Technical Proposal - TN DOC, Corizon, 2012
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Sealed proposals will be received until
2:00 p.m., November 8, 2012
105 Westpark Drive, Suite 200
Brentwood, TN 37027
www.corizonhealth.com
Tennessee Department of Correction
Proposal Response
Health Services
Request for Proposal (RFP)
# 32901‐31158
Sealed Proposals will be received until: 2:00 p.m., November 8, 2012
Prepared By:
Corizon, Inc.
105 Westpark Drive
Suite 200
Brentwood, TN 37027
(800) 729‐0069
Tax ID # 43‐1281312
Point of Contact:
Michael Miller
Senior Director, Business Development
Office/Fax: (318) 797‐9495
Cell: (318) 780‐4248
E‐mail: Michael.Miller@corizonhealth.com
Shipping One (1) original Technical Proposal paper document and Twelve (12) copies of the Technical
Proposal each in the form of one (1) digital document in “PDF” format on its own otherwise blank,
standard CD‐R recordable disc
One (1) original Cost Proposal paper document and One (1) copy in the form of a digital document in
“PDF/XLS” format properly recorded on separate, blank, standard CD‐R recordable disc
TITLE PAGE
PAGE 2
Transmittal Letter and
RFP Attachment 6.1
Table of Contents
TABLE OF CONTENTS
COVER PAGE
TITLE PAGE
TRANSMITTAL LETTER AND RFP ATTACHMENT 6.1
TABLE OF CONTENTS
EXECUTIVE SUMMARY
SECTION A: MANDATORY REQUIREMENTS
A.1. Statement of Certification and Assurances
A.2. Conflict of Interest
A.3. Bank Reference
A.4. Credit References
A.5. Dun & Bradstreet
A.6. Certificate of Insurance
A.7. Independent Audited Financial Statements
A.8. Performance Bond
A.9. Combined Experience
A.10. Five Years Business/Corporate Experience
SECTION B: GENERAL QUALIFICATIONS & EXPERIENCE
B.1. Proposal Contact Information
B.2. Form of Business
B.3. Number of Years in Business
B.4. Number of Years as Correctional Healthcare Provider
B.5. Number of Employees, Client Base, and Location of Offices
B.6. Mergers, Acquisitions
B.7. Felony Convictions
B.8. Bankruptcy
B.9. Pending Litigation
B.10. Pending Security Exchange Commission Investigations
B.11. Proposers Experience Providing Services
B.12. Project Team
B.13. Roster and Resumes
B.14. Subcontractors
B.15. Corizon’s Commitment to Diversity
B.15.a. Existing Programs to Promote Minority Business
B.15.b.i‐iii. Corizon’s Current Contracts with Minority Businesses
B.15.c.i‐iii. Level of Participation
B.15.d. Corizon Diversity – Total Current Employees
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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B.16. Contracts with the State of Tennessee
B.16.a. Contract Contact Information
B.16.b. Procuring Agency Name
B.16.c. Scope of Services
B.16.d. Contract Term
B.16.e. Contract Number
B.17.a‐e. Customer References
B.18. Alternative or Supplemental Contract Language
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SECTION C: TECHNICAL QUALIFICATIONS, EXPERIENCE & APPROACH
C.1. Corizon’s Understanding of the State’s Requirements
C.2. Transition Plan
C.3. Work Plan
A. SCOPE OF SERVICES (PRO FORMA CONTRACT)
A.1. Corizon’s Understanding of the State’s Requirements
A.2.a. Service to be Provided
A.2.b.1‐8. Comprehensive Health Services responsibility
A.3. Primary Care Services
A.3.a. Intake History and Physical Examinations
A.3.b. Immunizations
A.3.c. Other Inmate Evaluations
A.3.c.1. Food Handler’s Permit
A.3.c.2. All Other as Required
A.3.d Daily Sick Call
A.3.e. Infirmary Care
A.3.f. Emergency Services
A.3.g. Chronic Care Clinics
A.3.h.. Dental Services
A.3.h.1. Dental Treatment and Follow‐up Treatment
A.3.h.2. Dental Emergencies
A.3.h.3. Dentist Participation in CQI
A.3.i. HIV Positive Inmates
A.4. Ancillary Services
A.4.a. Vision Care Services
A.4.b. Radiology
A.4.c. Laboratory Services
A.4.d. Electrocardiography (EKG) Services
A.4.e. Pharmacy Services
A.5. General Requirements
A.5.a. Physician Coverage
A.5.b. Nursing Coverage
A.5.c. Nursing Protocols
A.5.d. Medication Administration
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STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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A.5.e. Prosthetics and Durable Medical Equipment
A.5.f. Mid‐Level Supervision
A.5.g. Medical Records
A.5.h. Therapeutic Diets
A.5.i. Inmate Health Education
A.5.j. Staff/Employee Services
A.5.k. Security Considerations
A.5.l. Scheduling of Services
A.5.m. Response to Grievances/Inquiries
A.5.n. OSHA/TOSHA & U.S. Department of Health and Human Services, Public
Health Services, Centers for Disease Control
A.5.o. Bio‐Hazard Waste Disposal
A.5.p. Non‐Compliance
A.5.q. Claim Payments
A.6. Specialty Services
A.6.a. Board Certification
A.6.b. Regional Specialty Services
A.6.c. Mobile Services
A.7. Hospital Services
A.7.a.1‐8 General Requirements
A.7.b. Scheduling/Transportation
A.7.c. Notifications of Hospitalization
A.7.d. Privately Managed Facilities
A.7.e. Non‐Secure Units
A.7.f.1‐12 Secure Units
A.8. Utilization Management & Review
A.8.a. Guidelines
A.8.a.1. Resolution
A.8.a.2. Specialty Referral Guidelines for Consultation Requests
A.8.a.3. Transportation
A.8.a.4. Utilization Management Staff
A.8.a.5. Annual Training
A.8.a.6. Effective Method of Communications
A.8.b.1‐5. Reporting Requirements
A.8.c.1‐5. Utilization Management of Clinical Activity
A.8.d. Prospective Candidates
A.8.e. Utilization Activities and Physician Activities
A.9. Extended Care Facilities
A.9.a. Specialty Physicians/Clinics
A.9.a.1. Onsite Clinics
A.9.a.2. Clinic Scheduling
A.9.a.3. Clinics During Holidays
A.9.b. Long‐Term Care
A.9.c.1‐5. Renal Dialysis
A.9.d. Hospice/Palliative Care
A.9.e.1‐5. Oncology
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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A.10. Staffing Requirements
A.10.a. Pre‐Employment Screening
A.10.b. Background Investigations
A.10.c. Personnel Files
A.10.d. Bilingual Personnel
A.10.e. Employee Uniforms
A.10.f.1‐2. Approval of Key Staff
A.10.g. Employee Orientation and Training
A.10.g.1. General Requirements
A.10.h.2. Staff Training Curriculum
A.10.h.3. In‐Service Training
A.10.h.4.a‐g Training of Other Staff
A.11. Medical Staff Credentialing
A.12. Contract Management
A.12.a. Administrators
A.12.b. Contractor State Medical Director
A.12.c. Continuous Quality Improvement Coordinator
A.12.d. Infectious Disease Management Coordinator
A.12.e. State Wide Health Educator
A.12.f. Case Manager
A.12.g. Dental Consultant
A.12.h. Facility Medical Directors
A.12.i. Clinical Pharmacologist
A.12.j. Advanced Practice Nurse/Physician Assistant for Women’s Transition
Center – Chattanooga
A.13. Quality Improvement
A.13.a. Committees
A.13.a.1. State Continuous Quality Improvement (CQI) Committee
A.13.a.2. Infectious Disease Committee
A.13.a.3. Pharmacy & Therapeutics Committee (P&T)
A.13.a.4. Peer Review Committee
A.13.b. Peer Review
A.13.c. Reports
A.14. Medical Supplies and Equipment
A.14.a. Supplies
A.14.b. Equipment
A.14.c. Supplies and Equipment Inventory
A.14.d. Telephones and Telephone Lines
A.15. Telemedicine
A.16. Health Information Management
A.16.a. Medical Records
A.16.b. Privacy of Health Information
A.16.c. Data Management Automation
A.17. Additional Provisions
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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A.17.a. Subcontractor Agreements
A.17.b.1‐6. Health Care Delivery Costs & Statistics
A.17.c. Monthly Operating Reports
A.17.d. Annual Review
A.17.e. Litigation Issues
A.17.f. Inmate Co‐Pay
A.17.g. Pre‐Release Planning & Transitional Services
A.18.a‐h. Contract Monitoring
A.19.a‐e. The TDOC’s Responsibilities
A.20. Employee Transition Process
A.20.a. State Employees
A.20.b. Positions Required by the Contractor
A.20.c. Maximum Liability
A.20.d. Employees Who Remain with TDOC
A.20.e. Vacant State Health Positions
C.4. Staffing Plans
APPENDICES
Appendix A: TDOC Achievements
Appendix B: Bank Reference Letter
Appendix C: Credit Reference Letters
Appendix D: Dun & Bradstreet Report
Appendix E: Certificates of Insurance
Appendix F: Audited Financial Statements
Appendix G: Performance Bond Letter
Appendix H: Corizon, Inc. Contract Site List
Appendix I: Resumes and Job Descriptions
Appendix J: Corizon Local Providers
Appendix K: Letters of Intent/Support
Appendix L: Sample Transition Plan
Appendix M: Pandemic Influenza Planning Checklist
Appendix N: Nursing Evaluation Tools (NETs)
Appendix O: Patient Information Fact Sheets (PIFS)
Appendix P: InGauge Examples
Appendix Q: Corizon Benefit Matrix
Appendix R: Telehealth Letters of Support
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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Executive Summary
EXECUTIVE SUMMARY
Corizon, Inc. (Corizon) is pleased to provide this
response to the requirements outlined in the
Tennessee Department of Correction (TDOC) Request
for Proposal (RFP) for correctional healthcare services
to the inmates of the TDOC. We are confident this
Executive Summary and our entire proposal will
demonstrate our understanding of the needs of the
TDOC and why Corizon is the correctional healthcare
provider who can best meet those needs. We have
provided 100% compliance with the requirements as
set forth in the RFP and our proposal reflects our deep
commitment to working with the TDOC to improve and
expand upon our existing partnership.
Corizon/TDOC – A Successful Coordinated Partnership
By choosing to once again partner with Corizon as the correctional healthcare services provider, the
TDOC will be choosing a vendor with the proven infrastructure and experienced management team
currently in place to support a program the size and scope of the TDOC. Corizon has served as the
TDOC’s healthcare provider since 2010. As a result, our response to the TDOC RFP will greatly differ from
our competitors as our response is based on firsthand knowledge of the TDOC program and what has
proven effective given the unique requirements and infrastructure in place at the TDOC. Our exciting
new program features will showcase for the TDOC our earnest desire to maintain the momentum we
have achieved and propel the program forward into the next contract term.
Based on our current partnership with the TDOC, review of the RFP, working knowledge of the facilities,
additional information provided as part of this procurement, and valuable information learned at our
most recent Client Expectations Meeting, we have developed a client specific proposal that addresses
the needs of the TDOC in a new contract partnership that we have identified as core needs. This
Executive Summary highlights Corizon’s proposed program for the TDOC including:
•
A brief overview of Corizon’s partnership history with the TDOC.
•
A summary of Corizon’s success working with the TDOC to accomplish all of the six major initiatives
proposed in our 2009 proposal to the TDOC.
•
An overview of Corizon’s history controlling costs for the TDOC while maintaining patient safety
and quality healthcare outcomes.
•
A list of six specific, tangible, and measurable goals we expect to achieve over the next contract
term.
We are confident that our entire proposal will demonstrate our understanding of the needs of the TDOC
and why Corizon’s program will provide the TDOC the most advantageous healthcare services
program for the inmates of the TDOC.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 14
Corizon, Inc./TDOC Partnership History
From 2001‐2005, the TDOC partnered with Corizon, Inc.
(formerly Correctional Medical Services) to provide quality
healthcare services to inmates in the custody of the TDOC.
During this four‐year partnership, the TDOC and Corizon, Inc.
accomplished many objectives and worked diligently toward
our common goal of bringing a quality correctional healthcare
program to the TDOC based on community standards of care.
In 2005, the TDOC chose to partner with another healthcare
provider through an open procurement. After experiencing
services through another vendor, the contract was once again
placed in open procurement. We were very pleased to once
again be chosen as the TDOC’s partner in 2010 and look
forward to continuing our partnership in 2013!
Since 2010, we have worked closely with TDOC to effectively develop and implement the innovative
solutions necessary to not only ensure a quality program at TDOC, but to ensure each of the State’s
expectations are met. A list of program improvements and achievements accomplished since 2010 can
be found in Appendix A. Corizon, continually dedicated to improvement, will use these
accomplishments as building blocks for further improvements to the TDOC program in 2013 and
beyond. Corizon will not rest on our past achievements with the TDOC but use them as a proven, solid
foundation for delivering further innovation, quality, and efficiencies to the healthcare services program.
It is Corizon’s objective to continue our relationship with the TDOC with an ongoing focus on
transparency, responsiveness and continuity of quality healthcare. It is with this focus that we have
developed our proposal in response to the RFP. The relationship today between the TDOC and Corizon
stands at a pivotal point in the road leading to the future vision of the TDOC’s healthcare services
program for its inmate population. We believe our program meets the immediate and long term goals
of the TDOC.
Corizon, Inc.’s History Fulfilling Our Promise to the TDOC
One of the major advantages of choosing to retain Corizon as the healthcare services provider is our
proven ability to work with the TDOC to identify, develop, implement and execute a strategic plan. This
is evidenced by the measurable success achieved during the last two‐years of the TDOC/Corizon, Inc.
contract. In our proposal response in 2009, Corizon, Inc. detailed a list of six major initiatives for the
TDOC/Corizon, Inc. contract for the provision of services that started in January 2010. These strategic
initiatives were tailored to the needs of the TDOC. We are extremely pleased that we, together with
TDOC, have successfully accomplished all six of the goals established in 2010. This speaks directly to
the ability of Corizon to identify the needs of the TDOC, develop a plan to meet those needs, and then
implement and ultimately execute the plan.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 15
We look forward to similar success in developing and implementing the six goals identified later in this
Executive Summary for 2013 and beyond, once again demonstrating our proven commitment and
partnership philosophy with the TDOC.
Corizon, Inc. – Experience Fulfilling Our Promise
2009 Proposal Initiative
Goal 1: Enhanced Recruiting and
Staffing
Goal 2: Provider Network to
include Meharry Medical
Services Foundation and
Nashville General Hospital
Goal 3: Technological
Innovation/Telehealth Program
Goal 4: Contract Transparency
Goal 5: Improved Quality of
Care/Enhancement of Onsite
Key Results
Recruiting
Corizon, Inc. was awarded the contract to provide healthcare at
TDOC beginning January 1, 2010. Corizon’s Recruiting Department
and contract transition team made certain that they were onsite at
each TDOC facility at the first opportunity provided by the State.
This proactive approach ensured that we retained 99% of the
TDOC’s current employees and 100% of the independent
contracted physicians.
Staffing
Corizon is proud of the fact that our staffing ratio has averaged 95%
at TDOC since the beginning of the contract in 2010.
Additionally, Corizon experienced low vacancy levels throughout
2011 with a low annual average of 1.8 monthly clinical vacancies.
Since 2010, Corizon’s ability to provide the TDOC inmate population
with the specialty medical care services and treatment they need
continues to be facilitated by Corizon’s Tennessee‐based provider
and hospital network. Corizon continues to partner with Meharry
Medical Services Foundation and Nashville Metro General Hospital
for our TDOC contract.
Since the onset of our contract in 2010, Corizon has effectively
driven a significant increase in the use of telehealth services at the
TDOC. For example, Corizon’s use of telehealth at TDOC increased
substantially from 124 telehealth encounters in 2010 to 191
telehealth encounters in 2012 (YTD).
Clinical, Administrative, and Financial Data & Robust Reporting
Capabilities
Accountability to the TDOC is paramount and as a result, Corizon
brought the following reporting tools to the TDOC to demonstrate
our operational and clinical outcomes and achievements:
• Monthly Reports;
• Quarterly Reports; and
• Annual Reports.
Additionally, Corizon’s business intelligence application, InGauge™,
is currently utilized to support our TDOC contract, and supports us
in our efforts to aggregate disparate data sources, and quickly and
accurately identify trends within the TDOC population.
Since the onset of our contract in 2010, Corizon continues to focus
on maximizing the use of on‐site healthcare services and the use of
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 16
Corizon, Inc. – Experience Fulfilling Our Promise
2009 Proposal Initiative
Services
Key Results
off‐site services only when clinically indicated and medically
necessary using nationally recognized criteria. This consistent reach
has allowed us to keep the TDOC population in better health,
resulting in reduced need for off‐site care.
Corizon, Inc. has been successful at TDOC facilities by:
Lowering inmate hospital days from 191.5 (per 1,000 inmates)
in 2010 to 126.7 (per 1,000 inmates) in 2012 (YTD);
Lowering the inmate hospital admission rate from 43.6 (per
1,000 inmates) to 33.9 (per 1,000 inmates) in 2012; and,
• Increasing access to on‐site specialty services each year since
our contract began in 2010.
Additionally, Corizon expanded the use of onsite sub‐specialty
services, clinical tracking of disease management programs, and
partnered with the TDOC to revise the statewide CQI Infection
Control and Clinical Education programs.
Goal 6: Experienced
Corizon introduced an experienced management team familiar with
Management Familiar with TDOC the TDOC and extensive implementation resources resulting in a
smooth transition and quality operation beginning on January 1,
2010. Through our seasoned leadership team, Corizon ensured that
we retained 99% of the TDOC’s current employees and 100% of the
independent contracted physicians.
To deliver the highest possible level of quality care and service,
Corizon added the following key positions, beyond contractual
requirements, at no cost to the TDOC:
Associate Regional Medical Director (ARMD) focusing on the
management of the inpatient population;
Clinical Pharmacist focusing on the efficiency and efficacy of
the statewide pharmaceutical utilization;
Utilization Management Registered Nurse focusing on the daily
management of the inpatient population in collaboration with
the ARMD; and
Statewide Nurse Educator dedicated to partnering with TDOC
Health Services leadership to enhance the onsite competency
and abilities to impact the inpatient population by preparing
onsite staff to receive many patients that would normally stay
additional days in the hospital.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 17
Corizon, Inc.’s Proven Ability to Control Costs for the TDOC
As a longstanding partner of the TDOC, we continuously strive to provide support to the TDOC in
addressing budgetary needs. As such, we have collectively worked to manage costs appropriately for the
TDOC while at the same time improving healthcare services for the inmate population. Throughout our
proposal you will see the experience and proven competence of our long‐term staff in analyzing and
forecasting budget requirements enables us to deliver quality healthcare at the right cost. Corizon has
the experience with the TDOC to understand and recognize cost trends, anticipate changes, and
recommend actions to maximize cost savings. The following Corizon, Inc. program components have
proven effective at achieving positive clinical outcomes while, in tandem, controlling costs through
increased utilization review management for both inpatient and outpatient services for the TDOC
throughout the duration of our contract that began in 2010. This cost savings is passed on to the TDOC
through decreased utilization of officers for transport of patients to hospitals, clinics and emergency
rooms.
Cost Driver: Offsite Utilization
The Corizon, Inc. Solution for the TDOC: Corizon, Inc. has developed and implemented a
sophisticated utilization
management program to
Corizon, Inc. Utilization Management at TDOC Facilities
support our Tennessee
2010
2011
2012
Percent
providers and local
(YTD)
Reduction
hospital partners,
enabling Corizon, Inc. to
provide appropriate
Inpatient Hospital Days/1,000 Inmates
191.5
142.3 126.7
clinical care and
improved continuity of
services while returning
Hospital Admissions/1,000 Inmates
43.6
35.6
33.9
value to the state of
Tennessee. Through
improved utilization
Average Length of Hospital Stay
4.6
4.1
3.8
processes that have
resulted in reductions in
inpatient days and inmate average length of stay, Corizon, Inc. has reduced the security costs associated
with offsite transports since 2010 (pages 148‐149). This reduction in offsite hospital days translates to
savings for the TDOC in transportation and correctional officer costs as well as improved safety for the
community.
‐34%
‐22%
‐17%
Cost Driver: Staffing Vacancies
The Corizon, Inc. Solution for the TDOC: Healthcare organizations across the United States are
facing increasing needs and heightened competition for healthcare professionals in today’s market. In
spite of this trend, our filled staffing ratio has averaged 95% for the TDOC since 2010 (page 172). We
anticipate continued success in the recruitment and perhaps more important, retention of the quality
healthcare staff under this contract.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 18
Corizon, Inc.’s Staffing Success at TDOC
Year
Filled Staffing Ratio
(Filled FTEs)
2012 (YTD)
2011
2010
99.23%
93.56%
92.98%
Cost Driver: Unnecessary, Unplanned Hospital Trips
The Corizon, Inc. Solution for the TDOC: Corizon, Inc., with support from the TDOC, implemented
our ER initiative to identify and reduce unnecessary, unplanned trips to the hospital related to emergent
patient complaints. As evidenced in the table below, Corizon, Inc. has effectively reduced emergency
department runs at TDOC facilities since 2010 while sustaining quality healthcare outcomes and
ensuring patient safety. Corizon feels strongly that we can continue to significantly reduce costs and
maximize the use of onsite healthcare services for the TDOC (page 95).
Corizon, Inc.’s Reduction in Emergency Department Runs at TDOC
Year
ER Runs
Percent Decrease in
ER Runs since 2009
2012 (YTD)
2011
2010
19.1
26.1
36.1
47%
Future Focus – Expanding Our Partnership with TDOC
Although very proud of our record of accomplishment in partnership with the TDOC, we realize that we
must focus every day on continual improvement to our program. As such, we have highlighted six key
goals/initiatives in this proposal summary that set us apart in our ability to continue to provide the
TDOC with services unmatched by our competition and a program of the future. These goals were
developed on our understanding of your needs, our experience as your healthcare provider, and from
the requirements in the RFP.
At Corizon, we understand that the future is critical, and we
are prepared to continue to move the program forward
maintaining our past accomplishments and building upon
their foundation. Corizon is committed to this industry as a
leader and to the TDOC in providing a continuous quality
healthcare program. In the program we propose in our
detailed response, we have identified specific, tangible, and
measurable goals (i.e. results) we expect to achieve over the
next contract term. In this way, we develop a shared roadmap
for continually enhancing the services and support we
provide, and build‐in accountability to demonstrate success.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 19
To better illustrate our understanding of your needs, and our ability to meet your needs, we have
highlighted throughout our proposal response key benefits and features that meet the core needs of
the TDOC.
Corizon Program Goals for the TDOC Program – 2013
No.
Goal 1
Core Need
Enhanced Inpatient
Utilization Management
Section Reference
Corizon’s Utilization Management program will continue to
focus on maximizing the provision of onsite care and will
effectively manage offsite care at TDOC. Corizon will continue
to focus on the efficient utilization of resources and focused
utilization management review to ensure that inpatient and
outpatient services are maintained at the lowest possible
levels while providing the highest level of quality of care.
Corizon’s proposed program for the TDOC will focus on
keeping inpatient days to a minimum by (pages 149‐150):
•
Educating off‐site providers as to our medical
management capabilities;
•
Improving the competency of physicians and nursing staff
•
Creating additional Centers for Excellence;
•
Adding an Associate Regional Medical Director at no cost
to the TDOC;
•
Remaining focused on collaborative communication with
the TDOC Health Services leadership team;
•
Continuing to enhance onsite capabilities at all sites;
•
Ongoing team and provider development as well as
education at all sites; and
Continued development of our community
providers/provider network.
The reduction of offsite referrals has been a major focus of
Corizon since 2010, and we have been very successful in
accomplishing this goal.
In our focused efforts to maximize onsite services within the
secure confines of the TDOC facilities, Corizon will continue to
provide onsite diagnostic studies to include (pages 141‐142):
•
Goal 2 Reduce Medical Transports
•
Ultrasounds;
•
Doppler Studies;
•
Holter Monitoring;
•
Mammograms; and
•
Sleep studies.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 20
Goal 3 Enhanced Disease
Management Systems
Additionally, Corizon will continue to provide onsite specialty
and telemedicine clinics, as described on pages 213‐218.
Corizon has implemented our comprehensive disease
management program at the TDOC. Outcome measurements
from this initiative have consistently exceeded those of
external established benchmarks for performance.
As part of the new contract, Corizon will expand our current
disease management system to include the development of
(pages 102‐108):
•
TDOC CQI/Infection Control
•
Implementation of Two Additional Clinical Protocols
•
Hypertension Control
Women’s Health (breast and cervical cancer) Screenings
Immediately upon contract award, Corizon will deploy our
corporate provider/network contracting resources and
operational leaders to expand the telemedicine services of
current providers and add new providers to the provider
network in order to expand our current telehealth reach
(pages 216‐217).
Corizon plans to maintain and expand numerous specialty
services within the TDOC facilities to improve efficiency of
services provided, reduce state cost for officer overtime and
reduce risk by lowering the number of required trips to the
community. Examples include onsite general radiology,
dialysis, other monitoring, mammograms, onsite sleep
studies, oral surgery, Holter Monitoring, ophthalmology, echo
studies, and ultrasound services (pages 141‐142).
Continuity of care, patient care and transparency will remain
as the cornerstones of Corizon’s customer satisfaction
program for the TDOC. Key components include:
•
Goal 4 Enhanced Telemedicine
Goal 5 Management of
Subspecialty Utilization
Goal 6 Partnership Strength
•
Tennessee‐based Regional/Corporate Headquarters
(pages 49‐58)
•
Clients for Life Model (pages 75‐80)
•
Experienced leadership teams (pages 49‐56)
•
Medical and Mental Health database at no additional cost
to the TDOC (page 91)
•
Re‐Entry Portal at no additional cost to the TDOC (pages
227‐229)
Throughout our response, we have addressed these six goals/initiatives in a number of areas. While all
areas of the proposal are important and are responsive to the requirements of the RFP, we wanted to
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 21
draw your attention in particular to areas where we have developed unique programs to meet these
core needs of the TDOC.
Each of the goals/initiatives listed above is further described in the body of our proposal and is clearly
marked with this icon.
TDOC Core Need
SUMMARY
As the incumbent provider, our proposal has been developed with the benefit of our experience, and is
based on our knowledgeable understanding of TDOC’s requirements. Corizon is the right choice for the
TDOC. Our combination of clinical services and proposed cost, based on actual experience in Tennessee,
provides an incredible value‐add that we believe no other service provider can match. Corizon and its
affiliated companies currently provide healthcare services to 12 statewide correctional healthcare
contracts. Through increased knowledge and best practice sharing, Corizon is better poised to provide
proactive and proven ideas and suggestions to the TDOC, saving cost and invaluable time for the TDOC.
By continuing to partner with Corizon, the TDOC will also benefit from our strong Vision, Mission and
Values. As noted on page 41, Corizon is focused on the following four priorities, all of which are
predominant in our company’s mission, vision, and values and directly infuse our program proposal to
the TDOC:
Priority 1: Providing Quality Health Care: Corizon’s program at TDOC will continue to be provided in
strict accordance with TDOC policies and procedures and standards, ACA, and NCCHC standards.
Since the onset of our contract in 2010, Corizon has worked closely with the TDOC to improve the
quality and quantity of on‐site care we provide, reduce off‐site trips, implement all TDOC policies and
procedures in a timely manner, and develop Corizon health care staff that is second to none.
Corizon will continue to drive program quality at TDOC through the implementation of each of the
program initiatives highlighted in this executive summary. We will exceed TDOC’s expectations by
enhancing inpatient utilization management, focusing on maximizing onsite services and managing
subspecialty utilization to reduce medical transports, enhancing our disease management systems,
enhancing our telehealth program, and strengthening our partnership.
Priority 2: Being the Low Cost Provider: Together with the TDOC, we have worked to achieve
reducing emergency department visits, (47% reduction from 2010 to 2012 YTD), inpatient hospital days
(34% reduction from 2010‐2012 YTD), hospital average length of stay (17 % from 2010‐2012 YTD) and
hospital admissions per thousand (22% reduction from 2010‐2012 YTD). These positive outcomes will
continue to ensure that Corizon is the low cost provider for the TDOC.
Priority 3: Meeting or Exceeding our Clients’ Expectations: Corizon knows that at the center of all
client satisfaction is a foundation of trust built on communication and transparency. Our focus at TDOC
on these two areas will continue to ensure that we include the TDOC as our Client for Life. The adoption
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 22
of the Clients for Life process is a commitment that drives Corizon’s ability to identify and develop
strategies that mitigate risks and opportunities for our clients. The Expectations Meeting (an integral
part of this process) will always be facilitated at the TDOC with the objective of ensuring that our
program goals are consistent with the goals and objectives of the TDOC. Corizon will walk away from
each expectations meeting with a clear understanding of the TDOC’s expectations for us over the next
12 months. Corizon will align and prioritize our resources each year to ensure the program
improvements that result from each expectation meeting are accomplished to TDOC’s satisfaction.
Priority 4: Being the Health Care Employer of Choice: One of the tenets of our vision statement is
to be the health care employer of choice. We have learned over the past 33 years in providing
correctional health care that superior service can only be accomplished when employees are fully
engaged in their work. As an organization, one of our greatest responsibilities is to create an
environment where our employees can thrive, grow, and perform their best work. This does not happen
by chance, but only with much diligence and focus on the full spectrum of how we interact with our
employees. Our goal at TDOC has been to work purposefully to create such a culture.
We believe that the words of the many TDOC employees quoted throughout this proposal speak
volumes about Corizon as an employer.
We are confident that with the support of these
Corizon team members, and the valued support of
the TDOC, we will continue on the path of program
Corizon
success at TDOC.
A Proven
We look forward to the opportunity to continue
Partnership
working with the TDOC and serving the people of
Taking Our
Tennessee. We believe the continued relationship
Partnership to the
between the TDOC and Corizon will create an even
Next Level
higher quality of healthcare service and will allow
improved cost efficiencies; building on our
established relationship will ensure results and
TDOC
increased accountability.
We thank the TDOC for allowing us to be your partner
for the last two years and we welcome the opportunity and challenge what lies before us if chosen to
once again partner with the TDOC as a result of this procurement. We conclude this executive summary
and begin our proposal by emphasizing that a partnership with Corizon will ensure that the current
healthcare program not only continues, but is taken to the “next level”.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 23
Section A: Mandatory
Requirements
Section A: Mandatory Requirements
TECHNICAL PROPOSAL AND EVALUATION GUIDE
PROPOSER LEGAL ENTITY NAME:
Proposal
Page #
(Proposer
completes)
Item
Ref.
Corizon, Inc.
Section A – Mandatory Requirement Items
The proposal must be delivered to the State no later than the Proposal Deadline
specified in the RFP Section 2, Schedule of Events.
The Technical Proposal and the Cost Proposal documentation must packaged
separately as required (Refer to RFP Section 3.2., et. seq.).
The Technical Proposal must NOT contain cost or pricing information of any type.
The Technical Proposal must NOT contain any restrictions of the rights of the State
or other qualification of the proposal.
A Proposer must NOT submit alternate proposals.
A Proposer must NOT submit multiple proposals in different forms (as a prime and
a sub-contractor).
28
A.1.
Provide the Proposal Statement of Certifications and Assurances (RFP Attachment
6.1.) completed and signed by an individual empowered to bind the Proposer to the
provisions of this RFP and any resulting contract. The document must be signed
without exception or qualification.
28
A.2.
Provide a statement, based upon reasonable inquiry, of whether the Proposer or
any individual who shall perform work under the contract has a possible conflict of
interest (e.g., employment by the State of Tennessee) and, if so, the nature of that
conflict.
NOTE: Any questions of conflict of interest shall be solely within the discretion of
the State, and the State reserves the right to cancel any award.
28
A.3.
Provide a current bank reference indicating that the Proposer’s business
relationship with the financial institution is in positive standing. Such reference must
be written in the form of a standard business letter, signed, and dated within the
past three (3) months.
29
A.4.
Provide two current positive credit references from vendors with which the
Proposer has done business written in the form of standard business letters,
signed, and dated within the past three (3) months.
29
A.5.
Provide an official document or letter from an accredited credit bureau, verified and
dated within the last three (3) months and indicating a positive credit rating for the
Proposer (NOTE: A credit bureau report number without the full report is insufficient
and will not be considered responsive.)
29
A.6.
Provide a valid, Certificate of Insurance that is verified and dated within the last six
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 25
Pass/Fail
(6) months and which details all of the following:
(a) Insurance Company
(b) Proposer’s Name and Address as the Insured
(c) Policy Number
(d) The following minimum insurance coverage:
(i) Workers' Compensation/ Employers' Liability (including all states coverage)
with a limit not less than the relevant statutory amount or ONE MILLION
dollars ($1,000,000) per occurrence for employers’ liability whichever is
greater.
(ii) Comprehensive Commercial General Liability (including personal injury &
property damage, premises/operations, independent contractor, contractual
liability and completed operations/products) with a bodily injury/property
damage combined single limit not less than ONE MILLION dollars
($1,000,000) per occurrence and THREE MILLION dollars ($3,000,000)
aggregate.
(iii) Automobile Coverage (including owned, leased, hired, and nonowned
vehicles) with a bodily injury/property damage combined single limit not less
than ONE MILLION dollars ($1,000,000) per occurrence.
(iv) Professional Malpractice Liability with a limit of not less than ONE MILLION
dollars ($1,000,000) per claim and THREE MILLION dollars ($3,000,000)
aggregate.
(e) The following information applicable to each type of insurance coverage:
(i) Coverage Description,
(ii) Exceptions and Exclusions,
(iii) Policy Effective Date,
(iv) Policy Expiration Date, and
(v) Limit(s) of Liability.
29
A.7.
Provide the Proposer’s most recent independent audited financial statements. Said
independent audited financial statements must:
(1) reflect an audit period for a fiscal year ended within the last 36 months
(2) be prepared with all monetary amounts detailed in United States currency;
(3) be prepared under United States generally accepted auditing standards;
(4) include: the auditor’s opinion letter; financial statements; and the notes to the
financial statements; and
(5) be deemed, in the sole discretion of the C.P.A. employed by the State and
charged with the financial document review, to reflect sufficient financial
stability to undertake the subject agreement with the State.
OR, in lieu of the aforementioned independent audited financial statements, provide
a financial institution’s letter of commitment for a general Line of Credit in the
amount of SIX MILLION DOLLARS ($6,000,000.00), U.S. currency, available to
the Proposer. Said letter must specify the Proposer’s name, be signed and dated
within the past three (3) months by an authorized agent of the financial institution,
and indicate that the Line of Credit shall be available for at least 12 MONTHS.
NOTES:
Reviewed or Compiled Financial Statements will not be deemed responsive to
this requirement and will not be accepted.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 26
All persons, agencies, firms, or other entities that provide opinions regarding the
Proposer’s financial status must be properly licensed to render such opinions. The
State may require the Proposer to submit proof of such licensure detailing the state
of licensure and licensure number for each person or entity that renders the
opinions.
31
A.8.
Provide a statement confirming that, if awarded a contract pursuant to this RFP, the
Proposer shall deliver a Performance Bond to the State in accordance with the
requirements of this RFP. The statement must be signed by an individual with legal
authority to bind the proposing entity to the provisions of this RFP and any contract
awarded pursuant to it.
31
A.9.
The Department acknowledges that vendors may develop creative partnerships
through joint ventures, mergers, subcontracting, newly formed entities, etc., in order
to design the ideal solution for TDOC. Therefore, though the Department seeks a
single entity for contracting purposes, the combined experience of parties to a
consortium of bidding entities will count towards meeting the experience
requirements.
32
A.10.
To ensure the bidding entity is qualified to serve inmate populations in prison
settings, the vendor(s), whether responding independently, as a partnership, as a
joint venture, or with a response that proposes utilization of subcontractor(s), must
collectively have at least five (5) total years of business/corporate experience
providing comprehensive healthcare with sufficient levels of services in all areas
comparable to the service levels sought via this RFP.
