ONEcare Café: Managed Care Perspectives On Clinically Integrated Networks
Join Alera Health for an exclusive roundtable event, ONEcare Café: Conversations & Connections, designed to foster meaningful dialogue between provider and payer leaders. Hosted in a town hall-style format, this session brings together executives from leading health plan and managed care organizations to explore the strategies and nuances of developing Clinically Integrated Networks (CINs) across various states.
Co-facilitated by Monica Oss, CEO of OPEN MINDS, and Leesa Bain, SVP of Network Development at Alera Health, this session offers a unique opportunity to engage directly with organizations participating in or supporting value-based contracts through a ONEcare Network.
*This event is open to health plan and provider executives only.
Already Registered For The Institute? Request To Attend The ONEcare Café Here!
Not Registered For The Institute? Register & Request To Attend TheONEcare Café Here!
Monica E. Oss
Monica E. Oss, M.S. is the founder of OPEN MINDS and serves as its chief executive officer, executive editor of its publications and websites, and executive lead of its consulting engagements. 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. She is well known for her numerous books and articles focused on the strategic and marketing implications of the evolving health and human service field – and its focus on the verticals of the field serving consumers with chronic conditions and complex support needs.
Ms. Oss has extensive experience in developing and implementing growth strategies for a wide array of organizations in the field. She has expertise in industry trend analysis, reimbursement, rate setting, and creating actionable plans for market success. In her role, she has led numerous engagements with state Medicaid plans, county governments, private insurers, and health plans, 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.
Prior to founding OPEN MINDS, Ms. Oss served as an executive with a nationally managed behavioral health organization, responsible for market development, actuarial analysis, and capitation-based rate setting. She also held a position as vice president of the U.S. risk management and underwriting division of an international insurance company.
Ms. Oss has been the keynote speaker at the conferences of dozens of national associations and has been published in a wide range of professional journals and trade publications. She has provided Congressional and state legislative testimony on issues as diverse as the financial impact of parity and payer medication access policies.
Ms. Oss has led a range of industry research and consultation initiatives, serving as principal investigator on research projects that include the examination of national managed care enrollment and service patterns, development of provider rate structures for government entities, creation of return-on-investment models for technology investments; design of performance-based compensation models within public and private health plans; and analysis of the economic impact of changes in benefit design, adoption of evidence-based practices, and new technologies.
Lunch On Your Own
Enjoy Rusty’s Bistro or Mainstay Tavern conveniently located inside the Sheraton Sand Key resort.
Building A Data-Driven Organization: The 2026 OPEN MINDS Seminar On Making Metrics-Based Management Work
Michael Allen
Michael Allen brings over 30 years of experience in the non-profit behavioral healthcare industry to the OPEN MINDS team. He currently serves as an Executive Vice President in our consulting practice, where he provides executive oversight and leadership to provider and payer client engagements for OPEN MINDS.
Mr. Allen was most recently the Chief Executive Officer of SummitStone Health Partners, the largest non-profit behavioral health service provider in Larimer County, CO. In this role Mr. Allen was responsible for the planning deployment, communication and accomplishment of SummitStone Health Partners’ overarching corporate strategy. He managed a budget of $80Million and was responsible for more than 750 full time employees and over 12,000 clients annually.
Prior to SummitStone Health Partners, Mr. Allen served as the Vice President of Managed Care & Operations at AspenPointe (now Diversus Health). At AspenPointe he developed and managed a system of accountability for monitoring and evaluating provider performance in seven Colorado counties. He was also responsible for the quality management oversight of all business lines, as well as managing a substance abuse treatment contract with the Colorado Division of Behavioral Health and a child welfare services agreement with El Paso County Department of Human Services.
Previously, Mr. Allen was the Director of Clinical Care for Connect Care, (rebranded as AspenPointe in 2010). In this position Mr. Allen provided supervision to the clinical staff, as well as developing clinical guidelines and services. He was also the project director for the 4th Judicial District Family Reunification Grant and he oversaw care coordination and voucher management functions for Colorado Access to Recovery Grant.
