Lisa Whittemore

Lisa Whittemore

Lisa Whittemore headshot

An accomplished executive, Lisa Whittemore has extensive experience leading innovative initiatives in hospitals and the insurance industry.

Prior to joining HMA, Lisa was vice president of Network Performance Improvement at Blue Cross Blue Shield of Massachusetts (BCBSMA). She was responsible for the development and strategic use of performance-based incentives, reporting, and consultative support with the BCBSMA provider network. She also oversaw the quality incentive component of the BCBSMA Alternative Quality Contract (AQC), a provider contract model launched in 2009 with the twin goals of improving quality and outcomes while significantly slowing spending growth.

Previously, Lisa served as the senior administrator for primary care at Brigham & Women’s Hospital. In that role, she led 15 practice locations, including two licensed health centers. As the executive director for Licensed and Affiliated Health Centers, she worked with senior leadership to develop strategy and maximize affiliations among affiliated health centers. Serving as director of Partners Primary Care for the Partners Healthcare System (PHS), she was responsible for transforming PHS affiliated Primary Care Practices to Patient Centered Medical Homes (PCMH). The work began as a means to address issues related to primary care provider recruitment and retention. With the adoption of health reform, PHS launched a strategic planning initiative to address the new care delivery system.

During her tenure as chief operating/chief financial officer of Fenway Community Health, Lisa led the organization in its first JCAHO accreditation and guided it to an improved financial performance. Prior to that, she served as the first executive director of the Emerson Hospital Physician-Hospital Organization, a 250-plus member physician/hospital group affiliated with a large integrated delivery service network in the Boston area.

Lisa spent 15 years working as a clinical social worker in a variety of settings. While at Emerson Hospital, she developed a program within the emergency department to ensure that patients who presented with psychiatric and addiction issues received timely and appropriate care. This program utilized a multi-disciplinary team, improved the patient experience with psychiatric service within the emergency department, and decreased hospital utilization.

She earned her Master of Public Health from Harvard School of Public Health, a Master of Social Work from Smith College School for Social Work and her bachelor’s degree from Smith College.

In her spare time, Lisa is outdoors as much as she can be – hiking, swimming, or relaxing in her boat.

Caryn Swartz

Caryn Swartz headshot

With a strong background in solution identification, development and implementation, Caryn Swartz provides clients with analytical insight based on her wide-ranging experience with state Medicaid programs, including health information technology (HIT) programs, managed long-term services and supports (MLTSS) and home and community based services (HCBS). Caryn possesses a unique ability to clearly align operational and technical perspectives and build consensus among diverse stakeholders.

A skilled project manager, Caryn has prepared complex business reviews, monitored operational flows and implemented change management to increase efficiencies. She has spent over nine years working in both the private and public sector within various areas of Pennsylvania’s Medicaid programs, primarily focusing on HCBS waivers. Most recently Caryn administered Pennsylvania’s Independent Enrollment Broker contract with the Department of Human Services which provides enrollment and eligibility services for the Department’s HCBS waivers, including the Aging waiver. She was integrally involved in the development of the MLTSS program implementation plan and facilitated community outreach and education initiatives to program stakeholders, consumers and advocacy groups. She also provided budgetary oversight, staff management and program development.

As the audit lead on Pennsylvania’s Electronic Health Record (EHR) Incentive Program, Caryn designed and carried out audit strategies for the incentive program, identifying risk and a mitigation process. Additionally, Caryn assisted with the monitoring and development of the Medical Assistance Health Information Technology initiative.

Caryn previously served as a systems implementation project manager and business analyst with MAXIMUS, Inc. In these roles, Caryn exercised her analytical skills and reported on all business functions for the Statewide Medicaid Waiver Enrollment Broker project. She also served as the systems liaison and operational design lead in the roll out of a new technical solution.

Rounding out her healthcare experience, Caryn spent the earlier part of her career working in long term care facilities in Vermont, Kentucky, and Pennsylvania as a social worker, admissions director, and discharge planner. She also managed a pre-vocational day program in Missouri. This hands-on exposure to several state healthcare systems inspired her interest in policy, program structure and innovative solutions.

Caryn earned her MBA in health administration and her bachelor’s degree in psychology from Eastern University.

