The market landscape for organizations serving children is changing. The prevalence of autism and mental health problems are on the rise. There is increasing pressure on special education budgets. There is more managed care for children’s mental health services and for children in the child welfare system. There is a growing preference for pay-for-performance financing models and community-based solutions among health plans and other payers. At the same time, new organizations are entering the field, offering consumers and payers new solutions and approaches.
This shifting landscape has created strategic challenges for executives of traditional child-serving organizations and has lead to many necessary questions. The sustainability challenge: Is my current business model sustainable for the long-term? The competitive challenge: Will new organizations with new solutions divert contracts and consumers from my organization? The new service line challenge: Can my organization successfully develop and launch new services that meet changing demands of payers and consumers?
For most organizations in the health and human service field, the status quo is not an option for sustainability and success. This is particularly true for organizations serving children – where a reorganization of financing, service delivery, and value proposition is underway. For executives of organizations focused on children – whether in health, mental health, autism, development disabilities, child welfare, juvenile justice, or special education – new approaches to both strategy and management are key.
8:30 - 9:00: Registration
9:00am – 10:00am: The Five Key Drivers Of Change In The Children’s Service Market
This market evolution is creating a new set of strategic disruptors for the organizations serving children, youth, and families – including new competitors, new treatment and service delivery technologies, and new advances in science and analytics. In this opening session, OPEN MINDS chief executive officer Monica E. Oss and senior associate Howard Shiffman will discuss the main drivers of change in the current health and human service market and how these shifts will shape the market for children's services organizations.
Howard Shiffman, Senior Associate, OPEN MINDS
Monica E. Oss, Chief Executive Officer, OPEN MINDS
10:15am – 12:00pm: Building A New Value Proposition: Strategy & Positioning For Sustainability
Building a new value proposition involves both a plan to identify the competitive advantage and market positioning of an organization’s services, and a plan to manage the organizational performance that assures competitive advantage over time. To be sustainable, organizations must be able to demonstrate value to both payers and consumers. This demands innovative services that meet the needs of stakeholders, a brand that differentiates you organization from the competitors in the minds of customers, and the ability to communicate and showcase your organization’s value. In this session, we will discuss the core elements for competing on value and finding sustainable market positioning in an increasingly competitive and price-sensitive market and best practices in developing a market-oriented strategic plan in an increasingly competitive market.
Joseph M. Costa, MSW, President & Chief Executive Officer, HillSides
Kent Dunlap, President and Chief Executive Officer, Stars Behavioral Health Group
12:00pm – 1:00pm: Lunch Break (lunch provided)
1:00pm – 2:30pm Meeting The Challenge Of New Service Lines
In the current environment of changing expectations and new financial models, one essential skill that all executives need to master is the ability to evaluate and modify current services – and to develop new services to meet the challenges and opportunities in the children’s market. In this exciting session, we will discuss a structured plan for design and implementation of new service lines and hear from executives who have been there.
Karen O. Yarberry, MA, LPC, Executive Director, Jefferson Hills
Todd A. Landry, MBA, Ed.D, Chief Executive Officer, Lena Pope
2:30pm – 3:30pm: Building An Organization That Can Out-Perform The Competition: Value-Based Reimbursement & Performance Management
As a strategy to improve outcomes, while containing the cost of services to vulnerable children, many states have moved away from “master contracts” and fee-for-service or per diem reimbursement by instituting systems of competitive bidding and value-based contracting that involve some form of shared risk by providers. These funding and service delivery models require a different set of financial and program design strategies and are tied to a set of required organizational competencies that may be significantly different from what children’s organizations have traditionally needed. In this session we will discuss the financial and programmatic skill sets that are necessary to succeed in a performance-based contracting environment; discuss the potential organizational investments and changes that need to be made to achieve success in a competitive, performance-based market; and learn about what payers are looking for as we move into the era of risk-based contracting.
Kristyn Peck, MSW, Chief Executive Officer, West Michigan Partnership for Children
Nancy Rostoni, Manager, Performance Based Child Welfare, Child Welfare Services and Support, Michigan Department of Human Services
3:30pm – 4:00pm: Town Hall Discussion: Building An Organization That Can Compete: Bringing Together Strategy, Finance, Marketing, & An Effective Workforce
The children's services landscape is the perfect storm right now. The synergistic effects of a few key market factors—reimbursement, consumerism, disruptive competitors, and consolidation—are combining to fundamentally change the competitive advantage and sustainability of traditional service lines for most organizations in the field. In this crucial discussion session, we will discuss how the changing market is shaping service delivery and financing models for organizations that serve children, youth, and their families – and the key competencies organizations need to be sustainable.