Before Connect Care, Mr. Allen was the Director of Child Welfare Services for Signal Behavioral Health Network, a non-profit that has been managing and expanding substance use prevention, treatment and recovery services in northeast Colorado for over 25 years. Mr. Allen managed a network of Substance Use Disorder treatment providers, programs and services across 35 Colorado counties.
Mr. Allen earned a Bachelor of Arts in Design/Psychology from Brigham Young University, a Masters in Social Work from Case Western Reserve University, and a Masters in Business Administration from Colorado State University. He is a Licensed Social Worker and a Certified Addictions Specialist in Colorado.
Measuring & Managing Financial Strength: The 2026 OPEN MINDS Seminar On A Framework For Improving Financial Resilience
The dynamics of accelerated change in the market have created new performance challenges for health and human services organizations. This seminar will focus on the latest performance landscape and critical domains for measuring and managing business and clinical effectiveness. Health and human services organizations have unique and evolving competition in the market—from new digital-first applications demonstrating speedy access, engagement, and satisfaction with consumers to industry disrupters such as retail health clinics providing convenient access to care right where individuals shop. Showing value through data is a must have in this competitive environment, and the ability to demonstrate value through data means that organizations must also use data to drive performance improvement—clinically and administratively. In addition, leaders within organizations are challenged to make rapid course corrections, and having immediate access to the correct data has become critical to organizational success. Key objectives for this seminar will include the following:
- Look at the critical strategic performance domains and metrics for managing business and clinical health effectiveness
- Scorecard and framework for becoming a data-driven organization and for evaluating business health operations
- Decision-making model for prioritization and selection of measures
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.
Grand Opening Of The Exhibit Hall
Join us for an unveiling of all of our great exhibitors while enjoying a cocktail and hors d’oeuvres!
Morning Beach Walk
Begin your day by joining us for a refreshing half-hour walk along the Clearwater Beach ocean! Bottled water to take on your walk will be provided by OPEN MINDS. Meet at the beach entrance by the towel stand at the swimming pool.
Executive Breakfast & Registration
If you haven’t registered yet, check in with us at the registration desk and then enjoy breakfast in the exhibit hall!
Uniting For Impact: How Centerstone & Brightli’s Strategic Growth & Vision Are Shaping The Future Of Behavioral Health
David C. Guth, Jr.
David Guth is the Chief Executive Officer at Centerstone, a nonprofit health system specializing in mental health and substance use disorder treatments. As Chief Executive Officer, Guth leads all areas of the organization, including quality of client care, strategies for growth, standards for operational excellence, and delivering strong financial performance.
Guth has more than 40 years of health care leadership and has served as Centerstone’s Chief Executive Officer since 1992. Under his leadership, the organization has grown from $6M in revenues and 300 staff serving 2,000 individuals to revenues of $278M and 3,800 staff serving more than 140,000 people each year.
Guth has served on the Board of Directors for many notable organizations, including Triad Learning, the Executive Committee of the National Action Alliance for Suicide Prevention, and the Board for University of Tennessee’s College of Social Work. He is highly-regarded in the industry and has received many recognitions, including the National Council Visionary Leadership award, Nashville Business Journal’s Health Care Power Leaders Award, and the Douglas Henry Award for Service to Children and Families at Risk from the University of Tennessee’s College of Social Work. Guth also works as an industry consultant, primarily in the area of affiliations, mergers, and acquisitions. The National Council for Behavioral Health published Guth’s book on mergers, “Strategic Unions: A Marriage Guide to Healthy Not-for-Profit Mergers.”
Guth graduated from Vanderbilt University with a bachelor’s degree in mathematics and from the University of Tennessee with his master’s degree in social work administration and planning.
CJ Davis
C.J. Davis is a recognized leader in building strategic affiliations to expand access to behavioral health services and strengthen community impact. As CEO of Brightli, Inc., the parent company of Burrell Behavioral Health, Preferred Family Healthcare, Southeast Missouri Behavioral Health, Comprehensive Mental Health Services, and other affiliates, he oversees a growing network of organizations employing more than 5,000 people across over 200 locations in five states. Over the past decade, C.J. has led or been instrumental in more than 10 major mergers and affiliations, helping create one of the nation’s largest nonprofit behavioral health systems. His approach centers on aligning missions, cultures, and visions to create partnerships that enhance service delivery, extend the reach of critical programs, advance the science of practice, and meet the diverse needs of local communities.
