansas Department of Corrections focused on special needs offender programming and community supervision. During Governor Bill Graves’ term in office, he appointed Mike to various appointed capacities within the Executive Branch – Director of Research and Planning for Healthcare Policy at SRS, Special Assistant to the Deputy Secretary of SRS for Healthcare Policy (overseeing Medicaid, mental health, developmental disability, substance abuse), and Chief of Staff to the Secretary of Aging.
In 2001, Mike joined the Association of Community Mental Health Centers of Kansas, Inc., as the Director of Policy and Planning and one year later was named the Executive Director. He served in that capacity until late 2013. During his tenure at the Association, he oversaw two subsidiary organizations and also was the founder and Interim Chief Executive Officer of a provider-sponsored Medicaid managed care plan for behavioral health services.
In late 2013, Mike joined Centene as a Regional Vice President, Business Development, Growth and Expansion for Behavioral Health. In 2015, he joined the Health Systems Group within Centene, as Vice President of Business Integration, supporting strategic growth by leveraging all products and services across the enterprise for partnerships with providers, ACOs, and large healthcare systems.
In June 2016, Mike joined Optum’s Population Health Solutions team serving in various capacities, including Vice President of Program and Partnership Development for Medicaid, federal and other payers; as well as Vice President for Public Sector Solutioning, focusing on providers and complex populations. While at PHS, Mike served on the core I/DD team focused on developing a comprehensive I/DD solution to bring to market. In April of 2018, Mike joined Optum’s Behavioral Health team as Vice President of Product and Partnership Development, leading efforts to bring Optum’s I/DD solution to market in partnership with UHC Community & State, as well as direct to State. Mike also focuses on Medicaid complex populations, including BH, foster care and justice involved.
From 1999 to 2015, Mike also served as a consultant to the U.S. Department of Health and Human Services, Substance Abuse and Mental Health Services Administration, providing subject matter expertise to States, providers, and federal contractors for behavioral health services.
Mike has been an active member of the National Council for Community Behavioral Healthcare (State Association Director), the National Association of County Behavioral Health and Developmental Disabilities Directors (State Association Director), served on multiple boards of non-profit organizations in his community. He has also served on the Kansas Governor’s Mental Health Services Planning Council, local United Way’s Allocation Committee, USD 501 Strategic Planning Task Force, and the Koch Crime Commission Economics of Crime Task Force.
Mike holds a Bachelor of Arts Degree from Washburn University and a Master of Science Degree from Baker University.
Thought Leader Discussion With Michael J. Hammond, MSW, Vice President & Partnership Development, OptumHealth
Join us for a follow-up session with our keynote speaker Michael J. Hammond, MSW, Vice President & Partnership Development, OptumHealth. Use this time to ask questions and continue the morning’s discussion with Mr. Hammond and OPEN MINDS Senior Associate Ken Carr.
Located at the Wyndham Hotel
Ken Carr
Ken Carr brings over 20 years of finance, technology, data analysis and reporting experience in the health and human service field to OPEN MINDS. He currently ia a Senior Associate with the OPEN MINDS consulting practice. In this role, he served as a subject matter expert in the OPEN MINDS consulting practice where he has led numerous engagements in strategic planning, merger and acquisition prospecting, business process improvement, financial analysis of service lines, and technology selection.
Before joining the OPEN MINDS team, he served as the Chief Financial Officer of The Centers, a community mental health center in Ocala, Florida. In this position, Mr. Carr led a realignment of the organization’s financial management functions. This included revenue cycle management, EHR bill implementation and reporting, cash management enhancement, and strategic financial analysis.
Prior to his role at The Centers, Mr. Carr served as Chief Financial Officer of Guild Incorporated, an organization providing residential and community based mental health services in St. Paul, Minnesota. As CFO, Mr. Carr led the financial, billing, IT, quality, informatics, compliance, and facilities activities. During his tenure at Guild Incorporated, Mr. Carr used his expertise in change management and business process improvement to lead the EHR implementation team, align service data reporting and financial performance, and lead the financial and data capture activities for new service initiatives.
Mr. Carr has also held the positions of Administrative Director and Finance Director at the St. Paul National Testing Laboratory, a biomedical testing facility of the American Red Cross. In those positions he oversaw activities to enhance inventory management, align financial results to industry standards, and improve financial and facilities performance through problem analysis and quality management initiatives. He also was involved in directing human resource functions during laboratory closing near the end of his tenure.
Mr. Carr earned a Bachelor of Science in Business Administration from the University of South Dakota, and a Master of Divinity Degree from Sioux Falls Seminary. He maintains an active CPA license with the State of South Dakota.