State Use – RFP Coordinator Signature, Printed Name & Date
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 27
Section A: Mandatory Requirements
As instructed in the TDOC RFP, Corizon has addressed all items in RFP Attachment 6.2.A, Mandatory
Requirements, providing in sequence the required information and documentation and referencing
Corizon’s proposal page number for each item. Further, Corizon understands the proposal evaluation
process designed to award the contract resulting from the TDOC’s RFP.
The following will demonstrate Corizon’s compliance with each of the mandatory requirements as
detailed in RFP Attachment 6.2. Section A. Corizon has met the following requirements:
Corizon’s proposal has been delivered to the State no later than the proposal deadline.
The technical proposal and the cost proposal were packaged separately as required by RFP Section
3.2.
The technical proposal contains no cost or pricing data of any kind.
Our technical proposal does not contain any restrictions of the rights of the State or other
qualification of the proposal.
Corizon has not submitted alternate proposals.
Corizon has not submitted multiple proposals in different forms.
A.1. Statement of Certification and Assurances
Corizon’s completed and signed Statement of Certifications and Assurances (RFP Attachment 6.1,
Amendment #2) can be found under the tab titled “Transmittal Letter and RFP Attachment 6.1”. Stuart
Campbell, President and Chief Operating Officer, has signed in the required space and is empowered to
bind Corizon to the provisions of the RFP and any resultant contract. We have signed the Proposal
Statement of Certifications and Assurances without exception or qualification.
A.2. Conflict of Interest
Corizon ensures the State of Tennessee that neither Corizon nor any individual performing work under
the TDOC contract for healthcare services has had nor will have a possible conflict of interest such as
employment by the State of Tennessee.
A.3. Bank Reference
Corizon has included as Appendix B, a current, written bank reference letter from Bank of America for
the TDOC’s review. This reference letter will serve to further validate our strong financial position and
indicates our relationship is in positive standing.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 28
A.4. Credit References
Please find as Appendix C two current written, positive credit reference letters for Corizon provided by
Biomedical Systems and Staples.
A.5. Credit Bureau Credit Reference
Included as Appendix D, we have provided a Live Report from Dun & Bradstreet as the official document
from an accredited credit bureau indicating a positive credit rating for Corizon.
A.6. Certificate of Insurance
Corizon is able to and will meet the insurance requirements of the RFP. Draft insurance certificates in
the required amounts are found as Appendix E.
A.7. Independent Audited Financial Statements
Corizon, Inc. (Corizon), formerly Correctional Medical Services, Inc., is a wholly owned subsidiary of
Valitás Health Services, Inc. and represents approximately 99% of the operations of Valitás Health
Services, Inc. for 2009 and 2010. Included as Appendix F are audited financial statements for Valitás
Health Services, Inc. (VHS) for the past 36 months. Our financial statements comply with all RFP
requirements (A.7. 1‐5).
Corizon’s Financial Capability
In June 2011, VHS, Corizon, Inc.’s parent company, brought the two (2) founding companies of the
correctional healthcare industry under common ownership to form the Corizon brand. Historically, as
each pioneered the industry, Corizon, Inc. and Corizon Health, Inc. grew to become the two largest
correctional healthcare companies in the nation (page 41‐42). Upon the above mentioned merger
coming to fruition, the two (2) operating entities which comprise the Corizon brand seek to offer a
broader range of experience and depth of resources across all aspects of correctional healthcare to
stand head and shoulders above any other company providing correctional healthcare services today.
One of the many benefits of this merger is the expansion of experience and resources to enhance the
direct, individual attention focused on our client’s current needs and goals for the future. With 33 years
of experience, we understand the different service requirements that exist between providing
healthcare services to a jail with an ADP of 500 as compared to a metropolitan correction system with
an ADP of 5,000 or to a prison system with an ADP of 50,000 or more. In order to address these differing
service requirements, we have organized Corizon into jail and state segments to focus on the
individual needs of each market rather than applying the “one size fits all” approach of some
companies.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 29
The following are items of note concerning the financial stability and resources of Corizon:
Corizon and its affiliates1 have a history of serving clients: We provide services to more than 75 clients
and will generate revenue of approximately $1.3 billion in 2012. The average tenure with our 10 largest
clients is 12 years. This broad client base and long tenure results in great financial stability.
Corizon and its affiliates have approximately 8,200 employees: Over 96% of these resources are in the
field interacting with our clients and providing healthcare services on a daily basis. We have well‐
established practices to recruit, develop and retain our employees to ensure you are receiving the
highest quality service.
Corizon and its affiliates have invested significantly in people, processes and systems: Corizon, Inc. and
Corizon Health, Inc., the two (2) operating entities that make up the Corizon brand, each made decisions
in the late 2000’s to invest in resources primarily for recruiting and training our service providers, the
development and implementation of new and enhanced electronic clinical systems and to develop and
maintain resources to implement projects for new clients. As such, Corizon has more resources available
to further enhance our corporate infrastructure; and by not duplicating efforts, we will be able to
provide services more efficiently resulting in a more favorable cost to TDOC.
Major components of Corizon and its affiliate’s corporate infrastructure which directly support our
provision of care are:
Our Clinical Support groups, led by our Chief Medical Officer, Carl Keldie, MD and our Chief Nursing
Officer, Becky Pinney, consisting of 28 healthcare professionals responsible for clinical policies and
protocols, patient safety, quality improvement and the use of technology to improve patient care.
Our Utilization Management group consisting of 15 professionals responsible for monitoring the
level and necessity of care provided outside of the correctional facility.
Our Health Informatics and Analysis group, consisting of 9 professionals responsible for analyzing
offsite claims and labor data for developing trends in patient care.
Our Network Development and Claims groups, consisting of 52 professionals responsible for
identifying and negotiating contracts with community providers and for processing claims for offsite
services.
Our Human Resources group, consisting of 64 professionals responsible for recruiting and
developing our approximately 8,200 employees. Our Human Resources group is responsible for
designing and administering competitive compensation and benefits programs; ensuring we keep
Corizon employees for the long‐term.
All of our investments are aimed at supporting each and every clinician in the field and enabling them to
deliver services of the highest quality in the most efficient and effective manner.
Corizon and its affiliates have an undrawn $75 million line of credit available to us: The cash generated
by our operations will be sufficient to meet all of our operating needs and make the investments in
people and capital items. However, in addition to approximately $50 million of cash on hand, we have
access to a significant line of credit which can be used to meet our needs should the cash generated by
operations not be sufficient for a short‐term need.
1
Corizon Health, Inc.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 30
Corizon and its affiliates have significant unused bond capacity: Corizon has agreements with two
sureties for combined performance bond capacity of $100 million without any collateral requirements,
with a third surety interested in adding another $50 million to the program. Corizon is currently utilizing
$38.5 million of its capacity; accordingly, Corizon can easily provide the performance bond required by
this contract.
Corizon and its affiliates have been embraced by the financial community: The merger of the two
companies was financed through a bank group. The merger was very well received by the financial
community with over 50 financial institutions making a commitment to provide more than twice the
amount of financing needed for the transaction. This is an indication of the financial markets support of
and belief in the financial stability of Corizon.
Corizon and its affiliates have a history of managing and repaying debt: Corizon has accessed the debt
market in the past for various corporate purposes, including acquisitions and re‐capitalizations. In all
cases, Corizon has repaid the debt sooner than required by the debt agreement and without impact to
its clients.
Corizon and its affiliates have stable ownership with a deep knowledge of the industry: The majority
owner of Corizon has been an owner of Corizon since 1997. It held a minority ownership percentage
until 2007 when based on its confidence in the company, it purchased a majority position.
A.8. Performance Bond
If chosen to once again partner with TDOC, Corizon will deliver a performance bond to the State in
accordance with the requirements of the RFP. Included as Appendix G, we have provided statement
signed by President and Chief Operating Officer, Stuart K. Campbell, who has legal authority to bind
Corizon to the provisions of the RFP and any contract awarded pursuant to it.
A.9. Combined Experience
Corizon understands that the Department acknowledges that vendors may develop creative
partnerships through joint ventures, mergers, subcontracting, newly formed entities, etc., in order to
design the ideal solution for TDOC and therefore, though the Department seeks a single entity for
contracting purposes, the combined experience of parties to a consortium of bidding entities will count
towards meeting the experience requirements. Please refer to the following sections of Corizon’s
proposal for additional information detailing how Corizon will meet and exceed this requirement:
Five Years Business/Corporate Experience, page 32;
Number of Years in Business, page 38;
Number of Years as Correctional Healthcare Provider, pages 38‐39; and
Mergers, Acquisitions, page 41‐42.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 31
A.10. Five Years Business/Corporate Experience
Corizon – Years of Corporate Experience
Our programs are based on “Best Practices” that have demonstrated measurable success in
statewide programs for over three decades.
While our ability to immediately improve and enhance each new healthcare program we obtain is
proven, it is with time that our programs are optimized.
Corizon, Inc. and its affiliated companies provide the TDOC with over 33 years of experience in
corrections and over 30 years (total) of specific, hands‐on experience in the State of Tennessee – far
exceeding the TDOC’s request for qualified vendors who have a minimum of five collective years of
business/corporate experience providing comprehensive healthcare with sufficient levels of services in
all areas comparable to the service levels sought in the TDOC RFP. The program we currently have in
place for the TDOC is proof positive of our ability to provide quality healthcare in a challenging
correctional environment.
Corizon’s Extensive Experience Providing Services to Statewide Systems
As the following table depicts, Corizon, Inc. and our affiliated companies presently hold 12 large
statewide correctional healthcare contracts. If re‐awarded the TDOC’s health care services contract,
Corizon will bring the same level of expertise, flexibility, and partnership philosophy that has made us
successful in TDOC and many other contracts with requirements similar to those of the TDOC’s desired
program.
Large Correctional Healthcare Contracts
Corizon, Inc. and Affiliated Companies
Statewide Systems
Inmate Count
Service Description
TENNESSEE
19,796
MEDICAL, MENTAL HEALTH, DENTAL, PHARMACY
Alabama
Arkansas
Idaho
Indiana
Michigan*
Minnesota
25,751
17,165
5,184
27,511
44,210
9,326
Missouri
New Mexico
Oklahoma
Pennsylvania*
Wyoming*
Florida
31,070
6,622
19,863
48,338
1,952
Medical, Dental, Pharmacy
Medical, Dental, Psychiatry, and Pharmacy
Medical, Mental Health, Pharmacy, Dental
Medical, Mental Health, Pharmacy, Dental, Substance Abuse
Medical Practitioner Staffing and Management Services
Medical and Psychiatry Staffing, Utilization Management, Pharmacy
and Third Party Administration
Medical, Dental, and Pharmacy
Dental, Medical, Psychiatry, Pharmacy, Support Services
Pharmacy
Medical Staffing Services and Management Services
Medical, Pharmacy, Dental, Mental Health, Support Services
Estimated Start Date: January 14, 2013
* Corizon Health, Inc. contracts
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 32
Section B: General Qualifications
& Experience
Section B: General Qualifications & Experience
TECHNICAL PROPOSAL AND EVALUATION GUIDE
PROPOSER LEGAL ENTITY NAME:
Proposal
Page #
(Proposer
completes)
Item
Ref.
Corizon, Inc.
Section B – General Qualifications & Experience Items
38
B.1.
Detail the name, e-mail address, mailing address, telephone number, and facsimile
number of the person the State should contact regarding the proposal.
38
B.2.
Describe the Proposer’s form of business (i.e., individual, sole proprietor, corporation,
non-profit corporation, partnership, limited liability company) and business location
(physical location or domicile).
38
B.3.
Detail the number of years the Proposer has been in business.
38-39
B.4.
Briefly describe how long the Proposer has been performing the services required by
this RFP.
39-40
B.5.
Describe the Proposer’s number of employees, client base, and location of offices.
41-42
B.6.
Provide a statement of whether there have been any mergers, acquisitions, or sales of
the Proposer within the last ten years. If so, include an explanation providing relevant
details.
43
B.7.
Provide a statement of whether the Proposer or, to the Proposer's knowledge, any of
the Proposer’s employees, agents, independent contractors, or subcontractors,
proposed to provide work on a contract pursuant to this RFP, have been convicted of,
pled guilty to, or pled nolo contendere to any felony. If so, include an explanation
providing relevant details.
43
B.8.
Provide a statement of whether, in the last ten years, the Proposer has filed (or had
filed against it) any bankruptcy or insolvency proceeding, whether voluntary or
involuntary, or undergone the appointment of a receiver, trustee, or assignee for the
benefit of creditors. If so, include an explanation providing relevant details.
43
B.9.
Provide a statement of whether there is any material, pending litigation against the
Proposer that the Proposer should reasonably believe could adversely affect its ability
to meet contract requirements pursuant to this RFP or is likely to have a material
adverse effect on the Proposer’s financial condition. If such exists, list each separately,
explain the relevant details, and attach the opinion of counsel addressing whether and
to what extent it would impair the Proposer’s performance in a contract pursuant to this
RFP.
NOTE: All persons, agencies, firms, or other entities that provide legal opinions
regarding the Proposer must be properly licensed to render such opinions. The State
may require the Proposer to submit proof of such licensure detailing the state of
licensure and licensure number for each person or entity that renders such opinions.
43
B.10.
Provide a statement of whether there are any pending or in progress Securities
Exchange Commission investigations involving the Proposer. If such exists, list each
separately, explain the relevant details, and attach the opinion of counsel addressing
whether and to what extent it will impair the Proposer’s performance in a contract
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 34
Pass/Fail
pursuant to this RFP.
NOTE: All persons, agencies, firms, or other entities that provide legal opinions
regarding the Proposer must be properly licensed to render such opinions. The State
may require the Proposer to submit proof of such licensure detailing the state of
licensure and licensure number for each person or entity that renders such opinions.
43-49
B.11.
Provide a brief, descriptive statement detailing evidence of the Proposer’s ability to
deliver the services sought under this RFP (e.g., prior experience, training,
certifications, resources, program and quality management systems, etc.).
49-58
B.12.
Provide a narrative description of the proposed project team, its members, and
organizational structure along with an organizational chart identifying the key people
who will be assigned to accomplish the work required by this RFP, illustrating the lines
of authority, and designating the individual responsible for the completion of each
service component and deliverable of the RFP.
58-59
B.13.
Provide a personnel roster listing the names of key people who the Proposer will
assign to perform duties or services required by this RFP along with the estimated
number of hours that each individual will devote to that performance. Follow the
personnel roster with a resume for each of the people listed. The resumes must detail
the individual’s title, education, current position with the Proposer, and employment
history.
59-60
B.14.
Provide a statement of whether the Proposer intends to use subcontractors to
accomplish the work required by this RFP, and if so, detail:
(a) the names of the subcontractors along with the contact person, mailing address,
telephone number, and e-mail address for each;
(b) a description of the scope and portions of the work each subcontractor will
perform; and
(c) a statement specifying that each proposed subcontractor has expressly assented
to being proposed as a subcontractor in the Proposer’s response to this RFP.
60-66
B.15.
Provide documentation of the Proposer’s commitment to diversity as represented by its
business strategy, business relationships, and workforce— this documentation should
detail all of the following:
(a) a description of the Proposer’s existing programs and procedures designed to
encourage and foster commerce with business enterprises owned by minorities,
women, persons with a handicap or disability and small business enterprises;
(b) a listing of the Proposer’s current contracts with business enterprises owned by
minorities, women, persons with a handicap or disability and small business
enterprises, including the following information:
(i) contract description and total value
(ii) contractor name and ownership characteristics (i.e., ethnicity, sex, disability)
(iii) contractor contact and telephone number;
(c) an estimate of the level of participation by business enterprises owned by
minorities, women, persons with a handicap or disability and small business
enterprises in a contract awarded to the Proposer pursuant to this RFP, including
the following information:
(i)
participation estimate (expressed as a percent of the total contract value that will
be dedicated to business with subcontractors and supply contractors having such
ownership characteristics — PERCENTAGES ONLY — DO NOT INCLUDE
DOLLAR AMOUNTS)
(ii) descriptions of anticipated contracts
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 35
(iii) names and ownership characteristics (i.e., ethnicity, sex, disability) of
anticipated subcontractors and supply contractors anticipated; and
(d) the percent of the Proposer’s total current employees by ethnicity, sex, and
handicap or disability.
NOTE: Proposers that demonstrate a commitment to diversity will advance State
efforts to expand opportunity to do business with the State as contractors and subcontractors. Proposal evaluations will recognize the positive qualifications and
experience of a Proposer that does business with enterprises owned by minorities,
women, persons with a handicap or disability and small business enterprises and that
offers a diverse workforce to meet service needs.
66-67
B.16.
Provide a statement of whether or not the Proposer has any current contracts with the
State of Tennessee or has completed any contracts with the State of Tennessee within
the previous 5-year period. If so, provide the following information for all of the current
and completed contracts:
(a) the name, title, telephone number and e-mail address of the State contact
knowledgeable about the contract;
(b) the procuring State agency name;
(c) a brief description of the contract’s scope of services;
(d) the contract term; and
(e) the contract number.
NOTES:
68
B.17.
Current or prior contracts with the State are not a prerequisite and are not
required for the maximum evaluation score, and the existence of such contracts
with the State will not automatically result in the addition or deduction of
evaluation points.
Each evaluator will generally consider the results of inquiries by the State
regarding all contracts noted.
Provide customer references from individuals (who are not current or former officials or
staff of the State of Tennessee) for projects similar to the services sought under this
RFP and which represent:
two (2) of the larger accounts currently serviced by the Proposer, and
three (3) completed projects.
All references must be provided in the form of standard reference questionnaires that
have been fully completed by the individual providing the reference as required. The
standard reference questionnaire, which must be used and completed as required, is
detailed at RFP Attachment 6.4. References that are not completed as required will be
considered non-responsive and will not be considered.
The Proposer will be solely responsible for obtaining the fully completed reference
questionnaires, and for including them within the Proposer’s sealed Technical
Proposal. In order to obtain and submit the completed reference questionnaires, as
required, follow the process detailed below.
(a) “Customize” the standard reference questionnaire at RFP Attachment 6.4. by
adding the subject Proposer’s name, and make exact duplicates for completion by
references.
(b) Send the customized reference questionnaires to each individual chosen to
provide a reference along with a new standard #10 envelope.
(c) Instruct the person that will provide a reference for the Proposer to:
(i) complete the reference questionnaire (on the form provided or prepared,
completed, and printed using an exact duplicate of the document);
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 36
(ii) sign and date the completed, reference questionnaire;
(iii) seal the completed, signed, and dated, reference questionnaire within the
envelope provided;
(iv) sign his or her name in ink across the sealed portion of the envelope; and
(v) return the sealed envelope containing the completed reference questionnaire
directly to the Proposer (the Proposer may wish to give each reference a
deadline, such that the Proposer will be able to collect all required references in
time to include them within the sealed
Technical Proposal).
(d) Do NOT open the sealed references upon receipt.
(e) Enclose all sealed reference envelopes within a larger, labeled envelope for
inclusion in the Technical Proposal as required.
NOTES:
68-70
B.18
The State will not accept late references or references submitted by any means
other than that which is described above, and each reference questionnaire
submitted must be completed as required.
The State will not review more than the number of required references indicated
above.
While the State will base its reference check on the contents of the sealed
reference envelopes included in the Technical Proposal package, the State
reserves the right to confirm and clarify information detailed in the completed
reference questionnaires, and may consider clarification responses in the
evaluation of references.
The State is under no obligation to clarify any reference information.
The State is amenable to including some changes to the pro forma contract. The State
will take all reasonable suggested alternative or supplemental contract language
changes by Proposers under advisement during the evaluation and post award
processes, subject to any mandates or restrictions imposed on the State by applicable
state law. The State, however, will not take under advisement or consideration any
alternative or supplemental suggested contract language changes that were not
included in a Proposer’s proposal response.
Clearly list in the response to B.18 all exceptions the Proposer is taking to the RFP’s
Pro Forma contract in the Proposer’s proposal. Do not include any exceptions or
changes that (1) contradict a Federal requirement or a Mandatory Requirement, (2)
push back any deadlines, or (3) introduce a significant alteration to the technical
requirements. All exceptions must be listed in this section.
In addition to the “red-line” exceptions above, the Proposer should also include in
response to this Item B.18 any and all Contractor licensing provisions/agreements to
which the Proposer will expect the State to comply.
SCORE (for all Section B—Qualifications & Experience Items above):
(maximum possible score = 20)
State Use – Evaluator Identification:
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 37
Section B: General Qualifications & Experience
As instructed in the TDOC RFP, Corizon has addressed all items in RFP Attachment 6.2.B, General
Qualifications & Experience Items, providing in sequence the required information and documentation
and referencing Corizon’s proposal page number for each item. Further, Corizon understands that the
Proposal Evaluation Team members will independently evaluate and assign one score for all responses
to Section B.
B.1. Proposal Contact Information
Contact Person:
E‐mail Address:
Mailing Address:
Telephone Number:
Facsimile Number:
Michael Miller, Senior Director Business Development
michael.miller@corizonhealth.com
434 Regency Boulevard
Shreveport, LA 71106
318‐780‐4248
318‐797‐9495
B.2. Form of Business
Corizon, Inc. (Corizon) is a corporation, incorporated in the State of Missouri, operating as a privately
held, for profit entity.
Our Corporate Headquarters are located at the
Our Operations Headquarters are located at the
following address:
following address:
Corizon
Corizon
12647 Olive Boulevard
105 Westpark Drive, Suite 200
St. Louis, Missouri 63141
Brentwood, Tennessee 37027‐5010
B.3. Number of Years in Business
Corizon, Inc., formerly known as Correctional Medical Services, Inc. was
founded in 1979, and formally incorporated in 1982. Corizon, Inc. is the bidding
entity for this procurement. For additional information, please refer to the
section titled “Mergers, Acquisitions” on pages 41‐42.
B.4. Number of Years as Correctional Healthcare
Provider
Corizon – Number of
Years as Correctional
Healthcare Provider
33
Corizon has been in business for more than 33 years with correctional
healthcare as our only business. During this time, Corizon has maintained our
position as an industry leader, and will continue to deliver exceptional, responsible healthcare to our
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 38
nation’s jail and prison population. We are proud of our many accomplishments and the rich and varied
company history that has assisted us in our rise to the top of the correctional healthcare market.
Corizon’s proposal has been developed with the benefit of our “hands‐on” experience with the TDOC.
Our proposal is fully compliant with each RFP requirement and has been developed to ensure the TDOC
can easily evaluate the merits of our program in comparison with that of our competitors.
B.5. Number of Employees, Client Base, and Location of Offices
Number of Employees
The Corizon family, through its two (2) primary operating entities, currently employs over 8,200
healthcare professionals (FT and PT employees) in over 410 prisons, jails and other correctional facilities
in 29 states. We apply our comprehensive expertise in correctional healthcare management across a
diverse range of facilities and populations:
Prisons and jails of all security classifications;
Facility sizes ranging from small county jails to multi‐site state prison systems with up to 40,000
inmates;
Male, female and juvenile populations;
Special needs facilities/populations including the aged, infectious
disease, mental health care and female health.
Client Base
As a leader in providing evidence‐based, quality healthcare, Corizon
provides our healthcare services only to correctional facilities. This allows
us to focus our organization, management, and resources to maximize the
effort in providing the best possible service to our clients.
We have been in the forefront of developing and operating healthcare
programs that efficiently manage utilization and costs, while optimizing
health care delivery and outcomes. Every corrections system is unique and
Tennessee is no exception. There is no “one size fits all” solution to cost‐
containment, yet our approach has historically delivered a comprehensive
standard by applying our expertise with proven managed care
principles/systems to meet the unique client requirements.
Employer of Choice
What Our Team Is
Saying……….
I feel that Corizon goes out of
their way to show
appreciation for their
employees.
–Crystal Hale
RN, RMSI
Employee since 2012
●
●
●
Office Locations – Tennessee Regional Office
The strength Corizon’s onsite team at the TDOC will continue to be reinforced by the local support of
our Regional Management Team located in Nashville, Tennessee.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 39
As required by the RFP, our major regional office locations are listed in the table below:
Corizon Regional Offices – 2012
Alabama Regional Office
101 Airport Commons Drive
Calera, AL 35040
Arkansas Regional Office
6814 Princeton Pike Rd.
Pine Bluff, AR 71603
Florida Region IV
8320 West Sunrise, Suite 215
Plantation, FL 33322
Genesis Behavioral Services
6737 West Washington St., Suite 2210
West Allis, WI 53214
Idaho Regional Office
7301 W. Emerald St., Suite 103
Boise, ID 83704
Indiana Regional Office
3737 North Meridian, Suite 500
Indianapolis, IN 46208
Michigan Regional Office*
6452 Millennium Drive, Suite 100
Lansing, MI 48917
Minnesota Regional Office
2277 Hwy. 36 West, Suite 140
Roseville, MN 55113
Missouri Regional Office
3702 West Truman, Suite 104
Jefferson City, MO 65109
Jails ‐ Northeast Region*
New Jersey Regional Office
596 Bloomfield Avenue, Bldg. D
Montclair, NJ 07042
New Mexico Regional Office
6745 Academy NE, Suite A
Albuquerque, NM 87109
* Corizon Health, Inc. offices
Pennsylvania Regional Office*
872 Popular Church Road
Camp Hill, PA 17011
Philadelphia Regional Office*
Mod 11
8001 State Road
Philadelphia, PA 19136
Riker’s Island Regional Office*
49‐04 19th Avenue
Astoria, NY 11105
Tennessee Regional Office
1900 Church Street, Suite 305
Nashville, TN 37203
Jails ‐ Western Regional Office*
1150 Ballena Boulevard, Suite 200
Alameda, CA 94501
Wyoming Regional Office*
920 Grand Ave.
Laramie, WY 82070
Jails – Midwest Regional Office*
105 Westpark Drive, Suite 200
Brentwood, TN 37027
Jails – Southeast Regional Office*
105 Westpark Drive, Suite 200
Brentwood, TN 37027
PharmaCorr – Pharmacy Operations
6705 Camille
Oklahoma City, OK 73149
PharmaCorr
6002 Corporate Way
Indianapolis, IN 46278
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 40
B.6. Mergers, Acquisitions
Corizon, Inc., and the Corizon brand are the result of a merger between the parent companies of
Correctional Medical Services, Inc., (“CMS”) and PHS Correctional Healthcare (“PHS”). Specifically, in
June of 2011, the merger of the organizations was finalized bringing the two (2) sister companies,
Corizon, Inc., and Corizon Health, Inc., together under common ownership.
Corizon, Inc., (f/k/a CMS) and Corizon Health, Inc., (f/k/a PHS), collectively referred to hereinafter as
“Corizon” unless specified otherwise, provides the TDOC with what we believe to be the best the private
correctional healthcare field has to offer – the two (2) industry pioneers – combined into one, best‐in‐
class healthcare provider.
As is the case with most mergers, Corizon, Inc., and Corizon Health, Inc.,
are currently working through a corporate reorganization, consistent with
prior due diligence and thoughtful planning, so as to allow the emerging
Employer of Choice
organization and its current and prospective partners to realize all intended
What Our Team Is
benefits. Because Corizon, Inc., and Corizon Health, Inc., share common
Saying……….
ownership, work under a central mission, maintain the same values and
vision, and are operated at the direction of the same executive leadership
Corizon has proven to be a
team, said reorganization has been seamless for all Corizon, Inc., and
very employee centered, as
Corizon Health, Inc., partners. In the interest of transparency, Corizon
well as client centered. The
would like the TDOC to understand that its intent is to combine Corizon,
company strives for
Inc., and Corizon Health, Inc., into one (1) legal operating entity as soon as
employees to feel valued and
practicable in 2013.
appreciated, a feeling many
nurses in different settings
As previously set forth, the merger of the parent companies of Corizon,
often do not feel.
Inc., (f/k/a CMS) and Corizon Health, Inc., (f/k/a PHS) led to the creation of
Management is very
the Corizon brand, a brand supported by some of the most experienced
supportive & focused.
healthcare providers in the correctional healthcare industry today. In
Overall, this company is top
carrying out Corizon’s mission, our healthcare providers collectively focus
notch to work for!
on providing an inmate healthcare program that is tailored to meet the
specific needs of each Corizon client. Throughout this proposal, Corizon,
–Jennifer Thompson
Inc., the legal entity making the within proposal submission, has included
RN, ICQIC/TCIX‐Annex
and/or referred to the valuable experience and resources Corizon Health,
Employee since 2010
Inc., will bring to the TDOC as part of the Corizon brand.
● ● ●
As an organization, Corizon is focused on the following four priorities as an
organization, all of which are predominant in our company’s mission,
vision, and values. Everything that we do on a day‐to‐day basis is centered around the following:
1. Providing quality healthcare;
2. Being the low cost provider;
3. Meeting or exceeding our clients expectations; and
4. Being the healthcare employer of choice.
Following are statements of mergers, acquisitions or sales for each company within the last ten (10)
years.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 41
Correctional Medical Services, Inc. (CMS)
In November 2001, CMS was owned by ARAMARK and under the umbrella of Spectrum Healthcare
Services, Inc. (“SHS”). At that time, CMS and its affiliated companies in correctional healthcare,
pharmacy, and substance abuse treatment separated from SHS. In May of 2002, Team Health of
Knoxville, Tennessee acquired SHS. Following the divestiture, the CMS companies continued to be
owned by Madison Dearborn Partners (“MDP”), ARAMARK, other private equity investors, and company
management.
In May 2003, the CMS parent company discontinued use of the Spectrum name, and changed its name
to VALITÁS Health Services, Inc. In December 2003, VALITÁS repurchased ARAMARK’s remaining interest
in the company. In December 2007, VALITÁS completed a recapitalization process. As part of the
recapitalization, the private equity firm of Beecken Petty O’Keefe & Company increased its investment
to a majority ownership position. As part of this transaction, MDP sold its interest in VALITÁS.
PHS Correctional Healthcare (PHS, n/k/a Corizon Health, Inc.)
PHS was a wholly owned subsidiary of America Service Group, Inc. (“ASG”). Prior to 2007, ASG also
owned Secure Pharmacy Plus, LLC, a distributor of pharmaceuticals and medical supplies. In 2007, ASG
entered into an asset purchase agreement with Maxor National Pharmacy Services Corporation
(“Maxor”). As a condition, Maxor and PHS entered into a long‐term pharmacy services agreement where
Maxor became the primary provider of pharmaceuticals and medical supplies for PHS.
Corizon
Valitás Health Services, Inc. (“Valitás), the parent company of CMS (n/k/a Corizon, Inc.), and ASG, the
parent company of PHS (n/k/a Corizon Health, Inc.), signed an agreement and plan of merger in March
2011 which would bring ASG and its subsidiary entities under the ownership of Valitás. Following
governmental and regulatory review, the transaction was approved on June 1, 2011 by ASG
shareholders and formally closed on June 3, 2011.
B.7. Felony Convictions
Corizon is proud of the thorough process involved in our site employee background investigations as
well as our Human Resource Department’s process for interviewing and screening corporate personnel.
We hire individuals best suited for the job, and only those who demonstrate a clean history through our
investigations. Corizon affirms to the State that none of our employees, agents, independent
contractors, and subcontractors has been convicted of, pled guilty to, or pled nolo contendere to any
felony.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 42
B.8. Bankruptcy
Corizon has not filed (nor received a file against us) for bankruptcy or insolvency, nor have we
undergone the appointment of a receiver, trustee, or assignee for the benefit of creditors.
B.9. Pending Litigation
Through this submission, Legal Counsel for Corizon, Inc., hereby attests that there is no material or
pending litigation against such that is reasonably believed to adversely affect its ability to meet contract
requirements pursuant to this RFP or is likely to have a material adverse effect on Corizon, Inc.’s
financial condition.
B.10. Pending Security Exchange Commission Investigations
There is no pending nor in progress Securities Exchange Commission investigations involving Corizon.
B.11. Proposers Experience Providing Services
Corizon has provided correctional inmate healthcare
services since 1979. This focused effort enables Corizon to
not only lead the industry, but also set the standards to
which our competitors aspire. We have always viewed our
position as the industry leader as both an honor and a
responsibility.
Corizon
No other competitor has
successfully sustained as many
long‐term state prison contracts
as Corizon.
Correctional healthcare requires a special expertise. Corizon
is committed to delivering comprehensive programs that
provide the level and quality of service that meets or exceed
our clients’ expectations. We are proud that numerous
prison systems have chosen Corizon as their healthcare
services provider. However, we are equally pleased that Corizon and its affiliated companies are
proven as a provider capable of maintaining long‐term relationships in the often “unpredictable’
correctional healthcare industry. While our ability to immediately improve and enhance each new
healthcare program we obtain is proven, it is with time that our programs are optimized. Many of our
current large correctional programs represent long‐term partnerships that have grown and succeeded in
multiple re‐bids.
Correctional Healthcare Contracts
Corizon, Inc. and Affiliated Companies
Missouri Division of Offender Rehabilitation Services/Department of Corrections
Years of Service
19 Years
December 1992‐Present
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 43
Correctional Healthcare Contracts
Corizon, Inc. and Affiliated Companies
ADP
Scope of Services
31,070
Medical, dental, pharmacy, utilization management, and
third party administration
Arkansas Department of Corrections
Years of Service
15 Years
July 1997‐Present
ADP
17,165
Scope of Services
Medical, dental, pharmacy, psychiatry and third party
administration
Minnesota Department of Corrections
Years of Service
14 Years
July 1998‐Present
ADP
9,326
Scope of Services
Medical and psychiatry staffing, utilization management,
pharmacy, and third party administration
Wyoming Department of Correction*
Years of Service
7 Years
July 2005‐Present
ADP
1,952
Scope of Services
Medical, dental, mental health, and third party
administration
Idaho Department of Correction
Years of Service
7 Years
July 2005‐Present
ADP
5,184
Scope of Services
Medical, dental, pharmacy, limited mental health and third
party administration
Indiana Department of Correction
Years of Service
6 Years
September 2005‐Present
ADP
27,511
Scope of Services
Medical, dental, pharmacy, mental health, substance abuse
and third party administration
New Mexico Corrections Department
Years of Service
5 Years
July 2007‐Present
ADP
6,622
Scope of Services
Medical, dental, pharmacy, psychiatry, and third party
administration
Alabama Department of Corrections
Years of Service
4 Years
November 2007‐Present
ADP
25,751
Scope of Services
Medical, dental, pharmacy, utilization management, third
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 44
Correctional Healthcare Contracts
Corizon, Inc. and Affiliated Companies
party administration
Michigan Department of Corrections*
Years of Service
3 Years
April 2009‐Present
ADP
44,210
Scope of Services
Medical staffing and management services and third party
administration
Tennessee Department of Correction
Years of Service
2 Years
January 2010‐Present
ADP
19,796
Scope of Services
Medical, dental, pharmacy, utilization management, mental
health and third party administration
* Corizon Health, Inc. contract
In addition, the states of Alabama, Idaho, and New Mexico selected Corizon, Inc. as their initial provider,
changed to another provider in a subsequent procurement, only to return to Corizon, Inc. as their
provider of choice after experiencing services through a different provider. We look forward to once
again proving to the TDOC that our programs efficacy far exceeds that of our competitors.
Each of these long‐term contracts is not only a testament to the efficacy of our program but to our
willingness to work with our clients. As the TDOC is undoubtedly aware, the correctional environment is
one of continual change. Over time, Corizon has learned that to become a long‐term partner, we must
grow with each system; ensuring that as the needs of the system change, we can effectively adapt our
program according to need.
Corizon’s Ability to Deliver Services Sought by the TDOC
In response to the requirements in this section of the RFP, Corizon has provided a brief, descriptive
statement detailing evidence of our ability to deliver the services sought under this RFP in the narrative
that follows.
