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
Sponsored By: 
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
Sponsored By: 
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.
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
Regina Marshall
Regina Marshall joined Advocates in 2015 with the goal of shaping policy and making systemic change in order to help Advocates provide the best possible services to the people it supports.
Regina brings to her position at Advocates a broad range of experience as a legal advocate and administrator at both the executive and operational levels of state government. During her tenure at the Massachusetts Executive Office of Health and Human Services, she oversaw disability agencies that include the Department of Developmental Services, Massachusetts Commission for the Blind, Massachusetts Rehabilitation Commission, and the Massachusetts Commission for the Deaf and Hard of Hearing.
Prior to joining Advocates, Regina served as Center Director of the Massachusetts Mental Health Center, which serves over 1,200 clients, where she was responsible for all clinical and administrative operations. In 2020, Regina joined the board of trustees at Bethany Hill Place.
A resident of Framingham, Regina holds a Bachelor’s degree in Political Science and African American studies from Simmons College and a law degree from Northeastern University. She is the proud mom of three — twin daughters and a son. In the rare free time she gets between working and parenting, Regina loves to cook and bake.
Joe Robitaille, MBA, BCBA, LABA
Joe Robitaille is a leader in the non-profit sector with a distinguished career dedicated to improving the lives of children with developmental disabilities and special healthcare needs. As Senior Vice President of Children’s Services at Advocates, Joe oversees a diverse portfolio of programs and leads large, multidisciplinary teams, combining clinical expertise in Applied Behavior Analysis (ABA) with strategic leadership to drive organizational growth and service excellence.
Before joining Advocates, Joe directed a range of children’s programs focused on early intervention, home and center-based treatment, and specialized school services. He has a proven track record of managing complex budgets, implementing quality improvement initiatives, and aligning operational strategies with mission-driven goals. Joe holds a license in Applied Behavior Analysis, is a Board-Certified Behavior Analyst, and earned his MBA, equipping him with a unique blend of clinical and business acumen.
With years of experience guiding organizational performance and supporting workforce development, Joe brings practical insights into leadership practices that improve outcomes for both employees and the individuals they serve. Outside of work, Joe enjoys spending time with his wife and daughter, running, and tackling home renovation projects.
Mark Ishaug
Mark Ishaug has dedicated his career to advocating for the rights of stigmatized and vulnerable people. As the CEO of Thresholds, Mark has overseen expansive growth and a culture shift that embraces change, innovation, transparency, and, yes – love. Thresholds has been recognized for 12 consecutive years as a Chicago Tribune Top Workplace and, for 9 years, as one of Chicago’s 101 Best and Brightest Companies to Work For. In addition, Mark serves on the boards of Dominican University, the Civic Federation of Chicago, the Alphawood Foundation, and the Chicago Urban League, as well as on the Membership Committee of the Economic Club of Chicago and the Leadership Fellows Association Board of Leadership Greater Chicago. Before Thresholds, Mark worked as a leader in the fight against HIV/AIDS as CEO of the AIDS Foundation of Chicago. Mark holds a master’s degree in political science from Northwestern University and a bachelor’s degree in government and international studies from the University of Notre Dame.
Sterling Haukom-Anderson, LPC
Sterling Haukom Anderson, LPC has worked in the mental health field for over 13 years and is currently the Director of Workforce Development at Thresholds. She has provided clinical and case management support to individuals living with severe mental illness and has developed and delivered trainings, eLearning, and consultations for both internal and external audiences on a range of topics. Sterling earned her Master’s in Counseling from DePaul University in 2012.
Stratify, Engage, Intervene: Models & Workflows For Integrating Teams In Whole Person Care
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.
Amanda Zwirecki, MSEd
Amanda Zwirecki, MSEd is the Director of Evaluation at Endeavor Health Services, where she oversees Evaluation, Quality Improvement, and the Population Health Departments across all programming, including SAMHSA grant-funded initiatives. With more than 10 years of experience in behavioral health, training, and workforce development, Amanda is dedicated to strengthening service quality through data-informed decision-making, education, and continuous improvement. She works closely with clinical and non-clinical staff to translate learning into practice and improve systems of care, with a focus on enhancing client outcomes and overall community health. Amanda is a graduate of the Health Foundation for Western and Central New York Leadership Fellows program and an active member of the American Evaluation Association (AEA).