Michael J. Hammond, MSW
Mike began his professional career in 1987, serving the 41st Governor of Kansas, Mike Hayden, in several staff capacities, including social service policy and speechwriting. After Governor Hayden left office in 1991, Mike remained in public service working for the Kansas Department of Corrections focused on special needs offender programming and community supervision. During Governor Bill Graves’ term in office, he appointed Mike to various appointed capacities within the Executive Branch – Director of Research and Planning for Healthcare Policy at SRS, Special Assistant to the Deputy Secretary of SRS for Healthcare Policy (overseeing Medicaid, mental health, developmental disability, substance abuse), and Chief of Staff to the Secretary of Aging.
In 2001, Mike joined the Association of Community Mental Health Centers of Kansas, Inc., as the Director of Policy and Planning and one year later was named the Executive Director. He served in that capacity until late 2013. During his tenure at the Association, he oversaw two subsidiary organizations and also was the founder and Interim Chief Executive Officer of a provider-sponsored Medicaid managed care plan for behavioral health services.
In late 2013, Mike joined Centene as a Regional Vice President, Business Development, Growth and Expansion for Behavioral Health. In 2015, he joined the Health Systems Group within Centene, as Vice President of Business Integration, supporting strategic growth by leveraging all products and services across the enterprise for partnerships with providers, ACOs, and large healthcare systems.
In June 2016, Mike joined Optum’s Population Health Solutions team serving in various capacities, including Vice President of Program and Partnership Development for Medicaid, federal and other payers; as well as Vice President for Public Sector Solutioning, focusing on providers and complex populations. While at PHS, Mike served on the core I/DD team focused on developing a comprehensive I/DD solution to bring to market. In April of 2018, Mike joined Optum’s Behavioral Health team as Vice President of Product and Partnership Development, leading efforts to bring Optum’s I/DD solution to market in partnership with UHC Community & State, as well as direct to State. Mike also focuses on Medicaid complex populations, including BH, foster care and justice involved.
From 1999 to 2015, Mike also served as a consultant to the U.S. Department of Health and Human Services, Substance Abuse and Mental Health Services Administration, providing subject matter expertise to States, providers, and federal contractors for behavioral health services.
Mike has been an active member of the National Council for Community Behavioral Healthcare (State Association Director), the National Association of County Behavioral Health and Developmental Disabilities Directors (State Association Director), served on multiple boards of non-profit organizations in his community. He has also served on the Kansas Governor’s Mental Health Services Planning Council, local United Way’s Allocation Committee, USD 501 Strategic Planning Task Force, and the Koch Crime Commission Economics of Crime Task Force.
Mike holds a Bachelor of Arts Degree from Washburn University and a Master of Science Degree from Baker University.
Becoming An Employer Of Choice: How To Attract & Retain Talent
The talent issue is a critical one for most health and human service provider organizations. By 2025, there will a shortage of an estimated 250,000 behavioral health professionals. Strategically, the goal for every organization is to bring maximum value (the performance-to-cost ratio) for their investment in human capital. The path to achieving that maximum value is multi-faceted—optimal processes to improve productivity, having each team member operate at the top of their capabilities. In this session, we'll discuss the operational and strategic challenges of recruiting and retaining staff in a complex market. The session will include:
- A guide to building a superior employment value proposition
- A review of the key elements to building a recruitment plan to support change and growth
- New models for retaining top talent and preventing burnout among staff
Located at the Wyndham Hotel
Freadda Zeigler, Ph.D.
With over 16 years of combined organizational management, leadership and training experience, Dr. Freadda Zeigler has had a proven ability to develop and implement innovative, interactive training to help employees think and retain information in an upbeat environment. She is a positive change maker, an expert soft skills trainer, public speaker, certified seminar leader, and a proud Doctor of Psychology.
One word that best describes her interest in learning and development is PASSIONATE. Passion for making positive changes, developing resolutions, problem solving and pouring into other people gives her energy and fulfillment. Her drive in all aspects of her career path has been to plant, water, and maintain seeds in individuals and organizations, to help them fully blossom in growth and success.
Her topmost exposure has been working in the health care and social service-related industries in Louisiana, Florida and Pennsylvania. Different states, same passion. Her diverse girth of populations ranges from working in industries and organizations that serve in the area of foster care, the aging, people with disabilities, home and community-based services, nursing facilities, hospitals and managed care.
Her doctoral studies focused on psychologically healthy workplaces and defining the risk factors of a toxic workplace environment.
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 Robert Prosperi, 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, OPEN MINDS' Senior Associate, Joseph Naughton-Travers 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.
Located at the Wyndham Hotel and Battlefield
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.
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.