Since the formation of Brightli in early 2022, born from the groundbreaking partnership between Burrell and Preferred Family Healthcare, C.J. has accelerated the pace of affiliation activity, always with the goal of building a stronger, more unified system of care. Under his leadership, Brightli organizations now generate nearly $600 million in annual revenues, with each merger and affiliation reinforcing a shared commitment to accessible, high-quality behavioral health care. With more than 30 years of experience as both an executive leader and clinical psychologist, C.J. has led efforts to expand services across the full continuum of care, from outpatient therapy to inpatient treatment, primary care integration, and community-based programming. His executive leadership journey has spanned Missouri, Pennsylvania, and Indiana, always with a focus on growing missions through collaboration and innovation.
Through every affiliation and partnership, C.J. Davis remains committed to one unifying vision: building stronger systems to create healthier communities.
Thought Leader Discussion
Join our keynote for an interactive discussion where you can take time to ask your own questions and continue the conversation.
David C. Guth, Jr.
David Guth is the Chief Executive Officer at Centerstone, a nonprofit health system specializing in mental health and substance use disorder treatments. As Chief Executive Officer, Guth leads all areas of the organization, including quality of client care, strategies for growth, standards for operational excellence, and delivering strong financial performance.
Guth has more than 40 years of health care leadership and has served as Centerstone’s Chief Executive Officer since 1992. Under his leadership, the organization has grown from $6M in revenues and 300 staff serving 2,000 individuals to revenues of $278M and 3,800 staff serving more than 140,000 people each year.
Guth has served on the Board of Directors for many notable organizations, including Triad Learning, the Executive Committee of the National Action Alliance for Suicide Prevention, and the Board for University of Tennessee’s College of Social Work. He is highly-regarded in the industry and has received many recognitions, including the National Council Visionary Leadership award, Nashville Business Journal’s Health Care Power Leaders Award, and the Douglas Henry Award for Service to Children and Families at Risk from the University of Tennessee’s College of Social Work. Guth also works as an industry consultant, primarily in the area of affiliations, mergers, and acquisitions. The National Council for Behavioral Health published Guth’s book on mergers, “Strategic Unions: A Marriage Guide to Healthy Not-for-Profit Mergers.”
Guth graduated from Vanderbilt University with a bachelor’s degree in mathematics and from the University of Tennessee with his master’s degree in social work administration and planning.
CJ Davis
C.J. Davis is a recognized leader in building strategic affiliations to expand access to behavioral health services and strengthen community impact. As CEO of Brightli, Inc., the parent company of Burrell Behavioral Health, Preferred Family Healthcare, Southeast Missouri Behavioral Health, Comprehensive Mental Health Services, and other affiliates, he oversees a growing network of organizations employing more than 5,000 people across over 200 locations in five states. Over the past decade, C.J. has led or been instrumental in more than 10 major mergers and affiliations, helping create one of the nation’s largest nonprofit behavioral health systems. His approach centers on aligning missions, cultures, and visions to create partnerships that enhance service delivery, extend the reach of critical programs, advance the science of practice, and meet the diverse needs of local communities.
Since the formation of Brightli in early 2022, born from the groundbreaking partnership between Burrell and Preferred Family Healthcare, C.J. has accelerated the pace of affiliation activity, always with the goal of building a stronger, more unified system of care. Under his leadership, Brightli organizations now generate nearly $600 million in annual revenues, with each merger and affiliation reinforcing a shared commitment to accessible, high-quality behavioral health care. With more than 30 years of experience as both an executive leader and clinical psychologist, C.J. has led efforts to expand services across the full continuum of care, from outpatient therapy to inpatient treatment, primary care integration, and community-based programming. His executive leadership journey has spanned Missouri, Pennsylvania, and Indiana, always with a focus on growing missions through collaboration and innovation.
Through every affiliation and partnership, C.J. Davis remains committed to one unifying vision: building stronger systems to create healthier communities.