Myra Sessions

Myra Sessions headshot

Myra Sessions has extensive healthcare delivery reform experience with a focus on system transformation, the patient-centered medical home (PCMH), and behavioral health integration. An established collaborator and facilitator, Myra aligns aims and expectations to generate organizational change for her clients.

Working on both the health plan side and practice side, Myra defines and develops strategic priorities and patient-centered solutions to organizational and operational challenges. As program manager of business development at Commonwealth Care Alliance, Myra implemented collaborative clinical programs for the One Care and Senior Care Options dual eligible programs. Myra built partnerships between primary care practices and health plan care managers to define shared expectations, communication processes, and growth strategies reflective of the cultures and processes of the diverse organizations. She contributed to contract negotiations by promoting partnerships, defining return on investment, and aligning care delivery priorities.

As a practice transformation coach at Brigham and Women’s Hospital, Myra collaborated with medical and administrative leadership teams of community health centers and primary care practices to support transformation toward team-based care. This included defining roles and responsibilities for expanded team members, re-engineering pre-visit and rooming processes, and designing robust compensation systems to align incentives and promote access.

Experienced in technical and adaptive change management approaches and organizational tools that measure progress, Myra was responsible for spearheading a series of process improvement projects to increase efficiency and improve patient flow, team-building and patient-centeredness. With her support, practice leaders secured provider buy-in and redesigned diabetes care processes to dramatically improve performance on quality metrics. Myra also assisted in engaging a wide range of front-line practice staff to use LEAN methods to achieve efficiencies and cultural transformation.

Since joining HMA, Myra has worked with healthcare delivery organizations in Massachusetts to design and implement primary care and behavioral health integration efforts. She has prepared clients for payment reform including the transition to value-based payment and accountable care.

Myra earned her master’s degree in health policy and management from the Harvard School of Public Health. She received her bachelor’s degree in American studies from Wesleyan University.

A native of Vermont, Myra likes her maple syrup dark and her winters nice and snowy.

Meggan Christman Schilkie

Meggan Christman Schilkie has a track record of success in healthcare innovation, program development, financing, policy and strategy with an emphasis on behavioral and public health.

Prior to joining HMA, Meggan served as Chief Program Officer for Mental Health at the New York City Department of Health and Mental Hygiene where she oversaw a $200 million portfolio of services including care coordination, crisis services, vocational and rehabilitative programs, housing, and peer support. During her tenure she increased efficiency, tapped into new revenue streams and secured millions of dollars in federal, state, city and private funding to drive innovation, pilot new ideas and expand effective programs including a Healthcare Innovations Grant from the Centers for Medicare and Medicaid Innovation (CMMI) to develop a revolutionary new continuum of services for people experiencing psychiatric crisis.

Meggan played a leadership role in Medicaid reform implementation in New York City, including overseeing the conversion of targeted case management services for people with serious mental illness into Health Home Care Coordination services. She also provided education and training for managed care companies planning the integration of behavioral health services into newly developed integrated health and behavioral health managed care products.

During her tenure, Meggan managed the quality improvement of contracted behavioral health and social services as well as an expansion of thousands of units of supportive housing for individuals and families with mental health and substance use issues. She represented mental health system interests in a range of city and state task forces charged with improving criminal justice, law enforcement, and homeless services.

Meggan previously served in a variety of roles managing intergovernmental and legislative affairs around mental hygiene for New York City. She served as senior advisor to the Executive Deputy Commissioner for Mental Hygiene responsible for the oversight of the NYC service systems for individuals with developmental disabilities, substance use and mental illness as well as early intervention for children. She served as a policy advocate for the Coalition of Behavioral Health Agencies a non-profit trade organization representing over 100 community behavioral health providers, where she worked to increase funding for individuals suffering the psychological effects of 9/11 as well as to advocate for system improvements for mental health providers.

Meggan has a bachelor’s degree from Fordham University and a master’s degree in business administration from Columbia University.

In her spare time, Meggan considers herself an amateur chef and foodie – two hobbies she shares with her husband in Astoria, New York.

Madeleine (Maddy) Shea

Maddy Shea has a passion for health equity and the federal, state and local cross-sectoral expertise to guide community health improvement measurement and action. She understands how to identify opportunities in healthcare transformation to deliver better care, more efficiently, and with better health outcomes. Throughout her career, Maddy has joined forces with housing, planning, energy, food systems, community development, academic and criminal justice organizations to accelerate progress on community health goals.