Mind Full Or Mindful? Tools & Techniques For Decluttering The Busy Leader’s Mind
Do you have focus? For most executives operating in the health and human service space, there is a never-ending list of “big picture” items to occupy the mind—long-term vision, strategy, metrics-based performance management, employee recruitment and retention, new service line development, collaborations and partnerships, online presence, community relations, government relations, and more. Multitasking is not an effective option for managing the day-to-day—but improving your mindfulness quotient may be an effective technique. In this session we'll discuss how leaders can cultivate a focus and clarity on the present moment to improve performance, strategic thinking, engagement, and personal health.
Located at the Wyndham Hotel
Lunch On Your Own
Have lunch at the Wyndhams's 1863 Restaurant or take the shuttle to the heart of Gettysburg and enjoy the local favorites.
Executive Strategies To Optimize Reimbursement In A Changing Marketplace
Sponsored By Netsmart
Today’s new reimbursement models — whether called fee-for-value, managed care or value-based care — place the focus on the person receiving care and the outcomes achieved. While these models are designed to lower costs and increase quality of care, their ripple effects create challenges for executives by disrupting revenue cycle workflow and impacting revenue streams…in some organizations’ experience by as much as 30 percent.
This session will focus on how to protect your reimbursement process and effectively manage a strategic re-evaluation of the financial, operational and technical areas your organization in this new climate.
Located at the Wyndham Hotel
Matthew Zabolotny
Matthew M. Zabolotny is Netsmart’s vice president/general manager of Revenue Cycle Practice. In this role, Zabolotny provides oversight of the Revenue Cycle Management department including sales and operations. He works to create a culture of success by driving financial outcomes and business growth.
Zabolotny joined Netsmart with 15 years of experience in the healthcare community. He served as chief financial officer for Catholic Charities, a Netsmart client, where he oversaw the purchase and implementation of the organization’s first electronic health record (EHR). Zabolotny also established new financial standards and practices that ultimately improved collections by 95 percent and led to 60 percent organizational growth over three years.
Additionally, Zabolotny held several roles at NHS Human Services, including regional director of business operations, executive director and corporate vice president of information technology. In the latter role, he oversaw a staff of 65 and a $12 million annual budget, moving the organization to the most current technologies and managing complex vendor relationships.
He holds a master’s in business administration, is Information Technology Infrastructure Library (ITIL) certified and speaks nationally on topics related to revenue cycle management, finance and leadership. He has held board positions with the United Way of the Capital Region and Healthcare Financial Management Association.
Non-Profit Board Management: Keys To Attracting & Managing A Board That Can Operate In A Competitive Market
With the change in funding, the role of governance boards has changed. Organizations need to attract board members that are not only competent and strategic, but are familiar with the major environmental forces affecting the market and are aware of the resources needed to meet the organization’s mission while remaining competitive. In this informative panel discussion, we will hear from former chief executive officers who will provide insight on board selection and effective board management for creating a competitive advantage and long-term sustainability.
Located at the GAR Building - Pre-registration is required
Positioning Your Workforce For The Value-Driven Environment Of The Future
Sponsored by Qualifacts Systems, Inc.
Moving from fee-for-service to value-based reimbursement requires organizations to assess the adequacy of their workforce – from new roles and skill-sets needed to drive service outcomes, to creation of a new innovative, consumer-centric culture without silos. There are multiple leadership challenges in developing this new workforce of sustainability for the future:
- Attracting, developing and retaining staff with expertise in clinical innovation, technology, financial analysis, marketing and managed care;
- Aligning compensation with strategic priorities and key performance outcomes;
- Assessing staff competency with a meaningful, timely and effective system;
- Leading a team structure that balances the need for innovation and change with ensuring consistent, quality outcomes;
- Implementing technology to leverage staff availability, credentials and impact.
This session will explore the staff workforce competencies needed for success in a value-based market, and identify strategies used by organizations to create an effective team. Specific questions from the OPEN MINDS Value-Based Reimbursement Assessment will be reviewed to drive the strategy discussion.
Located at the Wyndham Hotel
Ken Carr
Ken Carr brings over 20 years of finance, technology, data analysis and reporting experience in the health and human service field to OPEN MINDS. He currently ia a Senior Associate with the OPEN MINDS consulting practice. In this role, he served as a subject matter expert in the OPEN MINDS consulting practice where he has led numerous engagements in strategic planning, merger and acquisition prospecting, business process improvement, financial analysis of service lines, and technology selection.
Before joining the OPEN MINDS team, he served as the Chief Financial Officer of The Centers, a community mental health center in Ocala, Florida. In this position, Mr. Carr led a realignment of the organization’s financial management functions. This included revenue cycle management, EHR bill implementation and reporting, cash management enhancement, and strategic financial analysis.