Chloe Hurley, MPH
Chloe Hurley, MPH is the Coordinator of Population Health at Endeavor Health Services in Buffalo, NY. She has worked within Certified Community Behavioral Health Clinics (CCBHC) and primary care practices for over 7 years. Chloe is a certified practice facilitator in the primary care setting and has designed, implemented, and evaluated whole person approaches to care. She currently supports the project management of a SAMHSA CCBHC Improvement and Advancement Grant as well as a Critical Time Intervention (CTI) Team in New York State. Chloe holds a Master of Public Health with a concentration in health policy and a micro-credential in health care operations from Vanderbilt University School of Medicine.
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.
Michael Dennis, Ph.D.
Dr. Michael Dennis received his PhD in Psychology from Northwestern University under a NIH fellowship to train more methodologists in how to implement and improve the quality of community-based behavioral health research. His dissertation was on implementing randomized field experiments in criminal and civil justice research to improve their impact on practice. He currently serves as Director of the Lighthouse Institute (LI), a division of Chestnut Health Systems conducting community-based research, program evaluation, and training on evidence-based practices. LI currently has offices in Bloomington-Normal and Chicago, Illinois and Eugene, Oregon; offsite staff in over two dozen states; over 110 LI staff operating four major centers related to training on assessment, evidence-based treatment, family coaching, program evaluation; and a Native-led national Native Center of Excellence. LI works with community-based agencies in all 50 of the United States, four U.S. territories, and over four dozen tribal serving agencies, as well as all Canadian provinces and over a dozen other countries. Part of LI’s community focus includes the use of service cascades, simplified time series, and economic analysis from the agency and funder perspectives to aid in program planning and management. In addition to supporting a diverse workforce that reflects the communities we serve, LI is working to become a home for supporting the career development and work of researchers with personal lived experience in addiction, recovery, and the legal system.
As a senior research scientist, Dr. Dennis is currently the Principal Investigator (PI) of the Smartphone Addiction Recovery Coach for Young Adults (SARC-YA) experiment (DA011323) and a Multiple PI (with Dr. Christine Grella) of Improving Retention across the OUD Service Cascade upon Reentry from Jail using Recovery Management Checkups (UG1DA050065). The latter is part of NIDA’s HEAL Justice Community Opioid Innovation Network (JCOIN) cooperative. He also serves as the Co-Investigator on Dr. Dennis Watson’s Recovery Management Checkups for Primary Care (RMCPC) experiment (R01AA024440); Dr. Chris Grella’s Recovery Initiation and Management after Overdose (RIMO) Experiment (R33DA045774); and Dr. Kate Elkington’s Original and Scaling up eConnect in Juvenile Probation Settings, a hybrid implementation effectiveness trial of a digital suicide risk/behavior identification and linkage-to-treatment system (MH113599, MH130845).
In the past, he has been the Coordinating Center PI on the Juvenile Justice Translational Research for Adolescents in the Legal System (JJ-TRIALS; U01DA036221) cooperative agreement and the Cannabis Youth Treatment experiment, as well as Dr. Chris Scott’s Recovery Management Checkups for Woman Offenders Experiment (5R01DA21174). JJ-TRIALS is one of the largest and most recent studies of transitional research with adolescents and included national surveys of juvenile justice community supervision to examine their behavioral health services related to suicide, mental health, substance use, and HIV risk reduction. The study also included a multisite experiment to examine LI’s ability to improve the behavioral health service cascades from the justice system to behavioral health (e.g., screening, identification, need, referral, treatment initiation, engagement, and continuing care). HEAL supplements were also used to conduct surveys of a census of the state prison systems and county jails hardest hit by the opioid epidemic. The Cannabis Youth Treatment (CYT) experiment was one of the first to evaluate five manualized approaches compared on a large sample of youth and families studied (600), with high rates of participation, treatment fidelity, follow-up, publication, and impact in terms of citations and replication. To date, the Dennis et al. (2004) CYT main findings have been cited over 1,000 times. Dr. Dennis has also participated in the conduct of a half dozen other treatment experiments, development of research-based treatment guidelines, and has chaired both major adolescent treatment associations (JMATE and SASATE). The significance of this work led to his receiving the Joint Meeting on Adolescent Treatment Effectiveness (JMATE) Research to Evidence-Based Practice award for bridging the gap between adolescent treatment research and practice.
