Contract Management Services

The CawleyJohnson Group was hired to assume the day to day management and implementation of a strategic improvement plan for a 68-bed acute care psychiatric hospital that had lost $1.3 million from operations in the prior year. CJG hired an on-site Administrator and supported the operations with a team of corporate resources. During the past three years, the hospital has increased its admissions and gross patient revenues 300% from $9.4 million per year to $26 million, improved its profitability by nearly 200% from a $1.3 m operating loss to a positive contribution, increased admissions by 250% and added 30 full time positions, including three full time MD’s.
 

Operational Support

Following an extensive strategic operations review and plan, The CawleyJohnson Group was hired to assist a two location psychiatric hospital system in meeting specific on-going identified needs; clinical audits with survey support and software lease of our proprietary software Clinical Assessment and Management Systems (CAMS). The hospital has continued to meet its clinical and fiscal objectives and attributes its success in large part to the support received from CJG and its software CAMS.
 

Interim Management Services

The CawleyJohnson Group was hired to assist two major regional health care providers in the administrative, operational and clinical integration of their respective behavioral health services under a newly formed joint venture entity. CJG immediately provided an interim CEO and corporate support team to develop a fiscal budget, provide planning and regulatory support and achievement of key operating goals to the new open entity on time. CJG continues to support the new entity with on-going support services.
 

FOCUS Operations Review

The CawleyJohnson Group was hired to answer a series of strategic questions as to the long term viability of a large behavioral health service that was underperforming in a stand-alone location. The strategic planning process took one month and upon completion, an improvement plan was presented and reviewed with the senior leadership team of the local health care system owner. A number of key operational and revenue enhancement recommendations have been successfully implemented in addition to a disproportionate share reimbursement strategy which substantially improved hospital finances and stabilized the facility and commitment to these services.