Becoming a data-driven organization is not just a trend, it’s a necessity in today’s landscape. With competition evolving in today’s market, health and human services organizations must be able to demonstrate value through data while also using data to drive performance improvement – clinically and administratively. The sessions will equip you with practical expertise to create an organization focused on data and provide metrics to ensure performance and success.
To meet the latest performance landscape and critical domains for measuring and managing business effectiveness, OPEN MINDS has created the Data-Driven Management Learning Path, which offers customized content and strategies to help provider organizations cultivate, assess and leverage the data they need for performance optimization.
View featured courses and sessions below to get started!
Building A Data-Driven Organization: The 2026 OPEN MINDS Seminar On Making Metrics-Based Management Work
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
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
As behavioral health organizations navigate rising demand, shifting reimbursement models, and ongoing workforce pressures, financial resilience has never been more critical. This three-hour executive seminar provides leaders with a proven framework to measure, monitor, and manage the financial health of their organizations—ensuring stability today and strategic growth tomorrow.
Participants will explore how to identify the right financial indicators, strengthen balance sheets, and leverage data-driven insights to guide strategic decision-making. By the end of the seminar, attendees will be equipped with actionable tools and strategies to enhance financial resilience and lead their organizations with confidence in a rapidly evolving behavioral health landscape. Through expert facilitation, interactive exercises, and case examples, executives will learn practical approaches to:
- Assess organizational financial strength using a standardized framework
- Build strategies for managing risk in uncertain market conditions
- Apply best practices for improving liquidity, revenue diversification, and cost efficiency
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.
Uniting For Impact: How Centerstone & Brightli’s Strategic Growth & Vision Are Shaping The Future Of Behavioral Health
Two of the nation’s leading nonprofit behavioral health organizations—Centerstone and Brightli—have come together in a groundbreaking merger designed to expand access, strengthen sustainability, and drive innovation in care. In this keynote session, leaders from both organizations will share their vision, lessons learned, and the strategic priorities guiding this transformational alignment. Join this forward-looking conversation to learn how strategic growth through partnership can accelerate impact and reimagine what’s possible for behavioral health organizations nationwide.
Attendees will gain an inside look at how the merger is positioning the combined organization to:
- Enhance service delivery across communities and populations with complex needs
- Leverage scale and shared resources to invest in workforce development and technology
- Navigate market uncertainty while advancing mission-driven care
- Shape the broader behavioral health landscape through collaboration and innovation
David C. Guth, Jr.
David Guth is Centerstone’s Chief Executive Officer, a nonprofit health system specializing in mental health and substance use disorder treatments. Guth has more than 40 years of health care leadership and has served as Centerstone’s Chief Executive Officer since 1991. Under his leadership, the organization has grown from $6M in revenues and 300 staff serving 2,000 individuals to revenues of $1.1 billion and over 10,000 staff serving more than 250,000 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 of Visitors for the 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.
Knowledge Partner Session
Sponsored By: 
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
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.
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
Applying Managed Care Principles To Safety Net Services – The Colorado Case Study
Colorado’s new Behavioral Health Administration (BHA) and its Behavioral Health Administrative Service Organizations (BHASOs) are redefining what it means to create a “no wrong door” system of care. Established by HB22-1278, the BHA was charged with uniting Colorado’s fragmented behavioral health landscape, spanning safety-net services and uninsured populations under a single, coordinated framework.
In this keynote, Daniel Darting, CEO of Signal, will explore how BHASOs complement Medicaid plans while strengthening the safety net for those who fall outside it.
Learn how the BHASO model can act as a translator and bridge-builder between clinical, financial, and policy worlds by integrating and optimizing state funding streams, standardizing provider expectations and care, and ensuring that every Coloradan can find help regardless of insurance status or ability to pay. By streamlining contracting, reducing administrative burden, and improving data transparency, this model gives provider organizations more stability and flexibility to focus on care. Attendees will learn how governance, funding, and data strategies are driving results in Colorado—and what lessons other states can apply to redesign their own behavioral health systems for greater equity, efficiency, and impact.
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.
Hear from Avita Community Partners, located in northeast Georgia and serving over 1,800 clients each year, on their 45-bed behavioral health crisis center that evaluates and stabilizes individuals experiencing a behavioral health crisis/emergency. Within four months, Avita’s Behavioral Health Crisis Center achieved a 200% increase in services per client and reduced wait times to under 30 minutes. By combining data-driven strategies, cross-functional teamwork, and strong partnerships with law enforcement and community stakeholders, Avita has built a sustainable model that demonstrates how straightforward technology can be leveraged for high-impact change in behavioral health systems.
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
Cathy Ganter Cooper, LPC, CPCS, MBA
Reclaiming Time For Care: AI Documentation That Expands Capacity
Of all the resources in health care, clinician time is perhaps the scarcest. This session examines how automated documentation and note generation tools encourage note completion and transform time saved into increased appointments week after week. We will explore documentation use cases, how to measure accuracy and ease burden, and how to forecast the conversion of minutes saved into staff workload. Attendees will also discover how to align clinical, compliance and revenue stakeholders to maximize efficiency.