Senior Associate, OPEN MINDS
Mr. Shiffman has over 30 years of successful organizational and business experience in human service fields including expertise in executive management, strategic planning, business development, finance, marketing, market intelligence research, fundraising, and board development. He has hands-on expertise that comes from successful management and consulting with a number of programs. Prior to joining OPEN MINDS Mr. Shiffman served as Chief Executive Officer of Griffith Centers for Children, a COA-accredited, full-service treatment program for severely troubled youth and their families. He also developed one of the first offense-specific sex offender program in the United States.
Monica E. Oss
Chief Executive Officer, OPEN MINDS
Monica E. Oss, M.S., Chief Executive Officer and Senior Associate, is the founder of OPEN MINDS. For the past two decades, Ms. Oss has led the OPEN MINDS team and its research on health and human service market trends and its national consulting practice. Ms. Oss is well known for her numerous books and articles focused on the strategic and marketing implications of the evolving health and human service field. She has unique expertise in payer financing models, provider rate setting, and service pricing. She has led numerous engagements with state Medicaid plans, county governments, private insurers, managed care programs, service provider organizations, technology vendors, neurotechnology and pharmaceutical organizations, and investment banking firms – with a focus on the implications of financing changes on delivery system design.
Karen O. Yarberry, MA, LPC
Executive Director, Jefferson Hills
Karen is celebrating 35 years of working with Colorado’s children, youth, and families in a variety of residential, inpatient, and day treatment settings. Being Executive Director at Jefferson Hills since 1995, she is passionate about improving the continuum of care for our at-risk children, integrating quality services, and partnering with entities for maximum benefit and resources. She has spent the past 8 years leading Jefferson Hills through significant changes and new, innovative business ventures that foster business growth. Skillfully negotiating advantageous contracts with health care entities, managed care entities, mental health centers, hospitals, counties, school districts, the State and even real estate transactions, Karen thoroughly assesses and meets the community need while staying true to and furthering the mission of Jefferson Hills. Karen leads Jefferson Hills in continually re-inventing the organization to meet the changing needs in the new business environment and strategically positioning Jefferson Hills to meet the demands of the future.
Joseph M. Costa, MSW
President & Chief Executive Officer, HillSides
Joseph M. Costa, Hillsides’ president and chief executive officer, has served as Hillsides chief executive officer since 2011 , with the title of president added in 2017. During his tenure at Hillsides, Joe has used his expertise and experience to significantly expand Hillsides programs and services and to further cement Hillsides as a leader in the child welfare field. In 2016, he oversaw Hillsides’ affiliation with another respected child welfare agency, Bienvenidos. With this affiliation, Hillsides increases our presence in East Los Angeles and adds a foster care and adoption program to increase permanency for children, thus extending our reach to serve 13,000 children, youth and families in Southern California.
Joe is also successfully shepherding Hillsides through a $17 million dollar capital improvement project to significantly enhance the main campus in Pasadena that houses our short-term therapeutic residential program and our school, Hillsides Education Center. Under Joe’s direction, Hillsides has also expanded its Youth Moving On program for transition-aged youth with a drop-in center, the Peer Resource Center, and expanded our Family Resource Centers. Joe has also led Hillsides through the creation of a new Behavioral Health Division to streamline billing and intake and a new substance prevention and intervention program. In 2013, Hillsides achieved national accreditation through the New York-based Council on Accreditation (COA). The same year, Hillsides became recognized as a trauma informed organization by the National Council for Behavioral Health (National Council.
In his role, Joe oversees the overall operation of Hillsides and its affiliate, Bienvenidos, which encompasses planning, directing and coordinating the activities of both agencies. Joe administers the policies of both agencies as designated by the board of directors, including training programs and the administration of over 600 employees. As the chief executive officer, Joe is also accountable for the overall management of the Short-Term Residential Treatment Program on a 17-acre campus, its 14 buildings and the operation of two group homes in the nearby community in addition to its Foster Care and Adoptions Program that serves children and youth in resource homes, the management of a 49-unit apartment building that provides low cost housing for youth who have emancipated from foster care, the Family Resource Centers that provide mental health services to families in crisis, and Hillsides Education Center that offers individualized education plans to students with learning and behavioral challenges. Including Bienvenidos, he oversees 35 sites across four counties: Los Angeles, San Bernardino, Riverside, and Orange.