Maddy joins HMA Community Strategies (HMACS) with decades of health policy and program experience. Maddy has worked together with culturally, racially, and socio-economically diverse communities to assess needs and priorities, design culturally accessible programs and to evaluate “what matters.” She worked with supportive housing residents to develop meaningful evaluation measures, HIV infected homeless men to connect others to supports, and persons with physical disabilities to prioritize options to increase the physical accessibility of healthcare facilities.

Maddy’s approach to evaluation and performance measurement is participatory with a focus on broad accountability, program improvement, and equity. She is seen by her peers as never shying away from big problems and new challenges, particularly when she can work collaboratively in high need communities.

At the CMS Office of Minority Health, Maddy led the development, implementation, and evaluation of the CMS Equity Plan initiatives and innovations. She analyzed CMS regulations, policies, and standards to identify disparities and to increase beneficiary and partner engagement to meet the needs of minorities and rural populations. She consulted on the design of new models addressing social health determinants and technical assistance approaches to support grantees in meeting their equity goals.

Prior to CMS, Maddy supported Quality Improvement Organizations (QIO) by providing customized reports on disparities in chronic disease, adverse drug events, readmissions, and nursing home quality by race, ethnicity, gender, age, geography, dual eligibility status, and poverty. She then coached QIO staff in evidence-based approaches to reduce these disparities.

Maddy led Maryland and Baltimore public health efforts in population health, environmental health, chronic disease, and infectious disease and has participated in emergency preparations and response.

She was the Maryland Health Department’s first Office of Population Health Improvement director where she developed the measurement and action framework to guide healthcare transformation in Maryland’s 24 jurisdictions and across state government. These same performance measures are now part of the state’s Medicare waiver program. In Baltimore, she developed the first U.S. city healthy homes division to reduce asthma, injury, lead poisoning, malnutrition, and infant deaths in low-income, racial, and ethnic minority communities where she developed an asthma home visiting program that saved Medicaid hospital costs. Her progressively accountable roles at the Maryland AIDS Administration included evaluation, prevention, training, housing assistance, and care community engagement and leadership.

Maddy earned her PhD in public policy from the University of Maryland Baltimore County, her master’s degree in management from Johns Hopkins University, and her bachelor’s degree in economics from Trinity College in Washington.

For 30 years, Maddy has been married to her Peace Corps Liberia heart throb who pulls her into crazy world adventures and green building projects at their West Virginia hilltop oasis when they are not out and about enjoying Baltimore.

Gail Mayeaux

Gail Mayeaux headshot

Gail Mayeaux has nearly two decades of senior healthcare experience, with 12 years’ experience as Chief Executive Officer of a rural, two-county Federally Qualified Health Center (FQHC) in Western New York. In that role, Gail was the architect of the clinic’s financial turnaround strategy, transforming a struggling Article 28 Diagnostic and Treatment Center with significant debt to a FQHC Look-Alike in 2009, and to a fully-funded FQHC in 2012. She did this while eliminating all of the clinic’s long-term debt. In 2016, the clinic received its second FQHC award and has received numerous expansion, capital and state grant awards. She also oversaw three building projects, including the clinic’s recent de novo expansion which included purchasing and renovating the site.

Gail oversaw the clinic’s transformation into a data-driven, quality-focused organization that won the Health Resources and Services Administration (HRSA) National Quality Leader Award in each of the four years it has been awarded, making the clinic one of only two in New York to continuously receive the award. The award is given out to the top 5% of all health centers across the country. Additionally, during her tenure, the clinic doubled in patient size, added a fourth site, a dental program, an integrated behavioral health program and a care management program, ultimately tripling its operations in just five short years.

Gail has significant operational expertise in primary care, FQHCs, system transformation, and clinical integration. She enjoys working with community-based organizations, primary care and behavioral health providers, and integrated delivery systems to improve operations, create financial stability, and build data integrity processes to establish quality benchmarking. At HMA, Gail’s focus is on primary care delivery systems, with an emphasis on value-based payment, clinical transformation, and financial sustainability.

Gail is also a professional writer. She earned her bachelor’s degree in journalism from The Ohio State University. In 2014, she completed the Health Fellows Leadership course, sponsored by the Health Foundation of Western and Central New York.

She and her husband, Darryl, live in Allegany, N.Y.