Corizon, Inc.’s Experience in Tennessee
Partnering with a Vendor with Local Experience
Corizon, Inc. (formerly CMS) first began providing healthcare services in the State of Tennessee in 1988,
when we partnered with the TDOC as the provider for Riverbend Maximum Security Institution. The
Tennessee Prison for Women added our services in 1989, and Corizon was awarded the first statewide
contract with the TDOC in 2000. Currently, we provide comprehensive medical and mental health
services for the Tennessee Department of Correction.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 45
Corizon, Inc./TDOC Partnership History
As previously described in the Executive Summary, Corizon, Inc. provided services to the TDOC from July
2001 through December 2005, providing quality health services to inmates in the custody of the TDOC.
During this four year partnership, the TDOC and Corizon, Inc. accomplished many objectives and worked
diligently toward our common goal of bringing a quality correctional healthcare program to the TDOC
based on community standards of care. In 2005, the TDOC chose to partner with another healthcare
provider through an open procurement. After experience services through a Corizon, Inc. competitor,
the contract was once again placed in open procurement. We were very pleased to once again be
chosen as the TDOC’s partner in 2010!
Since 2010, we have worked closely with TDOC to effectively develop and implement the innovative
solutions necessary to not only ensure a quality program at TDOC, but to ensure each of the
Department’s expectations are met. A list of program improvements and achievements accomplished
can be found Appendix A. Corizon, continually dedicated to improvement, will use these
accomplishments as building blocks for further improvements to the TDOC program in 2013 and
beyond.
Corizon is well equipped to continue to provide health care services to the TDOC and is prepared to
provide a compliant program on day one of the contract. Based on our 33‐year service history, along
with our local Tennessee office and national presence, Corizon is well‐prepared to continue services in
the TDOC following contract award.
Corizon Regional Office and Corporate Office Located in Tennessee
The strength Corizon’s onsite team at the TDOC will
continue to be reinforced by the local support of our
Regional Management Team located in Nashville,
Tennessee, as well as the Brentwood, Tennessee Corporate
Office and St. Louis, Missouri Operational Headquarters.
Regional offices are hubs of activity where site‐directed
activity takes place. Our regional offices vary in size from
one to 40 employees, depending upon contract
requirements and size. The regional office for this contract
will continue to be in Nashville, under Dwayne Phillips,
Vice President of Operations (pages 49‐56).
Corizon
Ensuring accountability to the
TDOC through our established
Brentwood, Tennessee Regional
Office
Training and Education
Please refer to the section titled “Employee Orientation and Training” on pages 182‐192 for a
comprehensive description of the orientation, training and continuing education services that Corizon
will continue to bring to TDOC.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 46
Certifications
Corizon is pleased to provide all of our clients with exceptionally qualified physicians who are
credentialed within one of the most vigorous and thorough processes in the industry. Our credentialing
system is a comprehensive, proven approach refined over our 33 years in the correctional healthcare
market.
Corizon will continue to follow strict credentialing procedures to employ only those persons maintaining
the proper training, licenses, certificates, cooperative agreements and registrations necessary to provide
services in Tennessee. We are proud to continue to offer TDOC a robust, multi‐faceted credentials
program. Please refer to the section titled “Medical Staff Credentialing” on pages 196‐200 for a
comprehensive description of Corizon’s credentialing process.
Corizon’s Accreditation Success – History of ACA Accreditation
As the current TDOC medical services provider, Corizon is well versed in providing a correctional
healthcare program in accordance with ACA standards. Corizon’s strong clinical and administrative
resources will guarantee continued accreditation by the ACA. Corizon’s Clinical Programs Department
has developed a system that has enabled us to achieve a 100% success rate in obtaining accreditation in
all TDOC facilities statewide. This success results from implementing a program based on ACA and
NCCHC standards, and following up with an auditing system that ensures accreditation. Members of
Corizon’s Clinical Programs Department, or others familiar with the auditing process, provide
preparation materials and continuing guidance as well as mock audits well in advance of actual ACA and
NCCHC audits. Corizon’s proactive approach in our pursuit of ACA and/or NCCHC accreditation and re‐
accreditation quickly identifies and addresses potential deficiencies prior to the actual audit. Corizon,
Inc.’s current contract site list, provided as Appendix H, identifies the accreditation status of each
Corizon, Inc. contract site.
Corizon’s ACA and NCCHC Mock Audits (Pre‐accreditation Surveys)
Our broad‐based approach to accreditation includes the preparation of activities, including education
and training programs. Our training programs offer insight to offsite administrative team members and
employees on what to expect during a survey or review. Our program covers Corizon’s current processes
and documentation (to verify compliance with intent of standards) and a pre‐accreditation survey.
The following depicts the subject matter encompassed by the pre‐accreditation process.
Inmate Access to Care
Tuberculosis Management
Medical Co‐payments
Quality Assurance
Procedures
Hepatitis A, B, and C
Management
Management of Chemical
Dependence
Clinical Services
HIV/AIDS Management
Pharmaceuticals
Continuity of Care
Health Appraisal
Peer Review
Inmates Referrals
Chronic Care
Health Service Staff
Inmate Transportation
Dental Care
Personnel Qualifications
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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Treatment Plans
Health Education
Credentials
Emergency Plans
Intake Screenings
Emergency Response
Infirmary Care
Intrasystem Transfers
First Aid
Elective Procedure
Suicide Prevention
Inmate Assistance
Pregnancy Management
Periodic Examinations
Confidentiality
Health Records Transfers
Mental Health Program
Informed Consent
Prosthesis and Orthodontic
Devices
Bathing Facility
Maintenance/Toilets
Medical Waste and Cleaning
Detoxification
Use of Restraints
Research
Components of
Communicable Diseases and
Infection Control
Health Records Content
Sexual Assault Information
Inmate Death
Corizon’s pre‐accreditation survey assesses compliance with standards, identifies areas in which
improvement is needed, and provides additional reinforcement to staff as they proceed in the learning
process. When deficient areas are identified and improvement is required, an action plan is
implemented to ensure compliance when the formal accreditation audit occurs. Use of the pre‐
accreditation survey review improves the confidence level of the staff and increases the success rate in
achieving accreditation.
Resources, Program and Quality Management Systems
As previously mentioned, Corizon is the leader in providing healthcare to meet the needs of the
correctional population. Our specialized healthcare services program stands alone as the only one
developed to ensure quality, evidence‐based, cost‐effective services while maintaining complete
accountability to our clients. Our position as the largest and most experienced provider has allowed us
to make investments in our healthcare program that far exceed our competitors.
Specifics regarding the program that Corizon will bring to the TDOC is located in our response to Section
C: Technical Qualifications, Experience & Approach Items. In this Section, we describe our approach and
include description and examples of specific guidelines, practices and reports. Additionally, we illustrate
how we will manage our proposed healthcare services program and accomplish required objectives
within the State’s project schedule.
Continuous Quality Improvement (CQI)
The CQI program that Corizon currently has in place at each TDOC facility was designed to monitor and
evaluate the adequacy and appropriateness of our healthcare program. This program is addressed, in
detail, in the section titled “Quality Improvement” on pages 205‐208.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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Partnership Strength
Corizon 2013 Initiative
TDOC Core Need:
Partnership Strength
By choosing Corizon to continue as the
comprehensive healthcare services provider,
the TDOC will align with the only vendor with the proven infrastructure currently in place to support the
program. We look forward to continuing our successful working relationship with the TDOC for it is
Corizon’s desire to continue our tenure with the TDOC. Continuity of care, patient care and transparency
will remain as the cornerstones of Corizon’s customer satisfaction program for the TDOC. As such,
Corizon’s program for the TDOC will include each of the following components:
Tennessee‐based Regional and Corporate Offices (pages 49‐58);
Clients for Life Model (pages 75‐80);
Experienced leadership teams (pages 49‐56);
Medical and Mental Health database at no additional cost to the TDOC (page 91); and
Re‐Entry Portal at no additional cost to the TDOC (pages 227‐229).
B.12. Project Team
Corizon’s Tennessee Regional Office
TDOC Core Need:
Corizon is pleased to propose the continuation
Tennessee‐Based Regional Office
of our entire Tennessee Regional Office
Management Team. Corizon feels that a strong
regional presence in the areas where we
provide healthcare personnel and services is a highly important aspect of our contract deliverables.
Because of this, the strength of the onsite team that oversees the TDOC contract will be reinforced by
the local support of our in‐state regional office located in Nashville, Tennessee. Each member of our
Tennessee regional office resides in Tennessee full‐time. This gives TDOC Administration immediate
access to our onsite Regional Management team. Our Tennessee regional office team supports the
efforts of the TDOC program 24 hours a day, seven days a week. Please refer to the following section for
an overview of our TDOC local and Regional Management Team, which is currently in place for the TDOC
contract.
Corizon’s Tennessee‐based Regional Management Staff
TDOC Core Need:
Corizon’s recent two‐year tenure as the medical
Experienced Leadership Team
services provider to the TDOC has allowed us to
assemble a staff prepared by advanced
education and experience, equipped to meet
the demands of TDOC. Our current TDOC local and Regional Management Team, as well as the
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 49
corporate office and operational headquarters, will continue to provide both technical and operational
management support for our TDOC contract. Responsibilities of the Corizon Regional Management team
dedicated to the TDOC contract include:
Serving as direct liaisons with TDOC officials;
Delivering services in accordance with contract and community standards;
Coordinating and overseeing the operational activities of the TDOC contract;
Supervising the fiscal management of the contract services;
Establishing and maintaining productive working relationships with secondary
care service providers in the community; and,
Assuring the proper reporting mechanisms are functional between TDOC and
Corizon.
Number of Combined
Years Correctional
Healthcare Experience
of Corizon’s TDOC
Dedicated Personnel
142
The following team is under the direct oversight of Tom Voss, Senior Vice President State Corrections, to
ensure a quality, cost driven program.
This team of experienced medical professionals brings 142 COMBINED YEARS of correctional
healthcare management experience to our current TDOC program!
Corizon’s TDOC Leadership Team
Tennessee Regional Office Management
Regional Office Team
Office
Location
Years of Correctional
Healthcare
Experience
Tom Voss, Senior Vice President State Corrections
Dwayne Phillips, Vice President of Operations
Lynn Cole, Regional Director
Sylvia McQueen, MD, CCHP, Statewide Regional Medical Director
Glen Babich, MD, Associate Regional Medical Director
Helen Coleman, DDS, Regional Dental Director
Tiffany Sarell, PharmD, Regional Clinical Pharmacist
Sheila Vaughn, RN, Outpatient Nurse Manager
Seana Walters, RN, Utilization Management Nurse
Karen Mason, RN, Regional CQI Coordinator
Tina Marcy, RN, Regional Infection Control Coordinator
Jeremy Chase, RN, Clinical Nurse Educator
Farrah Elizabeth Blackwell, Scheduling Coordinator
Viki Rowlett, Scheduling Coordinator
Tennessee
Tennessee
Tennessee
Tennessee
Tennessee
Tennessee
Tennessee
Tennessee
Tennessee
Tennessee
Tennessee
Tennessee
Tennessee
Tennessee
30
6
5
22
18
2
3
7
27
3
11
4
2
2
Qualification Summaries of Personnel Currently Dedicated to our TDOC Contract
Corizon is pleased to propose the continuation of our Tennessee Regional Office Management Team for
the new contract. Corizon has tailored our Tennessee team to the TDOC and believe that the team we
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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PAGE 50
have in place is the right fit for Tennessee. The following includes a brief biography of our key TDOC
leadership team.
Tom Voss
Senior Vice President, State Corrections
Tom Voss serves as Senior Vice President of State Corrections with overall responsibility for the financial
and operational performance of the TDOC/Corizon contract. Mr. Voss will continue to oversee client
relations and will manage TDOC performance expectations; maintain adequate staffing to support
quality care outcomes; identify and implement operational strategies to effectively and efficiently utilize
pharmaceuticals, offsite subspecialty, and community hospital services.
During his tenure with Corizon, Mr. Voss has held roles as a Regional Manager, Regional Vice President,
Vice President of Operations and most recently, Senior Vice President, State Corrections. Mr. Voss
brings over 30 years of correctional healthcare experience to the TDOC.
Dwayne Phillips, RN
Vice President of Operations (RFP Title: Administrator)
Dwayne Phillips serves as Corizon’s Vice President of Operations (VPO) over our TDOC contract. As the
local VPO dedicated solely to our TDOC contract, Mr. Phillips reports to Tom Voss and is ultimately
responsible for the performance of all TDOC sites including meeting the expectations of the TDOC client,
maintaining the standards for providing medical care to the inmate population, and meeting the needs
of the Corizon medical staff in Tennessee.
Mr. Phillips is responsible for all medical and dental services to include physician, nursing, dental,
ancillary, dialysis care, secondary care, pharmacy administration, and administrative duties. Mr. Phillips
will continue to work collaboratively with the TDOC and Corizon’s corporate leadership to determine,
implement, and monitor the strategic direction and plan for the TDOC program. Mr. Phillips brings over
six years of correctional healthcare experience to the TDOC.
Lynn Cole
Regional Director (RFP Title: Administrator)
Lynn Cole serves as Corizon’s Regional Director for our TDOC contract. As the Regional Director, Ms.
Cole is responsible for assisting the Vice President of Operations, Dwayne Phillips, in oversight and
management of all fiscal performance, onsite and offsite clinical performance labor management and
operational/logistics functions of the healthcare operations at the TDOC correctional institutions and
the Tennessee Regional Office. Ms. Cole brings over 20 years of senior level healthcare management
and five years of correctional healthcare experience to the TDOC.
Sylvia McQueen, MD, CCHP
Statewide Regional Medical Director (RFP Title: Corizon State Medical Director)
Dr. Sylvia McQueen will serve as Corizon’s Statewide Regional Director for our program at the TDOC. As
the Regional Medical Director, Dr. McQueen will serve as the responsible physician and as the health
authority required by national standards, provides the overall supervision for clinical services for the site
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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PAGE 51
and serves as liaison for clinical matters with medical providers outside the system and is available to
provide on‐call services.
Since 1996, Dr. McQueen has been involved in the development of Quality Improvement (QI), Utilization
Management (UM) and clinical programs in detention facilities and correctional system settings. Dr.
McQueen was tasked with oversight of the provision of clinical services for client facilities in the
Southeastern Region in 1997 through 2009 as Regional Medical Director, as State Medical Director for
the Alabama Department of Corrections (2005‐2007) and Michigan Department of Corrections (2009‐
2010). She is board‐certified in Internal Medicine and is licensed to practice in the states of Michigan,
Virginia, Tennessee, Alabama, North Carolina, Arizona and Georgia. Dr. McQueen is a Certified
Correctional Health Professional and brings over 22 years of correctional healthcare experience to the
TDOC.
Glen Babich, MD
Associate Regional Medical Director
Dr. Glen Babich serves as Corizon’s Associate Regional Medical Director for our TDOC contract. As the
Associate Regional Medical Director, Dr. Babich is responsible for all off‐site referrals and non‐formulary
requests, clinical work on‐site to fill vacancies, and provides mortality reviews, peer review, provider
interviews and physician orientation. Dr. Babich brings over 18 years of correctional healthcare
experience to the TDOC.
Helen Coleman, DDS
Regional Dental Director (RFP Title: Dental Consultant)
Dr. Helen Coleman serves as Corizon’s Regional Dental Director for our TDOC contract. As the Regional
Dental Director, Dr. Coleman directs and provides dental health services to inmates populations,
interelates and works effectively with inmates, Dental, Medical, Security, Administrative and Support
staff, and participates in hiring ,orientation of all dentists and auxiliary staffing in all correctional
institutions in Tennessee where Corizon provides Medical and Dental personnel. Dr. Coleman brings
over two years of correctional healthcare experience to the TDOC.
Tiffany Sarell, PharmD,
Regional Clinical Pharmacist (RFP Title: Clinical Pharmacologist)
Tiffany Sarell, PharmD serves as Corizon’s Regional Clinical Pharmacist. She is responsible for analyzing
prescribing trends to monitor patient compliance and to prevent excessive usage and harmful
interactions, serving on designated committees for the TDOC and the regional office, maintaining all
pharmacy records required by Federal/State regulations and by the TDOC, and serving as the liaison
with the DEA and TN Board of Pharmacy. Dr. Sarell brings over three years of correctional healthcare
experience to the TDOC.
Sheila Vaugh, RN
Outpatient Nurse Manager
Sheila Vaugh, RN serves as Corizon’s Outpatient Nurse Manager for our TDOC contract. As the
Outpatient Nurse Manager, Ms. Vaugn facilitates appointment timelines, problem resolution,
transportation and process flow, coordinates any in‐service training of staff, and provides inmate
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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PAGE 52
outreach education in specific specialty areas as needed. Ms. Vaughn brings over seven years of
correctional healthcare experience to the TDOC.
Karen Mason, RN, CCHP
Regional CQI Coordinator (RFP Title: Continuous Quality Improvement Coordinator)
Karen Mason, RN, CCHP serves as Corizon’s Regional CQI Coordinator for our TDOC contract. As the
Regional CQI Coordinator, Ms. Mason assists the Regional Manager in coordinating the delivery of
contract services and ensures sites are in compliance with all aspects of the contract. Specific
responsibilities includes auditing, documenting, reporting and communicating site compliance with
Corizon CQI program requirements, Corizon policies and procedures (both administrative and clinical)
and legal requirements, regulations and standards set forth by the TDOC. Ms. Mason brings over three
years of correctional healthcare experience to the TDOC.
Tina Marcy, RN
Regional Infection Control Coordinator (RFP Title: Infectious Disease Management Coordinator)
Tina Marcy, RN serves as Corizon’s Regional Infection Control Coordinator for our TDOC contract. As the
Regional Infection Control Coordinator, Ms. Marcy is responsible for developing, implementing and
monitoring processes/data, evaluating the effectiveness of the identified process and reporting
identified trends. Ms. Marcy has experience in active TB Contact investigation, policy revision, and
clinical education support relating to Infectious Disease processes, OSHA, TOSHA, CDC guidelines and
standards. Ms. Marcy brings over 11 years of correctional healthcare experience to the TDOC.
Jeremy Chase, RN
Clinical Nurse Educator (RFP Title: Statewide Health Educator)
Jeremy Chase, RN serves as Corizon’s Clinical Nurse Educator for our TDOC contract. As the Clinical
Nurse Educator, Mr. Chase works closely with the DOC to develop and implement annual and new
employee skills competency evaluations and performs needed in‐service/trainings based upon those
evaluations. Mr. Chase brings over four years of correctional healthcare experience to the TDOC.
Seana Walters, RN
Utilization Management Nurse (RFP Title: Inpatient Utilization Management Nurse)
Seana Walters, RN serves as Corizon’s Utilization Management Nurse for our TDOC contract. As the
Utilization Management Nurse, Ms. Walters is responsible for inpatient utilization management, daily
case management and discharge planning. Ms. Walters is a Registered Nurse and has a Bachelor of
Science in Nursing from William Carey College. Ms. Walters brings over 15 years of nursing experience
and over two years of correctional healthcare experience to the TDOC.
Viki Rowlett
Scheduling Coordinator
Viki Rowlett serves a Scheduling Coordinator for Corizon’s TDOC contract. As the Scheduling
Coordinator, Ms. Rowlett is responsible for coordinating and maintaining the scheduling of outpatient
surgeries and doctor appointment for TDOC inmates. In addition, Ms. Rowlett coordinates telemedicine
clinics, develops departmental procedures for telemedicine clinic scheduling, and maintains the report
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 53
process for the delivery of medical reports to the facilities. Ms. Rowlett brings over two years of
correctional healthcare experience to the TDOC.
Beth Blackwell
Scheduling Coordinator
Beth Blackwell serves a Scheduling Coordinator for Corizon’s TDOC contract. As the Scheduling
Coordinator, Ms. Blackwell is responsible for the scheduling of outpatient specialty appointments and
surgeries for TDOC inmates, scheduling of infectious disease telemedicine clinics, assists in
transportation for TDOC inmates, and communicates with physicians concerning the care of TDOC
inmates. Ms. Blackwell brings over two years of correctional healthcare experience to the TDOC.
Organizational Chart
Corizon’s organizational structure has been developed to realize our corporate vision of providing
quality correctional healthcare. The purpose of the structure is to provide clearly delineated lines of
authority and accountability to ensure the highest possible quality of service to both the TDOC and the
inmates within this correctional system. Corizon’s key management personnel, through their respective
roles, are responsible for managing Corizon’s contracts and deploying our professional and technical
resources.
The following organization charts outline our Tennessee Regional Management Office and Utilization
Management Team structure, along with our current executive management structure.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 54
Tennessee Regional Management Office
Dwayne Phillips
Vice President of Operations
Sylvia McQueen,
MD
Regional Medical
Director
Glen Babich, MD
Associate
Regional Medical
Director
Helen Coleman,
DDS
Regional Dental
Director
Lynn Cole
Regional Director
Regional Director
Tiffany Sarell,
PharmD
Regional Clinical
Pharmacist
Sheila Vaugh, RN
Outpatient Nurse
Manager
Viki Rowlett
Outpatient
Scheduler
Beth Blackwell
Outpatient
Scheduler
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 55
Michele
Tungsvanich
Administrative
Assistant
Administrative
Assistant
Karen Mason,
RN
Regional CQI
Coordinator
Tennessee Utilization Management Team
Utilization Management Team
(TDOC Central Office)
Seana Walters, RN
Inpatient Utilization Management
Nurse
Outpatient Utilization RN
Dwayne Phillips
Vice President of
Operations
Outpatient Utilization RN or LPN
Data Management Technician
Clerical Staff
Jail Utilization RN
(Upon Request of TDOC Medical
Director)
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 56
Tennessee‐based Corporate Office
TDOC Core Need:
Corizon has the largest and most sophisticated
corporate office in the industry, which is located
Tennessee‐based Corporate Office
in Brentwood, Tennessee. Our in‐state corporate
headquarters enhances our responsiveness to
TDOC by allowing the availability and visibility of
Corizon management personnel to the TDOC. This is important because our size and depth allows our
regional management staff and onsite management staff to focus solely on healthcare service delivery.
“Back shop” business tasks are handled in St. Louis and Brentwood; this ensures that our regional and
onsite staff to focus their efforts on meeting the needs of the TDOC. Our Corporate Office supports the
efforts of our onsite teams 24 hours a day, seven days a week. Operating hours for our corporate and
operational offices are 7:00 a.m. to 6:00 p.m., Monday through Friday, after which the office is closed
and an answering service refers emergency calls to the appropriate on‐call executive staff member. Our
offices have departments organized to support the efforts of our regional teams. They include the
following:
Central Office Support for our Statewide Programs
Corizon Department
Financial Services
•
•
•
•
Accounts payable
Accounts receivable
Claims
Payroll
Support Services
• Customer service
• Tax
• Accounting
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 57
Central Office Support for our Statewide Programs
Corizon Department
Legal Services
Information Technology
Clinical Services
Human Resources
Operations
Support Services
• Contract drafting, negotiation,
• Dispute resolution
and interpretation
• Statutory and regulatory
• Litigation, claims, and risk
interpretation
management
• Inmate grievance support
• In‐service education
• Network Operations
• Clinical information
• Telecommunications
systems/Electronic health record
• Application Development
support
• Support Services
• PeopleSoft/Kronos Operations
• Clinical programs
• Educational support
• Utilization management
• Accreditation readiness
• Start‐up support
• Site troubleshooting
• Policy and Procedures
• Infectious disease management
• Clinical education
• Recruiting
• Benefits
• Human Resources Management • Administrative services
System (HRMS)
• Training and development
• Compensation
• Administrative purchasing
• Teleservices
• Mailroom
• Healthcare
• Site human resources
• Financial operations
• PharmaCorr pharmacy services
• Executive management
• Purchasing
• Sales
• Network development
B.13. Roster and Resumes
Tennessee Regional Office Staff
Corizon will continue to provide a full complement of staff for the TDOC contract. For this contract,
Corizon provides key staff, including the following positions. With the exception of the Senior Vice
President, all of these positions will continue to be located at our Tennessee Regional office. Corizon has
provided resumes in Appendix I.
Proposed Regional Office Staff
Located at Corizon Regional Office
Position
Senior Vice President *
Vice President of Operations
Regional Medical Director
Associate Regional Medical Director
Regional Dental Director
Regional Director
Regional Clinical Pharmacist
FTE
1
1
1
1
1
2
1
Time Dedicated Solely
to TDOC
20%
100%
100%
100%
100%
100%
100%
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 58
Proposed Regional Office Staff
Located at Corizon Regional Office
Time Dedicated Solely
to TDOC
Outpatient Scheduling Nurse Manager
1
100%
Outpatient Scheduler
2
100%
Regional CQI Coordinator
1
100%
Regional Infection Control Coordinator
1
100%
Clinical Nurse Educator
1
100%
Administrative Assistant
2
100%
*Corporate Brentwood, TN position with TDOC contract oversight responsibility
Position
FTE
Proposed Utilization Management Staff – Located at TDOC Central Office
Corizon understands that operations of utilization management will be located in TDOC Central Office.
Corizon’s utilization management staff for the TDOC contract will work in the TDOC office under the
direction of the TDOC Medical Director, with collaborative direction from Corizon leadership. Corizon
will provide the following utilization management team for the TDOC. Our standard job description for
each of the positions below have been provided in Appendix I. Upon contract award, Corizon will meet
with the TDOC to customize according to contract specifications. In addition, Seana Walters currently
serves as Corizon’s Inpatient Utilization Management Nurse. A copy of her resume can be found in
Appendix I.
Proposed Utilization Management Staff
Located at TDOC Central Office
Position
Inpatient Utilization Management RN at the TDOC
Outpatient Utilization RN (or 1 RN with 1 LPN) at the
TDOC
Data Management Technician UM at TDOC
Clerical Staff UM at TDOC
Jail Utilization RN at TDOC*
*Upon request of the TDOC Medical Director
FTE
1
2
Time Dedicated Solely
to TDOC
100%
100%
1
1
1
100%
100%
100%
B.14. Subcontractors
Corizon’s ability to provide the TDOC inmate population with the specialty medical care services and
treatment they need will continue to be facilitated by the network of providers and local businesses we
have developed over the course of the last two years. We are confident that no other correctional
health care provider can provide the access to these providers that Corizon currently provides.
Corizon will continue to provide our program for the TDOC in coordination with numerous vendors; each
of which is named in Appendix J. Our commitment to ensuring that our program is fully operational on
day one of the contract is confirmed by the network of support providers we already have in place.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 59
Corizon currently contracts with each of these providers and each plan to continue to work with Corizon
through this re‐bid and in the next contract term. Please refer to Appendix K for Letters of Intent from
Corizon’s proposed chemotherapy and diversity providers.
In addition, Corizon received a Letter of Support from Nashville General Hospital supporting Corizon in
this re‐bid with the TDOC, which can also be found in Appendix K.
B.15. Corizon’s Commitment to Diversity
B.15.a. Existing Programs to Promote Minority Business
Corizon’s Vendor Diversity Program ‐ Dedication to Promoting Minority Businesses
Corizon has a company‐wide commitment through our Vendor Diversity Program to promote the
growth and development of qualified business enterprises owned by minorities, women, persons
with a handicap or disability.
This program is developed to promote and foster inclusiveness, diversity and economic
development, as well as provide on‐going evaluation to ensure that businesses are provided equal
opportunities in contracting and procurement activities.
As Corizon strives to conduct business in a fair and equitable manner, we follow local and state laws and
adhere to regulations of the states in which we operate. Corizon is dedicated to providing diverse
businesses the opportunity to participate in all areas of procurement, including vendor, provider and
supplier activities.
Corizon has over 33 years of history; working with local and small business, as well as an annual spend
of over $55 million with minority, women and small businesses across the country. Our efforts are
designed to create and increase business opportunities for all by promoting job development,
neighborhood stabilization, and economic growth in the geographical areas where Corizon conducts
business.
The Corizon program applies to all firms or institutions regardless of the business owner's race, color,
religion, gender, gender identity or expression, sexual orientation, national origin, disability, age, or
status as a special disabled veteran or other veteran. The Corizon program complies with all applicable
federal, state and local laws, including those dealing with the use of women‐owned and minority‐owned
businesses. The Corizon Provider Operations Department leads this effort by:
Managing the program, providing direction and serving as an advocate;
Identifying and qualifying M/WBE suppliers and expanding opportunities whenever possible;
Participating and networking in local, regional and national M/WBE groups; and,
Establishing goals and tracking participation levels.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 60
Key performance measurements of the program include:
Current certification of M/WBE suppliers;
Tracking and reporting of M/WBE purchases, and the percentage of total purchases;
Proper racial, ethnic categorization of business types;
Tracking dollars spent in each M/WBE product or service category; and,
Diverse supplier base – percentage by service/good category, and minority classification.
Corizon prides itself on creatively working with smaller M/WBEs to establish and grow these businesses.
Prepaying for services and providing cash deposits up front are two examples of how Corizon has
assisted M/WBEs with effectively operating cash flows.
Corizon uses a computerized purchasing system, which features a component that interfaces with
company financial systems to track supplier credentials, purchasing volumes, and M/WBE
participation levels. When a new supplier is added, forms are submitted from the Purchasing
Department to the Finance Department for system input. Computerized activity reports are generated
to monitor performance and participation levels.
B.15.b.i‐iii. Corizon’s Current Contracts with Minority Businesses
The following is a list of all current M/WBE contractors utilized by Corizon. Although the identification of
qualified M/WBE providers can be very challenging in the unique industry of correctional healthcare, the
following list demonstrates our commitment to the utilization of minority and women owned
businesses.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 61
Current Contracts with Minority Businesses – 2012
Annualized
Dollars/Total
Value Per Year
City
State
Telephone
Owner(s)
Ownership
Characteristics
Physicians, Psychiatrists,
Psychologists, Dentists
$9,428,000
Annapolis
MD
301‐925‐7022
A. Getachew
MBE
Dental Services
$4,086,000
Jefferson City
MO
(573) 619‐9478
Ernest W. Jackson, DMD,
MS, MCJ, DABFO
MBE
Dialysis
$4,460,000
Danville
IL
(217) 477‐1490
Donna Combs‐Williamson
WBE
Computer Technology
Services
$196,000
Gardena
CA
888‐888‐8223
Dr. Mansoor Shah
MBE
Eyeglasses
$190,000
Owings Mills
MD
443‐794‐3919
Santana Nottage
MBE
Mobile Ultrasounds
$22,000
Conyers
GA
770‐602‐0502
Marc Upshaw
MBE
Indiana Minority Health Coalition (IMHC)
Psychiatric Services and
Staffing
$4,082,000
Indianapolis
IN
317‐926‐4011
Nancy Jewell
MBE
RepuCare
PT Services/Laboratory
Services
$1,010,000
Indianapolis
IN
317‐578‐2858
Billie Dragoo
WBE
Correct RX
Pharmacy Services
$478,000
Linthicum
MD
(410) 636‐9500
Ellen Yankellow
WBE
Answer Jefferson City
Answering Service
$21,000
Jefferson City
MO
(573) 659‐7907
Gail E. Cisco
WBE
Progressive HomeCare Services, Inc.
Infusion Therapy
$18,525,000
Indianapolis
IN
304‐723‐7188
Sandra Stephens‐Arbuckle
WBE
Pharmacy Services
2,866,000
Alpharetta
GA
770‐992‐9940
Oliver Nwabude
MBE
Vendor
Lakewood Healthcare Associates
Jackson Institutional Dental Services
CharDonnay Dialysis, Inc.
En Pointe Technologies
Opticians on Call
Global Diagnostic Imaging
Trans Alliance Group
Contract Description
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 62
Current Contracts with Minority Businesses – 2012
Contract Description
Annualized
Dollars/Total
Value Per Year
City
State
Telephone
Owner(s)
Ownership
Characteristics
Pharmacy Services
$2,994,415
Columbia
MO
573‐819‐9944
Jewel Cofield
MBE
Mumby & Simmons
Dental
$2,260,540
Baltimore
MD
410‐664‐2503
Ken Simmons
MBE
Healthy Alternatives
Medical Supplies
$538,000
Tyrone
PA
888‐278‐0202
Cynthia Banas
WBE
Philadelphia
PA
215‐673‐3600
Marie Brown‐Etris
WBE
Vendor
Jewel Healthcare Solutions, Inc.
(projected)
Etris Associates, Inc.
Wound Care
$31,851
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 63
B.15.c.i‐ii.i Level of Participation
Corizon’s Companywide Commitment to Diversity
Corizon’s diversity covers a broad range of personal attributes and characteristics such as race, gender,
age, cultural heritage, and personal background. We are cognizant that developing and supporting a
diverse workplace is integral to our success, and we strive to fully develop the potential of our
employees. To achieve this goal, we retain human resources systems that support individual employee
development. We regularly review these systems to make sure they embrace each individual who
comprises our workforce, including women and the various population groups that make up our
minority workforce.
Corizon is committed to promoting the growth and development of qualified minority businesses by
focusing resources on business enterprises owned by minorities, women, persons with a handicap or
disability to increase and track participation levels. We have received commitments from the following
certified small businesses and businesses owned by women and minorities interested in providing
services through us for the TDOC contract. Please refer to Appendix K for Letters of Intent.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 64
Corizon’s Proposed Partnerships
Small Business Name
Garcia Clinical Laboratory, Inc.
Chardonnay Dialysis, Inc.
Lee Medical, Inc.
Certificate #
Ownership
Characteristics
Description of Contract/Service
Description
051809‐08
072710‐01
071111‐01
WBE
WBE
WBE
Clinical Laboratory Services
Dialysis
IV Management Services
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 65
Participation
Estimate
(percentage)
1.7%
1.3%
<.1%
Letter of
Intent
Yes
Yes
Yes
B.15.d. Corizon Diversity – Total Current Employees
The following chart demonstrates the breakdown of the current Corizon work force regarding minority
employees. Although Corizon does not currently collect data on our hiring of professionals with
disabilities, we make all decisions to recruit employees without regard to age, race, gender, religion,
national origin, disability, or disabled veteran status.
Diversity of Corizon’s Current Workforce – 2012
Minority Description
Percentage
Native Hawaiian/Other Pacific Island
0.15%
American Indian/Alaska Native
0.62%
Hispanic/Latino
4.71%
Black/African‐American
24.10%
Asian
0.77%
Female
82.89%
B.16. Contracts with the State of Tennessee
Corizon is currently the proud partner of the Tennessee Department of Correction, as the provider for
correctional healthcare and mental health services.
Corizon does not have any completed contracts with the State of Tennessee within the previous five‐
year period.
B.16.a. Contract Contact Information
Tennessee Department of Correction
Dr. Kenneth Williams, MD, TDOC Medical Director
P/615‐741‐1000 x 8210
E/ Kenneth.Williams@tn.gov
B.16.b. Procuring Agency Name
Tennessee Department of Correction
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 66
B.16.c. Scope of Services
Corizon provides services to the following TDOC facilities:
Scope of Services
TDOC/Corizon Program
Facility
Charles B. Bass Correctional Complex (CBCX)
Lois M. DeBerry Special Needs Facility (DSNF)‐Based
Lois M. DeBerry Special Needs Facility (DSNF)‐Inpatient
Morgan County Correctional Complex (MCCX)
Mark H. Luttrell Correctional Center (MLCC)
Northeast Correctional Complex (NECX)
Northwest Correctional Complex (NWCX)
Riverbend Maximum Security Institution (RMSI)
Southeastern Tennessee State Regional Correctional Facility
(STSRCF)
Turney Center Industrial Complex 1
Turney Center Industrial Complex 2
Tennessee Prison For Women (TPW)
West Tennessee State Penitentiary (WTSP)
Hardeman County Correctional Center
South Central Correctional Complex
Whiteville Correctional Facility
Services Provided
Medical, Mental Health, Dental Pharmacy
Mental Health & Pharmacy, Dental/Medical
Providers Only, Dietician, Dialysis
Mental Health & Pharmacy, Dental/Medical
Providers Only, Dietician, Dialysis
Mental Health & Pharmacy, Dental/Medical
Providers Only
Mental Health & Pharmacy, Dental/Medical
Providers Only
Mental Health & Pharmacy, Dental/Medical
Providers Only
Mental Health & Pharmacy, Dental/Medical
Providers
Medical, Mental Health, Dental Pharmacy
Mental Health & Pharmacy, Dental/Medical
Providers Only
Medical, Mental Health, Dental Pharmacy
Medical, Mental Health, Dental Pharmacy
Medical, Mental Health, Dental Pharmacy
Mental Health & Pharmacy, Dental/Medical
IP Management Only
IP Management Only
IP Management Only
B.16.d. Contract Term
Health Services Contract Term: January 1, 2010 through December 31, 2012
Mental Health Services Contract Term: July 1, 2011 through June 30, 2015
B.16.e. Contract Number
Health Services Contract Number: FA1030424
Mental Health Services Contract: FA1339381
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 67
B.17.a‐e. Customer References
Corizon has provided sealed reference questionnaires within a larger, labeled envelope, located in the
front of our original technical proposal binder.