Prior to his role at The Centers, Mr. Carr served as Chief Financial Officer of Guild Incorporated, an organization providing residential and community based mental health services in St. Paul, Minnesota. As CFO, Mr. Carr led the financial, billing, IT, quality, informatics, compliance, and facilities activities. During his tenure at Guild Incorporated, Mr. Carr used his expertise in change management and business process improvement to lead the EHR implementation team, align service data reporting and financial performance, and lead the financial and data capture activities for new service initiatives.
Mr. Carr has also held the positions of Administrative Director and Finance Director at the St. Paul National Testing Laboratory, a biomedical testing facility of the American Red Cross. In those positions he oversaw activities to enhance inventory management, align financial results to industry standards, and improve financial and facilities performance through problem analysis and quality management initiatives. He also was involved in directing human resource functions during laboratory closing near the end of his tenure.
Mr. Carr earned a Bachelor of Science in Business Administration from the University of South Dakota, and a Master of Divinity Degree from Sioux Falls Seminary. He maintains an active CPA license with the State of South Dakota.
Leading Healthy Decision Making In The Medical Wearable Age
In a very short period of time, consumer-facing technology in health care has made many advances. Artificial intelligence, wearables, data analytics, and more have combined to create a new paradigm for treatment, enabling clinical professionals to increase consumer engagement and deliver better outcomes. In this session, we’ll explore how the use of medical wearables are reshaping consumer service delivery and how provider organization executives can use digital health to improve decision making and improve outcomes.
Located at the Wyndham Hotel
Ploughman Cider Tasting
For over a century, the Wenk family has tended the deep, fertile soils of orchards in Adams County, PA – one of the finest fruit growing regions in the United States. After having operated Three Springs Fruit Farm for many years, the Wenk family recently branched out and turned their fruit bounties into a range of hard ciders. Join son Ben Wenk, who leads the hard cider venture, for an overiew of the cider making process, the company's vision and for an exclusive cider tasting for attendees of The 2019 OPEN MINDS executive Leadership Retreat.
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 Robert Prosperi, 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, OPEN MINDS' Senior Associate, Joseph Naughton-Travers 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.
Located at the Wyndham Hotel and Battlefield
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.
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.
Are You Ready For A Merger Or Affiliation? How To Prepare Your Organization To Find The Right Partner
The pace of mergers, acquisitions, and affiliations among health and human service organizations has quickened over the past few years. There are many drivers of these combinations - growth, scale, and diversification to name a few. But how to find the ‘right’ organization? This panel is going to share their best practices in identifying (and courting) prospective organizational partners.
Located at the Wyndham Hotel
John F. Talbot, Ph.D.
John Talbot, Ph.D. has more than 30 years’ experience in all aspects of health care, including upper management, consultation, education, direct clinical work, and serving as the president of a non-profit board.
Dr. Talbot is currently Vice President of Corporate Strategy at Jefferson Center for Mental Health (JCMH) in Denver, Colorado. In this role, he is responsible for the development and implementation of corporate strategy, strategic alliances and new product development. Dr. Talbot also served as the Vice President of Integration Development for JCMH where he led all new business development opportunities in integrated care and participated in region wide and statewide initiatives.
Prior to his current role, Dr. Talbot served as an Executive Vice President for OPEN MINDS for eight years and provided consultation, training and operational assistance to behavioral health providers, nonprofit organizations, and managed care organizations across the country. His areas of focus for consultation and training include strategic planning, the development of successful strategic alliances, board development, organizational reengineering, operations management, management and leadership development, and change management.
Previously, Dr. Talbot served as the President of Colorado Care Management, a network of agencies providing care to children and families. Dr. Talbot led the development of a coalition of Colorado business executives to address the issues of providing care to abused and neglected children, and the establishment of a nationwide purchasing cooperative for non-profits. The innovative work of Colorado Care Management received national recognition, including participation in a Federal IV-E waiver study that demonstrated measurable superior clinical outcomes.
Dr. Talbot’s additional experience includes serving as the Associate Dean of Operations, the Director of the Master of Health Systems Program, and Adjunct Faculty for University College, University of Denver. He also held a senior management position at Mount Airy Psychiatric Center in Denver, Colorado.
Dr. Talbot has been a featured speaker at a number of national and state venues, and is the former publisher and editor of Today’s Healthcare Manager, a newsletter focusing on leadership and management skills for healthcare managers, and has written numerous articles, manuals, and book chapters.
Dr. Talbot received his Ph.D. from the University of Denver, Master of Occupational Therapy from Western Michigan University, and Bachelor of Science from Loyola University.