Dr. Dennis and his colleagues developed Recovery Management Checkups (RMC) and demonstrated efficacy in four clinical trials and a quasi-experiment to date. He received a MERIT award (R37DA011323) from NIDA after LI’s first clinical trial and the 2012 Dan Anderson Award for Addiction and Recovery Research for his 2012 paper reporting on the main findings from our second trial. He and his colleagues have also worked with economists to demonstrate that the cost of RMC and increased treatment is offset by reductions in expensive health care utilization (e.g., emergency department visits, hospital stays, psychiatric hospitalization, incarceration), and have replicated this work with the State of Illinois to use RMC to recruit over 1,000 additional clients into methadone treatment. As part of NIDA’s HEAL JCOIN cooperative, LI is currently conducting a fifth experiment with RMC for people with opioid use disorders (OUD) coming from Cook County Jail, a study that is expanding into five other county jails. He has worked with individuals with OUD since 1988 on medications for opioid use disorders (MOUD) treatment initiation, retention, readmission, and recovery support and has experience working within the community, in a variety of MOUD and other types of treatment, as part of continuum of care studies, and as part of studying and managing long-term recovery over periods of 6 months to 19 years.
To integrate measurement, clinical research, and practice, Dr. Dennis has also led the development of the Global Appraisal of Individual Needs (GAIN) family of measures since 1993. As of June 30, 2023, the GAIN Coordinating Center (www.gaincc.org) has worked with over 21,154 staff from 5,602 agencies (in all 50 states in the U.S., all 10 provinces of Canada, and 14 other countries), teaching them how to utilize the GAIN measures to support clinical decision making related to diagnosis, treatment planning, placement, outcome monitoring, economic evaluation and program/policy planning. The GAIN has also been used in over 900 publications. This includes using formal measurement models to create shorter and more efficient versions of the GAIN to get much of the core information in less time. The significance of this work led to Dr. Dennis receiving the International Council on Alcoholism and Addiction (ICAA) lifetime achievement award for his work with the GAIN. He has been PI, Co-PI, or lead methodologist on a dozen clinical trials, chaired one of NIDA’s data safety monitoring boards, chaired NIAAA’s health services research review group, and served on multiple editorial boards.
Jim Wallis, MAPC
Jim Wallis, B.S., M.A. is the Director of Business Development at Chestnut Health Systems, www.chestnut.org since October of 2016.
With 35 years in behavioral health in the Mid-West, Jim began his career in Missouri in 1989 as a Deputy Juvenile Officer. He was further employed with the Missouri Division of Youth Services. From 2004 – 2016, Jim worked at a large not-for-profit behavioral health organization in the Midwest US in several clinical and development administrative executive roles. A primary focus during this tenure was patient access to rural healthcare.
Jim has served on numerous State level and National Board of Directors, and Advisory Boards including the National Frontier and Rural ATTC Advisory Board.
Education includes: B.S. in Criminology and Criminal Justice from the University of Missouri – St. Louis (1992), and M.A. in Professional Counseling from Lindenwood University (2002.)
As an alumni and adjunct faculty member at the University of Missouri St. Louis, Jim teaches a master’s level “Family Policy and Advocacy” class at the School of Social Work.
Jim currently focuses on growing and fostering Chestnut Health Systems business development services lines as they relate to the agency’s Behavioral Health footprint in the Mid-West, as well as our robust research institute, Lighthouse, which currently serves the entire United States, Canada, and 16 Countries internationally.
Stacey Coleman, MPH
Stacey Coleman, MPH, serves as the Director of Quality Management for Coastal Family Health Center (CFHC), where she leads organizational efforts to embed a sustainable culture of safety, quality, and accountability across a seven-county service area. With more than 13 years of progressive leadership experience, she has designed, implemented, and managed comprehensive Quality Assurance and Performance Improvement (QAPI) programs that support high-reliability care and regulatory excellence.
Ms. Coleman provides strategic oversight of HRSA-mandated quality and value-based care programs, as well as health information technology training and optimization. Her work has ensured continued compliance with NCQA Patient-Centered Medical Home standards, Joint Commission Accreditation for Ambulatory and Behavioral Health Services, and HRSA Quality Improvement and Assurance requirements. Under her leadership, all CFHC standalone clinics achieved initial Level 3 NCQA PCMH recognition and have successfully maintained recognition through the transformation annual reporting model.
A recognized leader in the health center quality community, Ms. Coleman has participated in multiple national learning collaboratives and currently serves on the NACHC QA/QI Advisory Board and the NACHC NextGen Steering Committee. She is an active member of the Community Health Center Association of Mississippi and co-chairs the HRSA Uniform Data System Training and Technical Assistance (UTC) Steering Committee.
