For 15 years we have helped hospitals improve their financial performance through multi-year contracts to manage their psychiatric and substance abuse child, adult and geriatric inpatient services and outpatient departments. Hospitals elect this service to accomplish significant operational changes to increase census, reduce costs per patient day, improve unit-based management, and to improve clinical performance and regulatory compliance.
Our management services always begin with a careful assessment of current functioning including all that works well on the service. We recognize that it is relatively easy to find flaws in any service while missing the good stuff. Because we run things ourselves we know there can be many challenges and that day-to-day issues can sometimes drown out important longer-term initiatives. We are good at finding a balance between preserving what is good with respectful change necessary to make improvements. We have preserved all leadership positions and personnel in some new contracts and we have created all-new teams in others.
We do not come to any new engagement with preset formulas for change other than the following:
- Good Patient care guides our thinking and interventions
- Financial performance must support all clinical operations
- Individual people or positions are neither sacred nor damned
All management contracts include assessments of clinical operations with an eye to regulatory compliance, organizational structures and reporting relationships, known benchmarks including nursing hours per patient day and clinical caseloads, patient care authorization, billing and receipts, intake assessment process, CQI projects, MD peer review structures, and patient and referral source satisfaction. We then collate these data and create a business plan that guides future management and leadership activities.