Emma joined ECG in 2012 with experience in strategic planning and operations and performance improvement. She previously worked for Atrius Health affiliate Dedham Medical Associates in Dedham, Massachusetts, and Harvard Pilgrim Health Care Institute and Harvard Medical School’s Department of Population Medicine, managing numerous projects related to program evaluation, planning, and implementation, as well as clinical and operational optimization. She has a master of business administration and health administration degree from Suffolk University in Boston, Massachusetts, and a bachelor of science degree in business administration and marketing from Stonehill College in North Easton, Massachusetts.
Real estate is traditionally considered a wise investment. But most people don’t buy a home and expect to profit by selling it just a few months later. Likewise, few new businesses yield financial windfalls overnight. Successful ventures require planning, capital, and the ability to overcome setbacks in order to evolve and ultimately flourish.
But what nearly all investments need is time. Time to grow, time to accrue value. Time to become everything their owners envision. Continue reading →
The Accountable Health Communities (AHC) model, announced by the Centers for Medicare & Medicaid Services (CMS) in January 2016, is a pilot program that aims to link clinical care with community resources. With this model, CMS aims to improve overall care by steering Medicare and Medicaid beneficiaries to social services available in their communities.
Today we talk with Senior Manager Emma Mandell Gray, who describes the AHC program and the three approaches organizations can take to participate. Continue reading →
Few would dispute the benefits of increased coordination throughout the care continuum. But actually improving care coordination is difficult to accomplish. It requires changing organizational cultures, modifying patient and provider behaviors, and aligning care models with financial incentives.
In our continuing conversation with Emma Mandell Gray about the medical neighborhood, we look at what it means to be a coordinated health organization, some of the roadblocks that exist, and a few success stories from organizations that are embracing population health management through these models. Continue reading →
Coordination is the cornerstone of patient-centered care. And while the patient-centered medical home (PCMH) is designed to provide comprehensive, coordinated care, patients often require services that extend beyond the primary care realm. Outside the PCMH, though, that same level of coordination is often lacking. Specialists have long worked in care models that differ from those of their primary care counterparts. Additionally, patients may have access to any number of community resources, but not the wherewithal to take advantage of them.
Bringing specialists and nonclinical providers into the “medical neighborhood” is one approach to mitigating fragmented care, reducing frustration, and ultimately improving outcomes. Over the next month, we’ll talk with Emma Mandell about the concept of the medical neighborhood and why providers are embracing this transformative model of care delivery – and why patients are expecting them to. Continue reading →
The success of a patient-centered medical home (PCMH) depends upon collaboration and coordination. But PCMHs focus mainly on primary care, and patients requiring specialty care are often frustrated when they don’t find the same type of coordination in a specialist’s office. The Patient-Centered Specialty Practice (PCSP) recognition program is one attempt to foster integration between specialists and their primary care counterparts. In this Group Practice Journal article, Emma Mandell and Lillian Lee-Chun take a closer look at the PCSP model and what it means to reside in a medical neighborhood.