We have provided sealed reference questionnaires from the following:
Alabama Department of Corrections
New Mexico Corrections Department
Indiana Department of Correction
Maryland Department of Public Safety and Correctional Services
Monroe County Jail
Additionally, during the due diligence phase of our proposal development, Corizon reached out to our
point of contact at each of the following previous (completed) contracts by sending the reference
questionnaire request. We have provided the contact information for each contract below, for the
reader’s review.
Reference
Contact Information
West Virginia Division of Corrections
Collin County Jail
Galveston County Sheriff’s Department
Manatee County Jail
Jim Rubenstein, Commissioner
1409 Greenbrier Street
Charleston, WV 25311
Chief Randy Clark
4300 Community Blvd.
McKinney, TX 75070
Mike Henson, Chief Deputy
5700 Avenue H
Galveston, TX 77551
Anthony Ackles, Major
Central Jail Facility
14470 Harlee Road
Palmetto, FL 34221
B.18. Alternative or Supplemental Contract Language
In compliance with TDOC RFP Amendment #2, Corizon has provided the following red‐line clarification
language to the pro forma contract.
Section A.4.(e) (pro forma Contract p.8, in pertinent part)
The contractor shall be responsible for fifty percent (50%) of the costs of all HIV/Acquired Immune
Deficiency Syndrome (AIDS) and hepatitis C anitiretroviral medications prescribed by a physician or mid‐
level provider, according to TDOC treatment protocols, guidelines and formulary developed by the TDOC
Medical Director and the Clinical Pharmacologist and the Pharmacy Vendor. In the event the TDOC
elects to procure pharmaceutical services from a different vendor (from the current vendor) at anytime
during the term of the contract, and the new vendor utilizes a pricing methodology and/or cost model
which is materially different from that of the current pharmaceutical services vendor, said change will
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 68
result in the contractor and the TDOC renegotiating the contractor’s financial responsibility under this
Provision. Specifically, the contractor shall be afforded the opportunity to review the new
pharmaceutical service vendor’s pricing methodology and/or cost model so as to ensure its financial
responsibility thereunder is consistent with that upon which its proposal submission was based. Corizon
further requires that the TDOC’s contracted pharmacy provide prescription level detail monthly (in a
mutually agreeable electronic format) no later than the fifth day following the month of service to
include all medications for which the Contractor has financial responsibility.
Section A.6(c) (pro forma Contract p.12)
Mobile Services. Mobile Services. The Contractor shall maximize the use of on‐site services at TDOC
facilities as specified in the Contractor’s RFP proposal. (RFP Attachment 6.2‐ Section C – Technical
Proposal & Evaluation Guide ‐ Item Ref. C.3.) The contractor has the option to sub‐contract all services
that can be mobilized. The contractor is expected to provide mobile services that include, but are not
limited to, radiological services, CT, MRI and ultrasound services at all TDOC facilities. It is recognized
that not all mobile service can be are available at the start of or during the term of the contract, but at
all times relevant herein, the contractor shall exercise its best efforts to procure and include all available
mobile services proposed services should be included in the its proposal submission and/or at the time
of service delivery. The company selected for mobile services will be assessed and given final approval
by the State. In addition, the Contractor shall make provisions for on‐site mobile services at both female
facilities, which shall include mammogram, ultrasound, and digital x‐ray with viewing capabilities to
radiologists resulting in interpretations within 24 hours. Physicians, to include the TDOC Medical
Director, in TDOC facilities will have access to view films. The Contractor will provide any other mobile
services that are demonstrated to be cost effective and/or provide an added benefit to the State.
Section A.7(e) (pro forma Contract p.14)
Non‐Secure Units. Starting on day three (3) of an inpatient stay at a hospital that does not contain a
secure unit, the Contractor shall pay the State four hundred dollars ($400.00) per day per inmate to
cover the cost incurred by the State to provide Security. If at any time during the term of the Contract,
Nashville General Hospital no longer provides a secure unit and full hospital services as provided on the
date of the Contractor’s proposal submission, the TDOC shall waive the secure unit fee until the
Contractor secures a contractual arrangement with a substitute Tennessee based hospital that operates
a secure unit and provides full hospital services for TDOC patients. In the event the waiver is invoked
hereunder, the Contractor shall use best efforts to negotiate and obtain a hospital agreement with a
secure unit, providing written documentation to the TDOC on a monthly basis as to its efforts in this
regard.
Section C.3(a) and (b) (P29)
a. The Contractor’s compensation shall be contingent upon the satisfactory completion of units,
milestones, or increments of service defined in section C.1. Consistent with many other Corizon
contracts, Corizon proposes to receive a prepayment of services, with adjustments by TDOC after
the month of service should the TDOC determine that the satisfactory completion of services has
not been achieved by Corizon.
b. The Contractor shall be compensated for said units, milestones, or increments of service based upon
the average daily population (in‐house count at 10:30 p.m. plus inmates temporarily out to medical)
times the number of days in the month times the blended per diem rate. Corizon proposes to bill
TDOC 15 days prior to the month of service based upon the most recently available ADP (generally
this would be two months prior to actual month of service). We propose TDOC remit electronic
payment by the 15th of the month of service. Once the ADP for the month of service has been
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 69
computed by TDOC and communicated to Corizon, we will compute the necessary adjustment
(credit or additional amount owed) and include this on the next available prepayment invoice. As
expansions to the individual facilities increase the operating capacities, the blended per diem rate
will be recalculated based upon the new operating capacities subject to fully executed amendments
to the contract.
Licensing Provisions/Agreements
There are no licensing provisions/agreements to which Corizon will expect the State to comply.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 70
Section C: Technical Qualifications,
Experience & Approach
Section C: Technical Qualifications, Experience & Approach
TECHNICAL PROPOSAL AND EVALUATION GUIDE
PROPOSER LEGAL ENTITY NAME:
Proposal
Page #
(Proposer
completes)
Item
Ref.
Corizon, Inc.
Section C – Technical Qualifications, Experience and
Approach
Item
Score
Evaluation
Factor
74
C.1.
Provide a narrative that illustrates the Proposer’s
understanding of the State’s requirements and project
schedule.
10
74-80
C.2.
Transition Plan. The Proposer must provide a detailed
narrative of its 60-day Transition Plan. The plan must detail
how the Proposer will make an orderly and efficient
transition of the full delivery of services on the effective
date of the contract(s). The Proposer must include a
timeline that illustrates how the Proposer will manage the
project, ensure completion of the scope of services, and
accomplish required objectives within the State’s project
schedule.
10
80-234
C.3.
Work Plan. The Proposer must provide a Work Plan that
describes its approach for accomplishing the work outlined
in the pro forma contract, Scope of Services, Section A.
The Proposer must provide specific details and work
products to show how it will support regional and statewide
operations, yet address the specific needs of each
institution. The Work Plan must include a specific proposal
to maximize the use of onsite services at TDOC facilities.
The Proposer must clearly set forth its understanding of the
State’s requirements of this RFP and its ability to
successfully complete this contract.
60
The Proposer’s Work Plan must include a description and
examples of specific guidelines, practices and reports that
will be utilized in its contract with the State. Work Plans in
narrative format may include photos, graphs, charts, or
other visual aids to assist in the description.
Mere reiterations of the pro forma’s Scope of Services are
strongly discouraged, as they do not provide insight into the
Proposer’s ability to meet the terms of the contract. The
Proposer’s response to this section should be designed to
convince the State that its detailed plan and approach is
realistic, attainable and appropriate to complete the Scope
of Services and that its bid proposal will lead to the most
successful contractual terms.
234
C.4.
Staffing Plans. The Proposer shall include its plan for
staffing clinical services for each of the eleven State
managed facilities. The proposal shall include at a
minimum the Minimum Staffing Requirements listed in
Attachment B of Attachment 6.6.
The RFP Coordinator will use this sum and the formula below to calculate
the section score. All calculations will use and result in numbers rounded to
20
Total Raw Weighted Score:
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 72
Raw
Weighted
Score
(sum of Raw Weighted Scores above)
two (2) places to the right of the decimal point
Total Raw Weighted Score
Maximum Possible Raw Weighted Score
(i.e., 5 x the sum of item weights abov)e
X 45
(maximum possible score)
State Use – Evaluator Identification:
State Use – RFP Coordinator Signature, Printed Name & Date:
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 73
= SCORE:
Section C: Technical Qualifications, Experience & Approach
As instructed by the RFP, Corizon has addressed all items in RFP Attachment 6.2.C, Technical
Qualifications, Experience & Approach, providing in sequence the information and documentation as
required and referencing a proposal page number for each item in the appropriate space. Further,
Corizon understands the proposal evaluation process designed to award the contract resulting from the
TDOC’s RFP.
C.1. Corizon’s Understanding of the State’s Requirements
As the current provider of health services for the TDOC, Corizon understands the objectives of the RFP
and has thoroughly analyzed the contents of the RFP, addendums, answers to questions, and other
related procurement information. Corizon has followed the format of the RFP in construction of this
technical proposal and has addressed each subject in turn. Please find our responses to each section in
the following proposal document.
Through our current and previous experience in Tennessee and other statewide contracts we have
operated throughout the country, Corizon has developed a concept of best practices to bring to the
TDOC contract and an innovative approach to meet the requirements of the RFP. We also understand
the project schedule as detailed in the RFP Schedule of Events, including the following key dates.
November 8, 2012 ‐ Proposal Deadline
November 21, 2012 – State issues evaluation notice and opens RFP files for public inspection
December 5, 2012 – Contract Signing
December 21, 2012 – Performance Bond Deadline
January 1, 2013 – Contract Start Date
Corizon is fully prepared to meet each of the key dates identified and we have the experience and
resources to ensure all project timelines are met.
C.2. Transition Plan
Since the transition from one healthcare vendor to another is a sizeable undertaking (which often brings
along with it several unexpected occurrences), we ask that the TDOC assess the scope of the process
required when considering transitioning from vendor to vendor. Although Corizon’s contract closeout
plan is efficient, well organized, and structured, immediate and long‐term program inefficiencies are
inevitable once Corizon has relinquished the contract. Additionally, inexperienced vendors may offer a
low bid to the TDOC, not knowing or understanding the complexities of the TDOC program or state of
Tennessee expectations – thus resulting in a potential for the vendor to request additional program
funding or to terminate the contract after the contract has been executed.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 74
The program Corizon currently has in place for the TDOC is proven, and our current staff is fully
prepared to implement each of the future program initiatives highlighted in the executive summary and
throughout this response to address a full comprehensive health services program.
As the incumbent provider, Corizon has not provided a transition plan. However, we have provided a
plan for each of the following seven initiatives we have discussed in our Executive Summary:
•
Enhanced Inpatient Utilization Management (pages 149‐150);
•
Plan to Reduce Medical Transports (pages 141‐142);
•
Enhanced Disease Management Systems (pages 102‐108);
•
Enhanced Telemedicine (pages 216‐217);
•
Management of Subspecialty Utilization (pages 141‐142); and
• Partnership Strength (page 49).
To ensure compliance with the directives of the RFP, Corizon has provided a sample 30‐day transition
plan in Appendix L.
Corizon – Ensuring Transparency to the TDOC
Corizon’s unmatched approach to ensuring
transparency during our contract transitions
and throughout the contract is provided on
the pages that follow.
TDOC Core Need:
Clients for Life
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 75
COMMUNICATION +
TRANSPARENCY =
Corizon: Trusted
Partner to TDOC
A True Partnership – Ensuring Client Satisfaction
At the center of all client satisfaction is a foundation of trust built on communication and transparency.
Our focus on these two areas ensures that Corizon builds our customer satisfaction platform with a
focus on keeping our clients for life.
The adoption of the Clients for Life process is a commitment that drives Corizon’s ability to identify and
develop strategies that mitigate risks and opportunities for you, our client.
During the life of a contract, many things have the potential to change. People change, circumstances
change, expectations change. Corizon believes that the key to a successful partnership is found in the
ability to stay in “lock‐step” with our clients. When you experience a change in key TDOC or Corizon
personnel, Corizon will facilitate a “Transition Lite/Expectations” meeting with TDOC leadership to
review current goals and objectives created at the previous transition/expectation meeting to ensure
that these are still properly aligned with the TDOC strategic plan and to adjust the goals and objectives
as necessary.
Each year, we will facilitate an annual expectations meeting to review performance measures and
establish prioritized goals and objectives aligned with the department’s strategic plan for the next
calendar year.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 76
So what does all of this mean to the TDOC?
What does Partnership with Corizon
Our Clients for Life process is an inclusive cultural commitment for
do for the State of TDOC?
EVERY member of the Corizon organization. Maintaining and
A team approach to correctional
supporting client contracts and the relationships within these
healthcare facilitated by Corizon and
contracts is an organization‐wide effort that allows us to thrive, and
TDOC team members working
deliver outstanding, above‐and‐beyond services to our valued
together to ensure that open
clients.
communication and constant
operational transparency are
Clients for Life, as the name implies, is our mission. Keeping what
paramount.
Corizon employees have worked so hard for at each client contract
is our primary objective. The commitment to continually monitor
Corizon will work hard to become a
client expectations, to communicate these expectations up and
trusted partner to the TDOC and State
down the Corizon organizational structure, to ACT on these
of Tennessee.
expectations and continuously communicate results to you, the
TDOC. By taking these steps, Corizon will differentiate ourselves in
the eyes of the TDOC.
Beginning upon contract award, Corizon will begin our Clients for Life process. The graph below reflects
our process in establishing and meeting the expectations of the TDOC. We understand that effective
communications should never be confused with effusive communications. In this spirit, Corizon will
communicate to the TDOC the qualified information that has been requested and required to operate
your overall system with no surprises—in the manner and format that best suits you.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 77
Clients for Life Timeline
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 78
Transition Meeting™
A Transition Meeting ™ is a formal process that Corizon has adopted to help improve our understanding
of our clients’ expectations and improve our ability to work as a genuine business partner. In evaluating
success and failure within our business, history tells us that the closer we understand what is
important to our clients, the more likely we are to be able to deliver an effective service and add value
as an organization. Our transition meeting enables both parties to gain a clear understanding and
explanation of those actions that make a difference from the client’s perspective.
Communication
Even though we will have a detailed contract with the TDOC, our transition process will enable Corizon
to really clarify what is intended by each expectation and the importance of it to key TDOC
stakeholders. We have found that even though, as a service provider, we might think we understand the
importance of something to an individual/function it is through this meeting that both parties gain
clarity of understanding.
Priorities
The meeting results in the TDOC stakeholder team prioritizing those actions that are important to you
within the first 30 days, 90 days and 12 months of the contract. This means that the Corizon team works
to the client’s priorities, not to what Corizon may view as the contract’s priorities.
The meeting will involve those people who have a vested interest in Corizon’s services. Normally, it is a
combination of those people who will manage the contract and those people who will be receiving the
services. As a rule, this is normally between four and 10 people from each side, depending on the size
and scope of the contract.
The invitation to attend will come from the most senior person within the Corizon team and will be sent
to each member of the TDOC stakeholder team.
Corizon Contract Expectations Meetings
Corizon’s Contract Expectations Meetings are facilitated between Corizon managers and key
stakeholders within the TDOC team that allows you, as our client, to describe what you expect Corizon’s
team to achieve over the coming 12 months. The objective of the Contract Expectations meetings are
very similar in scope to our initial transition meetings whereas Corizon and TDOC stakeholders meet to
ensure that Corizon’s goals for the program are still consistent with the goals and objectives of the
TDOC.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 79
Once the TDOC’s expectations are understood and agreed to, it allows the Corizon team to align and
prioritize resources.
When does it take place? It is scheduled to be conducted within 30 days of the contract anniversary.
Who attends? Corizon’s clinical and operations team along with the TDOC management team
responsible for overseeing Corizon’s operation.
What do we get from the meeting? The meeting will result in Corizon getting one set of prioritized
organization expectations from the client’s team for the next 12 months to assure continuous alignment
of objectives.
C.3. Work Plan
The following sections describe our approach for accomplishing the work outlined in the RFP pro forma
Contract, section A. Scope of Services (A.1 through A.20.e). Corizon recognizes that a mere reiteration
of the pro forma Scope of Services is discouraged. However, in order to set forth our understanding of
the State’s requirements for the RFP and highlight our ability to successfully complete the proposed
contract, we have utilized the outline for the pro forma Scope of Services to direct our description and
examples of specific guidelines, practices and reports that will be utilized in our contract with the State.
A. Scope of Services (pro forma Contract pg.1)
A.1. Corizon’s Understanding of the State’s Requirements (pro forma Contract
pg.1)
Corizon will provide all service and deliverables as required, described, and detailed by the RFP’s Scope
of Services and will meet all service and delivery timelines specified in the Scope of Services section or
elsewhere in this contract provided within the RFP.
Additionally, Corizon understands and accepts that:
The TDOC Medical Director or designee as the final medical authority for clinical services provided
under the terms of the contract;
The Scope of Services in the pro forma contract are mandatory and must be provided at State
facilities, unless otherwise specified; and
The State has final authority in matters of disagreement between Corizon and the TDOC over the
provision of these services.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 80
A.2.a. Service to be Provided (pro forma Contract pg.1)
Corizon understands that services to be provided under this agreement include but are not limited to
primary care, specialty care, dental, emergency care, hospitalization, pharmaceutical services, staffing,
and program support services at all 11 State institutions:
Charles B. Bass Correctional Complex (CBCX)
Lois M. DeBerry Special Needs Facility (DSNF) – Non Comprehensive Site
Mark H. Luttrell Correctional Center (MLCC)
Morgan County Correctional Complex (MCCX)
Northeast Correctional Complex (NECX)
Northwest Correctional Complex (NWCX)
Riverbend Maximum Security Institution (RMSI)
Bledsoe County Correctional Complex (BCCX)
-
Site 1 – Southwestern Tennessee State Regional Correctional Facility (STSRCF)
-
Site 2 – Bledsoe County Facility
Tennessee Prison For Women (TPW)
Turney Center Industrial Center and Annex (TCIX – Sites 1 and 2)
West Tennessee State Penitentiary (WTSP)
A.2.b.1‐8. Comprehensive Health Services responsibility (pro forma Contract
pg.2)
Corizon understands that the contractor will have comprehensive health services responsibility at all
institutions except the Lois M. DeBerry Special Needs Facility (DSNF) and that references herein are only
to the comprehensive facilities. All services provided by Corizon will continue to conform to the
following standards, as outlined in the RFP:
All healthcare services provided will, at minimum, meet the generally accepted standards of medical
care.
All care provided will continue to be constitutionally adequate and designed to meet accreditation
standards promulgated by the American Correctional Association.
All healthcare will conform with any applicable federal, state and local laws, court decisions, court
orders, consent agreements, and Tennessee Department of Correction (TDOC) policies, whether
currently existing or as may be enacted, rendered, issued or amended during the term of the
contract.
Every effort will be made to utilize on‐site services, including telemedicine, before using community‐
based hospitals or facilities.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 81
Corizon will continue to use our current utilization management process for review and approval.
Through the continued support and development of the onsite teams and capabilities, Corizon will
meet the TDOC’s expectations for utilization management.
Current TDOC policies are accessible in the medical area at each institution. If any applicable TDOC
policy or procedure establishes a higher standard than the national standard then the TDOC policy
and procedure will take precedence.
TDOC retains the right to alter the staffing plan as part of ongoing improvement efforts. Any
reductions in employees will result in a reduction in the payments under the contract by the amount
listed in the 120% column in Attachment Five for the affected employees. Additions to the staffing
plan will result in an increase in payments equal to the average of the 120% columns for similar
employees at the affected institution.
Corizon is not responsible for any health care of any inmate physically housed in any privately
operated facility.
Further, we understand that the following services are mandatory and will be provided by Corizon at
TDOC facilities, unless otherwise specified. Corizon understands the State will be the final authority in
matters of disagreement between Corizon and the TDOC over the provision of these services.
A.3. Primary Care Services (pro forma Contract pg.2)
As the current TDOC medical services provider, Corizon will continue to provide basic primary care
services in conjunction with State‐employed personnel. Corizon understands that the TDOC policy and
procedures stipulate the medical and dental services that will be provided. A physician licensed in the
state of Tennessee will continue to conduct the services listed below, although Corizon may use mid‐
level providers, and to the extent provided by Tennessee law. Additionally, the institution’s physician
will continue to be available on call 24‐hours a day.
A.3.a. Intake History and Physical Examinations (pro forma Contract pg.2)
A receiving screening will be performed by a Diagnostic Consultant (DC) on all inmates immediately
upon their arrival at TDOC facilities in accordance with TDOC policy. A health examination will be
completed for each new TDOC intake that is not an intra‐system transfer, within ten (10) calendar days
after arrival at a TDOC institution. Exceptions must be documented with adequate justification (i.e. out
to court, hospitalization, etc.) The examination will be comprehensive and clinically indicated, including
diagnostic studies based upon the age and sex of the inmate to include, but not limited to:
Receiving Screening
The receiving screening for state inmates is an important inquiry and observation process designed to
ensure a newly arrived inmate, who may possibly pose a threat to his/her own or other’s health or
safety, is admitted into the general population only after an appropriate level of medical intervention.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 82
A receiving screening will continue to be performed on all inmates upon their arrival at each facility
under the direction of Corizon by qualified health personnel. The preliminary screening will include:
Inquiry into:
Current illness including medical, dental, and mental health
Recent symptoms of communicable diseases
Alcohol/chemical abuse history to include history of associated withdrawal symptoms and
detoxification needs
Medications currently being taken and special health requirements
Dental history
Vision history
Chronic health problems
Past history of serious infections or disease including but not limited to HIV/AIDS, Hepatitis C,
and tuberculosis
Past history of any risk factors for HIV/AIDS and Hepatitis C
Routine medical treatment
Known allergies
History of trauma and/or sexual assault/abuse
Gynecological history (date of last menstrual period, date of last pap smear, date of last
mammogram, current and past pregnancy, other gynecological problems)
Dietary requirements
TB screening
Special needs related to physical disability to include prosthetics and mobility aids
Past or current mental illness, hospitalizations, outpatient treatment, history of taking
prescribed psychotropic medications, or suicide attempts/self‐injurious behavior
Other health problems
Observation of:
State of consciousness
Mental status including suicidal ideation
Appearance
Conduct, tremors or sweating
Bodily deformities and ease of movement
Condition of skin and body orifices including signs of trauma, bruises, lesions, jaundice, rashes
and infestations, and needle marks or other indications of drug abuse
Dental status
Basic vision exam
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 83
Chronic health problems
The date and time of completion of each screening is documented in the inmate’s medical record.
Documentation includes the signature and title of the person completing the screening.
Health Examination
Every intake that is not an intra‐system transfer will receive a comprehensive health assessment as soon
as practical, but not later than 10 calendar days after arrival at the TDOC institution. Exceptions will be
documented with adequate justification (i.e. out to court, hospitalization, etc.)
The examination will be comprehensive including diagnostic studies based upon the age and sex of the
inmate to include, but not limited to:
Medical history and clinical exam;
Clinical profile and medical classification;
Rapid Plasma Reagin (Syphillis) RPR;
Purified Protein Diributive (PPD) Skin tests and any appropriate further testing;
Mouth swabs for DNA testing and finger printing;
Complete blood count with differential;
Automated blood chemistry profile;
Screening for Gnonorrhea and Chlamydia;
Urinalysis (dip stick);
For juveniles, a clinician will obtain the vaccination history and refer to guidelines published by the
Advisory Committee on Immunization Practices (ACIP) to determine which if any immunizations are
needed to complete the series. Human Immunodeficiency Virus (HIV) testing will be provided unless
refused for inmates under the age of 21;
For female inmates:
-
Pap Smear
-
Pelvic Exam
-
Breast Exam
Inmates age 50 and older:
-
Fecal Occult Blood Test (FOBT)
-
Chest X‐Ray
-
EKG
-
Prostatic Specific Antigen (PSA) – Male Inmates
Female age 40 and older: base line mammogram, HIV testing will be mandatory for pregnant
inmates or when requested and appropriate.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 84
Review of the receiving screening results
Collection of additional data to complete the medical, dental, and immunization histories
Recording of height, weight, pulse, blood pressure, and temperature
Mental health history and evaluation
Complete physical examination to be performed by a Tennessee‐licensed mid‐level provider or
physician
Mammograms when indicated by age, standards, patient history and/or examination
Testing for communicable diseases, as indicated, including appropriate laboratory and diagnostic
tests
Lab tests to detect sexually transmitted diseases as indicated and required by standards
Vision and hearing screening
Survey profile with hepatic profiles
Appropriate treatment or referral when indicated
Additional investigation into history of alcohol and substance abuse as indicated
Additional investigation into history of heart disease
History of diabetes
Additional tests as required based on the results of the initial receiving screening (i.e., chest X‐ray,
sputum test) and hospitalization, if necessitated by test results
Findings of the health assessment will be included in the patient’s permanent medical record.
A.3.b. Immunizations (pro forma Contract pg.3)
Corizon provides immunizations to prevent disease when appropriate. The following immunizations will
continue to be offered periodically in accordance with policy #113.43 and the recommendations of the
ACIP published annually by the Centers for Disease Control and Prevention (CDCP):
Influenza: Seasonal influenza vaccines
Pneumococcal vaccine
Hepatitis B provided to high risk patients
Hepatitis A when clinically indicated
Hepatitis vaccination provided to inmate workers where there is a high risk of exposure
Tetanus vaccination when clinically indicated
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 85
Infection Control Programming
In addition to standard precautions and procedures generic to “contagious diseases,” Corizon provides
disease specific programs at TDOC with a focus on overall wellness and prevention. This programming
includes the following:
Influenza — Corizon provides an Influenza Response program including surveillance, treatment, and
monitoring consistent with community standards and established facility policy and procedures. A
healthcare provider evaluates inmates identified with contagious upper respiratory infections and cases
are isolated or separated as determined necessary.
Tuberculosis — Corizon provides TB surveillance, treatment, and monitoring consistent with
correctional standards. If an inmate tests positive for the PPD test, the inmate patient is scheduled for
and receives a chest x‐ray, with appropriate follow‐up and care. If required, the inmate patient will be
placed in isolation.
Hepatitis — Corizon evaluates any TDOC inmate that indicates he or she has been previously diagnosed
as positive for Hepatitis B or Hepatitis C. Corizon provides training for healthcare and security personnel
on precautions and appropriate use of personal protective equipment. Finally, we provide direct care
staff with Hepatitis B vaccine series.
MRSA — Our Corizon health care staff at TDOC screens inmates at intake and during assessments for
open wounds or suspected infections. If necessary, inmate patients are segregated from the general
population. We follow TDOC policy to diagnose and treat MRSA to prevent further spread of this
infection within each TDOC facility. We maintain an TDOC tracking log to ensure completeness of this
process. Our partnership with the TDOC security officers and the Health Department is crucial for
prevention of this disease.
HIV — All TDOC inmates are tested for HIV at intake as required by state law. Inmates that are assigned
to work camps or work releases and then returned to a major facility are re‐tested for HIV and inmates
are tested again upon release from TDOC. Corizon makes voluntary HIV testing and counseling available
on a confidential basis to inmates who request testing beyond the required testing. A Corizon health
care provider evaluates TDOC inmate patients identified as having HIV disease. HIV inmates have access
to an infectious disease specialist and HIV medications as determined medically necessary.
Infection Control Program Revisions and Maintenances
Corizon successfully provided the TDOC Infection Control Program with the following revisions and
maintenance:
•
TB Prevention and Treatment Manual;
•
Flu Preparedness;
•
MRSA Guidelines;
•
Exposure Control Plan for Occupational Exposure to Bloodborne Pathogens;
•
HIV Review;
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 86
•
TB Contact Investigation;
•
Hepatitis C Management at NECX; and
•
MRSA Reviews at NWCX and TPW.
Influenza Immunizations
Driven by the outbreak of H1N1 Influenza virus in the United States in 2010, and the elevation of the
World Health Organization alert to Level 5 (an epidemic just short of a pandemic emergency), Corizon
has issued specific guidance to our correctional healthcare teams. These guidelines include a detailed
Pandemic Influenza Planning Checklist that directs how to assess the adequacy of correctional medical
emergency plans to mitigate the effects of an H1N1 or other Influenza emergency. This checklist and our
pandemic communications were developed to facilitate analysis, at the site level, of how to prepare a
facility should the H1N1 virus begin to have a major impact on inmates, staff, and ultimately the ability
of the facility to operate as it should.
A sample of our Pandemic Influenza Planning Checklist and Key Issues for Planning Committee to
Address, both currently in place and supporting our TDOC program, have been included as an Appendix
M.
Hepatitis C Centers of Excellence: DSNF and TPW
Corizon/TDOC Process Improvement
Corizon regional leadership partnered with TDOC to establish Hepatitis
Tennessee
C Centers of Excellence at DSNF and TPW. This program allows for the
DOC
inmates undergoing treatment to receive consistent, up‐to‐date
treatment regimens through a team that remains completely abreast
Hepatitis C –
of current treatment recommendations and protocols. The centers of
Centers of
Corizon
excellence will maintain a limited number of patients under treatment
Excellence
at any given time to ensure that each individual is receiving safe,
effective, and cost‐sensitive of care. The inmates that have been
identified as Hep C positive will be maintained on a tracking log and will receive routine monitoring to
ensure appropriate longitudinal evaluation and follow‐up. With the ever changing treatment options on
the market, this approach allows for high quality, cost effective treatment of this long term disease.
Corizon will seek to partner with TDOC in any additional centers of excellence that may produce a
controlled environment and will enhance our ability to deliver high quality, cost conscious healthcare. It
is our focus on maintaining the highest quality, and lowest cost to our client that will help solidify a long
term partnership with TDOC.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 87
A.3.c. Other Inmate Evaluations (pro forma Contract pg.3)
Other inmate examinations will continue to be conducted in accordance with applicable TDOC policies
and the standards required by this contract, including Food Handler’s Permit and all other as required.
A.3.c.1. Food Handler’s Permit (pro forma Contract pg.3)
Prior to assignment of an inmate as food handler at TDOC institutions, Corizon staff will, according to
the requirements of the local health department, medically screen the inmate. This screening will
include a review of the inmate’s medical record for past history of Hepatitis, current test results, and the
prevalence of a negative TB test. After review of the medical record, Corizon’s health staff will perform a
physical assessment to check for the following:
Open sores or rashes on hands, arms, face and neck
Diarrhea
Cough
Lungs clear to auscultation
Signs and symptoms of other contagious diseases
The inmate will then be given clearance for or restriction from food service work. Inmates that are given
clearance will be properly educated in Corizon’s food service worker guidelines. These stringent
requirements include instruction for the proper use of hairnets, hand washing, and precautions that
should be taken in the event of illness/sickness to consist of but not limited to diarrhea and rash.
A.3.c.2. All Other as Required (pro forma Contract pg.3)
Corizon will conduct all other inmate evaluations as required by the TDOC.
A.3.d Daily Sick Call (pro forma Contract pg.3)
To facilitate patient flow and improve the efficiency of sick call procedures, Corizon uses a triage
system.
This system allows TDOC inmates to be seen according to urgency of their health care needs.
Corizon provides triage in accordance with ACA and NCCHC standards.
Corizon, in coordination with TDOC staff, conducts sick call at least once daily Monday through Friday, in
accordance with TDOC policy. At the comprehensive facilities, Corizon coordinates the sick call schedule
with the warden or designee of each institution.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 88
Corizon’s Triage Method of Sick Call Requests
Sick call requests will be triaged by an appropriately licensed health professional to include Physician
Assistants (PA), Advance Practice Nurses (APN), Registered Nurses (RN), and Licensed Practical Nurses
(LPN) when supervised by an onsite RN. If clinically indicated, the triage nurse will examine and treat the
inmate using protocols approved by the Corizon Medical Director. If the inmate’s needs are not within
the nurse’s scope of practice, the nurse will refer the inmate to a Corizon physician or physician
assistant.
It is Corizon’s current practice to monitor all inmates placed in segregation based upon their level of
isolation in accordance with ACA and NCCHC requirements. Sick call is conducted daily Monday through
Saturday for inmates housed in segregation units or restricted housing units.
All routine physician care will be provided onsite. Because inmates will be seen at the most appropriate
level of care, the sick call program based on the triage system will best support efficient utilization of
staff. In addition to intake examinations and daily sick call services, the providers will also perform
regularly scheduled physical examinations during the inmate’s stay.
Scheduling for Corizon’s sick call will be developed in conjunction with TDOC to accommodate State
needs and concerns, reduce disruption of prison operations and coordinate availability of proper
security personnel.
Corizon’s Nursing Encounter Tools
Corizon’s Nursing Encounter Tools guide our triage and sick call process at TDOC. These tools are disease‐
specific and require prompts in the forms of questions to ask for the history, physical exam to be
performed and actions to take that are within scope of the Nurse Practice Act.
Approved Nurse Encounter and Assessment Tools
Corizon currently uses our Nursing Encounter Tools (NETs) to support our TDOC health care program
at TDOC.
This extensive set of Nursing Encounter Tools (NETs) is used in conjunction with nursing protocols.
They can be used for training, orientation, communication, reference and documentation.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 89
The Corizon nursing staff at TDOC, by virtue of their scope of practice conducting assessments, are
trained as part of their orientation on the use of the NETs. Our health care staff provides health services
in a matter that complies with state and federal privacy mandates within the scope of each facility’s
physical plant.
Our NETs were designed and are updated through collaboration of an internal task force that consists of
the Chief Medical Officer, the Chief Nursing Officer, the Senior Director ‐ Human Resources,
Organization Development & Training, Senior Vice Presidents, Nurses and Health Services
Administrators (HSAs).
The NETs are designed to:
• Assist nursing personnel in risk stratification (triage) and making appropriate treatment decisions;
• Provide a work sheet format that decreases illegible and/or erroneous chart entries;
• Provide standardized non‐emergent treatments approved by the site medical director to maintain
the appropriate timeliness for routine care;
• Quantify signs and symptoms to prompt expedited referrals, when
indicated;
• Prompt timelines for appropriate follow‐up; and,
• Developed in traditional SOAPE format.
Please refer to Appendix N to review copies of our NETs for Seizure and
Asthma.
Physician Sick Call
A physician will be onsite and available to see sick call referrals a
minimum of 3.5 hours per week per 100 inmates (if there are no other
providers such as an APN or PA). A physician will be onsite at facilities
with a physician’s assistant/nurse practitioner a minimum of one day
each week or as appropriate to fulfill provider staffing ratio. Corizon
agrees that on‐call hours may not substitute for the above minimum
levels of care and that nurse practitioners and physician assistants may
provide a portion of clinical time, as determined by the institutional
staffing pattern contained in RFP Attachment Four or with a written
request by the Corizon to TDOC and the approval of TDOC.
Sick call and clinic visits will not be deemed complete until all inmates
who are scheduled for that day’s clinics have been examined or treated.
At the comprehensive facilities, the Corizon’s staff will comply with the
State’s policy and procedures for reporting inmate co‐payments.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 90
Employer of Choice
What Our Team Is
Saying……….
Nursing protocols help you to
provide efficient and
consistent care. They also
give the nurse autonomy with
current knowledge so you can
provide excellent care.