Retention, Burnout & Morale: Measuring Workforce ROI With AI
Workforce value is about more than speed. This session will explore how providers can track morale and burnout metrics to impact recruiting cost, vacancy days, overtime and avoidable turnover. Examples include how to pair pulse surveys with workload indicators, how to attribute changes to specific tools and how leaders can translate staff experience gains into a growth story for stakeholders and payers. We will explore the pragmatic realities facing behavioral health systems today and will examine use cases of currently evolving roles as well as emerging roles capable of filling the gaps.
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
Rachel Steinmetz
Rachel Steinmetz brings broad experience in the health and human service field to the OPEN MINDS team. From operations management to marketing strategy, Ms. Steinmetz has been involved in almost every aspect of management in her career.
Prior to joining OPEN MINDS, Ms. Steinmetz was the Director of Operations for Funnel Lab, an internet marketing solutions firm. In that role, she designed revenue generating strategies including lead generation and customer engagement. She also developed their automation solutions, including operationalizing AI-driven text bots to enhance customer interactions. Ms. Steinmetz was also responsible for mulit-channel marketing strategy and strategy implementation including email, SMS, and social media automation.
Previously, Ms. Steinmetz was the Chief Operating Office for Housing for Health, Orange County, a non-profit organization aimed at ending homelessness by addressing physical and mental health needs. As COO, she led all aspects of operations, including human resources, program development, and organizational management. This including implementing measures to enhance organizational efficiency, ensure regulatory compliance across multiple platforms and electronic health records. She also successfully cultivated robust partnerships with external partners.
Before Housing for Health Orange County, Ms. Steinmetz held roles supporting strategic communications and public policy initiatives in the behavioral health space. As Communications Coordinator for Be Well Orange County, she supported a county-wide initiative to improve access to compassionate mental health care through infrastructure investment and cross-sector collaboration. Her responsibilities included public relations, event planning, business development, research, vendor coordination, and managing the organization’s web and social media presence. As Senior Project Manager at Principle Strategic Advisors, a consulting firm focused on public policy and executive leadership, Ms. Steinmetz led multi-stakeholder initiatives, developed detailed project roadmaps, and coordinated efforts across municipalities, healthcare agencies, and community-based organizations.
In addition to her institutional roles, Ms. Steinmetz brings over a decade of experience consulting with nonprofits, small businesses, and mission-driven entrepreneurs. Her expertise includes business operations, digital marketing, workflow automation, and web strategy; working with clients to streamline systems, drive engagement, and scale sustainably.
Ms. Steinmetz earned a Bachelor of Arts in English/Creative Writing from DePaul University.
Emily Harris
Emily Harris brings more than a decade of healthcare marketing experience to the OPEN MINDS team. She is a seasoned marketing executive with extensive knowledge of brand strategy and planning growth strategies.
Ms. Harris was most recently the Chief Marketing Officer for Trusted Provider Network Health (TPN.health), a national, interactive platform of behavioral health professionals. In her role there, she established TPN.health as a national behavioral health platform leader. She also led a team of marketing executives focused on revenue growth. And, Ms. Harris built out critical marketing data dashboards to track marketing impact of strategies by channel.
Prior to TPN.health, Ms. Harris was the Vice President of Corporate Strategy and Growth for Physician’s Choice Marketing Group, a full-service healthcare marketing firm in Dallas. Here she developed marketing strategies for private practice physicians. To achieve their clients’ marketing goals, Ms. Harris expanded direct-to-consumer (D2C) marketing channels to increase patient volume. She also developed key word ranking/search engine optimization strategies to drive content creation for organic online search ranking.
Previously, Ms. Harris was the Director of Brand Marketing and Growth for TeleHealth Solution (now Fident Health), a leading provider of virtual hospitalist telehealth services in Addison, Texas. In this position she developed lead and demand generation strategies that increased revenue growth through marketing qualified leads. She created strategic presentations for C-Suite board meetings to obtain an additional $10 Million in venture capital funding.
Ms. Harris earned both her Bachelor of Business Administration and her Master of Business Administration degrees from California Baptist University.
From Errors To Accuracy: AI For Less Rework & Cleaner Revenue
As we all know too well, small errors at the beginning of the revenue cycle can create heaps of wasted time and rework downstream. This session focuses on how behavioral health organizations can strengthen benefits coordination and eligibility verification through smarter technology-driven workflows. The ultimate goal? Preventing denials before they start. And the best part is—denials prevention isn’t just hypothetical. Automation is opening the door to less chasing and more critical thinking in the revenue cycle, in addition to improved clean claim rates, higher first-pass pay rates and reduced rework. It’s all made possible by near real-time insights that start at the beginning of the revenue cycle. Join us to learn more about the next era of revenue cycle management, and how behavioral health organizations can use it to their advantage.
The Executive Imperative: Turning Date Into A Performance Advantage
Behavioral health leaders face a defining opportunity: to turn data into a strategic asset that drives sustainable growth and lasting impact. Join Monica E. Oss, Chief Executive Officer of OPEN MINDS, as she explores how executive teams can move beyond data collection to true data fluency – embedding analytics into decision-making, performance improvement, and organizational culture.
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.