Full Name
Mital Brahmbhatt MHA, LMSW
Job Title
Director, Health Management
Company
Memorial Hermann Health System
Speaker Bio
In my nearly 17 years of healthcare, I've been exposed to influential moments, families, patients, and peers who have guided my path in some manner. I started my career as a pediatric oncology social worker where my focus was on the psychosocial needs of the patients and families I was assigned to serve.
Throughout that journey, I recognized the importance of how a clinical voice and perspective can be wildly influential to those who may not be in a position to "see" the true patient journey and systemic impact it has on the entire care team. Based on what I assessed and experienced, I took the time to advocate and build psychosocial programming specifically for this population.
By doing so, it inspired me obtain my Masters in Healthcare Administration because I knew the impact I could have going from the beside to the board room so to speak.
Since receiving my MHA, I have held an array of influential positions where I was charged with overseeing the operations of intensive care units, then to building a brand new psychosocial division for the largest pediatric cancer center from the ground up, then to building the STAR Kids Medicaid program for a health plan and helping to develop how care coordination from payor to hospital can positively impact the patient experience, appropriately lower the cost of care, decrease admissions, and increase the use of community resources and relationships.
With that wealth of knowledge and experience, I came to Memorial Hermann to focus on providing care coordination in the ambulatory space to approximately 500 thousand ACO attributed lives, building and developing innovative workflows related to complex case management, remote patient monitoring, pharmacy, and bundled payments keeping in mind our system wide responsibility.
My array of experiences and perspectives on how to build care coordination programs, build rapport with stakeholders, use of technology and innovation to drive how we identify and care for patients, use of my social work skill sets, and overall operational and clinical knowledge is an asset. It's critical to have a global perspective on case management and how there can be many paths to the ultimate goal of optimizing the care we can provide the patients we serve, how we interact collectively from the acute and ambulatory space, and ensuring what we do adds continued value.
Throughout that journey, I recognized the importance of how a clinical voice and perspective can be wildly influential to those who may not be in a position to "see" the true patient journey and systemic impact it has on the entire care team. Based on what I assessed and experienced, I took the time to advocate and build psychosocial programming specifically for this population.
By doing so, it inspired me obtain my Masters in Healthcare Administration because I knew the impact I could have going from the beside to the board room so to speak.
Since receiving my MHA, I have held an array of influential positions where I was charged with overseeing the operations of intensive care units, then to building a brand new psychosocial division for the largest pediatric cancer center from the ground up, then to building the STAR Kids Medicaid program for a health plan and helping to develop how care coordination from payor to hospital can positively impact the patient experience, appropriately lower the cost of care, decrease admissions, and increase the use of community resources and relationships.
With that wealth of knowledge and experience, I came to Memorial Hermann to focus on providing care coordination in the ambulatory space to approximately 500 thousand ACO attributed lives, building and developing innovative workflows related to complex case management, remote patient monitoring, pharmacy, and bundled payments keeping in mind our system wide responsibility.
My array of experiences and perspectives on how to build care coordination programs, build rapport with stakeholders, use of technology and innovation to drive how we identify and care for patients, use of my social work skill sets, and overall operational and clinical knowledge is an asset. It's critical to have a global perspective on case management and how there can be many paths to the ultimate goal of optimizing the care we can provide the patients we serve, how we interact collectively from the acute and ambulatory space, and ensuring what we do adds continued value.