Communication Is Key: Creating A Plan For The Integration Of Teams Post Merger
Mergers and acquisitions in the behavioral health care sector offer opportunities for growth, efficiency, and expanded services—but only if the human element is managed with care. One of the most critical (and often overlooked) components of a successful merger is the thoughtful integration of teams through strategic communication.
This session will provide behavioral health care executives with a roadmap for navigating the complex interpersonal and operational dynamics that arise post-merger. Attendees will explore best practices for developing a communication and integration plan that fosters trust, aligns cultures, minimizes disruption, and retains top talent. Through real-world examples, interactive discussion, and actionable tools, this session will help leaders build a cohesive organizational culture that supports both staff well-being and patient care continuity.
Learning Objectives Include:
- Understand the common challenges and emotional dynamics of post-merger team integration.
- Learn how to develop a clear and consistent internal communication strategy that supports transparency and engagement.
- Explore methods for assessing and aligning organizational cultures during integration.
Beyond The Blueprint: Real-World Case Studies In Implementing Whole Person Care
This session will spotlight leaders from behavioral health, primary care, housing, and justice-involved services who have successfully operationalized integrated care. Presenters will walk through implementation lessons learned—navigating barriers like EHR interoperability, workforce challenges, and care coordination bottlenecks—offering actionable guidance and KPI insights for peers.
Stratify, Engage, Intervene: Risk-Based Team Models That Work
Featuring models that use risk stratification to deploy multi-disciplinary teams with precision, this session explores how organizations are prioritizing high-need populations using real-time data and structured workflows. Panelists will share tools and algorithms that inform staffing, outreach, and treatment planning across quadrants of behavioral and physical health complexity.
Growth Opportunities Beyond Private Equity: Which Is Best For Your Organization?
In today’s dynamic market, leaders must think beyond traditional investment models to build sustainable, mission-aligned growth. This session will explore a range of strategic growth opportunities beyond private equity, including joint ventures, strategic partnerships, mergers, affiliation models, managed services organizations (MSOs), and debt financing. Case study presenters will compare the pros, cons, and long-term implications of each approach—helping you understand not just what’s possible, but what’s right for your organization’s mission, scale, and future.
Whether you’re aiming to expand access, enhance clinical capabilities, or build long-term enterprise value, this session will arm you with the insights and frameworks you need to evaluate your options and take your next step with confidence.
Key Takeaways Include:
- Learn how to align financial strategy with clinical mission and organizational culture
- Gain practical tools to assess readiness for growth and partner selection
- Hear real-world experiences and lessons learned from executives who’ve taken different paths
Shannon Litton
Shannon Litton is the CEO of 3LS Professional Services, where she drives growth for change makers through exceptional, integrated solutions and experiences. A change maker herself, Shannon’s founded multiple companies in her 25-plus-year career, including the award-winning 5by5, a change agency, which has earned five spots on the Inc. 5000 list and Best Place to Work awards while helping more than 500 organizations amplify their impact.
A passionate advocate for employee ownership, Shannon serves as president of the Tennessee Center for Employee Ownership, championing ESOP expansion across the state and country. Throughout her career, Shannon has paired purpose with performance to deliver sustainable, measurable, positive impact for organizations and the communities they serve.
An Update On Innovative New Programs
Join our payer panel to hear the latest in innovative programs that top health plan industries are implementing today. This series will feature different payers from across the nation at each 2026 event.
Lunch On Your Own
Enjoy Rusty’s Bistro or Mainstay Tavern conveniently located inside the Sheraton Sand Key resort!
Sustainable Health Plan Relationships: Financing & Contracting Strategies For Whole Person Care
As grant funding sunsets, organizations must sustain integration through new payer strategies. This session will explore Medicaid managed care contracting, value-based payment pilots, and blended funding approaches. Speakers will discuss how to position services for inclusion in medical loss ratios and population health frameworks.
Measuring Organizational Culture As A Driver Of Performance & Profit
In today’s competitive health care landscape, culture-based management can be the key differentiator that improves employee engagement, reduces turnover, enhances care quality, and boosts your bottom line.