Why Nonprofits Should Run Culture Like A Project
Sponsored by Relias
Business models can be copied and service offerings can be matched, but not every organization can create a competitive advantage with their culture. It is said that “culture eats strategy for breakfast,” and culture driven by purpose can be a lever to success.
Learn how Relias transformed from a small behavioral health compliance training company to one that offers a variety of solutions across the healthcare continuum. In doing so, it has grown from $12 million in annual revenue to nearly $300 million. Nonprofits can learn from the for-profit world by “running culture like a project,” rather than simply letting it happen.
This session will focus on:
- Implementing a framework for creating a healthy culture that aligns your entire organization
- Translating your mission into recruiting, retention, and employee passion
- Creating a healthy culture that can help build continuity and alignment throughout your organization
Located at the Wyndham Hotel
Executive Networking Reception
Wrap up the day by taking time to network with your colleagues and partners. Take some time to discuss the day's events while enjoying a drink and hors d'oeuvres.
Located at the Wyndham Hotel
A Night At The Movies At The Gettysburg College
Paris to Pittsburgh
A National Geographic Documentary Film, Paris to Pittsburgh brings to life the impassioned efforts of individuals who are battling the most severe threats of climate change in their own backyards. Set against the national debate over the United States’ energy future and the Trump administration’s explosive decision to exit the Paris Climate Agreement — the film captures what’s at stake for communities around the country and the inspiring ways Americans are responding.
Additional information and the trailer can be found at https://www.paristopittsburgh.com/
Located at Gettysburg College's Joseph Theater at the Breidenbaugh Hall
Transportation Is Not Available
Executive Networking Breakfast
Take some time to meet your fellow attendees, talk to our sponsors, and prepare for the day ahead.
Located at the Wyndham Hotel
Women In Leadership: A Small Group Discussion Session On Supporting Women In Management Roles
Though the world is evolving, there remains a large gender gap in leadership roles and women in leadership often face different challenges than their male counterpart. To build strong leadership within their organization, executive teams need determine how they can continue to foster female career-growth in leadership positions. Our panel, comprised of dynamic women in leadership roles, will lead a discussion on ways to support, advance, and empower women executives in the workplace and share their leadership stories and lessons learned.
Located at the Lincoln Railroad Station - Pre-registration is required
Casey Bell
Casey Bell has been with OPEN MINDS since 2001 and has served in a variety of functional areas throughout her tenure and has developed expertise in web development, network and database management, publications, marketing and promotions, and project management.
Currently, Ms. Bell serves as OPEN MINDS Chief Operating Officer and is instrumental across all of OPEN MINDS departments, including finance, network and database, subscription services, and consulting. In this role, she manages multiple projects, assists staff members in using computer applications to their full capabilities, and evaluates and develops new initiatives for OPEN MINDS staff and customers.
In addition, Ms. Bell manages the OPEN MINDS Industry Database with its more than 350,000 organizational records. Leading this core department, she has developed and maintains six different industry datasets, specializing in Microsoft Access and SQL Server.
In previous roles, Ms. Bell has overseen the development and management of the OPEN MINDS web site and promotional plans. She was responsible for several areas of the company’s marketing and customer outreach, including design and administration for the company’s web site, coordinating the electronic distribution of the company’s e-publications, and providing technical support to customers. She has also directed the OPEN MINDS sales team and provided support for the company’s annual publications.
Ms. Bell is a Gettysburg native and studied accounting at Messiah College.
From Organizational Strategy To Marketing Strategy: How To Develop A Successful Marketing Plan In Sync With Your Future Vision
A winning marketing plan is one of the basic business necessities that every health and human service organization needs – particularly in today’s changing market. However, creating a marketing plan can be a daunting task amidst the shifting environment. In this essential seminar, we will walk through the steps needed to design a successful marketing plan based on your organization’s strategic goals. The following key components will be discussed:
- Key steps to building a successful marketing strategy and comprehensive plans
- Essential components to developing a marketing budget, including revenue forecasting, expense budgets, and return on investment
- Case studies on successful marketing plan development and implementation
Located at the Wyndham Hotel
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.
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 Terry Fox 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, John Talbot, Ph.D., Vice President, Corporate Strategy, Jefferson Center for Mental Health, & Senior Associate,OPEN MINDS, 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.
Located at the Wyndham Hotel and Battlefield
John F. Talbot, Ph.D.
John Talbot, Ph.D. has more than 30 years’ experience in all aspects of health care, including upper management, consultation, education, direct clinical work, and serving as the president of a non-profit board.
Dr. Talbot is currently Vice President of Corporate Strategy at Jefferson Center for Mental Health (JCMH) in Denver, Colorado. In this role, he is responsible for the development and implementation of corporate strategy, strategic alliances and new product development. Dr. Talbot also served as the Vice President of Integration Development for JCMH where he led all new business development opportunities in integrated care and participated in region wide and statewide initiatives.