Ms. Coleman holds a Bachelor’s degree in Anthropology and a Master of Public Health with an emphasis in Epidemiology and Biostatistics. She resides in Gulfport, Mississippi, with her daughter, and has been a classically trained pianist for over 30 years.
Meagan Lanier, LCSW, CAADC, CHPSE, CPHRM
Meagan Lanier serves as the Director of Corporate Compliance at Coastal Family Health Center, where she brings more than 13 years of dedicated service and institutional knowledge to the organization. She began her career at Coastal as a master’s-level social worker and has since advanced into leadership through a strong commitment to professional growth, regulatory excellence, and community-focused care.
While employed at Coastal Family Health Center, Meagan earned her Licensed Clinical Social Worker (LCSW) credential and her Certified Advanced Alcohol and Drug Counselor (CAADC) certification. Her clinical foundation provides a unique and practical perspective in her current role, allowing her to balance compliance requirements with patient-centered operations.
As Director of Corporate Compliance, Meagan oversees a broad portfolio of responsibilities, including grant writing, organizational risk management, and service as the HIPAA Privacy Officer. She also provides leadership and oversight for the contracts, medical records, social services, and credentialing departments, ensuring regulatory compliance, operational efficiency, and high-quality service delivery across the organization.
Meagan is known for her collaborative leadership style and her ability to translate complex regulatory requirements into actionable processes that support both staff and organizational growth. Her work plays a critical role in maintaining compliance, securing funding, and advancing Coastal Family Health Center’s mission to provide accessible, high-quality care to the communities it serves.
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
Jodie Esper
Jodie joined Mainstay as Chief Financial Officer (CFO) in 2017. As CFO, Jodie is tasked with implementing the infrastructure and systems needed to support Mainstay’s mission, operations (including facilities, fleet, and information technology), financial objectives, and strategic initiatives. In 2023, Jodie became the CEO of enTRUST Services LLC, a subsidiary of Mainstay that provides comprehensive financial services that enrich the lives of people with disabilities.
Jodie has more than 25 years of accounting experience, with 17 years in a leadership capacity with nonprofit human services organizations. Jodie is passionate about the work as the mom of a son with an intellectual disability. She is an advocate and strong supporter in the disability community.
Jodie received her Bachelor of Science in Business Administration (B.S.B.A.) in accounting and a Master of Science degree in accounting from Robert Morris University in Moon Township, PA.
Brandie D. Williams, M.Ed, Ed.S
Brandie has over 21 years of experience serving individuals with Behavioral Health needs and Developmental Disabilities. For the past 16 years, Brandie has worked at the Rappahannock Area Community Services Board, a non-profit organization dedicated to education, recovery, treatment, and wellness of individuals affected by mental health and substance use disorders and developmental disabilities. In her role as Deputy Executive Director, she brings subject-matter and operational knowledge of integrated care, data analytics, and behavioral health care to support the use of analytics to improve clinical performance, patient health, and organizational efficiencies. In addition to day-to-day operations, Brandie oversees reporting and analytics to inform a data-drive quality improvement process. Throughout her professional career, Brandie has fostered a deep passion for the opportunities created by advanced science and technology in the health and human services quality improvement space. She believes building and growing a high-quality workforce is the foundation for meeting our community’s needs.
No Wrong Door: Applying Managed Care Principles To Safety Net Services In Colorado & Beyond
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 Behavioral Health Network, 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.
Daniel Darting
Daniel Darting is the Chief Executive Officer of Signal Behavioral Health Networking Colorado, where he has served since 2008 and led as CEO since 2015. Under his leadership, Signal has expanded its impact across Colorado, improving individual and community behavioral health services.
Daniel is widely recognized for blending technical expertise, policy insight, and collaborative leadership. Prior to stepping into executive leadership, he held key roles in information technology and systems development, supporting secure healthcare data operations and large‑scale system planning. This technical foundation continues to inform his strategic approach to modernizing the behavioral health landscape.
In partnership with state, county, and community leaders, Daniel advances initiatives that improve service delivery, enhance quality, and drive meaningful policy change. His leadership extends beyond Signal: he has serves as President of the Colorado Providers Association and participates in other associations and boards.
Daniel played a key role on a Colorado task force commissioned by Governor Jared Polis to rearchitect the entire statewide behavioral health system—helping produce a comprehensive blueprint that will guide the system’s evolution for years to come.
Before entering behavioral health administration, Daniel worked across multiple sectors, including healthcare, employee benefits administration, higher education, and media—bringing a breadth of experience that continues to shape his approach as CEO.