This session will explore how executives can intentionally shape and lead culture to drive measurable results. You’ll learn how to align values with operations, create accountability without burnout, and embed culture into every layer of your organization—from frontline staff to leadership.
This session will examine the business case for culture, how to assess your current organizational climate, and the specific steps leaders can take to build a culture that fuels both mission and margin.
In this session, attendees will:
- Understand the link between culture, performance, and financial outcomes
- Learn how to assess and shift organizational culture in actionable ways
- Gain tools to embed culture into hiring, onboarding, and performance management processes
The 2026Â OPEN MINDSÂ Performance Management Executive Survey: Where Are We On The Road To Value
During this session, an OPEN MINDS Senior Associate will share the results of this year’s survey, The 2026 OPEN MINDS Performance Management Executive Survey: Where Are We On The Road To Value and discussing its implications for health and human service organizations.
OPEN MINDS surveyed specialty provider organizations in the health and human services market to determine where they are on the road to value-based contracting adoption. The survey provides information on:
- Performance-based contracts for staff by market and organizational size
- Trends in value-based contracting arrangements by market and organizational size
- The number of organizations with contracts with managed care plans or accountable care organizations by market and organizational size
A full copy of survey results, The 2026 OPEN MINDS Performance Management Executive Survey: Where Are We On The Road To Value, will be available to all OPEN MINDS Circle members in the OPEN MINDS library following the session.
Closing The Loop: Measuring What Matters In Whole Person Care
Delivering whole person care requires more than good intentions—it demands a system that captures, tracks, and responds to what matters most for the individuals we serve. This panel will explore how organizations are building performance feedback systems that align integrated care delivery with measurable outcomes. Panelists will share how they’re using real-time data to connect physical health, behavioral health, and social supports across teams and systems. The discussion will focus on how to “close the loop” between frontline service delivery and enterprise-level performance—ensuring that care plans are implemented, progress is tracked, and improvement strategies are data-informed. Topics will include integrated dashboards, cross-functional KPIs, client-reported outcomes, and feedback structures that support whole person, value-driven care.
More Is Not Always Better: Avoiding Data Overload
In the push to become more data-driven, organizations often end up drowning in data—tracking dozens (or even hundreds) of metrics without clear direction or purpose. The result? Confused teams, missed priorities, and underutilized insights.
This session tackles the growing challenge of dashboard overload and offers practical strategies to streamline data reporting and refocus on what truly matters. Learn how to design dashboards that drive action, align with strategic goals, and support clinical and operational decision-making—without overwhelming your staff.
Attendees will:
- Discover how to distinguish between “nice-to-know” and “need-to-know” when it comes to data
- Learn how to prioritize and simplify key metrics that align with your strategic objectives
- Hear strategies for tailoring dashboards for your team, your executives, your board, and your public facing information
Executive Networking Reception
End your day by unwinding with your peers, colleagues, thought leaders, and vendors. Join us in the exhibit hall and enjoy a cocktail and hors d’oeurvres!
Executive Breakfast
Start your day off right with breakfast, served in the exhibit hall. Take this time to speak with our great exhibitors and talk to peers about what you’ve heard this week!
Thought Leader Discussion
Join our keynote presenter for an interactive discussion where you can take time to ask your own questions and continue the conversation.
Designing Programs That Perform: Turning Metrics Into Momentum
In an era of value-based care, reimbursement pressures, and rising demand, behavioral health leaders can no longer rely on anecdotal success to demonstrate impact. Forward-thinking organizations are leveraging data not only to track outcomes—but to drive innovation, improve care, and secure payer and partner alignment.
This session will dive into how behavioral health organizations are designing and implementing metrics-based programs that go beyond compliance and traditional reporting. Learn how to build data strategies that inform clinical decision-making, measure outcomes that matter, and demonstrate value to stakeholders across the care continuum.
Key Takeaways Include:
- Learn how to select meaningful metrics aligned with clinical and business goals
- Understand how data can fuel program development, payer negotiations, and quality improvement
- Gain strategies for building a data-literate culture across your organization
You Are Not Alone: Management Issues Facing Rural & Frontier Communities
Behavioral health providers in rural and frontier communities face a unique set of challenges—workforce shortages, limited funding, geographic isolation, and infrastructure gaps—all while striving to meet rising demand and deliver high-quality care. But despite these hurdles, rural leaders are finding innovative, community-driven ways to build sustainable, impactful systems of care.