Prior to his current role, Dr. Talbot served as an Executive Vice President for OPEN MINDS for eight years and provided consultation, training and operational assistance to behavioral health providers, nonprofit organizations, and managed care organizations across the country. His areas of focus for consultation and training include strategic planning, the development of successful strategic alliances, board development, organizational reengineering, operations management, management and leadership development, and change management.
Previously, Dr. Talbot served as the President of Colorado Care Management, a network of agencies providing care to children and families. Dr. Talbot led the development of a coalition of Colorado business executives to address the issues of providing care to abused and neglected children, and the establishment of a nationwide purchasing cooperative for non-profits. The innovative work of Colorado Care Management received national recognition, including participation in a Federal IV-E waiver study that demonstrated measurable superior clinical outcomes.
Dr. Talbot’s additional experience includes serving as the Associate Dean of Operations, the Director of the Master of Health Systems Program, and Adjunct Faculty for University College, University of Denver. He also held a senior management position at Mount Airy Psychiatric Center in Denver, Colorado.
Dr. Talbot has been a featured speaker at a number of national and state venues, and is the former publisher and editor of Today’s Healthcare Manager, a newsletter focusing on leadership and management skills for healthcare managers, and has written numerous articles, manuals, and book chapters.
Dr. Talbot received his Ph.D. from the University of Denver, Master of Occupational Therapy from Western Michigan University, and Bachelor of Science from Loyola University.
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.
A Data Driven Strategy – A Blueprint For Organizational Success
Sponsored By Core Solutions, Inc.
Increased competition, changes in payment models and competition for talent all require organizations to rethink their growth strategies by leveraging data. Operationalizing these strategies by building a data driven culture can take these well-defined strategies to create organizational success. In this session, we will focus on practical case studies and metrics that you will be able to put to use at your organization.
Learning Objectives Include:
- How to develop a data driven strategy for today’s environment
- How to develop a data driven culture
- Key metrics to measure for organizational success
Building The Next Generation Of Leaders: How To Develop The Leadership Team You Need For Success
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 among younger generations. Organizations need to think in the long-term about how grow their talent pool from within, building an effective workforce that can grow into the managers and leaders needed to keep your organization successful in the future. Join us for this exciting discussion session focused on the keys to developing the next generation of leaders to ensure long-term organizational success. This session will include discussions on:
- How to cultivate an environment for growth, in which the professional, personal, and social needs of employees are met
- How to build workforce development plan to train and grow leaders from within your current talent pool
- How to create an engaged workforce that will grow with your organization
Located at the Wyndham Hotel
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.
Sustainability To Survive A Turbulent Market: A Strategy Discussion Session For Executives Of Small-Scale Provider Organizations
Designed specifically for executives of small-scale provider organizations, this discussion session will focus on the tools and insights organizations need to strategically reposition themselves for sustainability in today’s changing health and human services environment. Come prepared to discuss the challenges facing your organization and hear from your fellow attendees about their strategies for sustainability.
Located at the Wyndham Hotel
Paul M. Duck
Paul M. Duck brings over 30 years of experience in leadership and management focusing on managed care, health information technology organizations, strategy, business development, and market expansion, and customer experience optimization to the OPEN MINDS team.
Prior to joining OPEN MINDS, Mr. Duck served as the Vice President, Strategy & Development at Beacon Health Options. In this role, Mr. Duck led the organization’s strategy and business development efforts – responsible for a 30% increase in net revenue and initiated over $1 billion in revenue generation. Mr. Duck was active in national behavioral health initiatives as an executive of Beacon Health Options, including participating as a speaker at national and state association meetings.
Before joining Beacon Health Options, Mr. Duck was the Vice President of Business Development at Netsmart Technologies. During his tenure, Mr. Duck was responsible for business planning, including, the oversight of strategic activities including acquisitions, development, and execution of strategic initiatives, and positioning, and sales of large strategic customers. He also led the rollout of the company’s benchmarking and data analytics product suite.
Prior to Netsmart, Mr. Duck served as the Chief Executive Officer for Coastal Orthopedics and Pain Management, a large group practice with five clinic locations and two ambulatory surgical centers. As the organization’s chief executive officer, Mr. Duck was responsible for significant positive changes in leadership and corporate culture, financial and operational performance, compliance, and governance. Mr. Duck improved net collections by over $1 million per month and grew the practice through negotiating better contract rates with payers. He also implemented an organizational rebranding initiative and launched a new marketing campaign.