Bren Manaugh

Bren Manaugh headshot

Bren Manaugh is a seasoned healthcare leader and specialist in organizational and systems transformation as well as whole person care. An innovative strategist focused on operations systems design and funding for the safety net and complex care populations, she effectively engages stakeholders across systems to develop and drive person-centered, culturally responsive, and trauma-informed care to optimize outcomes and reduce costs.

Bren provides practice transformation technical assistance and coaching to behavioral health and primary care providers and has served as a clinical subject matter expert and coach in California and Delaware expanding access to substance use disorder (SUD) treatment, including medication assisted treatment (MAT) for opioid use disorder. She brings together community providers, hospitals, peer supports, and the criminal justice system to improve service delivery, coordination and quality.

Bren works with hospital/health systems and multidisciplinary county teams to develop strategies for reducing avoidable emergency department and inpatient use by analyzing and responding to root causes such as mental illness, addiction, and/or homelessness.

At the leading edge of community innovations to improve law enforcement and emergency response to people challenged by these issues, she conducted an analysis and created a report and community guide for Arnold Ventures for communities developing behavioral health crisis and law enforcement diversion solutions.

Bren’s experience with, and insights into, the complex care population have also informed her work with the Hospital Association of Southern California in the six-county Los Angeles region and for Sierra Health Foundation in Sacramento. In this capacity, she assessed the service delivery system and developed solutions for hospitals’ discharge of patients experiencing homelessness. Her work with community systems of care includes engaging stakeholders, formulating common aims and implementation plans, and developing data sharing and evaluation structures. She has extensive experience with strategic planning and fostering organizational performance through change management, transformational leadership and staff development, and quality improvement.

Prior to joining HMA, Bren was vice president of adult services at a large behavioral health agency in San Antonio where she developed and administered programs in the nationally recognized Bexar County Restoration Center and Diversion Program partnering with multiple hospitals, city and county leadership, and the criminal justice system. She oversaw operations across a continuum of mental health and SUD services, including integrated primary and behavioral healthcare, outpatient clinic operations, MAT, peer/recovery support services, and residential services. As an executive operations leader, she developed and successfully implemented innovative programs including one focused on super utilizers which resulted in a 60 percent reduction in emergency department utilization. Her successful approach engaged multiple stakeholders and decision makers to generate innovative strategies that produce results.

Bren has more than 25 years’ experience in trauma-informed care and developing resilience for both individuals and organizations. She is a certified clinical trauma specialist who has provided direct clinical services, had executive responsibility for medical and behavioral health services providing trauma-informed care, developed and delivered trauma training curricula, and served as the executive lead to transform an organization to trauma-informed care, incorporating 1,400 employees and 27 facilities.

As a certified professional in healthcare quality, she is adept at applying metrics and data analytics, and Lean and change management methodology to develop, implement, and evaluate clinical systems that drive targeted outcomes and reduce costs.

Bren earned her master’s degree in social work from the University of Kansas, and her bachelor’s degree from the University of Minnesota. She is a licensed clinical social worker and certified clinical supervisor.

Cathy Homkey

Cathy Homkey headshot

Cathy Homkey is a health system transformation expert with extensive knowledge and experience in rural health. She specializes in designing, implementing and refining service delivery innovations, including value-based purchasing and Delivery System Reform Incentive Payment (DSRIP) programs.

Cathy guides her clients every step of the way – identifying strategies, developing a plan, cultivating strong alliances among partners, creating governance structures, building sustainable financing models, designing systems across providers, developing infrastructure, implementing system changes, and creating performance measurement mechanisms. She has a proven history of effectively engaging hospitals, physician practices, behavioral health providers, community-based organizations, government, patients, and payers and aligning strategies and solutions across partners to achieve long-term success.

An accomplished leader in improving healthcare systems, Cathy served six years as CEO for the Adirondack Health Institute (AHI), a nonprofit joint venture including four hospitals and a federally qualified health center, focused on reforming the delivery system within the rural nine-county Adirondack Region in upstate New York. In collaboration with Medicaid, Medicare and seven commercial payers, she launched the Adirondack Medical Home Pilot, one of eight nationally recognized as a Multi-Payer Advanced Primary Care Practice Demonstration. Successfully elevating the quality of care, improving the patient experience and reducing costs, the pilot paved the way for a new clinically integrated accountable care organization (ACO) and the New York State health home care management initiative.