This session will explore the management and operational realities of running behavioral health services in rural and frontier settings. Through candid insights and real-world examples, we’ll highlight how organizations are navigating recruitment, access, reimbursement, partnerships, and technology implementation in under-resourced environments.
Whether you lead a rural agency or serve rural populations through a broader network, you’ll walk away with practical strategies, shared lessons, and a renewed sense of connection with peers facing similar challenges—and creating real change.
Key Takeaways:
- Understand the systemic and day-to-day management issues facing rural and frontier behavioral health providers
- Explore workforce, funding, and access strategies tailored to rural challenges
- Learn how to leverage partnerships, telehealth, and community assets effectively
The Great Divide: Bridging The Gap Between Clinical & Financial Executives
In many behavioral health organizations, clinical and financial leaders share the same mission—but speak very different languages. Misalignment between clinical and financial priorities can stall innovation, hinder operational performance, and create internal friction that ultimately impacts patient care.
This session explores practical strategies for bridging the communication and collaboration gap between clinical and financial executives. Learn how forward-thinking organizations are creating integrated leadership models that align care quality with financial sustainability—ensuring that both patient outcomes and business health move forward together.
Key Takeaways Include:
- Explore frameworks for aligning financial strategy with clinical priorities
- Learn how to create a culture of collaboration, transparency, and mutual respect
- Gain actionable insights to drive data-informed decisions that support both care and cost
Lunch On Your Own
Enjoy Rusty’s Bistro or Mainstay Tavern conveniently located inside the Sheraton Sand Key resort!
First Impressions Are Everything: Managing Your Digital Front Door
In today’s consumer-driven landscape, your digital front door is often a person’s first—and most critical—interaction with your organization. From online search to intake and scheduling, every click, delay, or confusing experience can make the difference between gaining or losing a client.
This session will explore how leading behavioral health organizations are optimizing their digital front doors to improve access, engagement, and conversion. You’ll learn how to create a seamless and responsive digital experience that reflects your mission, meets modern consumer expectations, and supports clinical and operational success.
This session will cover key elements such as website design, mobile accessibility, intake automation, appointment scheduling, and communication tools—all designed to lower barriers to care and increase patient acquisition and retention.
Key Takeaways:
- Understand what today’s behavioral health consumers expect from digital interactions
- Learn how to assess and improve your current digital front door
- Discover how a strong digital presence supports access, brand trust, and clinical outcomes
Closing Keynote
Monica E. Oss
Monica E. Oss, M.S. is the founder of OPEN MINDS and serves as its chief executive officer, executive editor of its publications and websites, and executive lead of its consulting engagements. 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. She is well known for her numerous books and articles focused on the strategic and marketing implications of the evolving health and human service field – and its focus on the verticals of the field serving consumers with chronic conditions and complex support needs.
Ms. Oss has extensive experience in developing and implementing growth strategies for a wide array of organizations in the field. She has expertise in industry trend analysis, reimbursement, rate setting, and creating actionable plans for market success. In her role, she has led numerous engagements with state Medicaid plans, county governments, private insurers, and health plans, 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.
Prior to founding OPEN MINDS, Ms. Oss served as an executive with a nationally managed behavioral health organization, responsible for market development, actuarial analysis, and capitation-based rate setting. She also held a position as vice president of the U.S. risk management and underwriting division of an international insurance company.
Ms. Oss has been the keynote speaker at the conferences of dozens of national associations and has been published in a wide range of professional journals and trade publications. She has provided Congressional and state legislative testimony on issues as diverse as the financial impact of parity and payer medication access policies.
Ms. Oss has led a range of industry research and consultation initiatives, serving as principal investigator on research projects that include the examination of national managed care enrollment and service patterns, development of provider rate structures for government entities, creation of return-on-investment models for technology investments; design of performance-based compensation models within public and private health plans; and analysis of the economic impact of changes in benefit design, adoption of evidence-based practices, and new technologies.