Ongoing training such as skills
check offs give the
opportunity to practice skills
that you may not use on a
daily basis. The Corizon
healthcare program gives you
the tools needed to be an
empowered nurse.
–Crystal Hale
RN, RMSI
Employee since 2012
●
●
●
Medical Database
TDOC Core Need:
If chosen to once again partner with the TDOC,
Medical Database
Corizon will work with the TDOC to explore the
option of implementing a database that allows
each medical team to enter daily healthcare
encounters to include nursing and provider encounters such as sick call, chronic care, physicals and
physicals. Additionally, TDOC leadership will be able to access information and run reports from this
database. Should the TDOC determine this is a beneficial option, Corizon will provide a demonstration of
the database to the TDOC illustrate the capabilities and advantages of the database.
A.3.e. Infirmary Care (pro forma Contract pg.4)
Our current program currently supports infirmaries in nine TDOC facilities.
Corizon’s current TDOC program includes infirmary care that meets NCCHC and ACA standards. Corizon
will continue to use the infirmary beds at TDOC facilities to their fullest capability for inmates requiring
skilled nursing care, chronic care and convalescent care.
This reduces escape risk associated with a hospital stay, enhances cost containment, and assures
continuity of care from the hospital back to the respective TDOC facility. We ensure that the infirmary is
used to its fullest extent seven days per week, 24 hours a day, using onsite registered nurse coverage. In
addition, all written protocols that Corizon currently has in place to support our infirmary care program
are consistent with TDOC Policy and have been approved by the TDOC.
Infirmary Bed Use
Every consideration will be given to use of infirmary beds for the purpose of managing inmates in a safe
manner with short term medical needs to include, but not limited to:
Controlled environment evaluations.
Medical conditions which prevent the inmate from managing activities in general population but do
not warrant a transfer to DSNF or TPW.
Step down post hospitalization care not requiring the level of care provided at DSNF.
Conditions in which IV fluid therapy for up to a two week period which may include antibiotic
administration should be provided at those institutions with dedicated infirmary beds.
Institutions without infirmaries will arrange medical transfer to an institution with an infirmary.
Post Emergency Room evaluation before release into general population if clinically indicated.
Infirmary beds must be able to accommodate the medical and mobility needs of the inmate or a
medical transfer to a higher level of care may be indicated.
Routine wound care.
Short term orthopedic care.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 91
Intravenous therapy, Intramuscular therapy or subcutaneous therapy administration of fluids and/or
medications.
Oxygen and/or Continuous Positive Airway Pressure (CPAP).
Wound care (including vacuum‐assisted wound closure) and dressing changes.
Enteral nutrition.
Burn, cast and ostomy care.
Corizon’s Current Approach to Infirmary Care
Inmates requiring infirmary care are placed in the TDOC infirmaries. Corizon’s current approach to
infirmary care at the TDOC infirmaries encompasses each of the following:
•
A physician on‐call 24 hours a day, 7 days a week; this physician comes onsite as needed to make
assessments, write orders, or provide care.
•
Supervision of the infirmary by an onsite RN, 24‐hours per day, and 7 days a week.
•
A physician/mid‐level provider or RN will make daily rounds in accordance with the Corizon’s
staffing responsibility.
•
All inmates requiring infirmary care will be within sight and sound of Corizon staff at all times.
•
A sufficient number of appropriate healthcare personnel on duty to meet the clinical need of inmate
in the infirmary.
•
A manual of Corizon nursing protocols and our policies and procedures manual readily accessible to
all clinical staff.
•
A physical examination to determine whether admission is warranted immediately upon arrival in
the infirmary area.
•
The completion of a nursing care plan within 24 hours of admission.
•
The documentation of all encounters on the inmate medical record.
•
Admission to and discharge from the infirmary under the oversight of the Corizon Medical Director.
•
Physician developed written protocols that allow for a reduced level of observation for inmates
requiring a lower level of care.
•
Those inmates requiring care beyond the capability of the infirmary shall be hospitalized at licensed
community hospitals or other appropriate licensed health care facilities.
At facilities managed by Corizon, we will ensure that negative airflow isolation rooms will be routinely
monitored to ensure appropriate exchanges are maintained, in accordance with TDOC policy and OSHA
and TOSHA standards.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 92
Skills of All Professional Staff
Corizon will continue to assess the skills of all professional staff to assure competency to provide
required services, and supply as a component of credentialing a privilege list for physicians, physician
assistants, and advance practice nurses. Nursing staff will document skills on a skill specific checklist
applicable to RNs, LPNs, and CNTs. Corizon understands that the TDOC may perform competency
assessments of clinical professionals to assure required services at all infirmary beds.
As the current health services provider, Corizon understands that infirmary beds are located at the
following TDOC facilities:
East Tennessee
•
Northeast Correctional Complex – Eight (8) Infirmary Beds
•
Bledsoe County Correctional Complex – 10 Infirmary Beds (two (2) negative pressure rooms)
•
Morgan County Correctional Complex – 10 infirmary beds (two (2) negative pressure rooms)
Middle Tennessee
•
Tennessee Prison For Women – Three (3) double occupancy cells, two (2) single occupancy, 1
negative pressure room. This is the only women’s facility with an infirmary.
•
Lois M. DeBerry Special Needs Facility – This institution serves as a state‐wide referral institution
providing the highest level of care for men within TDOC. DSNF provides acute, sub‐acute, long term
care, and end of life care. It serves as the primary step‐down unit for complicated cases for post‐
hospitalization care for men and has maximum security inpatient beds and two (2) negative
pressure cells.
•
Riverbend Maximum Security Institution – RMSI has eight (8) infirmary beds and provides infirmary
care for Maximum Security Inmates.
West Tennessee
•
Northwest Correctional Complex – Eight (8) infirmary beds.
• West Tennessee State Penitentiary – Eight (8) infirmary beds.
Corizon understands that upon the request of the TDOC, any given facility may provide beds for acute,
sub‐acute or long term care.
A.3.f. Emergency Services (pro forma Contract pg.5)
To effectively control ER utilization at TDOC, Corizon has worked with the TDOC to implement our
proven ER reduction process.
Effective management of ER utilization at TDOC has ensured that only true emergencies have used
valuable community EMS and ER resources.
Corizon physicians manage emergencies on‐site at each TDOC facility when possible; reducing off‐
site trips and the need for TDOC officer transport.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 93
As is current practice, Corizon will continue to be responsible for emergency health care delivery on a
24‐hour basis. In the event of an emergency, health services staff will provide on‐site emergency
intervention for inmates, staff, volunteers, and visitors when required. Emergency care for staff,
volunteers, and visitors will consist of necessary efforts to provide stabilization of the physical status of
the individual until emergency services can arrive to assume responsibility of care or coordination of the
referral to a personal physician or local hospital.
Inpatient Hospital Care
Corizon will ensure the availability of emergency treatment through written agreements with local
hospitals and ambulance services. The network of hospital providers in the section titled “Hospital
Services” on page 143 will continue to support Corizon’s current healthcare program for TDOC.
Corizon will be responsible for all payment of costs resulting from offsite services required to treat
inmates including coordination and fees associated with medi‐vac services and airlift when indicated.
Corizon’s Current Tennessee Ambulance Network
Corizon will continue to provide ambulance and/or basic life support services when deemed medically
necessary by a licensed health care provider. Corizon understands that the TDOC will provide
transportation to an outside hospital or other location when a licensed health care professional
determines that ambulance services are not necessary.
Corizon will continue to be responsible for transportation and will coordinate all emergency transfers
with TDOC security staff. Each ambulance provider that we work with is equipped with life support
systems and is operated by personnel trained in life support that are certified by the state of
Tennessee. Corizon has listed our current ambulance network below.
Wing
Rescue Squad, Inc.
Med‐Care Ambulance Service
Cumberland County Emergency Medical Services
Morgan County Ambulance Services
Professional Medical Transport, Inc.
Lauderdale County Ambulance Service
Johnson County Rescue Squad & EMS, Inc.
Bledsoe County Government dba Bledsoe County EMS
Lake County Emergency Medical Services
First Call Ambulance Services, LLC5
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 94
Emergency Response Procedures
Corizon will require training of contract health services personnel in emergency response procedures
during orientation and annually thereafter. Corizon staff will continue to participate in the institutional
emergency response drills.
THE TDOC/CORIZON PARTNERSHIP
Maintaining and Controlling ED Runs
Corizon’s company‐wide ED Reduction Initiative was implemented in 2009 to identify and reduce
unnecessary, unplanned trips to the hospital related to emergent patient complaints. Corizon mentors
our site physicians to manage medical issues on‐site. Interventions such as suturing, asthma
management, EKG interpretation, and medical management of disease are performed on‐site whenever
possible at TDOC.
As the graph that follows demonstrates, Corizon greatly reduced emergency department runs at the
TDOC with the implementation of our ED Run Initiative. Corizon feels strongly that we can continue to
reduce costs and maximize the use of on‐site healthcare services for the TDOC if chosen to once again
partner with the State. The graph that follows depicts Corizon’s average ED runs per month.
Corizon TDOC
Emergency Department Runs Per 1,000
2010‐2012 (YTD)
40
36.1
35
30
26.1
25
19.1
20
15
10
5
0
2010
2011
2012 (YTD)
Emergency Services for TDOC
Corizon’s program at TDOC encompasses the following emergency services; each with a focus on
providing evaluation of inmate patient status:
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 95
Provision of emergency treatment through predetermined and negotiated arrangements with local
hospitals;
Provision of 24‐hour physician and mental health provider on‐call coverage for prompt and
competent handling of emergencies;
Provision of training for custody officers and healthcare staff regarding emergency procedures and
first aid;
Provision of written policies and procedures concerning emergency treatment, transfer, and
transportation;
Provision of coordination of immediate transportation with security;
Provision of treatment for visitors and staff consisting of first‐aid and referral to personal physician
or local hospital; and,
Use of emergency services PI Process Tool as part of complex and Statewide PI/CQI.
Emergency Treatment – Corizon’s Best Practices
The combination of our “First‐Four Minutes Program”, Emergency Protocols, On‐Call Provider
Checklist, and SBAR Communication Model will lead to decreased Emergency Room visits and
quicker more effective care during a true emergency.
First Four Minutes Program
The successful management of an emergency event in the correctional environment requires that the
participants, whether medical or correctional, know their specific roles and perform those roles
effectively and efficiently. The most successful outcomes are achieved when each member of the
response team is able to perform their role, communicate effectively, and work as a team.
With this goal in mind, the Corizon Training and Education Department developed the Corizon First Four
Minutes Program, an Integrated Emergency Response Scenario Program, for each of its contracted
facilities.
The goals of the First Four Minutes program are:
•
To provide practical readiness testing for common emergencies encountered in correctional
medicine;
•
To correlate the scenarios with the educational materials provided on a regular basis;
•
To stimulate frequent practice of the most critical skills needed for emergency situations; and,
• To document compliance with ACA and NCCHC requirements for “Man Down” drills.
The First Four Minutes Program provides a variety of simulated emergency events that can or may occur
at any time in the correctional setting. Each drill includes:
•
The circumstances leading up to the emergency;
•
The potential diagnosis of the emergency;
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 96
•
The sequence of actions that took place;
•
Open forum to critique the event; and,
•
Form to document the drill or actual event.
This program will be introduced at each TDOC site within the first quarter of 2013.
Emergency Nursing Protocols, On‐Call Provider Checklist and SBAR – Emergency Evaluation
On‐Call Provider Checklist
Corizon will continue to use our On‐Call Provider Checklist at TDOC for emergencies. This checklist has
four primary purposes:
•
A SBAR communication to be utilized and completed BEFORE calling the on‐call physician after
hours;
•
Used as an ER Transfer form;
•
Utilized for a hospital admission; and,
• Used as part of Corizon Inpatient Utilization Reporting.
By combining over four forms into one, our staff reduces repetitive paper work and saves time.
Completeness is the key to this form. The CQI process has been implemented to ensure this form is
fulfilling its purposes.
SBAR
The combination of the SBAR communication model and the
Emergency Protocols can lead to decreased Emergency Room
visits and quicker more effective care during a true emergency.
Corizon has developed Nursing Protocols to address emergency care
that are used by staff when evaluating inmates for emergent medical
conditions, and assist staff in properly assessing and reporting the
inmate’s status to the provider. Emergency protocols have been
developed to address Abdominal Pain, Anaphylactic Reaction,
Asthma, Burns, Chest Pain, Complicated Lacerations,
Fracture/Dislocations, Heat Stroke, Insulin Shock‐Hypoglycemia, and
Seizures. Each protocol provides guidance in the proper and
thorough assessment of the inmate in an emergency, as well as
guidelines for emergency care, reporting, and transporting to an
emergency room if required.
The SBAR communication framework is also part of the Corizon Protocol Manual and Training agenda.
SBAR (Situation, Background, Assessment, and Recommendation) allows verbal communication to be
efficient and effective in a clinical decision‐making situation. The SBAR process is a part of staff
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 97
orientation and is continuously reinforced through unit posters and forms. Using SBAR communication
in an on‐call situation allows the provider to make a rapid informed decision about whether to send
the inmate to the emergency room or treat on‐site.
Emergency Management – A Corizon CQI Initiative
Emergency management of patients requiring off‐site emergency care is the focus of a company‐
wide Continuous Quality Improvement initiative.
The purpose of this quality improvement initiative is to evaluate the care of the patient to assure that
their care is appropriate, timely and that documentation, including treatment recommendations,
diagnostic test results and other findings is returned with the patient for immediate on‐site follow up
and management.
In addition, each case is evaluated to determine if the emergency could have been prevented or if the
emergent condition could have been identified and managed earlier to prevent the need for an
emergency transport. For our TDOC contract, each case is reviewed by the site collaborative care team
which includes the site provider, Medical Director, Nursing Director and behavioral health provider
when applicable.
The data for this study is collected by each site monthly and submitted to central office for data entry
and analysis. The data is reviewed monthly by the nursing leadership council and quarterly by the
combined medical/nursing leadership committee. The outcomes are also reported to the leadership
team for review and feedback.
24‐hour On‐Call Physician Services
Corizon will continue to ensure health care is provided on a 24‐hour basis at each major TDOC facility. At
those facilities with 24‐hour on‐site staffing coverage, the on‐site healthcare staff is responsible for
health care delivery in response to a disaster or medical emergencies. For those facilities with less than
24‐hour coverage, the responsible healthcare administrator and physician are on‐call 24 hours a day,
seven days a week to respond to emergencies. In addition, we provide on‐call physician coverage for
each TDOC infirmary 24‐hours a day.
It is our current policy that our on‐call physicians respond to facility calls within fifteen minutes of the
telephone call and provide direction to the caller (member of the Corizon health care team). In the event
that the site physician cannot be contacted within this time frame, both our Regional Medical Director
and Associate Regional Medical Director, Dr. Glen Babich will be on‐call.
A.3.g. Chronic Care Clinics (pro forma Contract pg.6)
Each clinic will continue to be provided in accordance with TDOC policy #113.32.
Identification of individuals with a chronic illness begins with the reception process and will be
based upon the health and medication history obtained at that time.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 98
Savings will be realized as inmates are kept in better health, resulting in reduced hospitalization
rates and length of stay.
TDOC will benefit from the avoidance of officer diversion to oversee hospitalized inmates.
The chronic care program that Corizon brings to
TDOC Core Need:
the TDOC entails the development of an
Chronic Care/Disease Management Programs
individual treatment plan by the responsible
physician specifying instructions on diet,
medication, diagnostic testing, self‐care
instructions, disease education and follow‐up. Corizon will continue to be responsible for the costs
associated with dietary supplements ordered by the attending physician.
Chronic care patients will be provided a review by a mid‐level provider every three months and a
physician or mid‐level provider no less than every six months, when clinically indicated. Chronic care
conditions include, but are not limited to, patients with chronic respiratory diseases, cardio‐vascular
disease to include hypertension, diabetes, neurological disorders to include epilepsy, inmates with
physical impairments that impact on their ability to function in a correction environment, geriatric care,
and terminally ill, and infectious diseases to include HIV, Hepatitis C, and Cardiac Disease. Corizon agrees
that in the event that a specific disorder is identified that impacts the TDOC inmate population, TDOC
reserves the right to require an addition to the list of dedicated disease specific clinics.
Please review the following for a comprehensive overview of Corizon’s current TDOC Chronic Care
Program.
Corizon’s Proven Chronic Care Approach at TDOC
Chronic Care Management encompasses clinical
care and education by our onsite healthcare team
to help TDOC inmates with chronic diseases such
Corizon
as diabetes, hypertension, infectious disease,
multiple sclerosis and COPD to better understand
A Proven
and live successfully with it. Our goal is to involve
Partnership
and motivate our inmate patients to participate in
Proven Ability to
necessary therapies and interventions and to help
Provide Effective
them achieve an ongoing, reasonable quality of
Chronic Care
life.
TDOC
Effective chronic care management helps patients
systematically monitor their progress and
coordinate with care specialists to identify and
solve any problems they encounter in their treatment. It has been proven that appropriate chronic care
management on‐site results in lower off‐site healthcare costs.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 99
Corizon has implemented a global disease management approach to chronic care for our TDOC
contract; this population‐based approach uses patient/population identification, clinical management
using evidence‐based treatment plans, education and resources, and outcome reporting.
Our chronic care program has resulted in reduced off‐site costs and the avoidance of officer diversion to
oversee hospitalized patients. Savings are realized as inmates are kept in better health, resulting in
reduced hospitalization rates and length of stay and less need for community based care and resultant
security costs. As the following graph illustrates, Corizon effectively and consistently reaches TDOC
inmates through our chronic care clinics year after year. This consistent reach has allowed us to keep
the TDOC population in better health, resulting in reduced need for off‐site care.
Chronic Care Management at TDOC
Inmates Enrolled ‐ 2010‐2012 (YTD)
6200
6149
6110
5941
6000
5800
5600
5400
5200
5000
4800
4600
4400
4200
4000
2010
2011
2012
As a result of the quality of our on‐site care, Corizon reduced our hospital days per thousand inmates in
Tennessee by 34% from 2010 to 2012.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 100
TDOC Hospital Days Per 1,000
2010‐2012 (YTD)
250
200
191.5
142.3
150
126.7
100
50
0
2010
2011
2012 (YTD)
Corizon’s program for the TDOC currently includes the following clinics. This level of onsite care allows
us to greatly reduce offsite transportation.
Anticoagulant
TB
Cardiac/HTN
Neuro/Seizure
Endo/Diabetes
Ortho
GI/GERD
Psychiatry
Gynecology
Respiratory
Hepatitis C
Special Needs
Infectious Disease
Initial Chronic Care Visits for TDOC Inmate Patients
The initial health assessment that is completed by a provider becomes the initial Chronic Care visit
for TDOC inmate patients.
It includes a review of the intake screening, completion of the NCCHC Chronic Disease Clinic Initial
Baseline Medical Data form and includes the following treatment plan made specific for each patient
based upon disease and degree of control:
•
Review of medication compliance since intake;
•
Review of any monitoring such as blood pressure and finger stick blood glucose since intake;
•
Medication ordering with any dosage adjustments;
•
Self care and disease education including care after release from custody;
•
Planning for testing per guidelines;
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 101
•
Notification to custody of any special needs; and,
•
Scheduling next Chronic Care Clinic.
Chronic illness care is provided in TDOC Chronic Care Clinics as guided by Corizon Prison Chronic Care
Guidelines. We have adapted the Prison Guidelines from the nationally recognized correctional
healthcare source NCCHC Clinical Guideline for Healthcare in Correctional Settings and from recognized
sources such as the American Diabetes Association’s Clinical Practice Recommendations for diabetes
management.
These guidelines and the information required in the NCCHC Chronic Disease Clinic Follow‐up form are
the basis for developing the individualized treatment plan based upon the disease and degree of control
for each patient. The components of the visit follow the same components listed above in the initial
visit.
Disease Management Systems
Corizon 2013 Initiative
One of our goals in the next contract term is to
assist with the TDOC’s Disease Management
Systems by:
TDOC Core Need:
Disease Management Systems
•
Providing assistance in the development of the TDOC’s CQI/Infection Control program and database;
•
Proposing and implementing at least two additional protocols with established baselines and
measurable outcome standards;
•
Emphasis on Hypertension Control; and
• Provide Women’s Health (breast and cervical cancer) Screenings.
Provider education and guidance has continued through the third quarter of 2012 related to managing
diabetes, patients on anti‐coagulant therapy (Warfarin), and Dyslipidemia. Individual provider guidance
will continue to be provided as needed.
As illustrated in the sections that follow, Corizon’s outcomes exceed those of commercial insurance,
Medicare, and Medicaid.
Disease Prevention and Management Model of Healthcare Delivery at TDOC
Corizon’s program is a physician‐driven program that emphasizes best practice, multidisciplinary
collaboration with the behavioral health care provider, consistency in healthcare delivery, and inmate
education as the key components for success. Evidence‐based best practice guidelines are used to guide
decision‐making through the continuum of care and data analysis allowing us to review the results of
our program.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 102
State Performance Data Report (SPDR)
As a component of our CQIP program for TDOC, Corizon will provide the TDOC with a State
Performance Data Report (SPDR) on a quarterly basis.
This report contains metrics that address clinical chronic care outcomes and allows the TDOC to identify
trends in clinical performance and compare outcomes from state to state.
In addition, site‐specific clinical SPDR reports are generated quarterly for each statewide contract. As a
result, state regional leadership can compare outcomes for each site, identify sites with outcomes
demonstrative of best practice and identify sites where concentration of efforts for improvement exist.
Key Outcome Indicators
Measureable Outcomes – Medical Management of Diabetes
Effective diabetes management is brought to the TDOC through a partnership with Corizon; our
ability to manage diabetes in large correctional healthcare contracts is proven.
Corizon has implemented a comprehensive diabetes disease management program at TDOC with
outcomes for critical measures that exceed outcomes for patients enrolled in Medicare, Medicaid
and Commercial insurance plans.
As of 2010, 8.7% of the United States population had diabetes, which has steadily increased over the
past decade. The reduction of long‐term effects of diabetes translates into a healthier diabetic
population and a decrease in healthcare management services accompanying the associated
complications of diabetes: cardiovascular disease, retinal disease, renal disease, peripheral neuropathies
and other high impact, high frequency conditions. Sound onsite management of chronic illness and
avoidance of exacerbation of disease translates into fewer episodic offsite trips to manage urgent or
emergent needs. Our focus on this particular disease and ability to track, trend, monitor and report on it
is one example of best practices in disease management that are brought to the TDOC through a
partnership with Corizon.
In 2006 Corizon, Inc began development of a Diabetes Disease management program. The goal is to
adhere to evidence‐based guidelines and improve glucose, blood pressure and cholesterol control,
thereby decreasing diabetic‐related complications and prolonged hospitalizations. The rationale for
diabetes disease management was based on statistics published by such prestigious organizations as the
Centers for Disease Control (CDC), American Heart Association (AHA), National Institute of Neurological
Disorders and Stroke, and the National Institute of Diabetes and Digestive and Kidney Diseases. Those
statistics stated that:
•
Diabetes is one of the leading causes of death and disability in the United States.
•
Much of the burden of illness and cost of diabetes treatment is attributed to potentially preventable
long‐term complications including heart disease, blindness, kidney disease and stroke.
•
People with diabetes are two to four times more likely than others to die as a result of heart
disease.
•
Diabetes accounts for almost 45 percent of new cases of kidney failure.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 103
•
Diabetic retinopathy is a leading cause of blindness, causing 12,000 to 24,000 new cases of blindness
annually.
•
Every 10 millimeters of mercury reduction in systolic blood pressure in diabetics results in a 12
percent reduction in diabetic complications
•
Improved control of cholesterol can reduce cardiovascular complications by 20 to 50 percent.
•
Patients with diabetes who maintain near‐normal HgbA1c levels gain, on average, an extra five years
of life, eight years of eye sight, and six years of freedom from kidney disease.
• Medical costs for people with diabetes are more than double the medical costs of others.
Corizon compares outcomes to data published by the National Committee for Quality Assurance
(NCQA). The latest reported NCQA outcomes for comparison are from the State of Health Care Quality
Report 2011 and contains comparative data through 2010.
An important step in managing diabetes is to monitor HgbA1c results every quarter. This blood test
measures the average blood glucose control over the previous 90 days. The goal for glucose control is to
maintain HgbA1c less than 7 for most patients with diabetics. The exception would be those who
experience frequent hypoglycemic events related to such tight control. The chart below indicates the
percent of patients with diabetes in Tennessee in good control during the current contract with the
TDOC. While NCQA results (HEDIS data) exclude patients who have not been in treatment for a period of
time, Corizon includes all diabetics, including new intakes, in the outcome measurement.
Patients with HgbA1c Levels Less Than < 7
GOOD CONTROL
1
0.9
0.8
0.7
2008
0.6
2009
0.5
2010
0.4
0.3
2011
0.2
2012
0.1
0
TN HgbA1c <
7
Commercial
HMO
Commercial
PPO
Medicare
HMO
Medicare PPO
Medicaid
HMO
Poor glucose control is defined as patients with diabetes with HgbA1c > 9. This patient cohort requires
more frequent monitoring through chronic care clinics, as frequently as monthly in some cases, to adjust
treatment plans until the patient reaches goal. The chart below indicates the percent of patients with
diabetes in Tennessee in poor control during the current contract with the TDOC. Overall, Corizon
outcomes exceed those of commercial insurance, Medicare, and Medicaid.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 104
Patients with HgbA1c Levels Greater Than < 9
POOR CONTROL
1
0.9
0.8
0.7
2008
0.6
2009
0.5
2010
0.4
0.3
2011
0.2
2012
0.1
0
TN HgbA1c >
9
Commercial
HMO
Commercial
PPO
Medicare
HMO
Medicare PPO
Medicaid
HMO
Because patients with diabetes are at risk for cardiovascular disease and compromised blood flow, it is
important to keep LDL cholesterol < 100. The chart below demonstrates the LDL‐C control for diabetic
patients in TDOC.
Diabetic Patients with LDL‐C Levels < 100
1
0.9
0.8
0.7
2008
0.6
0.5
2009
0.4
2010
0.3
2011
0.2
2012
0.1
0
TN Diabetes Commercial Commercial
with LDL‐C <
HMO
PPO
100
Medicare
HMO
Medicare
PPO
Medicaid
HMO
To assist the health care teams at the site level to achieve the consistently good outcomes attained in
Corizon facilities, the Corizon corporate office Clinical Administration Department prepares monthly lab
reports that allow the site providers to identify at a glance the cohort of patients in good, fair and poor
control and then modify individual treatment plans as appropriate for the individual patients.
Parameters included in the monthly diabetes reports are HgbA1c, HDL, LDL, Triglyceride, and GFR levels
– all important components of total diabetes care. A sample report is included showing results at goal
highlighted in green and those in poor control highlighted in magenta. This type of reporting was
initiated for TDOC in the second month of the contract in 2010.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 105
Corizon Site
Collection
Date
Inmate ID
HgbA1c
HDL
LDL
Trig
GFR
6381
33051
10/5/11
5.8
45
121
110
89
6381
72080
10/1/11
6
40
142
133
62
6381
73005
10/8/11
6.8
549
78
6383
42192
10/14/11
7
18
51
252
68
6383
64797
10/27/11
7.2
40
81
183
63
6383
26076
10/11/11
8.4
34
87
148
70
6383
67585
10/7/11
9.3
30
88
192
89
6383
54914
10/6/11
10.4
38
119
146
97
6384
34454
10/14/11
11.5
23
64
350
80
Key Outcome Indicators
Measureable Outcomes – Medical Management of Hyperlipidemia
Another component of Corizon’s chronic disease management program is management of
hyperlipidemia, specifically high LDL cholesterol. Lipid panel is included in the lab report workbook sent
to the sites each month. LDL‐C > 160 and Triglyceride > 500 are highlighted for ease of identification of
those patients who require intensive management.
Corizon Site
Inmate ID
Collection Date
HDL
LDL
Trig
6381
123456
10/8/11
20
SEE BELOW
898
6381
654321
10/2/11
35
61
128
6381
222222
10/1/11
59
74
58
6383
464646
10/4/11
33
SEE BELOW
516
6383
535353
10/27/11
25
SEE BELOW
899
6392
979797
10/6/11
43
167
153
6392
888888
10/22/11
48
200
131
6392
616161
10/27/11
33
174
391
Key Outcome Indicators
Measureable Outcomes – Medical Management of Cardiovascular Disease
Cardiovascular disease is a high‐volume, high‐risk chronic condition, affecting patients across all ages,
ethnicities and cultures. The prevalence of cardiovascular disease in corrections and the increasingly
aging prison population has prompted Corizon to proactively and vigorously address the issue of
cardiovascular health among its patients nationwide.
American Heart Association statistics report that approximately 20% of Americans over the age of 20
have elevated LDL cholesterol. The goal for everyone is to decrease LDL‐C to < 160, with parameters
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 106
more stringent for those at increased risk for cardiovascular disease. Lipid management at TDOC is
outstanding as demonstrated in the chart below.
Lipid Management at TDOC ‐ Hyperlipidemia, 2010‐2012 YTD
20%
15%
TN 2010
TN 2011
10%
TN 2012
5%
0%
TN 2010
TN 2011
TN 2012
AHA
Key Outcome Indicators
Measureable Outcomes – Medical Management of Warfarin
Warfarin management is a third key clinical performance indicator for all Corizon statewide prison
systems, implemented in 2009. Warfarin, a blood thinning agent, is indicated for a small percentage of
patients who have had a deep vein thrombosis (DVT), pulmonary embolus (PE), atrial fibrillation, and/or
heart valve replacement. A study published in the Journal of Thrombosis and Haemostasis in 2008 of
data gathered from medical record review in private physician practices reported that, at any given
time, approximately 68% of patients on Warfarin had a blood level in the therapeutic range of 2.0 to 3.5.
Because Corizon includes all patients on Warfarin, including those who are new to the drug, in the
cohort for outcome measurement, the Corizon range has been expanded to consider those with INR in
the range of 1.8 to 3.7 as being therapeutic. Rationale for this adjustment is that clinicians will not
normally make changes to drug regimen based on an isolated lab result, but rather on the patient’s INR
trend. Tennessee outcomes are demonstrated in the chart below, indicating steady improvement once
Corizon processes were implemented in the TDOC.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 107
100%
Warfarin Management
90%
80%
70%
60%
INR 1.8‐3.7 (Tennessee
Patients on Coumadin)
50%
40%
Journal of Thrombosis and
Haemostasis 2008
30%
20%
10%
0%
Corizon’s Business Intelligence Application
Corizon’s business intelligence application, InGauge™, is currently utilized to support our TDOC contract,
and supports us in our efforts to aggregate disparate data sources, and quickly and accurately identify
trends within the TDOC population. This application covers subject areas such as patient information,
clinical management, medical claims, pharmacy orders, and labor and staffing statistics. InGauge™
provides reports detailing contract performance comparisons, labor management analysis, off‐site
medical trends, and pharmacy trends. In 2010, Corizon added new analytic components to InGauge™
which now incorporate chronic condition identification and stratification, benchmarking, lab results,
electronic medical records, and predictive modeling.
A.3.h. Dental Services (pro forma Contract pg.6)
Corizon will continue to provide a quality on‐site oral health care program in accordance with local
and federal guidelines, TDOC policies and procedures, ADA standards and NCCHC and ACA
standards. Of care.
Our current program consists of diagnostic preventive, restorative and rehabilitative services.
The oral healthcare program is an essential component of the healthcare delivery program. There are
two major diseases of the oral cavity – dental caries and periodontal disease. Each disease is progressive
and destructive to hard and soft oral tissues. Studies have shown that oral health status is directly
proportional to education and income. Therefore, the inmate population would be expected to present
with poor oral health status with a high prevalence of untreated dental caries, periodontal disease, and
poor oral hygiene. Because the need for dental services within the inmate population far exceeds the
monetary and manpower resources available to treat all the disease and sequela, a rational method of
allocating the resources must be established.
Our current dental program for TDOC is provided under the leadership of our Regional Dental Director,
Dr. Helen Coleman. Dr. Coleman closely monitors the Corizon dental services program at TDOC and,
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 108
through the development of a network of Tennessee dentists, ensures on‐site dental care is available at
each TDOC facility. Corizon will continue to be responsible for the coordination, provision, and costs of
all dentistry using licensed, certified and trained staff as appropriate for the services rendered according
to TDOC Policy #113.60.
Dental services will continue to be provided to inmates based upon need and will include, but will not be
limited to, the following:
•
Intake screenings and oral hygiene instructions;
•
Comprehensive examinations;
•
Cleanings;
•
Sick call;
•
Emergency care for the relief of pain;
•
Assessment of fractures;
•
Control of bleeding and acute infection;
•
Restorative procedures;
•
Extractions;
•
Scaling, as necessary to prevent tooth loss and gum disease; and
•
Dental hygiene services at the comprehensive facilities.
A.3.h.1. Dental Treatment and Follow‐up Treatment (pro forma Contract pg.6)
Dental screenings will continue to be conducted at all intake facilities. These screenings are conducted
during the intake assessment process in accordance with NCCHC and ACA standards. Inmates identified
during dental screening as having urgent or emergent dental needs will be placed on the dental sick call
list for evaluation and treatment. Routine care will be provided when clinically necessary as determined
by a dentist’s evaluation. When follow up treatment is necessary, either by request or as a result of the
intake examination, Corizon will provide non‐urgent care within six weeks of the sick call visit.
A.3.h.2. Dental Emergencies (pro forma Contract pg.6)
A Corizon dentist will continue to see inmates with an urgent need, such as bleeding, acute pain,
swelling, trauma or infection, within 48 hours of the inmate’s request for care. Emergency dental care
will be available 24 hours per day, seven days per week. Our Dental Director, Dr. Coleman, is on‐call 24‐
hours a day. Provision of emergency dental services will continue to encompass, at a minimum:
•
Control of bleeding
•
Treatment of infection
•
Relief of severe pain
•
Immediate and palliative procedures for:
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 109
Jaw fractures
Tooth fractures
Subluxations
Avulsions of teeth
Oral soft tissue injuries
A.3.h.3. Dentist Participation in CQI (pro forma Contract pg.6)
Corizon’s dentists will continue to participate in each TDOC institution’s Continuous Quality
Improvement Committee. Additionally, our dentists will continue to supervise quality control studies
regarding dental care or other related studies. Please review the thorough description of our Continuous
Quality Improvement program in the section of this proposal titled “Quality Improvement” on pages
205‐208.
A.3.i. HIV Positive Inmates (pro forma Contract pg.6)
Inmates not known to be Human Immunodeficiency Virus (HIV) positive will receive a HIV laboratory
screen prior to release or parole. As clinically indicated, a HIV confirmatory test will be completed.
Exclusions will include any inmate who has been previously tested within the past three months or
anyone who refuses to be tested.
A.4. Ancillary Services (pro forma Contract pg.6)
Corizon will continue to provide all ancillary services to meet the needs of the inmate population. All
onsite services will be utilized to their fullest extent. The table below lists the support services providers
in place for Corizon’s TDOC contract.
ANCILLARY SERVICE PROVIDERS FOR CORIZON’S TDOC CONTRACT
Provider
Garcia Laboratory
Quality Mobile X‐Ray
Meharry Medical College
Nashville General Hospital
Quality Mobile X‐Ray
Ancillary Service
Laboratory
X‐Ray
On‐Site Physical Therapy
MRI/CT
Ultrasound
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 110
A.4.a. Vision Care Services (pro forma Contract pg.6)
Our current program at TDOC includes the provision of on‐site Optometry, Glaucoma services, and
eyeglasses through our partnership with Institutional Eye Care.
Corizon will continue to provide TDOC inmates with medically necessary optometric services through
Tennessee‐licensed optometrists in accordance with the American Optometric Association (AOA) and
TDOC policy. Through our current staffing plan, the Corizon health care staff ensures that appropriate
access to optometry services, such as examinations and treatment, are available to provide for the
needs of most inmates via on‐site services. Services that we currently provide include, but are not
limited to:
•
History;
•
Visual acuity;
•
Eye health assessment;
•
Glaucoma testing;
•
Visual field testing;
•
Prescribing, ordering, dispensing and fitting of eyeglasses;
•
Emergency care services; and,
• Any other TDOC‐required eye care services.