Focused on population health management, Cathy transitioned the AHI clinical and rural health network to a performing provider system (PPS), doubling unique partners within one year to 1,400. She secured a $2.1 million DSRIP planning grant and $187 million in DSRIP funding over five years to convene stakeholders, overhaul governance, and establish a leadership and operational framework that ensures both system accountability and partner-level performance.

Cathy also restructured and nurtured the growth of AHI, executing a progressive five-year strategic plan that resulted in expansion of board membership; a focused and balanced portfolio in three programmatic areas – community health services, health systems transformation and administrative services; and growth in annual revenue by more than $7 million.

Cathy earned her bachelor’s degree in accounting from Trinity College. She has served on the New York Rural Health Council, New York State Health Foundation Community Advisory Committee, and Adirondacks ACO Board of Directors.

Cathy lives in the Adirondack Region of New York. When not working, she can be found enjoying the outdoors and spending time with her three sons.

Cara Henley

A policy expert in insurance, managed care and value-based purchasing, Cara Henley provides leadership and guidance on the impact of state and federal statutory and regulatory activity on operational decision making. She offers clients detailed knowledge of Medicaid reform, the Delivery System Reform Incentive Payment program, Medicare payment requirements, and requirements for Medicaid managed care organizations.

In over 8 years with the Healthcare Association of New York State (HANYS), Cara evaluated the rules impacting contractual entities and providers, including accountable care organizations, independent practice associations, health plans, hospitals and physicians. She led the analysis on the Medicaid Managed Care final rule and directed the implementation and roll-out of the Medicaid Redesign Team’s Care Management for All initiative – including the transition of behavioral health and long-term care populations from Medicaid fee-for-service to managed care programs. Cara provided hospitals and health systems with operational and financial support, including strategic team building on denials management, revenue cycle management, contracting, regulatory compliance, and other best practices related to relationships with managed care entities.

Cara significantly contributed to strategic activities, including education, analysis and interpretation of value-based purchasing requirements tied to New York’s Medicaid reform. She has fostered strong relationships with key stakeholders including representatives from government agencies, health plans and healthcare institutions throughout New York State.

A frequent speaker on topics related to reimbursement, managed care, health reform and policy changes, Cara has experience facilitating education sessions in diverse healthcare settings for both small and large teams, including clinical teams and hospital boards.

Prior to joining HANYS, Cara worked for the New York State Senate and provided regulatory support to law practices. She is a member of the Healthcare Financial Management Association.

Cara received her bachelor’s degree in political science from the University at Albany. She earned a certificate in healthcare leadership and advancement from Cornell University and is certified in Lean and Continuous Improvement.

Cara lives in the Saratoga area with her husband and daughter and enjoys cooking with ingredients found at the local farmer’s market.

Jean Glossa

Jean Glossa headshot

Dr. Jean Glossa is an experienced physician and business leader whose career has focused on improving access to healthcare for underserved and low-income populations. She has a broad background of clinical and leadership roles in a variety of practice settings throughout the safety net including primary care, public health department and community clinics, migrant clinics, Medicaid managed care, graduate medical education and private practice.

Having worked as a primary care physician for many years in remote areas and underserved communities, Dr. Glossa understands their unique challenges to delivering quality health care for all and seeks solutions to address these needs. Therefore, her work at HMA has included projects regarding bidirectional integration of primary care and behavioral health, implementation of technology solutions such as telehealth and digital solutions and strengthening the best practices of team-based care and care management.

Dr. Glossa appreciates the opportunities to work directly with clinicians at the practice level to assess and improve systems of care through customized technical assistance unique to each client. Currently, Dr. Glossa is using her clinical and leadership practice transformation experience to work with HMA colleagues on projects focused on the response to the opioid epidemic. This complex crisis requires multidimensional solutions, so the approach includes education and collaboration of stakeholders across the system: primary care and behavioral health, hospitals and emergency departments, first responders, corrections, payers, health departments and state and local governments working together to combat the epidemic in their communities.

Dr. Glossa’s business leadership and experience has been augmented by furthering her education with an executive MBA from Auburn University. She completed medical school and her internal medicine residency at the University of South Florida. Dr. Glossa has been continuously certified through the American Board of Internal Medicine.