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
Anne Campbell
Anne Campbell is a business and technology professional serving as Director of Information Systems at Avita Community Partners. She has a 25+ year career of progressive experience leading high-performing teams and aligning electronic health record technology with core business objectives. With a deep expertise in system administration, Anne oversees the implementation and maintenance of organization-wide electronic information systems that enhance data management, reporting, and analytic capabilities. Anne is passionate in driving improvements to enhance operational and systems efficiency, ensuring quality excellence in deliverables and in supporting business agility. She is a known contributor in her field and valued for her cross-functional engagement across teams. Career highlights include requested consultation within the field and awards for excellence, including the “Thought Leadership Award.” Anne has established strong professional relationships with technology partners, state and federal entities, to effectively support information system requirements and business initiatives. She attended Gainesville College with a major in Business Administration.
Don Reimer, LCSW, MBA
Don Reimer brings over forty years of dedicated experience to the behavioral healthcare field in both the management and provision of clinical services across various levels of care. He currently serves as Director of the Behavioral Health Crisis Center at Avita Community Partners in Gainesville, GA. Don’s career has included several leadership roles, such as serving as Director of a Crisis Stabilization Unit at SalusCare in Florida, supervising multiple inpatient care units. He also directed Crisis and Recovery Services at Charlotte Behavioral Health Care Services, overseeing the 24/7 units, including inpatient psychiatric, detox, residential rehab, and a mobile crisis team. Earlier in his career, he directed the Emergency and Stabilization Services at W.G. Nord Community Mental Health Center, where he established a comprehensive crisis stabilization program and later a partial hospitalization program. Don has been a team leader for the Assertive Community Treatment (ACT) team. He is an experienced psychotherapist, focusing on trauma-centered psychotherapy, and is certified in EMDR. Don holds an MBA from Cleveland State University and an MSW from Columbia University School of Social Work. He is a Licensed Clinical Social Worker in both Florida and Georgia and is fluent in Spanish
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.
Liz Worth, LSCSW
Liz Worth, LSCSW is the Deputy Director at Johnson County Mental Health Center. The Mental Health Center is a Department of Johnson County (KS) Government and employs more than 500 staff who provide behavioral health services to nearly 17,000 residents annually.
She holds a BS in Sociology from Baker University and a Masters in Social Work from the University of KS. She is a clinically licensed Mental Health Professional and has worked in Community Mental Health in Kansas for 23 years.
She is a passionate leader with a deep commitment to empowering individuals to take control of their well-being and lead fulfilling lives. With her background in mental health treatment and advocacy, she has dedicated her career to promoting a whole health approach – addressing the interconnectedness of mental, physical, emotional and social health. Drawing from wellness philosophies in both personal experience and professional expertise, she strives to inspire others to cultivate resilience, practice self-compassion and build strong support networks.
As an advocate for accessible mental health resources, she has worked with diverse communities to break down the stigma surrounding mental health, while fostering environments that prioritize healing, growth and self – care. Liz’s leadership style focuses on collaboration, creating spaces where others feel heard, valued and empowered to take proactive steps toward mental wellness.
When not working, Liz enjoys reading, being outdoors, running and spending time with her husband and dog.
G. N. Janes
G. N. Janes has been the Chief Executive Officer of Valley Community Services since 2015 and is the CEO and is the founder of Ardent Services Group, a bespoke organization dedicated to empowering and elevating human service organizations through innovative support and strategic collaboration. Prior to his current posting, he held various positions as a Regional Operations Director, Compliance Officer, and Direct Support Professional. Starting at American University in Washington DC, G. N. earned his bachelor’s degree from Regent’s College while on active duty in the United States Navy, graduating cum laude from the Defense Language Institute in Monterey, California from the Farsi program.
Since taking his position, G. N. has focused on technology, innovation, and employee outreach; expanding the Valley Community Services footprint by 120 percent, digitizing large swaths of the program and retaining over 90 percent of the agency’s front-line supervisors. He also serves on the American Network of Community Options and Resources (ANCOR) Global Council, the Government Relations Advisory Council, and Pennsylvania Advocacy and Resources for People with Intellectual Disabilities and Autism (PAR) Board of Directors where he is currently the Vice Chair.
In his spare time, G. N. enjoys the company of his two daughters: Sadie, an attorney in Aurora, Colorado and Mia, a senior at Ohio University.
The Executive Imperative: Turning Data 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.