Service_Plan_Brief.docx Service Plan Brief for Complex Care Management Western Governors University Service Plan Brief for Complex Care Management Service Idea Healthcare systems across the nation struggle with p
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Service_Plan_Brief.docx Service Plan Brief for Complex Care Management Western Governors University Service Plan Brief for Complex Care Management Service Idea Healthcare systems across the nation struggle with providing care to high-needs, high- cost (HNHC) patients, who repeatedly cycle through multiple health care and social services. These patients represent a disproportionate amount of mortality, morbidity, and healthcare expenditures (Hochman & Asch, 2020). Development of a complex care management service line would allow interdisciplinary members an opportunity to directly address the needs of HNHC patients. The purpose of this service line would be to improve patient outcomes while lowering healthcare utilization and overall healthcare costs for both the patient and providers. A complex care management program can effectively address root causes of poor and chronic health, which would be difficult for individual organizations or providers to achieve alone. Providing this service line would allow for coordination of care across acute care settings and community providers, while aligning common goals for the patients wellbeing. Improving the care delivery for the nations most vulnerable HNHC patients would result in positive outcomes for healthcare utilization and overall health of the patient, essentially making this service line one of the utmost importance initiatives. Enrollment into this program would produce a reduction in hospitalization, readmission, and emergency department vi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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