Prior to Coastal Orthopedics and Pain Management, Mr. Duck served as the President and Chief Executive Officer for Florida Radiology Imaging, one of the largest outpatient diagnostic imaging service companies serving the greater Orlando market. During his tenure, Mr. Duck led the construction of three new, full modality, diagnostic imaging locations. Mr. Duck revolutionized the company’s culture by creating a highly attractive and functional work environment.
Mr. Duck earned his Bachelor of Arts in Business Management from Case Western Reserve University. He earned his Associate of Arts in Electronic Engineering Technology from the Electronic Technology Institute. Mr. Duck received an award by Inc Magazine for leading Florida Radiology Imaging as one of America’s fastest-growing companies. Mr. Duck recently served as a contributing author to the book The New Health Age: The Future of Health Care in America.
The History Of The Gettysburg Lincoln Railroad Station – A Tour & Lecture With A Licensed Town Historian
The stately Gettysburg Lincoln Railroad Station stands tall over downtown Gettysburg to tell the stories of a prosperous town ravaged by war and raised by the determination of its citizens.
Built in 1859 to serve as the western terminus of the Gettysburg Railroad line to Hanover, Pennsylvania; the station served as a field hospital, a departure point for thousands of soldiers, and a place of greeting for President Lincoln when he came to deliver his Gettysburg Address. Discover Gettysburg’s stories through special exhibits and tour with a local guide.
Learn more online at www.destinationgettysburg.com/members/historic-gettysburg-train-station.asp
Located at the Lincoln Railroad Station - Pre-registration is required
Jerry LaRussa
Lunch On Your Own
Have lunch at the Wyndhams's 1863 Restaurant or take the shuttle to the heart of Gettysburg and enjoy the local favorites.
Balancing Productivity With Value-Based Contracting: A New Leadership Challenge For A New Market
Optimizing staff productivity is a key to sustainability in our current market. With the shift to value-based reimbursement, measuring an managing productivity has many new challenges. The increase in value-based care demands increased efficiencies and predictability in utilization and performance. For many clinical professionals there is a tension in balancing quality, value, and productivity. And the traditional measurements of productivity in terms of billable services is being replaced by measures that are tied to value. In this discussion session, we'll discuss how to align productivity and value in the changing health and human service landscape. The discussion will include:
- The alignment of productivity and value in the new reimbursement landscape
- How value-based care is creating new standards for productivity in the health and human service market
- How productivity is driving standardization, cost efficiencies, and creating capacity
Located at the GAR Building
Ray Wolfe, J.D.
Raymond “Ray” Wolfe, J.D. brings over 40 years of experience in the health and human services sector to the OPEN MINDS team. Mr. Wolfe currently serves as a Senior Associate, a position in which he utilizes his expertise to successfully lead varying projects for OPEN MINDS. His areas of expertise include financial analysis and management, mergers and acquisitions, performance improvement, and strategic planning.
Before joining OPEN MINDS, Mr. Wolfe served in a 22 year tenure with Pittsburgh Mercy Health System in Pittsburgh, Pennsylvania. Most recently, Mr. Wolfe served as the organization’s Chief Operating Officer (COO) where he was responsible for oversight of all system operations, strategic planning, and performance management. Under his direction Pittsburgh Mercy achieved over $850K in value-based reimbursement contract quality bonus awards, integrated three organizations through merger/acquisition, and adopted a new performance management program for managers.
Before acting as Pittsburgh Mercy’s COO, Mr. Wolfe served as the organization’s Chief Financial Officer (CFO) and was responsible for the development of internal costing methodologies, contract rate negotiations, and financial forecasting activities. In addition, he coordinated an integrated care program with local partner hospitals to develop a series of diversion and respite programs, as well as, specialized primary care, integrated care management and high utilizer teams, while maintaining 15 straight years profitability.
Mr. Wolfe was promoted to CFO after serving as the Director of Fiscal and Information Security/Compliance for the health system. In this role, he was responsible for managing the transition of service contracts from fee-for-service (FFS), leading all compliance activities, and implementing a next generation electronic health record (EHR) system.
Prior to his time at Pittsburgh Mercy Health System, Mr. Wolfe served as Chief Fiscal Officer with the Summit Center for Human Development in Clarksburg, West Virginia, where he was responsible for reporting and budgeting functions and preparing Summit Center’s programs for FFS billing.
Previously, Mr. Wolfe served in billing and collections for two Pennsylvania-based hospitals. First, as an Accounts Receivables Manager for Brownsville General Hospital in Brownsville, PA, where he managed the accounting and billing system transition systems. Later as a Patient Account Manager for St. Francis Medical Center in Pittsburgh, PA, where he improved collections to hit 95% rate through the implementation of new billing software and department reorganization.