A Corizon optometrist will continue to visit each TDOC institution no less than once monthly. In addition,
we will ensure that the waiting list for optometry visits does not exceed 60 days.
Corizon will continue to provide eyeglasses prescribed by the optometrist or ophthalmologist through
our partnership with Institutional Eye Care. As is current practice, we will provide eye glasses that
consist of basic safety frames, lenses, polycarbonate lenses and other eyeglasses as deemed medically
necessary by the prescribing professional. Contact lenses will only be provided if medically necessary,
and in such cases Corizon will continue to be responsible for providing the solutions necessary for
maintenance of the contract lenses. Corizon will continue to repair and/or replace eyeglasses in
accordance with TDOC policy. Eyeglasses and other items will be delivered within 10 business days from
the date of the prescription order.
A.4.b. Radiology (pro forma Contract pg.7)
Corizon’s national radiology services vendor, Quality Mobile X‐ray, provides all radiology services
for our TDOC contract.
The capabilities of Quality Mobile X‐ray technicians include chest, abdomen, extremity, and skull X‐
rays.
Quality Mobile X‐ray Services, Corizon’s national vendor, currently provides all radiology services for
our TDOC contract. In accordance with TDOC policy, Corizon will continue to provide, through our
agreement with Quality Mobile X‐ray, all radiographs by a certified technician, interpretation by a board
certified radiologist, and provision of typed reports. Corizon supports TDOC’s intent to use on‐site
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 111
radiology services when available to minimize offsite radiology/diagnostic services. Corizon will use the
available mobile services, when onsite services are not available at any facility. Please refer to the
section titled “Alternative or Supplemental Contract Language” on pages 68‐70 for additional
information.
Corizon understands that the TDOC prefers the subcontractor has and maintains accreditation by
national accreditation entities such as IAUM for services when accreditation is available. Services will be
available after and outside of usual operating hours to provide the capabilities to determine the need to
travel to obtain emergency services beyond those that can be provided at the institutions.
Legible reports will continue to be typed and delivered in a timely manner to the correctional facility
clinical staff as approved by the TDOC Medical Director. Corizon will continue to be responsible for the
provision of all other offsite diagnostic testing required and will provide all onsite fluoroscopy and
special studies through Quality Mobile X‐ray as capabilities and equipment allow. Radiology studies will
be provided with digital imagery allowing access by designated providers in TDOC facilities and the TDOC
Medical Director, direct access to view via the internet.
Typed reports for routine studies will be provided to the facility as soon as they are read or no later than
48 hours after the reading. The radiologist will call the facility within 24 hours with any report requiring
immediate intervention. Hard copy typed reports and films (where digital technology is not available)
will be received within 72‐hours of completion. We understand that Corizon is responsible for the
maintenance, filing and purging of all x‐ray films. Additionally, Corizon will be responsible for the
provision of all supplies required to support x‐ray services.
A.4.c. Laboratory Services (pro forma Contract pg.7)
Corizon will provide routine laboratory services at each site through our vendor agreement with Garcia
Clinical Laboratory, Inc, a female‐owned business certified to do business in Tennessee. Through our
agreement with Garcia, Corizon will provide the procurement and processing of all medical laboratory
services including supplies, forms, and tests in accordance with TDOC policy.
Corizon ensures Clinical Laboratory Improvement Amendment (CLIA) compliance as required for all in‐
house laboratory services. Laboratory specimens will be processed offsite for procedures/tests that are
not waived by the CLIA. Corizon ensures that Bio‐Reference has a quality assurance plan and is a CLIA
certified laboratory. As required by the RFP, Corizon will be responsible for obtaining and maintaining
necessary CLIA waivers at all sites except DSNF.
Quality Control measures for the laboratory service include:
•
Daily calibration of all laboratory equipment.
•
Daily check of all reagents.
•
Daily control profile on every tenth specimen of every type of test performed.
•
Daily computerized report indicating the results of the control tests forwarded to the Center for
Disease Control in Atlanta for inclusion in an ongoing audit of the laboratory service.
•
Annual audit from the College of American Pathologists.
•
Documentation of routine quality control activities provided as requested.
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Corizon will coordinate lab tests performed on physical examination with lab tests performed on chronic
clinics to avoid duplication of tests. Corizon will provide a computer terminal and printer at each facility
that provides on‐line access to the Corizon’s laboratory information system.
Corizon agrees that:
All lab results, except those requiring a longer processing time, will be provided within 72 hours. The
lab will notify the facility immediately by telephone of any abnormal results that require immediate
intervention.
Specimens will be picked up from each facility Monday through Friday, at approximately the same
time each day and will be delivered to the laboratory as soon as possible.
Corizon will be responsible for the collection of all DNA specimens needed for forensic testing or
required by state law or court order.
If an urgent care situation occurs, Corizon will coordinate a process to obtain results of the lab
specimen seven days a week within four hours of obtaining the specimen.
A.4.d. Electrocardiography (EKG) Services (pro forma Contract pg.8)
EKGs will be performed on all inmates age 40 or older, or as determined by Corizon’s physician. These
services will take place at all 11 TDOC‐managed facilities. Corizon will provide EKG services, equipment,
and supplies. Corizon acknowledges that it is preferable that EKG machines have transmission
capabilities with 24 hours per day cardiologist reading services available at the request of institutional
staff. EKG services will include:
•
Training and orientation for all qualified healthcare professionals.
•
Printed EKG rhythm strips and computerized interpretation reports within 10 minutes.
•
Cardiologist over‐read with immediate response for abnormal results designated for over‐read.
• Equipment maintenance and service within 24 hours of repair request.
Additionally, Corizon will maintain responsibility for supplies and repair costs associated with TDOC EKG
equipment.
A.4.e. Pharmacy Services (pro forma Contract pg.8)
Corizon will coordinate with the pharmacy provider to assure that medication orders by Corizon
providers are delivered in a timely manner to the pharmacy provider. Corizon will develop systems to
receive verify and make medications available to the inmates. Corizon understands that the orders will
be delivered on the same day they are written by providers. Corizon understands that prescription
orders received by the pharmacy vendor by 2:00 PM CST, Monday through Friday, will be delivered to
the ordering institutions by 12:00 noon the following day (excluding Sunday delivery). Medication will be
ordered prior to the expiration of continued medications to assure the inmates receive their
medications as ordered.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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PAGE 113
Local Pharmacy
In the event that medication is not delivered due to delayed orders, Corizon understands that the
pharmacy contractor may authorize to obtain sufficient medication by local purchase from a pharmacy
subcontractor. Corizon also understands that the pharmacy contractor may also have the ability to have
the medications delivered to the ordering facility within two hours of receipt of order. Only the quantity
of medication needed until the medication can be supplied by the pharmacy vendor will be ordered by
Corizon and an order will be sent to the pharmacy vendor to provide the remainder of the medication
needed.
Medication will be ordered in accordance with the drug formulary approved by the TDOC Medical
Director and in accordance with TDOC policies.
Statewide Pharmacy and Therapeutics Committee
Corizon’s Statewide Medical Director will participate on the Statewide Pharmacy and Therapeutics
Committee and will communicate findings of the committee to contracted providers.
Corizon currently participates in all Pharmacy and Therapeutics Committee meetings to engage in
discussions regarding needed clinical, operational, and cost saving strategies for the TDOC program.
During these meetings our representatives provide documented feedback regarding facility CQI and
inspection reports, review all medication errors for that quarter, discuss any issues regarding the
medication rooms, and evaluate overall pharmacy operations. Formulary additions and/or deletions are
proposed taking into consideration evaluations of bio‐availability and bio‐equivalency. In addition,
Corizon’s Clinical Pharmacist provides the necessary research and data investigation to support all
formulary decisions.
Corizon’s Regional Clinical Pharmacist, Dr. Sarell, attends each regularly scheduled TDOC Pharmacy and
Therapeutics Committee meeting for information sharing and coordination.
Non‐Formulary Prescriptions
Corizon will process any non‐formulary prescriptions which are approved by the State’s designated
Medical Director, with the Pharmacy and Therapeutic Committee, for medical and mental health
services.
Hepatitis B Vaccine
Corizon will provide Hepatitis‐B vaccines (HBV) for all clinical institutional staff, regardless of employer.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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HIV and Hep C Medications
Please refer to the section titled “Alternative or Supplemental Contract Language” on pages 68‐70 for
additional information.
Clinical Guidelines
As is current practice, Corizon will follow TDOC Clinical Guidelines for chronic disease management,
nursing protocols, psychiatric disorders, vaccinations, and immunizations. Where applicable,
medications specified in these guidelines shall be provided as formulary medications.
Non‐Formulary Prescriptions
Corizon will process any non‐formulary prescriptions which are approved by the State’s designated
utilization management entity for medical and mental health services.
Psychotropic Medications
Psychotropic medications such as antipsychotics, antidepressants, and drugs requiring parenteral
administration are dispensed only in accordance with a prescription by a physician or an authorized
health care provider in agreement with the physician, based upon a physical examination of the inmate
by a qualified health professional.
Quarterly TDOC Pharmacy and Therapeutics Committee Meetings
Corizon will continue to assist with the Quarterly TDOC Pharmacy and Therapeutics Committee
meetings in accordance with TDOC policy. The Contractor’s Clinical Pharmacologist shall participate in
the committee meetings and monitor pharmaceutical outcome measures. The Clinical Pharmacologist is
responsible for providing the requested statistical reports in preparation for the meetings.
Additionally, Corizon will continue to participate in and contribute to each Quarterly TDOC Pharmacy
and Therapeutics Committee meeting. The Committee members include the following:
•
Marina Cadreche, Psy.D., Director of Clinical Services, TDOC
•
Kenneth Williams, M.D., Medical Director, TDOC
•
Wilma Taylor, TDOC Statewide DON
•
Carolyn Gains, RN, TDOC
•
Tom Voss, RN, Senior Vice President State Corrections, Corizon
•
Dwayne Phillips, Vice President of Operations, Corizon
•
Lynn Cole, Regional Director, Corizon
•
Tiffany Sarell, Pharm.D., Pharmacist, PharmaCorr
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 115
•
Sylvia McQueen, MD, Statewide Regional Medical Director, Corizon
•
Glen Babich, M.D., Associate Regional Medical Director, Corizon
•
Mark Fleming, (Mental Health) Regional Director
•
Andrew Adler, Ed. D , Licensed Psychologist (Mental Health) Clinical Director
•
Joe Pastor, M.D., Chief Mental Health Officer, Corizon
Medication Error Review Process
Corizon acknowledges TDOC’s desire to work with the chosen provider to develop a Medication Error
Review process to include electronic tracking, reporting and trending of Dispensing and Administration
Errors. A monthly electronic report will be provided to the State detailing the month‐to date and year‐
to‐date medication errors by facility.
A.5. General Requirements (pro forma Contract pg.9)
A.5.a. Physician Coverage (pro forma Contract pg.9)
Corizon has provided, in our staffing plan, for sufficient physician services, including primary care
services for inmates in mental health units, to deliver the required daily needs and provide supervision
of mid‐level practitioners, and consultation to nursing staff. This includes adequate staffing to ensure
on‐call physician coverage 24‐hours a day, seven days a week. On‐call responsibilities of Corizon’s
physicians include emergency coverage with telephone response within 15 minutes of notification from
a TDOC institution. The institutional physician is responsible and the physician of record for all inmates
assigned to that institution and retains that responsibility until the inmate care if officially transferred to
another licensed clinician.
The on‐call physician will determine whether his/her presence is required, give verbal orders and a
treatment plan to nursing staff, and provide onsite treatments for medical problems or injuries requiring
sutures and minor surgical procedures as required on a 24‐hour basis. Onsite procedures, such as
suturing, will be performed as soon as possible.
Please refer to our staffing schedule found in response to section “Staffing Plans” on page 234.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 116
A.5.b. Nursing Coverage (pro forma Contract pg.9)
Corizon’s nursing department is organized to ensure that each Corizon nurse is properly selected
and trained to provide nursing services.
The Corizon Nursing and Human Resources
Department work closely to ensure that
recruitment efforts support the need for a
qualified nursing workforce to support
each of our contracts.
Newly hired nurses are provided well‐
organized on‐boarding programming that
properly prepares the new employee to
deliver nursing care that meets the quality
standards expected by a Corizon nurse.
The Vital Role of the Corizon Nurse
Corizon highly values and understands the vital role of the nurse in the delivery of healthcare in the
correctional setting. As a result, our organization has established a Nursing Department led by our Chief
Nursing Officer and Senior Vice President, Becky Pinney, MSN. Ms. Pinney leads a department that
provides organizational structure, leadership and clinical direction to the 5,600 nursing employees that
currently serve our facilities across the nation.
Corizon Nursing Department
The Corizon Nursing Department is responsible for the development of Corizon’s facility policies and
procedures, nursing programs and all documents and forms necessary for the delivery of those
programs. All Corizon policies and procedures are fully NCCHC and ACA compliant. Policies and
procedures are reviewed annually to ensure compliance with the most current standard expectations.
Nursing Protocols have been developed to reflect the nursing process and to provide a means to gather
appropriate clinical data in each clinical situation. The protocols have been designed to support clinical
decision making based on the data collected at each encounter. Patient education documents are
available for common clinical complaints and allow the nurse to educate and involve the patient in their
treatment plan.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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The Corizon Clinical Program Support Team
Facility level support is provided by a qualified team of nurses who comprise the Corizon Clinical
Program Support Team. This team is comprised of nurses who have extensive correctional healthcare
experience and who have served in various nursing and facility leadership roles within our organization.
Their activities include conducting facility surveys that focus on compliance with company policies and
the quality of care delivered in our facilities. Members of this team also play an important role in the
training process of new facility nurse managers, developing staffing plans for new business proposals,
assisting with new contract start‐ups and assisting with training activities and the deployment of nursing
programs within the organization.
Onsite Nursing Coverage for TDOC
Onsite nursing coverage will continue to be provided for the contract term as specified in our staffing
plan found in response to section “Staffing Plans” on page 234. Nursing will include any required RN,
LPN, and CNT staffing of mental health units at CBCX, RMSI, TPW, WTSP, and MCCX. Corizon will
continue to provide onsite nursing coverage at the comprehensive sites according to the contract
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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PAGE 118
staffing pattern, 24 hours per day seven days per week. The Corizon nursing staff will perform the
following tasks at a minimum:
•
Administer and document medication in the medication administration record;
•
Assist and/or perform receiving screenings and physical examinations;
•
Respond to and initiate care for medical emergencies;
•
As necessary, assist physicians and other medical personnel in patient examinations and treatment;
•
Infirmary services;
•
Take vital signs and draw blood; and
•
Schedule appointments and organize sick call.
A.5.c. Nursing Protocols (pro forma Contract pg.9)
Corizon will submit to the State for written approval within the first 30 days of the contract start date
(and annually thereafter). Such nursing protocols will be applicable for all nursing staff, including state
employees and contractors. Corizon recognizes that any changes to the protocols will require written
approval by the State.
Corizon will use, with the TDOC’s approval, our Nursing Encounter Tools (NETs) in conjunction with
nursing protocols to support our program. We have provided a detailed description of our NETs in the
narrative that follows. Please refer to the section titled “Approved Nurse Encounter and Assessment
Tools “on pages 89‐90 for a detailed explanation of Corizon’s NETs.
A.5.d. Medication Administration (pro forma Contract pg.9)
The comprehensive medication administration program that Corizon has put in place at TDOC ensures
that all Corizon staff members are qualified to administer medication. Corizon will continue to use only
licensed nursing staff to administer all medications, including all controlled, high abuse potential drugs,
and psychotropic medications. All medication will be distributed through a medication window or
cellblock distribution process. Corizon nurses will administer medications daily or as prescribed to
inmates in segregation housing units and/or mental health units.
In addition to initial medication administration training, we will provide supplemental instruction on an
annual basis to ensure all staff members are operating in compliance with NCCHC, ACA, and all other
applicable state and federal regulations, as well as TDOC standards of care.
In an effort to enhance security of controlled substances, all staff involved in the administration of
medication will undergo and complete training regarding Corizon’s competency for security for
controlled substances program. Corizon will continue to comply with TDOC Policy #113.70, Management
of Pharmaceuticals, which requires accountability of controlled substances consisting of medication
reconciliation at the change of each shift with signature of outgoing and incoming clinical staff.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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A.5.e. Prosthetics and Durable Medical Equipment (pro forma Contract pg.9)
Corizon will continue to be responsible for all prosthetics and durable medical equipment ordered by
physicians and specialists, including, but are not limited to the following:
•
Braces;
•
Special shoes;
•
Glasses;
•
Hearing aids; and
• Orthopedic devices.
Health care prosthetic devices and durable medical equipment will continue to be provided for inmates
when deemed necessary by the attending health care provider to correct, assist, or improve a significant
body impairment or debilitating condition, in accordance with TDOC policy and as approved by the
Warden of the correctional facility from a security prospective.
A.5.f. Mid‐Level Supervision (pro forma Contract pg.10)
Upon contracting with a physician, Corizon requires that the individual sign a statement attesting to the
physician’s agreement to supervise nursing and non‐physician clinical services for the site, including but
not limited to, clinical activities of mid‐level practitioners as required by state law. All physicians, prior to
providing services through Corizon, will be required to sign this statement of agreement, and will be
aware of the responsibilities associated with this agreement.
Corizon physicians will review and sign off on all treatment plans written by mid‐level providers for the
management of chronic care patients. This review process allows the Corizon physician to ensure that
mid‐level providers meet necessary standards of care for inmate patients, as well as affording the
supervising physician an avenue to identify educational opportunities to enhance the mid‐level
provider’s scope of knowledge and provision of care. Corizon providers will provide appropriate
intervention for improvement as necessary. Either MD or DO‐level professionals will be responsible for
mid‐level supervision.
In the event issues arise in which the PA/APN does not adhere to the agreement with the physician
supervisor, the matter will be referred directly to the TDOC Medical Director for disposition.
A.5.g. Medical Records (pro forma Contract pg.10)
Corizon will continue to create a health record for all inmates who enter into TDOC custody for the
first time, maintain medical records for all TDOC inmates with existing records, and will do so for
the contract term.
This medical file will be thorough and will include all information regarding medical, dental, and mental
health services as a result of the inmate screening process, or for services rendered following
assignment to a housing area. Corizon staff will sign, date and name stamp any progress note or order
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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entered into the medical chart. Please find below a description of the medical record format Corizon
proposed for our TDOC program.
Problem‐oriented Format
Corizon will continue to document all health care contacts in the inmate’s healthcare record in the
problem‐oriented medical record format, which has proven a successful method of documentation for
our TDOC contract. We utilize the problem‐oriented medical record‐documenting format known as
SOAP charting. This effective method of schematic recording of facts and information is detailed below:
•
Subjective information, such as patient history and testimony about feelings.
•
Objective material and measurable data, such as height, weight, respiration rate, temperature, and
all examination findings.
•
Assessment of the subjective and objective material that can be the diagnosis, but is always the
total impression formed by the care provided after review of all materials gathered.
•
Plan presented for treatment, in sufficient detail to allow another care provider to follow the plan to
completion.
The plan includes a follow‐up schedule, as well as the following:
•
The completed reception screening form;
•
Health appraisal data forms;
•
All findings, diagnoses, treatments, and dispositions;
•
Prescribed medications and their administration;
•
Laboratory, x‐ray, and diagnostic studies;
•
Signature and title of each document;
•
Consent and refusal forms;
•
Release of information forms;
•
Place, date, and time of health encounters;
•
Discharge summary of hospitalizations;
•
Health service reports, dental, psychiatric, and other consultations; and,
• Problem list.
Corizon ensures high priority is given to the legibility of inmate records, including signature, date, and
time. If Corizon’s health staff is unable to write legibly, notes are dictated, transcribed, reviewed, and
signed within a reasonable timeframe. All off‐site specialty encounters are transcribed using a
professional transcription service. All therapies are documented as to indications, method of delivery,
and inmate response. Special instructions are given to ensure all who read the document fully
understand its contents.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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All drug therapies are named, with dosage instructions and indication of refill limits. All medications the
inmate receives, no matter the source, are inventoried and listed to include the method by which the
patient understands they are to be taken.
Additionally, Corizon understands that if an Electronic Health Record (EHR) is used, that record will be
printed and organized according to TDOC policy for transfer of any inmate to another facility.
Further, Corizon intends to work in coordination with the TDOC in any manner necessary during the
selection, implementation, interfacing and deployment of any EHR the TDOC chooses to contract with.
Corizon and its IT department have extensive knowledge and expertise working with and in coordinating
these efforts allowing the transition to an EHR solution as smooth as possible for the enterprise.
A.5.h. Therapeutic Diets (pro forma Contract pg.10)
Corizon is aware that TDOC’s policies allow for modified diets for medical necessity. Corizon will
continue to oversee the assessment of nutritional requirements and management of special diet orders.
Corizon’s healthcare staff monitors and makes recommendations for inmates with regard to medical
diets and in accordance with the menus established by the dietician. We obtain and provide, through
the medication administration process, nutritive supplements that have been prescribed by a physician
to provide to inmates as an adjunct to their special diets.
Corizon understands that the State is responsible for the cost of food.
A.5.i. Inmate Health Education (pro forma Contract pg.10)
Corizon’s inmate health education program will continue to be in accordance with TDOC policy.
Inmate health education at TDOC will be an ongoing process that occurs during each health
encounter, as well as during formal education sessions.
To be effective, the inmate health education program will be tailored to the specific needs of the
TDOC inmate population.
Corizon will closely monitor the health and educational needs of TDOC inmates, and will develop
training sessions to meet those needs.
Corizon believes that inmate health education is an ongoing process that occurs during each health
encounter, as well as during formal education sessions. Health education will be done, but not limited
to, at the initial health intake screening process, annual health maintenance and at each formal medical
session such as during sick call, chronic clinics, and dental clinics; and will be made available based on
the assessed educational needs of the inmate. Furthermore, to be effective, the inmate health
education program must be tailored to the specific needs of the inmate population it serves. Therefore,
Corizon will continue to closely monitor the health and educational needs of the TDOC inmates, and
develop training sessions to meet those needs.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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Some examples where
specific programs may be
developed include patients
with chronic conditions such
as hypertension, seizure
disorders, pulmonary
disorders, diabetes, and
specific disabilities. We
provide a complete portfolio
of education specific to
female inmates as well.
Corizon’s educational
programs will provide TDOC
inmates with a better
understanding of their
particular disability or
disease, the necessary care,
and instruction for self‐care,
if applicable.
Our program is delivered to the inmate population in a variety of ways. Educational and instructional
pamphlets, posters and fact sheets are made available in security‐approved areas. Additionally,
Videos/DVDs may also be shown in waiting areas and, in some cases, Corizon staff may offer group
sessions on particular topics of health awareness when appropriate.
Additionally, Corizon has a series of clinical Patient Information Fact Sheets (PIFS) which cover a variety
of health‐related topics including TB, diabetes, and specific chronic illnesses for distribution to inmates.
Samples have been provided in Appendix O for the reader’s review.
Disease Management Inmate Education
Patient empowerment in disease management begins with education. Educated patients are
empowered as they begin to participate in discussions and decisions affecting the management of their
disease rather simply hearing or reading about their disease. Patient empowerment strategies include
self‐management “Peer” programs, one‐on‐one teaching from nurses, and handouts written in
understandable language.
Corizon has experience in “Peer Education” programs in other contracts. Corizon’s “Diabetes Seminar” is
a module designed to be led by a nurse, or a patient inmate with diabetes, or someone identified as
having teaching or group leadership skills. Our diabetes seminar modules are based on a “Train the
Trainer” approach in which providers and nurses form the foundation of information, which is then
transferred to the inmate patient. The inmate is then trained to become a facilitator of a Peer Group,
sharing information, and developing a therapeutic community within the system. This approach can also
be applied to other disease entities, such as cardiac disease and asthma at Corizon.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 123
Corizon’s Patient Care Services disease management team includes a board‐certified nurse practitioner
as patient educator and program facilitator, who is available to implement or assist in implementing
modules in Corizon facilities as agreed upon between Corizon and TDOC. We can also specially design
modules for other Peer education programs upon request.
Inmate Health Education Topics
The table that follows provides descriptions of Corizon’s instructional content, the rationale upon which
our program is based, and the methods and mediums by which our inmate education is deployed.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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Inmate Health Education Curriculum
Topic
Smoking Cessation
(Tobacco Use)
Rationale
Tobacco use is a major
factor in disease
disability and death
Effects of Drug and
Alcohol Abuse
(Alcohol and
Psychoactive Drug
Use)
Alcohol and drug
independence enhances
behavioral and
emotional control while
improving health and
decreasing morbidity
Key Content
General information about the
impact of tobacco use and second
hand smoke
Individual and group smoking
cessation education
Implications of maternal smoking on
fetal development
Health risk of alcohol and
psychoactive drug use
Behavior Modification and lifestyle
changes necessary for drug/alcohol‐
free living
Implication of maternal drug and
alcohol use on fetal development
Stress Management
Incarcerated individuals
experience a range of
adaptive responses to
stress
Focus on specific symptoms:
Insomnia, Headache, Back Pain that
typically accompany maladaptive
stress management
Chronic Disease
Our disease
management system
emphasizes early
Focus on preventive care including:
Health screening based on patient
age and health history
Method/Medium of Delivery
Intake orientation
presentation and handout
Discussion at health visit;
enrollment in smoking
cessation group, if appropriate
Female inmate education
during annual GYN visit
Education brochure during
intake orientation
Monthly sessions
Annual Health Fair
Health educator assistance in
therapeutic community
settings
Female inmate education
during pregnancy visits
Education brochure during
sick call, chronic care or clinic
visit for particular complaint
BH Stress Management
program contains topics
devoted to life skills and
adaptation to stress,
including
Recognizing Stress
Exhaustion Symptoms/ Signs
of Excessive Stress
Diaphragmatic Breathing
Exercises/Progressive Muscle
Relaxation
Constructive Ways of Dealing
With Stress
Early identification at intake
and/or initial health
assessment
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Outcome Assessment
Monitor individual and
group cessation success
rates and compare with
national averages
Post education knowledge
assessment
Annual review of DOC data
on drug/alcohol use among
inmates
Patient will experience a
reduction in symptoms.
Clinic visit for one‐on‐one
interventions if needed
Diabetes Management
program with focus on
decreasing/maintaining
Inmate Health Education Curriculum
Topic
Rationale
recognition, consistent
monitoring based on
disease acuity and use
of evidence based
practice to guide care
and patient education
Medications
Communicable
Infections/Disease:
TB, HIV, MRSA,
Hepatitis (all types),
STDs, and TB
Individualized, one‐on‐
one education is a best‐
practice to teach
patients about
medication. This
approach permits an
immediate question and
answer approach and
enhances compliance
with the treatment plan
Close living necessitated
by incarceration
increases potential for
communicable disease
transmission. Poor
lifestyle choices in the
incarcerated community
results in increased risk
of disease contraction
Key Content
Patient education to enhance
awareness of risk factors, early
symptoms and appropriate
screening for disease onset and
complications from disease
Integration into community
healthcare with improved
knowledge of disease
Use of disease management
guidelines developed based on
community standards, NCCHC clinical
standards and community standards
Practitioners discuss reason for
medication, frequency of dosing,
amount of medication prescribed,
side effects, and the need to take the
medication as directed
General principles and precautions to
decrease the spread of disease
Specific disease prevention
guidelines for TB, HIV, STD, and
Hepatitis (all types)
Disease treatment and self‐care
education
Medication effect and side effect
education
Method/Medium of Delivery
Outcome Assessment
HbgA1C levels (<7)
Use of NCCHC clinical
Warfarin management –
standards and
routine monitoring and
documentation for initial and
therapeutic levels
ongoing assessment
Cardiovascular Disease
Disease specific education
management focus with
based on inmate plan of care
focus on anticoagulation,
Monitoring of inmate
primary prevention,
outcomes based on review of
secondary prevention for
clinical diagnostic data,
patient with previous
medication review and
cardiovascular incident,
disease exacerbations
congestive heart failure
Education through
management
brochures, clinical
encounters specific to inmate
chronic disease and
identified risk factors
Individualized, One‐on‐One
Patient compliance with
with nursing, provider, and
medication regimen as
pharmacy staff
monitored by MAR review
Education brochure during
intake orientation.
Monthly sessions
Annual Health Fair
Health educator assistance in
therapeutic community
settings
Female inmate education
during pregnancy visits
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Case management of all TB,
HIV, and HCV will include
reporting of patient
outcomes
Patterns of STD and
Hepatitis transmission will
be monitored by the site
infection control nurse
Inmate Health Education Curriculum
Topic
Rationale
Positive Effects of
Physical Activity and
Healthy Diet
Healthy lifestyle
choices, particularly as
they relate to diet and
exercise, are proven to
decrease mortality and
morbidity over time.
•
•
•
•
Key Content
Communicable Disease transmission
in pregnancy
General benefits of physical activity
and nutrition
Nutrition and activity instruction
specific to the inmate’s disease
processes
Specific nutrition and activity
instruction related to seasonal and
community changes
Diet and exercise for a healthy
pregnancy
•
•
•
•
Diet and Weight
Management
(Positive Effects of
Physical Activity and
Healthy Diet)
Healthy lifestyle
choices, particularly as
they relate to diet and
exercise, are proven to
decrease mortality and
morbidity over time.
General benefits of physical activity
and nutrition
Nutrition and activity instruction
specific to the inmate’s disease
processes
Specific nutrition and activity
instruction related to seasonal and
community changes
Diet and exercise for a healthy
pregnancy
Dental and
Periodontal Disease
Periodontal disease is
the leading cause of
tooth loss in adults. This
condition can be
prevented through
General principles of dental health
Individual review of dental care such
as brushing and flossing
Prevention and treatment education
specific to the condition including
Method/Medium of Delivery
Female inmate education
during annual GYN visit
Education brochure during
intake orientation with tips
specific to incarceration
Instruction during sick call
visits, chronic care clinics
Group instruction such as
inmate feedback sessions
addressing season issues such
as heat stroke, excessive
bodybuilding, and community
generated nutritional myths
Female inmate education
during pregnancy visits
Education brochure during
intake orientation with tips
specific to incarceration
Monthly sessions
Annual Health Fair
Instruction during sick call
visits, chronic care clinics
Group instruction such as
inmate feedback sessions
addressing season issues such
as heat stroke, excessive
bodybuilding, community
generated nutritional myths
Female inmate education
during pregnancy visits
Education brochure during
intake orientation with
reinforcement education
during dental screening
Monthly sessions
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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Outcome Assessment
• Quarterly monitoring of
activity yards, commissary
purchase patterns
• Individual ongoing
evaluation of understanding
and behavior change during
chronic care visits
• Monitoring numbers of
adverse events specific to
seasonal and community
issues
• Monitoring delivery
recovery and infant health
Quarterly monitoring of
activity yards, commissary
purchase patterns
Individual ongoing
evaluation of understanding
and behavior change during
chronic care visits
Monitoring numbers of
adverse events specific to
seasonal and community
issues
Monitoring delivery
recovery, infant health
Annual review of categories
of dental sick call
Monitoring of level of
dental health based on
assessment at teeth
Inmate Health Education Curriculum
Topic
Rationale
lifestyle modification
Key Content
gingivitis, cavities, abscess, and
trench mouth
Communicable
Diseases: HIV,
Hepatitis (all types),
STDs, and TB
Close living necessitated
by incarceration
increases potential for
communicable disease
transmission. Poor
lifestyle choices in the
incarcerated community
results in increased risk
of contraction
•
•
•
•
•
Nutritional
Assessment and
Counseling for At‐Risk
Populations
Safe Sex
The following at‐risk
populations require
increased vigilance for
nutritional deficits:
Cancer
Pregnancy
Chronic Alcoholics
Diabetics
Crohn’s or other
irritable bowel
conditions
Renal Failure
Heart Failure
STDs, Hepatitis and HIV
are transmitted through
General principles and precautions
to decrease the spread of disease
Specific disease prevention
guidelines for TB, HIV, STD, and
Hepatitis (all types)
Disease treatment and self‐care
education
Medication effect and side effect
education
Communicable Disease transmission
in pregnancy
General principles of nutrition and
healthy eating
Disease specific nutritional
education and reinforcement
Nutrition as it relates to medication
effect and side effect
Nutrition and pregnancy education
•
•
•
•
•
Prevention and interventions to
reduce incidence of transmission of
Method/Medium of Delivery
Annual Health Fair
Individualized instruction
during teeth cleaning visit
Disease/condition specific
instruction at dental sick call
Education brochure during
intake orientation.
Educational video on inmate
closed circuit television.
Health educator assistance in
therapeutic community
settings
Female inmate education
during pregnancy visits
Female inmate education
during annual GYN visit
Education brochure during
intake orientation with tips
specific to incarceration
Disease specific nutritional
education and reinforcement
during chronic care visits
Nutrition education for
medication effect/side‐effect
initiated at time of script and
reinforces with each refill
Referral to dietician as
necessary for individualized
education as necessary
Female inmate education
during pregnancy visits
Monthly sessions
Annual Health Fair
Links to CDC for the most up‐
to date information available
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 128
Outcome Assessment
cleaning visits
• Case management of all TB,
HIV, and HCV will include
reporting of patient
outcomes
• Patterns of STD and
Hepatitis transmission will
be monitored by the site
infection control nurse
The CQI program will
include a calendar of at‐risk
population reviews
including at least one
nutritional indicator
Individual ongoing
evaluation of understanding
Inmate Health Education Curriculum
Topic
Standard Precautions
Rationale
high‐risk sexual
behavior
Handwashing is the best
way to prevent the
spread of
communicable disease
Key Content
disease
Appropriate handwashing and
hygiene, particularly for
coughing/sneezing
Method/Medium of Delivery
Brochures, posters, one‐on‐
one counseling to maintain
confidentiality
Posters, brochures
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 129
Outcome Assessment
and behavior change during
clinic visits
Monitoring numbers of
adverse events specific to
seasonal and community
issues
Benefits of Promoting Wellness
Corizon’s Inmate Wellness initiatives for TDOC will be
designed to teach inmates to take responsibility for their
own health and personal well‐being. The fundamental
purpose of this program will be to help TDOC inmates to
adopt positive lifestyle habits such as exercise, proper
nutrition, and stress management while incarcerated.
Wellness contributes to the overall safety and health of the
inmate at work and supports the safe operation of the
correctional institution. Our current program at TDOC
ensures that wellness education starts during the intake
process and continues throughout the inmate’s
incarceration through inmate education. As an adjunct to
our current approach, Corizon proposes the addition of
Examples of stations provided at a typical Corizon
Inmate Health Education Fairs to our current TDOC
Inmate Health Education Fair
program.
With the TDOC’s approval, we will work with the state to
arrange quarterly inmate health education fairs sessions
dependent on available space. Corizon has sponsored
inmate health education fairs in numerous statewide
systems over the last five years and have found them an
effective way to reach inmates in number.
Our health fairs typically feature several educational booths
that provide education on subjects such as diabetes, Hep C,
cardiovascular health, BMI and diet, health and smoking
cessation, infectious disease, mental health, dental care,
drugs and alcohol, and more. Attendees, both inmates and staff, also received health screenings for
blood pressure, blood sugar level, and body mass index.
A.5.j. Staff/Employee Services (pro forma Contract pg.10)
Corizon will provide first aid and emergency care for all staff and employees in accordance with TDOC
policies. This care will include emergency treatment necessary to protect life or limb, relief of undue
suffering, or treatment necessary to stabilize the condition. Please refer to the section titled “Emergency
Services” on pages 93‐98 for additional information.
HBV vaccinations and appropriate training on Blood Borne Pathogens will be given to State employees
as per TDOC policy #113.13 – Employee Health Care. We understand that costs for services provided in
this section are included in the contract and will not be an additional charge.