Acknowledged as a leader in the child welfare community, Joe was selected by his peers to serve on the governing body of Child Welfare League of America, and has served as its Chairman. Previously Joe was on the governing body of the California Alliance for Child and Family Services. He is also a member of the National Association of Social Workers.
Previous to Hillsides, Joe was the chief executive officer of Sunny Hills Services, a multi-service children's charity in Northern California.
Joe earned his bachelor's degree in philosophy and social services from St. John's Seminary College in Boston. Thereafter, he earned his master's degree in divinity from St. John's Seminary, School of Theology before earning another master's degree in social work from Boston College Graduate School of Social Work. He also served as an ordained Roman Catholic Priest of the Diocese of Fall River, Massachusetts.
President and Chief Executive Officer, Stars Behavioral Health Group
Kent Dunlap, MPH, President and Chief Executive Officer, has over 30 years’ experience in developing and managing social services and health care facilities, programs, and systems. Mr. Dunlap specializes in strategic planning, contracting, government relations, as well as operations management.
Todd A. Landry, MBA, Ed.D.
Chief Executive Officer, Lena Pope
Todd Landry brings extensive experience in child and family social services and business to Lena Pope. His professional accomplishments are recognized nationally and led to his appointment as Director of Nebraska’s Division of Children and Family Services. On April 1, 2009, Mr. Landry became the fifth Chief Executive Officer in the 88-year history of Lena Pope in Fort Worth, Texas. Lena Pope’s mission is to help create hope, happiness, and success for children and families and provides prevention, early intervention, counseling, and education services.
Landry received a Bachelor’s of Science in Chemistry from Lamar University and earned his Master’s of Business Administration from Southern Methodist University. He is expected to receive his Doctorate degree in Educational Leadership from Southern Methodist University in May 2018. He currently serves on several local and national boards, including as the current board treasurer of CWLA (Child Welfare League of America).
Kristyn Peck, MSW
Chief Executive Officer, West Michigan Partnership for Children
Kristyn Peck moved to Michigan from Washington, D.C. to help launch West Michigan Partnership for Children (WMPC), a new Kent County organization piloting a performance-based funding model to improve foster care outcomes for families and children. As Chief Executive Officer, she provides strategic leadership for WMPC’s organizational vision, mission, goals, strategies, and plans. She is chief motivator for a high-performing team of 14 who oversee the placement and care of more than 800 children in foster care in Kent County in partnership with more than 40 sub-recipient private agency providers of child welfare services. Ms. Peck most recently served as Associate Director of Children’s Services for the United States Conference of Catholic Bishops’ department of Migration and Refugee Services. In that capacity, she oversaw residential, foster care, and family reunification services for unaccompanied children in collaboration with a national network of more than 225 community-based sub-recipient agencies. She also served as the Chair of the Vulnerable Minors Working Group of Refugee Council USA; presented on best practices for serving refugee and immigrant children at the United Nations High Commissioner for Refugees (UNHCR) annual meetings in Geneva, Switzerland; and developed child protection policies for a program that served Burmese refugees in Malaysia. Ms. Peck earned an M.S.W. from the University of Maryland-Baltimore and a B.A. in Journalism from the University of Maryland-College Park.
Manager, Performance Based Child Welfare, Child Welfare Services and Support, Michigan Department of Human Services
Nancy Rostoni is the State Administrative Manager of the Performance Based Child Welfare System for the Michigan Department of Health and Human Services Children's Services Agency. Nancy is responsible for the development, implementation, and oversight of the child welfare performance-based funding model in Michigan. She is also responsible for the technical support and oversight of Michigan’s contracted child placing agencies. She has 23 years' experience in child welfare including oversight and management of the state's foster care policy and program office and 13 years in the child welfare private sector serving in a variety of positions. She is a leader in foster care policy implementation, child welfare programming; including the establishment of the child welfare practice model.