Prior to working in the health and human services market, Mr. Wolfe spent five years practicing as a Lawyer with at Law Offices of Arch A. Moore in Moundsville, WV. In this role he provided general legal practice, created and established bylaws for multiple corporation, and handled West Virginia licensing of first vision insurance plan.
Mr. Wolfe earned his Juris Doctor from the West Virginia University School of Law in Morgantown, WV and his Bachelor’s degree with a focus in Political Science and Sociology from West Liberty University, in Wheeling, WV, where he graduated Magna Cum Laude.
The New Executive Strategy Role: Becoming The Agent Of Change For Your Organization
The health and human service field is currently a "living laboratory" for change management—from newly empowered consumers, to rapid turnover of employees and leadership, and the increasingly difficult practice of “connecting the strategic dots” in the face of new tech, new competition, new financing systems, and new performance expectations. The requirements to keep up are changing so quickly, that the ability to thrive seems close to impossible for many leaders who are under the gun to deliver on value-based contracting. Change management is integral to all performance management—from identifying targets, setting goals, and managing a team with strong metrics. In this environment, the demand for leaders that can lead provider organizations through change management initiatives—“change agents”—is extremely high. In this session, we'll discuss why having a “change agent” mindset is key for health and human service executives to successfully position their organizations for the future. The session will include:
- Key competencies of a "change agent" leadership role
- Best practices and tactics for successfully managing change in a complex market
- Case studies on change management tactics utilized by executives to guide their organizations through change, and the challenges of managing in a turbulent market
Located at the Wyndham Hotel
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.
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 Terry Fox 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, John Talbot, Ph.D., Vice President, Corporate Strategy, Jefferson Center for Mental Health, & Senior Associate,OPEN MINDS, 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.
Located at the Wyndham Hotel and Battlefield
John F. Talbot, Ph.D.
John Talbot, Ph.D. has more than 30 years’ experience in all aspects of health care, including upper management, consultation, education, direct clinical work, and serving as the president of a non-profit board.
Dr. Talbot is currently Vice President of Corporate Strategy at Jefferson Center for Mental Health (JCMH) in Denver, Colorado. In this role, he is responsible for the development and implementation of corporate strategy, strategic alliances and new product development. Dr. Talbot also served as the Vice President of Integration Development for JCMH where he led all new business development opportunities in integrated care and participated in region wide and statewide initiatives.
Prior to his current role, Dr. Talbot served as an Executive Vice President for OPEN MINDS for eight years and provided consultation, training and operational assistance to behavioral health providers, nonprofit organizations, and managed care organizations across the country. His areas of focus for consultation and training include strategic planning, the development of successful strategic alliances, board development, organizational reengineering, operations management, management and leadership development, and change management.
Previously, Dr. Talbot served as the President of Colorado Care Management, a network of agencies providing care to children and families. Dr. Talbot led the development of a coalition of Colorado business executives to address the issues of providing care to abused and neglected children, and the establishment of a nationwide purchasing cooperative for non-profits. The innovative work of Colorado Care Management received national recognition, including participation in a Federal IV-E waiver study that demonstrated measurable superior clinical outcomes.
Dr. Talbot’s additional experience includes serving as the Associate Dean of Operations, the Director of the Master of Health Systems Program, and Adjunct Faculty for University College, University of Denver. He also held a senior management position at Mount Airy Psychiatric Center in Denver, Colorado.
Dr. Talbot has been a featured speaker at a number of national and state venues, and is the former publisher and editor of Today’s Healthcare Manager, a newsletter focusing on leadership and management skills for healthcare managers, and has written numerous articles, manuals, and book chapters.
Dr. Talbot received his Ph.D. from the University of Denver, Master of Occupational Therapy from Western Michigan University, and Bachelor of Science from Loyola University.
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.
The Complexity Challenge: How To Position Your Organization For Success In A New Era
Complex environments require leaders to develop the structures and culture to enable adaptive response. Typically in times of change, leadership attempts to double down on hierarchical approaches and manage change from the top-down. This leads to a false sense of control for both managers and employees. Instead leaders need to run an organization with two parallel tracks. First, organizations must empower team members to take time to develop new business models and services lines based on their experience. Secondly, organizations must resist the idea that there are “winners” and “losers.” When team members are more concerned with failure than trying new innovations, orthodox business models remain. While these might return short-term wins, they will ultimately result in failure. In this closing keynote address, Monica E. Oss, Chief Executive Officer of OPEN MINDS will offer her perspective on the current state of the market for organizations serving complex consumer populations, discuss how executives can position their organization for success through a complexity leadership model, and share her advice for provider organizations as they build a strategy for long-term success in a competitive health and human service market.
Located at the Wyndham Hotel
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.