Corizon will continue to provide State employees and other contract staff with tuberculosis screenings.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 130
A.5.k. Security Considerations (pro forma Contract pg.10)
Corizon understands the nature of correctional facilities and the importance placed on security
regulations. Corizon will be accountable to the TDOC for operating within the required security
considerations. We will cooperate with TDOC security staff and abide by all security rules for the safety
of our personnel and others at the State’s institutions. Corizon will work with security staff to develop
alternatives when particular medical orders implicate particular security concerns within the
institutions(s). In recognition of these considerations, Corizon has established the following criteria:
•
All healthcare personnel follow the security rules and regulations established for the facility at which
they are employed. (This means complying with TDOC and specific facility security regulations).
•
All healthcare personnel must pass a security clearance.
•
Corizon has established procedures for the security of pharmaceuticals, medical equipment, and
supplies.
•
Healthcare personnel attend regularly scheduled meetings on administrative and security concerns
of the facilities.
•
All healthcare personnel establish close and cooperative working relationships with the security
staff.
•
Recognizing the risk of transporting inmates to offsite healthcare facilities for services, Corizon
closely monitors the appropriateness and necessity of offsite referrals.
•
Corizon’s Utilization Management Coordinator monitors inmate out‐patient and hospitalization to
ensure that the length of stay and security risks are minimized.
A.5.l. Scheduling of Services (pro forma Contract pg.10)
When coordinating medical appointments, Corizon will present in advance the necessary logistical
information for transportation to the affected institution and Central Transportation, which will then
make appropriate arrangements. In addition, Corizon will provide the TDOC Central Office, Central
Transportation and affected institutions with weekly electronic schedules of all inmate medical trips.
This will be provided no later than Friday of the preceding week, and will include the following:
•
Inmate name;
•
TDOC numbers;
•
Type of appointment;
•
Dates and times of the appointment;
•
Location of the appointment; and
•
Name of the healthcare professional to which the inmate is being transported.
In order to ensure safety and maintain security, Corizon will not provide any inmates, family members,
friends, or associates of the inmate with transportation information such as time, or date, etc.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 131
A.5.m. Response to Grievances/Inquiries (pro forma Contract pg.10)
Corizon’s Approach to Grievances
Corizon finds that the face‐to‐face method of managing
grievances and inmate issues significantly reduces the
amount of formal grievances and lawsuits filed against
Corizon and our clients. The majority of inmates simply
want their problem resolved and most issues can be
Corizon
resolved through face‐to‐face communication. In the
TDOC
Corizon
Regional
Inmate
HSA
rare instance when a lawsuit does develop, our
Management
philosophy toward inmate lawsuits is one of solid
defensive action rather than compliant lawsuit
settlement, even during occasions when the cost of
litigation may be more expensive than that of
settlement.
Corizon believes that our disciplined and stringent philosophy toward inmate lawsuits further
discourages inmate litigation and ultimately leads to lower costs, while deepening client trust in
Corizon’s commitment and ability to provide quality service.
Corizon recognizes the importance inmate grievances holds with our clients and we provide ongoing
support to our key management staff in the field. The Corizon team at TDOC closely monitors inmate
grievances filed for health care reasons. All inmate health care grievances are separated and
documented by the following categories. This allows our team to quickly uncover trends; ensuring
added focus on those areas of care delivery.
•
Quality of On‐site Care (medical, dental, mental health);
•
Care Staff Conduct;
•
Medication Issues;
•
Response to Non‐medical Requests;
•
Timeliness of On‐site Care;
•
Timeliness of Specialty Care;
•
Access to Specialty Care;
•
Requests to be seen;
•
Requests for Off‐site Specialty Care.
Designated Regional Staff Member
If necessary, unresolved complaints will be forwarded to the Lynn Cole, Corizon’s Regional Director at
the TDOC, who will review and attempt to substantiate the claim, taking appropriate action as
necessary. All complaints concerning health services will receive written responses, which will be shared
with the appropriate TDOC officials.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 132
Written Responses
Corizon will, within the timeframe specified by the request, provide timely written responses to all
requests regarding grievances, family/inmate complaints and third party complaints regarding the
delivery of health services.
Corizon will provide a monthly electronic report to the State summarizing the month‐to‐date and year‐
to date inquiries, resolutions, and status of the resolution.
Plan of Treatment Complaints
We understand that complaints regarding the plan of treatment will be subject to review by the TDOC
Medical Director or such other physician authority designated in accordance with the circumstances of
the disputed care. Based upon this medical review, the State will reserve the right to direct the provision
of care in disputed cases, and, in such event, Corizon will comply with the State’s directives for medical
care.
Litigation Arising from Delivery of Healthcare Services
For any matter of litigation arising from the delivery of healthcare services pursuant to this contract,
upon request by the State or its attorneys, Corizon will provide all information, consultation, case
review, and related documentation that the State may seek in review of such claims. Corizon will furnish
all such information within such reasonable timeframe as the State will specify in making a request
pursuant to this part.
A.5.n. OSHA/TOSHA & U.S. Department of Health and Human Services, Public
Health Services, Centers for Disease Control (pro forma Contract pg.11)
Corizon complies with OSHA to ensure the safety and health of our employees. Compliance with OSHA
standards not only meets our legal obligations but also plays an integral part of Corizon’s commitment
to workplace safety. Therefore, we will also comply with all TOSHA and CDC rules and regulations
related to health services for the provision of care to the TDOC. Corizon understands we are responsible
for all corrective action stemming from OSHA citations regarding the TDOC’s infectious disease
surveillance program.
Corizon will continue to comply with all components of the TDOC infectious disease surveillance
program in accordance with TDOC policies, including but not be limited to, tuberculosis, sexually
transmitted diseases, hepatitis, MRSA, and HIV. Corizon will continue to be responsible for fit testing for
all staff/ employees who are subject to come into direct contact with a patient with active or suspected
active TB. Please refer to the following narrative detailing the comprehensive infection control program
that Corizon currently brings to the TDOC.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 133
Corizon’s Infection Control Program
Corizon has worked with the TDOC to develop an efficient and effective system to decrease the
burden of infectious disease and reduce the costs related to diagnoses and treatment of TDOC
inmates.
The purpose of the infection control program is to delineate principles and establish standards for
surveillance, prevention, diagnosis and effective treatment of communicable diseases within each
facility. Our infection control program for TDOC currently encompasses the following: (but is not limited
to):
•
Safe work practices and precautions designed to diminish the risk of transmission;
•
Proactive environmental surveillance and early intervention;
•
Early identification and treatment of communicable diseases;
•
Regular evaluation and reporting of communicable diseases and infections;
•
A training program for security and healthcare personnel; and,
• An education program for inmates.
Routine monitoring of general infection control principles, tuberculosis screening, identification and
management, bio‐hazardous waste disposal, and blood borne pathogen safety are parts of our program.
Standard precautions apply to all patients receiving care, regardless of diagnosis or presumed infection
status.
At a minimum, Corizon will continue to provide the following at TDOC:
•
Annual TB testing for staff and inmates;
•
Flu vaccinations for staff and inmates during flu season;
•
Disease surveillance;
•
MRSA prevention and control at the TDOC facility level;
•
Completion and filing of reports as required by local, state and federal laws and regulations;
•
Concurrent surveillance of inmates and staff, preventive techniques, and treatment and reporting of
infections in accordance with local and state laws; and,
•
Disease prevention employee training and education.
Program Benefits
Corizon’s Infection Control Program at TDOC is designed to decrease both disease burden and costs
related to diagnoses and treatment. Our program offers the following benefits:
•
Decreased treatment cost and patient movement expense due to fewer outbreaks;
•
Decreased hospitalization costs due to early identification and treatment of communicable diseases;
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 134
•
Decreased interruption of daily functioning due to proactive environmental surveillance and early
intervention to eliminate potential infectious disease;
•
A safer workplace for security personnel due to decreased potential for infectious disease transfer;
and,
•
A more knowledgeable security workforce due to ongoing infectious disease education.
A.5.o. Bio‐Hazard Waste Disposal (pro forma Contract pg.11)
Corizon will continue to use Stericycle, Inc. to collect, store, and remove medical waste and sharps
containers at all sites. Corizon will ensure safety, sanitation, and infection control in accordance with
current, federal, state and local rules, guidelines, and requirements. Please refer to the following
narrative for additional information.
StericycleTM
Bio‐hazardous waste disposal will conitue to be provided to each TDOC facility under a vendor
agreement with our national laboratory vendor, Stericycle™.
Corizon employees at each TDOC facility will strictly adhere to the following guidelines when packaging
medical bio‐chemical waste.
•
All medical waste collected for disposal is placed in a container that is lined. The bag is marked
according to federal, state, and local regulations (i.e., red in color and/or biohazard symbol);
•
Sharp materials (sharps) are placed in an approved container especially designed for sharps waste.
Sharps include needles, broken glass, scalpels, test tubes, pipettes, and Petri dishes, and will be
placed within the lined container;
•
Each bag is sealed or tied;
•
Each container is securely closed;
•
The packaged waste is within the required weight limits;
•
The outside of each box is properly labeled showing the complex’s name and address;
•
An “incinerate only” sticker is affixed to any container holding residual chemo waste, pathological
waste, or linens; and,
•
Cultures and stocks that are on glass, hard plastic, or petri dishes are placed in a sharps container.
Cultures and stocks that are on dishes that cannot be broken will be placed in PGII certified
containers.
Once medical waste is packaged:
•
Contaminated reusable equipment, supplies, or items are handled according to industry standards
and practices as required in OSHA 1910.1030 Final Rule.
•
Reusable equipment contaminated with blood or other potentially infectious materials are
examined and decontaminated prior to servicing or shipping.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 135
•
Reusable contaminated sharps are not stored or reprocessed in a manner that requires employees
to reach by hand into containers where sharps have been placed.
•
Immediately, or as soon as possible after use, contaminated reusable sharps are placed in puncture‐
resistant, bio‐hazardous labeled or red, leak‐proof containers until properly reprocessed.
•
Blood/body fluid spills are cleaned up in such a manner as to protect everyone from exposure to an
infectious agent. The area is properly disinfected.
•
Regulated waste is identified and handled in a consistent manner to reduce the risk of exposure to
pathogenic microorganisms for inmates, inmate‐patients, corrections staff, and members of the
healthcare team.
•
Corizon disposes of all bio‐medical waste in accordance with federal, state, and local laws,
regulations, and guidelines.
•
All bio‐hazardous waste material is logged as stored and logged as destroyed.
• Disposal of dirty needle containers is logged with specific identification markings for each container.
All regulated waste will be identified and handled in a consistent manner to reduce the risk of exposure
to pathogenic microorganisms to inmates, corrections staff, and members of the Corizon healthcare
team.
Corizon health care personnel conducts bio‐hazard training in‐service updates on an annual basis. In
addition, inmates assigned by the TDOC to work in health areas will be in‐serviced by health care staff
regarding health safety issues and practices as related to bio‐hazard concerns and materials.
A.5.p. Non‐Compliance (pro forma Contract pg.11)
We understand that failure to comply with any of the above referenced provisions may result in the
assessment of liquidated damages and/or termination of the contract in whole or in part, and/or
imposition of other sanctions as set forth in this contract.
A.5.q. Claim Payments (pro forma Contract pg.11)
Corizon will continue to perform or contract with a claims payment processor to ensure that claims are
paid according to contractual agreements. Corizon will conduct a semi‐annual audit of this claim
payment process for accuracy. At least quarterly, the contractor will provide a report for hospital
services to show billed verses paid charges.
A.6. Specialty Services (pro forma Contract pg.12)
Corizon, as required by the RFP, will contract with all necessary specialty physicians/providers, including
dialysis services, for all TDOC managed institutions. Corizon has minimized offsite care for the TDOC
contract by providing many services onsite though:
•
Onsite Specialty Care, described below;
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 136
•
Telehealth Utilization, described on pages 213‐218; and,
•
Onsite Chronic Care Clinics, described on pages 98‐102;
•
The implementation of our Emergency Room Reduction Initiative, described on page 95; and
• Infirmary Utilization, described on pages 91‐93.
Corizon will continue to provide the maximum amount of healthcare services onsite in order to reduce
offsite transportation and associated costs, and will use offsite care only as clinically necessary. Corizon
continually evaluates the need for onsite specialty services and adjusts our level of onsite services upon
need. Specialty services will continue to be provided by board certified or board eligible providers. The
following table reflects the specialty services currently provided onsite at TDOC. Please refer to the
section titled “Telemedicine” on pages 213‐218 for Corizon’s detailed plan to utilize telehealth services
for specialty consults.
ONSITE SPECIALTY SERVICE FOR CORIZON’S TDOC CONTRACT
Facility
On‐Site Specialty
Clinics
Lois DeBerry Special Needs Facility (DSNF)
Audiology
Lois DeBerry Special Needs Facility (DSNF)
Cardiology
Lois DeBerry Special Needs Facility (DSNF)
ENT
Lois DeBerry Special Needs Facility (DSNF)
Tennessee Prison for Women (TPFW)
General Surgery
Lois DeBerry Special Needs Facility (DSNF)
Infectious Disease
Lois DeBerry Special Needs Facility (DSNF)
Nephrology
Tennessee Prison for Women (TPFW)
Mark H. Lultrell Correctional Complex
(MLCC)
OB/Gynecology
Lois DeBerry Special Needs Facility (DSNF)
Ophthalmology
Lois DeBerry Special Needs Facility (DSNF)
Oral Surgery
Lois DeBerry Special Needs Facility (DSNF)
Orthopedics
Lois DeBerry Special Needs Facility (DSNF)
Tennessee Prison for Women (TPFW)
Podiatry
Lois DeBerry Special Needs Facility (DSNF)
Physical Therapy
Lois DeBerry Special Needs Facility (DSNF)
Urology
Frequency
Once Per
Month
Once Per
Month
Twice Per
Month
Once Per
Month
Once/Twice
Per Month
Once Per
Month
TPFW‐Once
Per Week
MLCC‐Once
Per Month
Once Per
Month
Once Per
Week
Twice Per
Month
Once Per
Month
Twice Per
Week
Once Per
Month
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 137
Specialty Physician
Pamela Pannell, Audiologist
Dr. Joseph Akamah
Dr. Joseph Taylor
Dr. Mark Williams
Dr. Alphonse Pasipanodya
Dr. Valdmir Berthaud
Dr. Anumeet Priyadarshi
Dr. Joju Joseph
Dr. Donald Bruce
Dr. Waseem Khoder
Dr. Robert Henderson
Dr. Artmus Worthy
Dr. Ronald Baker
Dr. Paul Somers
Don Caudle
Dr. Reynolds
As is current practice, Corizon will be responsible for the sub‐contractual agreements necessary to
provide these specialty services, to include payment of all outpatient and inpatient care provided per
this agreement, whether onsite or offsite. Consultant reports will be legible or dictated for payment
approval.
Corizon Specialty Panel of Physicians
The Corizon Specialty Panel of Physicians was created to provide clinical guidelines, consultation, and
recommendations to the Regional Medical Directors (RMD) for specialty care and referrals, as required.
Our Panel reports directly to our Chief Medical Officer, Carl Keldie, MD, and its primary forum to discuss
cases requiring a higher level of clinical intervention is the daily Corizon Utilization Management
Conference Call. Corizon conducts this conference call each week day to review clinical and
administrative issues regarding hospitalized patients. It serves as an opportunity for the RMDs to
leverage the expertise of our internal specialty clinicians, such as those represented on the Specialty
Panel listed below.
Corizon’s Specialty Panel of Physicians
Physician
Ivor Garlick, MD, CCHP
David Erani, MD
Jay Cowan, MD
Rebekah Haggard, MD, CHCQM, CCHP
Richard Kosierowski, MD, CCHP
Craig Hutchinson, MD
Adam Edelman, MD
Jawed Salemeh, MD
Donald Bruce, MD
Carrick Adam, MD, MSPH
Phillip Balk, MD
Joe Pastor, MD, CCHP
Specialty
Addiction Medicine
Endocrinology
Gastroenterology
Healthcare Quality Management & Patient Safety
Hematology/Oncology
Infectious Disease
Internal Medicine
Nephrology
OB/GYN
Pediatrics
Rheumatology
Telepsychiatry
Corizon’s Current Local Tennessee Infrastructure
Over the course of our 33‐year history as a correctional healthcare provider, Corizon has forged
numerous successful relationships with national vendors and providers across the country that we have
come to recognize as imperative to the successful implementation of our wide‐ranging programs.
However, Corizon is also very aware of the importance of utilizing local businesses to support our
programs and we make every effort to research, negotiate with, and utilize local businesses in every
state and county where we provide services.
TDOC is no exception.
Corizon’s two years as healthcare provider for TDOC has allowed us to develop relationships with
several community service providers. The following list providers the reader with a high‐level overview
of the support network Corizon already has in place to support our TDOC program.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 138
Hospitals and Medical Centers
•
Covenant Health: Fort Sanders Regional, Fort Loudoun, Leconte, Methodist of Oak Ridge, Parkwest,
and Roane Medical Centers
•
Cumberland Medical Center
•
Dyersburg Regional Medical Center
•
Hardin Medical Center
•
Lauderdale Community Hospital
•
Maury Regional Healthcare System: Wayne, Marshall, and Maury Regional Medical Centers
•
Metropolitan Nashville General Hospital
•
Regional Hospital of Jackson
•
Shelby County Health Care Corporation, DBA The Regional Medical Center at Memphis
•
TriStar Health Systems, Inc. (HCA TriStar Division): Centennial, Skyline, Summit, Horizon, and
Southern Hills Medical Centers
•
Vanderbilt University Medical Center
•
West Tennessee Healthcare Network: Bolivar, Gibson, Camden, Humboldt, Jackson‐Madison County,
and Milan General Hospital
Specialty Services/Physicians
•
M Terry Burkhalter, MD, PC
•
Robert R. Henderson, MD
•
Dream Team Surgery & Implant Specialty Group
•
Meharry Medical College School of Dentistry
•
Ear, Nose, & Throat Specialists of Nashville, PLC
•
Johnson City Emergency Physicians, PC
•
Babu Rao, MD
•
Gastrointestinal Associates of Northwest Tennessee
•
Somayaji Gastroenterology Group, P.C.
•
Parkway Cardiology Associates P.C.
•
Tri‐State Cardiology P.C.
•
Richard Adkins, MD
•
John Lawson Surgical Group, PC Tennessee Surgical Specialists
•
Jackson Clinic, P.A.
•
Meharry Medical College
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 139
•
TransSouth Health Care, P.C.
•
Vanderbilt Medical Group
•
Sycamore Shoals Anesthesia Associates, P.C.
•
Union City Anesthesia Group, LLP
•
West Tennessee Anesthesia, P.C.
•
Neurosurgical Associates
•
Middle Tennessee Nephrology, PLLC
•
Nephrology Associates, P.C.
•
West Tennessee Kidney Specialists, P.C.
•
Paul J. Somers, Jr., DPM
•
Northwest Tennessee Foot Clinic, PLLC
•
Cape Regional Eye Center, PLLC
•
Summit Bone & Joint, PLLC
•
West Tennessee Orthopedics & Sports Medicine, P.C.
•
Associates Pathologists, LLC
•
Rodger P. Lewis, MD P.C.
•
Roosevelt Peebles Jr., MD
•
Radiation Oncology Associates, dba Cancer Center Care
•
Association of University Radiologists, P.C.
•
Independent Radiology Associates PLC
•
Knoxville Radiological Group Associated
•
Radiology Alliance, P.C.
Ancillary Providers
•
Artmas Worthy, DDS
•
Tooth Maker Dental Lab
•
Spears Prosthetics & Orthotics, LLC
•
Alive Hospice, Inc.
•
Erik B Baker
•
Richard D. Deindoerfer
•
Knoxville Comprehensive Breast Center
•
Quality Mobile X‐Ray Services, Inc.
•
Ambulatory Care Center of Wartburg/Primary Care, PLC
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 140
•
Guardian Healthcare Providers
•
Maxim Staffing Solutions
•
NRS (Nursing Resource Solutions), LLC
•
Answering Nashville, Inc.
•
Patricia A Hart, dba Hart Medical Transcription
•
Chardonnay Dialysis
•
Lee Medical, Inc.
•
Coram Alternate Site Services, Inc.
A.6.a. Board Certification (pro forma Contract pg.12)
When recruiting and credentialing our providers, Corizon conducts thorough investigations into each
individual’s background and education, including certifications. We ensure the TDOC will receive
specialist services from Corizon practitioners who are either board certified in their specialty or board
eligible. Specialty care is appropriately ordered for problems outside the competency of Corizon’s
primary care physician. Occasionally, Corizon utilizes residents or intern physicians who are licensed to
practice medicine, but only when strictly supervised by board eligible or board certified physicians in
their specialty field.
A.6.b. Regional Specialty Services (pro forma Contract pg.12)
When it is not feasible to facilitate specialty services by tele‐health every attempt will be made to
provide specialty services locally for institutions in the Eastern and Western regions for diagnostic
testing and evaluation and same day procedures. These services will include but are not limited to
Magnetic Resonance Imaging (MRI), Computed Tomography (CT), Intravenous Pyelogram (IVP), Upper
Gastrointestinal (UGI), Barium Enema (BE) and Mammograms. Sheila Vaughn, RN, Nurse Manager will
continue to serve as the institution’s liaison in coordinating these services with the designated Wardens
and healthcare staff at each facility.
Offsite Management – Successfully Avoiding Offsite Transports
Corizon 2013 Initiative
In our focused efforts to maximize onsite services
within the secure confines of the TDOC facilities,
Corizon will continue to focus on providing onsite
diagnostic studies at the TDOC facilities to
include:
•
Ultrasounds;
•
Doppler Studies;
TDOC Core Need:
Reduce Off‐Site Medical Transports
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 141
•
Holter Monitoring;
•
Mammograms; and
•
Sleep studies.
Corizon will continue to maintain bundled clinics to decrease the demand on TDOC transportation staff.
Additionally, our Regional Medical Director and Associate Medical Director focus on coaching and
providing guidelines to all site physicians.
Corizon will continue to provide education, training and guidance to the site medical providers to
continue decrease offsite transports related to specialty appointments.
On‐Site Sleep Studies: DSNF and TPFW
Corizon/TDOC Process Improvement
In order to reduce the need for overnight offsite visits and decrease
offsite appointments, Corizon began providing onsite sleep studies at
Tennessee
DSNF (male patients) and TPFW (female patients). Inmates were
DOC
requiring three offsite appointments for sleep study referrals (i.e. a
On‐Site Sleep
pulmonary referral, a sleep study referral, and a titration study referral if
Studies
Corizon
the patient required C‐Pap). As a result of a process change, our site
providers are able to request referral for a sleep study. The provider,
NovaSom, receives the equipment after the study and provides a report
with recommendations. If a C‐Pap machine is required, we are utilizing auto‐titrating machines, which
defers the need for a titration study. This process has decreased offsite visits from 3 to 0.
A.6.c. Mobile Services (pro forma Contract pg.12)
As noted throughout our proposal, Corizon will continue to focus on maximizing the use of onsite
services at the TDOC facilities. Corizon will continue to provide mobile services through our vendor,
Quality Mobile X‐ray Services. Corizon understands that the company selected for mobile services will
be assessed and given final approval by the State.
Corizon has made provisions for onsite mobile services at both female facilities, which include
mammogram, ultrasound, and digital x‐ray with viewing capabilities to radiologists resulting in
interpretations within 24 hours. Physicians, to include the TDOC Medical Director, in TDOC facilities will
continue to have access to view films. Additionally, Corizon will provide any other available mobile
services that are demonstrated to be cost effective and/or provide an added benefit to the State.
Please refer to the section titled “Alternative or Supplemental Contract Language” on pages 68‐70 for
additional information.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 142
A.7. Hospital Services (pro forma Contract pg.13)
Contractor will continue to obtain routine inpatient/outpatient services from the following licensed
hospitals that are able to provide primary, secondary and tertiary services. The following network
support Corizon’s current healthcare program for TDOC.
HOSPITAL PROVIDERS FOR CORIZON’S TDOC CONTRACT
Provider Name
Service Description
Primary Hospital receiving emergent patients from DSNF,
RMSI, CBCX, and TPFW.
Primary Hospital receiving patients for Neurosurgical and
Centennial Medical Center
Cardiovascular services.
Baptist Memorial Hospital ‐ Union City Primary Hospital receiving emergent patients from NWCX.
Lauderdale Community Hospital
Primary Hospital receiving emergent patients from WTSP.
Primary Hospital receiving emergent patients from MLCC.
Regional Medical Center ‐ Memphis
Primary Hospital receiving emergent trauma patients for
facilities in West TN.
Wayne Medical Center
Primary Hospital receiving emergent patients from TCIX2.
Horizon Medical Center
Primary Hospital receiving emergent patients from TCIX1.
Cumberland Medical Center
Primary Hospital receiving emergent patients from STSRCF.
Roane Medical Center
Primary Hospital receiving emergent patients from MCCX.
Johnson City Medical Center
Primary Hospital receiving emergent patients from NECX.
Primary Hospital receiving emergent trauma patients for
facilities in Middle TN. Secondary Hospital receiving patients
Vanderbilt University Medical Center
for specialty services not provided by Nashville General
Hospital or Centennial Medical Center.
University of Tennessee Medical
Primary Hospital receiving emergent trauma patients for
Center ‐ Knoxville
facilities in East TN.
Corizon understands that a change in the hospital network proposed must be approved in writing by the
TDOC, prior to implementation of the change and inmate transfers to other facilities may be approved
for facility inpatient unit care or local hospital care when medically necessary in conjunction with the
TDOC Medical Director. When outside hospitalization is required, Corizon will coordinate with the
State’s security staff and the TDOC Medical Director in arranging transportation and correctional officer
coverage for the length of stay, and discussion of medical treatment with the TDOC Medical Director.
Corizon’s personnel will continue to conduct meetings with representatives from participating hospitals
to coordinate the referral of inmates for services. Corizon’s established policies and procedures
regarding the referral methods, scheduling, transportation, reporting of test results, medical records,
discharge summaries and patient follow‐up will be presented to the TDOC Medical Director for review
and final approval before implementation. Additionally, Corizon will inform the TDOC Medical Director
of all meetings and the Medical Director or designee may attend.
Nashville General Hospital
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 143
A.7.a.1‐8 General Requirements (pro forma Contract pg.13)
Please refer to the section above detailing Corizon’s hospital provider network currently in place for our
TDOC contract. Additionally, Corizon will continue to provide for the following general requirements as
outlined in the TDOC RFP:
•
Corizon will arrange for services from a local licensed acute care hospital convenient to each facility.
•
Same day surgical service will be used when medically feasible.
•
Corizon’s contracted hospitals will provide vehicle parking, local telephone calls and appropriate
meals for staff. Corizon will pay any costs associated with providing these items.
•
Corizon’s hospitals will cooperate fully with the TDOC security staff.
•
Corizon’s hospitals will comply with TDOC policies.
•
Inmates requiring skilled or advanced nursing care, or rehabilitative services or therapies that
exceed the capabilities of and resources of a prison facility will not be discharged back to such
institution. Corizon will utilize facilities at DSNF or TPW to the extent that they are available. We will
be responsible for any appropriate alternative placement, if necessary, and the costs involved.
Corizon understands the TDOC Medical Director or designee will have final approval to ensure
appropriate placement and will work with the facilities to arrange placement for a sub‐acute bed at
DSNF or any other TDOC facility for males and TPW for females when such placement is available.
•
Corizon will supply the sending institution the following information for inpatient services:
Written discharge instructions immediately upon discharge
Transcribed discharge summary within seven days from discharge
Complete copy of the hospital medical record within 30 days of discharge
Verbal report to the sending institution (nurse‐to‐nurse report)
•
Corizon will supply the sending institution the following for emergency hospital services:
Written discharge instructions immediately upon release
Copy of emergency room records or outpatient records via our RN case managers within 30 days
Verbal report to sending institution (nurse‐to‐nurse report)
In order to reduce transportation costs and alleviate traffic burdens at DSNF, Corizon is proposing to add
to our roster of onsite provisions with services such as oral surgery.
A.7.b. Scheduling/Transportation (pro forma Contract pg.14)
Corizon will continue to coordinate with the State’s security staff in arranging transportation and
correctional officer coverage in the hospital. Corizon’s established written plan policies and procedures
regarding the referral methods, scheduling, transportation, reporting of test results, medical records,
discharge summaries and patient follow‐up will be presented to the State for written approval within
the first thirty days of the contract start date. Corizon understands that any changes to the approved
plan must receive the State’s written approval prior to implementation.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 144
A.7.c. Notifications of Hospitalization (pro forma Contract pg.14)
Corizon will notify the TDOC Medical Director or designee any referrals or transports to the emergency
room and prior to any hospital admissions including weekends and holidays. Corizon will, on a daily
basis, prepare a report of emergency room/ inpatient utilization. This report will detail the following
•
Date of the ER visit and /or hospital admission
•
Inmate name
•
Inmate TDOC number
•
Patient’s health/mental health status
•
Estimated date of discharge; and
• Any other pertinent information.
The hospital report will be distributed via e‐mail to the Warden, Health Administrator, TDOC Director of
Clinical Services, and TDOC Medical Director.
A.7.d. Privately Managed Facilities (pro forma Contract pg.14)
Corizon will continue to assume responsibility for the coordination, provision and cost of inpatient
hospitalization of inmates housed at the three privately managed facilities after the cost exceeds the
amounts required by this section of the RFP.
Corizon understands that transfers from a local hospital to another local hospital, or to the secure unit is
considered one hospitalization. Corizon understands that the privately managed facilities are South
Central Correctional Facility (SCCF), Hardeman County Correctional Facility (HCCF), and Whiteville
Correctional Facility (WCFA) and that these facilities are responsible for notifying Corizon of all hospital
admissions as soon as an inmate is transferred to a hospital not to exceed 24 hours of admission.
Corizon will take over this responsibility upon notification from the privately managed facilities, within
24 hours of admission. Corizon understands that the State will be the final authority in any dispute
between Corizon and the privately managed facilities and the information regarding the area of
disagreement will be sent directly to the TDOC Medical Director. The information will include a synopsis
of the issue, documentation of facts demonstrating the area of dispute and a clearly defined requested
resolution.
A.7.e. Non‐Secure Units (pro forma Contract pg.14)
Starting on day three of an inpatient stay at a hospital that does not contain a secure unit, Corizon will
pay the State the amount required by this section of the RFP to cover the cost incurred by the State to
provide security. However, Corizon is currently contracted with Nashville General Hospital, which
contains a secure unit as described below. We have been very successful in our utilization of this secure
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 145
unit and will continue to utilize this agreement. Please refer to the section titled “Alternative or
Supplemental Contract Language” on pages 68‐70 for additional information.
A.7.f.1‐12 Secure Units (pro forma Contract pg.14)
Corizon understands that the secure unit area at Nashville General Hospital is designated for use by the
TDOC as an inpatient unit with private and/or semi‐private rooms. These rooms include isolation and
segregation. The following security requirements are met by this secure unit:
•
All floor plans and renovations must be approved, in writing by the State.
•
Expanded metal or some equally secure mechanism must be installed outside or inside all windows
or glassed areas.
•
Outer walls, ceilings, and elevator shafts must be reinforced or secured in a manner approved, in
writing, by TDOC.
•
A secure entrance/exit must be provided from the unit with two electronic security doors that
create a pedestrian sally port. Any other exit would be used only in an emergency evacuation and
must be secured according to plans approved, in writing, by the TDOC Commissioner or designee.
Evacuation plans for the area shall be developed in conjunction with TDOC.
•
A secure control center must be provided to control access to the area through a pedestrian sally
port. The control center must contain a desk, chair, file cabinet, telephone lines with outside
capability, space for at least two visual monitors and restroom facilities. The control center shall be
used to store equipment and approximately eight to ten weapons and ammunition and should have
a minimum of 70 square feet.
•
At least one office or workstation with a minimum of 40 square feet must be provided for
correctional officers.
•
A private area for searches of male and female persons must be provided.
•
A secure holding area for inmates being transferred into and out of the secure unit must be
provided.
•
The TDOC security staff shall be responsible for coordinating all visitations with inmates in the
secure unit.
•
The hospital’s nursing station will have controlled access.
•
Correctional officers will be provided designated parking spaces.
•
Correctional officers will be provided one meal per shift by the hospital.
A.8. Utilization Management & Review (pro forma Contract pg.15)
Corizon will save money for the state of Tennessee through our proven UM program.
Corizon’s Utilization Management Plan addresses the unique healthcare needs of the incarcerated
population in a manner that supports the constitutional rights of inmates to access healthcare.
Corizon currently provides utilization management services for multiple statewide contracts.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 146
Corizon’s comprehensive Utilization Management Program has been developed and refined over the
past 33 years and tailored to the correctional healthcare environment. The Utilization Management
program Corizon currently has in place for TDOC was developed in accordance with all TDOC Policies
and Procedures related to utilization review and is based upon evidence/criteria‐based clinical
guidelines to evaluate the appropriateness and medical necessity of services being provided.
Corizon understands that the TDOC Medical Director or designee is the final medical authority on all
decisions made on access to specialty care, procedures, inpatient admissions and transfers and
pharmacy utilization. Additionally, Corizon understands that our utilization policy/procedures, guidelines
and reporting format must be approved by the TDOC Medical Director or designee within the first 30
days of the effective date of the contract and annually thereafter.
TDOC Central Office
Corizon understands that operations of utilization management will be located in TDOC Central Office.
Corizon’s utilization management staff for the TDOC contract will work in the TDOC office under the
direction of the TDOC Medical Director, with collaborative direction from Corizon leadership. Corizon’s
goal will be for our Regional Medical Director and the TDOC Medical Director to work in unison
regarding the overall utilization management program. Seana Walters will continue to serve as
Corizon’s Inpatient Utilization Management Nurse and as required by the RFP, Corizon will identify and
hire the following staff to provide utilization management of the clinical activity within the TDOC:
•
Two outpatient utilization RNs (or one RN with 1 LPN);
•
One data management technician;
•
One clerical staff individual; and
•
Jail utilization RN, upon request from TDOC Medical Director.
Corizon’s Utilization Management Program
With the active support of TDOC, Corizon has developed and implemented a sophisticated utilization
management program to support our Tennessee providers and local hospital partners, enabling Corizon
to provide appropriate clinical care and improved continuity of services while returning value to the
state of Tennessee. Through improved utilization processes that have resulted in reductions in
emergency department visits, inpatient hospital days and hospital discharges, we have reduced the
security costs associated with off‐site transports since 2010. This reduction in off‐site hospital days
translates to savings for the TDOC in transportation and correctional officer costs as well as improved
safety for the community.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 147
THE TDOC/CORIZON PARTNERSHIP
Measurable UM Outcomes – Proven
Success Controlling Off‐site Utilization
While Ensuring Inmate Needs are Met
Our UM program at TDOC focuses on inpatient
management; patients recently discharged from the
hospital, and outpatient services. Our goal is to avoid
healthcare crises, maximize use of on‐site healthcare
services, and use off‐site services only when clinically
indicated and medically necessary using nationally
recognized criteria. As demonstrated by the following
graphs, Corizon has been successful at the TDOC
facilities by:
Corizon
A Proven
Partnership
Proven UM Outcomes
Inpatient Days
Hospital Discharges
Hospital Admissions
ALOS
TDOC
•
Lowering inmate hospital days from 191.5 (per
1,000 inmates) in 2010 to 126.7 (per 1,000 inmates) in 2012 (YTD);
•
Lowering the inmate hospital admission rate from 43.6 (per 1,000 inmates) to 33.9 (per 1,000
inmates) in 2012; and,
Increasing access to on‐site specialty services each year since our contract began in 2010.
The following data sets have been provided to allow the reader to assess the consistent and year‐over‐
year success of our utilization efforts at TDOC.
•
TDOC Hospital Days Per 1,000
2010‐2012 (YTD)
250
200
191.5
142.3
150
126.7
100
50
0
2010
2011
2012 (YTD)
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 148
TDOC Hospital Admissions Per 1,000
2010‐2012 (YTD)
50
45
43.6
40
35.6
33.9
35
30
25
20
15
10
5
0
2010
2011
2012 (YTD)
TDOC Average Length of Stay (DAYS)
2010‐2012 (YTD)
5
4.6
4.5
4.1
3.8
4
3.5
3
2.5
2
1.5
1
0.5
0
2010
2011
2012 (YTD)
Inpatient Utilization Management
Corizon 2013 Initiative
TDOC Core Need:
Inpatient Utilization Management
One of Corizon’s proposed initiatives in the next
contract term is to maintain a constant focus on
the effective management of TDOC’s hospitalized
inmates. Corizon’s goal will be to manage inpatient utilization management at the TDOC by:
•
Educating Offsite Providers as to our Medical Management Capabilities (detailed below);
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 149
•
Improving the Competency of Physicians and Nursing Staff (detailed below);
•
Creating Additional Centers of Excellence to become more proficient in being able to accept higher
acuity patients (detailed below);
•
Adding an Associate Regional Medical Director at no additional cost to the TDOC (detailed below);
•
Remaining focused on collaborative communication with TDOC Health Services leadership team;
•
Continuing to enhance the onsite capabilities at all sites (pages 150, 141‐142, 98‐102, 213‐218);
•
Ongoing team and provider development as well as education at all sites (pages 182‐192); and
•
Continued development of our community partners/provider network with the capabilities to care
for the TDOC population efficiently while remaining focused on delivering high quality care (138‐
141).
Educating Offsite Providers
Corizon will continue to engage in ongoing discussions with Meharry Medical staff leadership to
continue our path to enhanced provider understanding of onsite capabilities and appropriate discharge
of inpatient. Additionally, Corizon will continue to focus on development at the DSNF and TPFW.
Improving Competency of Physicians and Nursing Staff
Corizon’s Clinical Education Specialist, Jeremy Chase, has partnered with TDOC Health Services
leadership to implement nursing skills training and nursing competency guidelines throughout the TDOC
facilities.
Centers of Excellence
Corizon will provide continued maintenance of the Hepatitis C Centers of Excellence at DSNF and TPW.
DSNF has been established as an oral surgery Centers of Excellence to include assessment and plan of
care implementation for inmates at risk for future cardiac intervention procedures.
Additional Associate Regional Medical Director
Corizon will continue to provide an Associate Regional Medical Director that focuses on the
management of the inpatient population and transitioning the inmates back to the sites as soon as
possible.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 150
Corizon’s Current and Proposed TDOC UM Structure
Corizon’s UM program at the TDOC will continue to be provided in accordance with RFP requirements.
Our UM program at TDOC has been developed to ensure that referral arrangements to off‐site providers
are made for treating inmates whose health care issues extend beyond the scope of services provided
on‐site. Corizon follows the following UM process:
1. The Corizon physician writes an order for an off‐site specialty consult.
2. The order is taken to the site scheduler.
3. The site scheduler sends the consult request to St. Louis for review of established evidenced‐based
criteria for consult.
4. If the consult meets the evidenced‐based criteria, the consult is sent to our Regional Medical
Director (RMD) or Associate Regional Medical Director (ARMD) for TDOC for review and approval.
5. The RMD or ARMD reviews all consults for medical necessity. If medical necessity is present, they
are approved and sent to the respective site scheduler. In approximately five to ten percent of the
consult requests, the RMD or ARMD will suggest an alternate treatment plan in lieu of the requested
consult.
a)
Approved consults are sent to respective site scheduler to make the required appointment.
b) Alternate Treatment Plan (ATP) sent to respective site scheduler to give to requesting physician.
6. The Site scheduler makes an appointment with the needed specialty and places on the off‐site
calendar.
7. The scheduler shares the off‐site calendar with TDOC site leadership for purposes of transportation.
Coordination with TDOC Wardens
Corizon has a process in place to ensure that all referrals are coordinated through each facility’s
Warden; this coordinated process ensures that transportation and security issues have been addressed
prior to the day of the transfer. We provide a list of the scheduled appointments to each Warden at
least two weeks prior to the inmate’s appointment.
Utilization Management/Case Management Processes
Inpatient and Outpatient Services Review
The Corizon Inpatient Case Management program for our TDOC contract encompasses proactive
collaboration with each Tennessee hospital we currently utilize, each TDOC facility, Corizon Regional
Medical Director and regional leadership to ensure that all TDOC inmates’ patient needs are met and
any necessary services, medications and/or equipment are coordinated upon discharge. Corizon’s
current UM process at the TDOC has been developed to include a scheduler or administrative assistance
at each site to coordinate and schedule off‐site trips at the site level. Registered nurses perform the
following tasks in support of the UM function at TDOC.
•
Obtaining daily clinical review for each hospitalized patient.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 151
•
Corizon applies InterQual criteria for each inpatient day. InterQual is a nationally recognized,
industry standard healthcare level of care criteria. The UM physician applies this to the correctional
setting by combining his/her medicine experience and an acquired expertise in primary care
medicine as practiced in the community.
•
Communicating with the site healthcare team, client, RMD and the regional leadership on a daily
basis as necessary regarding the status of each hospitalized patient.
•
Identifying early discharge planning needs to facilitate timely transition from the inpatient hospital
setting when care can be safely managed at the correctional site or alternative care setting.
Participating in daily and/or weekly conference calls with the RMD and each TDOC facility for whom
the Corizon RN provides UM/CM support.
Emergency services required to screen and stabilize a patient are not limited by the utilization
management process and are to be directed at the discretion of professional medical staff at the TDOC
facility.
•
Inpatient Cases Not Meeting Guideline Criteria
All cases not meeting InterQual criteria are referred to the Regional Medical Director to engage in
additional collaboration with site and hospital physicians as necessary. Only currently licensed
physicians may issue these determinations related to inpatient hospitalizations.
In the event of an inpatient stay not meeting guideline criteria as determined by the Regional Medical
Director, the Corizon RN will notify the hospital rendering the service by telephone within twenty‐four
(24) hours of making the determination. Written or electronic confirmation of the telephone notification
shall be sent within one business day of making this determination. The written notification will include
the principal reason(s) for the determination, the instructions for initiating an appeal or reconsideration,
and the instructions for requesting a written statement of the clinical rationale including the clinical
review criteria used to make the determination.
The Corizon UM program includes a comprehensive inpatient Appeals Policy and Procedure that guides
and directs the process related to UM activities. Components of the Corizon inpatient appeals process
include: (1) Expedited Inpatient Appeal, (2) Reconsideration, (3) Standard Inpatient Appeal‐First Level,
(4) Standard Inpatient Appeal‐Second Level, and (5) External Inpatient Appeals.
Outpatient Specialty Referral Review
Every effort is made to maximize the extent to which healthcare services are provided at the TDOC
infirmary at noted on page 173. The Corizon RN also works in conjunction with our Associate Medical
Director, Dr. Glen Babich, and site medical leadership to consider peer recommendations for an
alternative treatment plan when appropriate. However, when the intervention of a specialist or
diagnostic services is required, the Corizon Outpatient Specialty Referral Process is initiated to ensure
accessibility and availability of the appropriate care.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 152
The Corizon RN’s responsibilities include but are not limited to:
•
Apply InterQual criteria to all specialty referral, imaging (except plain films) or procedure requests;
additionally, Corizon has also developed internal proprietary review guidelines with our medical
leadership and Regional Medical Director for outpatient specialty referral requests;
•
Communicate daily with the Regional Medical Director regarding urgent specialty referral requests
and those that do not meet review criteria;
•
Facilitate the discussion and communication as necessary between the Regional Medical Director
and site physician concerning alternative treatment plans that provide appropriate care but may
reduce the need or frequency for off‐site specialty services; and
•
Participate in daily and/or weekly conference calls with the Regional Medical Director and each
TDOC facility for whom the Corizon RN provides UM/Corizon support.
Case Management – Corporate UM RN Support
Providing excellent customer service is the cornerstone of the Corizon case management system. For
hospitalized inmates, the Corporate UM RN provides daily updates to the designated TDOC facility
contact. Efforts are directed at early identification of discharge planning needs, including ongoing care
issues. The UM RN is responsible for acting as a liaison between the TDOC correctional and health care
provider sites to facilitate medically necessary services capable of meeting individual patient needs at
the most appropriate level of care. This is achieved through communication of vital information
between these parties, such as site infirmary or healthcare capabilities and attending physician
treatment plan. The Corporate UM RN works collaboratively with the external care providers, such as
hospital utilization management/case management staff, multidisciplinary team members, and specialty
care providers to appropriately utilize resources and safely transition the inmate to alternate levels of
care in a timely manner.
Resource utilization is monitored during lengthy hospitalizations (i.e., greater than approximately seven
days) and/or large or catastrophic cases. Resource utilization is routinely reported monthly to Corizon
Operations staff or as otherwise deemed necessary.
Catastrophic Case Management
Proactive case management of complex healthcare conditions has proven to decrease overall
readmission rates and reduce inpatient days. The Corizon RN in St. Louis will collaborate with the TDOC
site healthcare team to monitor complex cases for 30 days post‐hospitalization until stability of the
patient’s condition is achieved. This objective is accomplished as follows:
•
Post discharge monitoring is implemented for inmates who are hospitalized more than seven days
and at risk for further complications and/or readmission.
•
The Corizon RN continues to follow the patient for a minimum of four weeks post‐hospital discharge
through routine conference calls with the site healthcare team.
•
The Corizon RN works in conjunction with regional and site medical leadership to consider
alternative care plans and peer recommendations when appropriate.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 153
Staff Credentials and Licensure Requirements
Utilization Management/Case Management duties are
performed by licensed registered professional nurses who
possess active, unrestricted license(s) to practice nursing.
Corizon UM RNs are expected to manage multiple tasks
effectively and work independently. All staff members are
responsible for demonstrating excellence in customer
Corizon’s Utilization Management
service, strong clinical knowledge related to evidence‐
Program is Based on National
based guidelines, and superior communication and
Standards and Correctional Best
organizational skills. Continuing education appropriate for
Practices
the individual position is encouraged and provided as
deemed necessary. Additional continuing education as
required by individual licensure is completed in accordance with the licensee’s certifying board and
applicable state regulations.
Corizon
Corizon Clinical Experts
Corizon’s incarcerated patients constitute a challenging population requiring specialized healthcare.
Chronic care issues, drug withdrawal, self‐destructive behavior, infectious diseases, and serious
behavioral health disorders are some of the challenges our Corizon physicians and nurses face every day
in the unique environment of correctional healthcare. Providing services in a setting where security and
public safety is always the number one priority and to a population that may be drug seeking or have
other alternatives in accessing health services requires a particular expertise and experience in the
provision of correctional healthcare services.
The physicians and nurses that comprise Corizon’s Clinical Services Department are unmatched in the
level of expertise needed to meet the needs of TDOC’s population. To demonstrate the clinical depth of
the clinical experts that will support our TDOC program, we have provided the resumes of the following
key clinical staff for the readers review. Each of the following medical professionals will support our
clinical staff for the TDOC contract.
•
Chief Medical Officer, Dr. Carl Keldie;
•
Chief Nursing Officer, Becky Pinney, MSN, CCHP;
•
Vice President of Nursing Support, Jessica Lee, MSN, CCHP;
•
Vice President of Clinical Services, St. Louis, Dr. Renee Fallhowe;
•
Vice President of Clinical Services, Nashville (Statewide Regional Medical Director‐Tennessee DOC
contract), Dr. Sylvia McQueen;
•
Vice President of Patient Safety, Dr. Rebekah Haggard;
•
Vice President of Behavioral Health Services, Dr. Joe Pastor; and
•
Vice President of Utilization Management, Pablo Viteri,
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 154
Corizon’s Electronic Utilization Management (UM) Program
Our innovative data management systems allow Corizon to provide data mining and analysis
capabilities to the TDOC that are not available through any other vendor. QNXT is Corizon’s fully
integrated, HIPAA‐compliant utilization and claims management system used jointly by our UM and
Claims departments for inpatient and outpatient data entry and claims adjudication purposes. QNXT
stores inpatient and outpatient referral authorizations, matching the appropriate record for claims
processing and also verifying the authorization status as determined by the utilization management
process. System‐generated QNXT reports are used by UM management on a daily, weekly and monthly
basis to identify utilization trends.
Corizon is also proud of the robust analytical and reporting capabilities of our proprietary, state‐of‐the
art data warehouse, InGauge (system described starting on pages 160‐162). The InGauge system is
utilized for reporting requirements and ad hoc reporting requests, tracking and trending of cost and
utilization data, and systematic evaluation of healthcare services provided to the incarcerated
population. This system allows Corizon to take a multi‐dimensional approach to data analysis by
integrating clinical, lab, pharmacy, labor and staffing data to identify where processes for inmate care
can be altered to promote favorable outcomes.
Utilization management can be evaluated by inpatient authorizations and outpatient referrals, including
detailed analyses of inpatient days/1000, average length‐of‐stay, emergency department utilization,
offsite referrals by specialty, radiology and lab testing. The InGauge system assists Corizon in identifying
potential over and/or under‐utilization of diagnostic services, monitoring medication and treatment
interventions, tracking high dollar cases, and targeting high‐risk populations that may benefit from more
intensive complex case management.
Utilizing the technology that we currently have in place to support our UM program, Corizon will provide
the following to the TDOC.
•
Monthly UM reports by institution, identifying the inmate number, name, diagnosis, requested
service (referral, on‐site service, off formulary medication, etc), approval or alternative action, and
reason.
•
Monthly report of alternative actions, by institution with full copies of all associated review
materials. A written summary of the information discussed in the phone conversation is included
with the material describing the individual case.
•
Corizon understands the Department’s Office of Health Services will conduct timely reviews of
alternative actions and discuss resultant concerns with Corizon’s medical director. If an agreement
cannot be reached, the Department’s Office of Health Services’ opinion shall prevail.
A.8.a. Guidelines (pro forma Contract pg.15)
Corizon’s program will continue to provide written guidelines for the provision of efficient and quality
oriented health care which will be presented to the TDOC Medical Director or designee for approval.
Corizon understands that the State may mandate changes to the Corizon’s utilization criteria or
utilization management policies and procedures at any time it deems necessary to serve the medical
interests of inmates or the best interest of the State. Corizon will notify the TDOC Medical Director or
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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designee and Utilization Management Program staff prior to any hospital admission, including holidays
and weekends. Corizon understands that failure to comply with this is an assessable damage as
described in RFP Attachment Three.
A.8.a.1. Resolution (pro forma Contract pg.15)
Corizon ensures all specialty consultation requests will be handled within 14 days from the time the
provider makes the request. We have read and analyzed the measures listed in Attachment Three of this
contract and agree to provide utilization management services within these time limits.
A.8.a.2. Specialty Referral Guidelines for Consultation Requests (pro forma Contract pg.15)
Request for Services
When appropriate, medically necessary healthcare services are rendered at the site healthcare clinic or
infirmary. The site provider directs the referral of inmates for medically necessary services that cannot
be provided at the institution, i.e., specialty referral and/or hospitalization. It is the expectation of
Corizon that the site health services staff complete all pre‐treatment and/or preoperative testing either
on‐site or in an outpatient setting prior to an elective admission or service date, unless the testing is
unavailable in an outpatient setting or the requested procedure/service is more appropriate in a
hospital setting.
Corizon utilizes InterQual, a nationally recognized, industry standard healthcare level of care criteria in
conjunction with a physician’s professional clinical judgment in conducting utilization management
activities. Clinical information is provided to the Corizon RN by the site health services staff, hospital
utilization review department, and/or attending provider. The aforementioned parties must provide
admission/request for service notification within the following timeframes:
The utilization review process for approval of outside consultation or service will be completed within
seven working days from the time the physician's referral request was written.
Inpatient
•
Urgent/Emergent Admissions – within one business day of admission.
•
Non Urgent/Elective Admissions – 14 days prior to admission/service date.
Outpatient
•
Outpatient care at TDOC is managed by the Regional Medical Director or the Associate Regional
Medical Director.
•
Outpatient referrals are determined to be either routine or urgent as deemed by the Site Medical
Director.
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•
Urgent Request for Specialty Outpatient Referral – as soon as the patient’s need for specialty care is
identified.
The Corizon UM RN at the operational office in St. Louis applies InterQual criteria to determine whether
medical necessity requirements are met. If the criteria are met, Corizon will issue an authorization in
accordance with the following timeframes:
•
Initial review determination for non‐urgent, inpatient/observation admissions will be rendered
within two (2) business days of receiving all necessary clinical information.
•
Review determinations for urgent or emergent admissions are rendered within one (1) business day
of receiving all necessary information. However, emergency services to screen and stabilize an
inmate are to be directed at the discretion of professional medical staff at the institution. Such
emergency services do not require prior authorization.
•
Review determinations for non‐urgent requests for outpatient specialty services will be rendered
within five (5) business days.
•
Concurrent review determinations (ongoing inpatient hospitalizations) will be rendered within one
(1) business day of receiving all necessary information.
•
Retrospective review determinations will be rendered within thirty (30) business days of receiving all
necessary information.
Authorizations are communicated to the provider within one (1) business day of making the
determinations. Such communication must specify the number of days/dates or type of service
authorized and the date subsequent review is required. Concurrent review is conducted on a daily basis,
Monday through Friday, unless otherwise indicated by client contract. Review frequency may be
modified on a case‐by‐case basis and is at the discretion of the Corizon RN in collaboration with the
Regional Medical Director and the facility HSA.
All utilization management data is documented and stored in the Corizon‐designated computer software
system, QNXT.
A.8.a.3. Transportation (pro forma Contract pg.15)
Corizon understands the importance of bringing care closer to patients. We also recognize the security
and safety issues associated with transportation of prison inmates to offsite medical and specialty
services appointments. In addition to higher TDOC costs; extra security staff must be utilized, thereby
compromising the integrity of the facility itself; the safety of offsite medical personnel and free world
citizens may be in danger; and inconveniences to transported inmates such as cell reassignment may
occur. Therefore, Corizon will continue to work with the TDOC to design and implement more effective
methods of onsite care to reduce the cost and time associated with inmate transportation.
Please refer to the section titled “Specialty Services” on pages 136‐141 for an overview of the specialty
services currently provided onsite by Corizon to successfully reduce the number of offsite trips. In
addition to onsite specialty services, Corizon will bring an enhanced telemedicine program to the TDOC,
as described in the section titled “Telemedicine” on pages 213‐218.
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A.8.a.4. Utilization Management Staff (pro forma Contract pg.15)
The following Corizon team members, at each TDOC facility, will be responsible for the coordination and
management of the utilization management process:
•
Health Services Administrator (HSA);
•
Directory of Nursing (DON);
•
Provider; and
• Clerical Support Staff
This team will provide daily communication to the utilization management team.
A.8.a.5. Annual Training (pro forma Contract pg.16)
Corizon provides annual training to all staff, physicians, mid‐level providers, clinic
schedulers/coordinators, health administrators, and others as appropriate. Please refer to our detailed
description of our training program in the section titled “General Requirements” on pages 182‐191 for
additional information.
A.8.a.6. Effective Method of Communications (pro forma Contract pg.16)
Corizon will continue to provide effective communication with TDOC’s Utilization management staff on a
daily basis for hospitalization events and Monday through Friday for consultation requests and
completions. Corizon understands that reports will be typed and submitted to Corizon for distribution to
the appropriate institution. A tracking system will continue to be provided to assure completion of
consults and follow‐up requests will be deferred for additional information or returned to the treating
physician for alternative treatment. These numbers will continue to be reported in the reporting
requirements section below.
Corizon will continue to enhance and refine our communication processes through a collaborative
partnership approach with the TDOC. Corizon’s Regional Medical Director and Utilization Management
team will maintain ongoing daily, and as‐needed, communication with the TDOC Health Services
leadership team
A.8.b.1‐5. Reporting Requirements (pro forma Contract pg.16)
Corizon will be accountable for the success of our TDOC program from day one of the contract; we
will provide TDOC with numerous mechanisms designed to allow the Department to monitor the
efficacy of our ongoing program.
Corizon believes in providing correctional healthcare services using taxpayer dollars in as
transparent manner as possible; our reporting systems focus heavily on outcomes not outputs.
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Corizon will maintain accountability and share information with the TDOC using our comprehensive
data collection and reporting system.
Corizon will make reports, as well as other relevant information requested by TDOC available to the
Department on a 24‐hour basis via a secure web site that only TDOC and Corizon can access.
Accountability to our clients is paramount and it is with this conviction that Corizon has developed and
implemented the following program evaluation/accountability tools. These reporting tools are
addressed throughout this proposal.
Corizon Program Outcome Reporting
Corizon Reporting
Mechanism
Corizon Client Portal
InGauge™
Timekeeping System
(Kronos®)
Monthly PI/CQI
Studies/Reporting
Pharmacy Reports
How it Makes our Program Transparent to TDOC
Corizon will bring a web‐based collaboration tool, using Microsoft SharePoint,
to TDOC. This system will allow the sharing of information/content, contact
storage, calendaring of events and internal/external links (page 160).
Corizon has developed a business intelligence application, InGauge™ to support
us in our efforts to aggregate disparate data sources, and quickly and accurately
identify trends within our inmate populations. This evidence‐based process
puts Corizon at the forefront in our ability to accurately assess and report on
healthcare delivery utilization and acuity levels for TDOC (pages 160‐162).
Our time keeping solution, (Kronos®) is designed to proactively address the
unique challenges of our clients in the areas of labor management. Kronos
helps Corizon’s site management teams effectively oversee assigned facilities
by ensuring contract needs are met, while at the same time controlling costs
(page 89).
Our comprehensive PI/CQI program provides for a structured process to assess
our medical and behavioral healthcare services. This process ensures that
Corizon identifies areas for improvement and develops strategies to improve
processes and patient outcomes in a timely manner. The program also ensures
the Department that Corizon’s program at TDOC is in compliance with
correctional regulatory standards related to medical and behavioral healthcare
service delivery.
Detailed pharmacy reports and client customized reports are available via the
previously referenced InGauge web‐based reporting tool (pages 160‐162)
TDOC Reporting Requirements
Corizon will continue to submit a monthly, quarterly, and annual report to the State detailing
inpatient/hospital statistics and the history of requests for specialty consultations and procedures. All
reports will be provided in an electronic format and, at a minimum, provide aggregate and individualized
reports by physician, inmate, service type, institution, etc.
Corizon will continue to use appropriate coding for inpatient hospital reporting (e.g., Diagnosis Related
Grouping (DRG), International Classification of Diseases (ICD‐9), and Clinical Modification (CM) and at a
minimum provide the following reports:
•
TDOC daily Inpatient Censes with key data elements, including the Inpatient Days Per Month (IDPM);
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•
Inpatient days per month by diagnosis and Average Daily Census (ADC)/Average Length of Stay
(ALOS);
•
Diagnostic Code by facility and by provider;
•
Outliers, Variance/Variability; and
•
Specialty Consultations with key data elements.
Corizon will make reports, as well as other relevant information requested by TDOC available to the
State on a 24‐hour basis via a secure web site that only authorized TDOC and Corizon users may access.
Web‐based Method for Reviewing Reports – Corizon TDOC Portal
As part of our efforts to ensure accountability and share information with the TDOC, Corizon will
implement a comprehensive client portal at TDOC to ensure a sound Corizon/ TDOC partnership. This
web‐based system is developed using Microsoft SharePoint, which is a collaboration tool that provides
the sharing of information/content, contact storage, calendaring of events and internal/external links
(see inset).
This portal is easily customized to allow for advanced functionality such as discussion groups, task
assignment/management, and other features that enhance the communications between Corizon and
the TDOC.
Corizon will manage and keep all content stored on the TDOC’s site up to date. Information provided
through this secure electronic portal, will keep the TDOC informed of all components of our operation,
and further facilitate constant communication between TDOC administration and Corizon.
TDOC administration will be able to access data from our secure web site on a 24 hours a day, seven
days a week basis.
InGaugeTM: Business Intelligence and Data Mining
Corizon has developed a business intelligence application, InGauge™, to support our efforts to
quickly and accurately identify trends within our inmate populations.
This application will allow us to predict changes in acuity and unit cost for our contract with the
TDOC.
At Corizon, we understand that objective analysis is a critical part of sound decision making for us and
for our clients. We are committed to employing leading technologies and best practices to assist in
innovating and managing your business. Corizon also recognizes that sharing current and relevant
information with our clients is critical to creating and maintaining lasting, successful partnerships. In
order to facilitate this approach, Corizon brings InGauge to our client partnerships. Developed by
Corizon, InGauge is a robust integrated data warehouse and business intelligence solution. InGauge
incorporates all of the key data sources that are essential to evaluating quality, performance and
opportunity.
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Correctional systems hire Corizon to solve their problems and deliver innovative solutions in the
process.
Our InGauge Business Intelligence and Data Mining tool enables Corizon to keep our clients empowered
with the data and information it takes to keep state organizational priorities on track. As a Corizon
client, the TDOC will be able to easily access the most current and relevant information regarding the
services we provide for the TDOC and its inmate patients. Below is a description of the InGauge system
and its capabilities.
Subject Areas
The InGauge data warehouse integrates information across the following key areas:
•
Patient information, including age, gender, eligibility and location.
•
Clinical management, such as inpatient authorizations and outpatient referrals.
•
Medical claims, including provider, patient, diagnosis and procedure level detail.
•
Pharmacy orders, with drug level detail and formulary vs. non‐formulary indicators.
•
Labor and staffing statistics, including clinical and administrative positions.
Business Intelligence
On November 1, 2009, Corizon unveiled the latest iteration of InGauge, with a state of the art business
intelligence system. This new toolset provides us with a variety of options for data mining and reporting:
•
A high‐performance desktop reporting and analysis application.
•
An internet‐based access center with dashboard and report hosting.
•
User friendly interfaces that facilitate a self service environment for accessing data.
•
A robust security model to protect sensitive and confidential information.
•
Scheduling and e‐mail notification for automated deployment of time‐sensitive reports.
Standard Reporting Capabilities
In addition to the tools described above, InGauge delivers a comprehensive suite of standard reports
that focus on the key drivers of healthcare utilization and cost. Many of these reports allow the user to
alter a variety of parameters through simple menus and drag‐and‐drop features:
•
Contract performance comparisons
Inpatient days/1000 and average length of stay;
Emergency department utilization;
Offsite referrals by Specialty;
Radiology by site of service and category (CT, MRI, X‐ray); and
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•
•
Lab testing.
Labor management analysis
Hours worked and salaries by position, shift and pay category (regular, OT, temp agency);
Budgeted labor schedules for real‐time evaluation of performance; and
Turnover statistics by position and tenure.
Offsite medical trend analysis
Monthly claims and referral trends and year over year comparisons;
Tabular and graphical views;
Trends by service category (inpatient, ambulatory surgery, physician’s office, etc.);
Hospital/Physician utilization and rate comparisons; and
Trends by diagnostic category.
The Evolution of InGauge™
Corizon is committed to the continued development of our reporting and analysis capabilities. In the
coming months, InGauge will incorporate even more data and more advanced analytic techniques
including:
•
Chronic Condition Identification and Stratification: The application currently employs disease
association criteria for cancer. Future development will address additional conditions that are of
particular concern to an inmate population. These may include chronic cardiac conditions, Hepatitis
C, Renal Failure, and Diabetes.
•
Lab Results: Currently underway to incorporate lab results data. This will further develop our ability
to evaluate clinical outcomes.
•
Electronic Medical Records (EMR): As EMR data becomes more accessible and more robust, Corizon
will also incorporate this information into our data mining efforts.
•
Predictive Modeling: All of the above enhancements will give Corizon’s data mining and reporting
tool the power to better predict changes in acuity and cost. As these capabilities evolve, additional
reporting will be developed to translate this information to knowledge and action.
We have included numerous examples of Reporting and Analytics from InGauge in Appendix P.
A.8.c.1‐5. Utilization Management of Clinical Activity (pro forma Contract pg.16)
As required by the RFP, Corizon will identify and hire the following staff, at a minimum, to provide
Utilization Management of the clinical activity within the TDOC.
•
Inpatient Utilization Management Nurse, Seana Walters;
•
Two outpatient utilization RNs (or one RN with 1 LPN);
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•
One data management technician;
•
One clerical staff individual; and
•
Jail utilization RN, upon request from TDOC Medical Director.
A.8.d. Prospective Candidates (pro forma Contract pg.16)
Corizon understands that the TDOC Medical Director or designee will review and make final
recommendations of all prospective candidates after Corizon’s initial screening and this individual will
be assigned specific work stations within the TDOC Central Office. Corizon will provide all computers,
utilization standards software and data management software and will assist and support the
productions of reports as requested by the State.
A.8.e. Utilization Activities and Physician Activities (pro forma Contract pg.16)
Corizon understands that the TDOC Medical Director will work directly with Corizon’s Statewide Medical
Director to manage utilization activities and physician activities related to UM.
A.9. Extended Care Facilities (pro forma Contract pg.16)
A.9.a. Specialty Physicians/Clinics (pro forma Contract pg.16)
As the current provider of health care services at TDOC, Corizon is aware of the two TDOC extended care
facilities in the Nashville area, which are DSNF for males and TPW for females. We will, if once again
chosen to partner with TDOC, provide the majority of outpatient and sub‐acute specialty services in
these secure facilities in order to promote continuity of care, public safety and minimize outside
transportation of inmates. Corizon understands that transportation costs and safety issues are a primary
concern to the TDOC, and we will work in collaboration with the State to minimize any negative issues
involved with this transportation. Corizon will continue to use DSNF and TPW for all outpatient physician
and ancillary health professional services, unless other arrangements are made and agreed to in
consultation with the TDOC.
As discussed throughout this proposal, Corizon intends to increase the level of onsite specialty clinics at
DSNF, TPW and throughout the TDOC system. This will be accomplished through a combination of
enhanced onsite specialty clinics, such as oral surgery, regionalized specialty services, such as
ophthalmology, and specialty clinics provided via telemedicine, such as gastroenterology and infectious
disease. Corizon will request written approval from the State of an alternative method of delivery in the
case where certain onsite services are not feasible.
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A.9.a.1. Onsite Clinics (pro forma Contract pg.17)
Clinics onsite at DSNF and TPW will be scheduled between the hours of 8:00 a.m. and 4:00 p.m.,
Monday through Friday, excluding State holidays.
A.9.a.2. Clinic Scheduling (pro forma Contract pg.17)
Clinics will be coordinated between Corizon and the TDOC Warden or designee at each facility.
Whenever Corizon needs to change clinic scheduling after establishment and publishing, we will contact
the HSA and Warden for approval no later than two weeks prior to the scheduled clinic.
A.9.a.3. Clinics During Holidays (pro forma Contract pg.17)
If Corizon deems clinics necessary during holidays, we will make suitable arrangements via a request to
the Warden or designees at least four weeks in advance. We understand the Warden’s approval must be
received no later than two weeks prior to the scheduled date.
A.9.b. Long‐Term Care (pro forma Contract pg.17)
Corizon will follow TDOC policy on long‐term care referrals and procedures and will contract with Long
Term Acute Care Facilities to provide care that is not otherwise available through TDOC. Additionally,
Corizon will assist TDOC in the design and development of long term care units as the need may arise
through provision of prospective models utilized in other jurisdictions or through research to include
physical plant layout, equipment, treatment protocols, programming, and assistance in identifying
inmate candidates for assignment to the units.
A.9.c.1‐5. Renal Dialysis (pro forma Contract pg.17)
TDOC Dialysis Expansion
Corizon/TDOC Process Improvement
Corizon has partnered with Chardonnay Dialysis to provide onsite
dialysis care to the TDOC inmate population, without regard to the
availability of State‐owned facilities and equipment. Chardonnay has
worked in partnership with Corizon in support of our TDOC contract since
2010. As demand increased, Chardonnay expanded their operating hours
for the TDOC population from three days to six day per week in October
2011. This schedule has continued to date due to the number of inmates
requiring treatment.
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Tennessee
DOC
Corizon
Dialysis
Expansion
Corizon’s dialysis services program will continue to ensure the following for our dialysis patients:
•
An initial assessment of each dialysis inmate patient;
•
An individualized care plan for each dialysis inmate patient;
•
A monthly follow‐up visit for each dialysis inmate patient; and,
• Assessment of renal inmates to determine the need for dialysis.
Corizon will continue to be responsible for the provision of all dialysis treatment, without regard to the
availability of State‐owned equipment. Corizon will continue to be responsible for all costs associated
with renal dialysis and provide all staff, drugs, biological, surgical dressings, supplies, blood, intravenous
and related dialysis fluids, diagnostic studies, and equipment directly related to the provision of dialysis
procedures. When available, drugs and biological supplies will be obtained from the pharmacy vendor.
The Corizon dialysis program, provided in coordination with Chardonnay, will include all supplies,
equipment, and specialty consults by a Tennessee licensed physician board certified in Nephrology. CQI
monitoring will continue to be an essential element of our ultimate oversight for this on‐site specialty
service.
The Corizon healthcare staff ensures that all dialysis treatment is noted in the inmate’s health record.
We will maintain our current policy of ensuring access to an on‐call dialysis nurse and or certified
technician to support our program. This Corizon professional will be responsible for returning to the
facility for urgent and emergent dialysis needs including a treatment.
Hemodialysis Facilities and Equipment
Whenever possible, Corizon will use existing hemodialysis facilities and equipment located at DSNF. In
such instances, male inmates requiring dialysis will be transferred to the DSNF for treatment, and female
inmates will be transported to the DSNF for on‐site outpatient dialysis treatment.
Corizon will continue to be responsible for all maintenance and repair of the State’s equipment. If a
backup or special infectious disease dialysis unit is needed, Corizon will send a written notice and
justification to the TDOC Director of Clinical Services and the TDOC Medical Director. Upon written
approval by the State, Corizon will purchase the equipment. In the event of service interruption for
whatever reason, Corizon will be responsible for providing uninterrupted service.
Emergency Cart
We will maintain an emergency cart with sufficient emergency medications, supplies, and equipment
required for resuscitations. The emergency kit shall be inspected on a weekly basis with the results
documented by the Corizon’s staff. Corizon will be responsible for the immediate replacement of all
emergency supplies or equipment used or expired.
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Emergency Consultations
Corizon will continue to provide emergency consultation services that are available twenty‐four (24)
hours per day seven (7) days per week. An on‐call Nephrologist will respond to emergency calls within
sixty (60) minutes of the original call.
In‐Service Training on Pre and Post Treatment
Corizon will provide in‐service training initially, and at least quarterly, to the facility staff at DSNF on pre‐
treatment and post‐treatment needs of dialysis patients. Corizon will provide an orientation packet to
the inmates on renal dialysis and ongoing training to them to assist in their understanding of their
treatment. Other training shall be provided as needed or requested by the facility and/or the TDOC.
Renal Dialysis Quality Improvement and Infection Control Programs
Corizon has partnered with Chardonnay Dialysis to provide onsite dialysis care to the TDOC inmate
population. As such, Chardonnay will bring an extensive data‐driven quality improvement program and
infection control policy. Corizon understands that the programs must be approved by the TDOC within
60 days of the contract effective start date. For onsite renal dialysis, Corizon ensures all treatment will
be documented in the TDOC health record.
A.9.d. Hospice/Palliative Care (pro forma Contract pg.18)
Corizon understands that the State wishes to establish a hospice program for terminally ill inmate and
that if an inmate meets the requirements, the TDOC may transfer the inmate to the hospital program or
designate the inmates to be cared for at their home facility. We are excited about working closely with
the TDOC to establish a program that meets the needs of the population of inmate patients that qualify
for end‐of‐life services including pain management, pastoral counseling, inmate volunteers and culture
related issues which are unique to the TDOC population. Corizon will be responsible for the costs
associated with the hospice programs. Corizon will work with the TDOC in developing hospice programs
both onsite and offsite, as appropriate. The TDOC’s hospice program will incorporate:
•
Medically directed care;
•
Interdisciplinary plan of care,
•
Family participation;
•
Treatment for pain; and
•
Patient education and counseling.
Corizon will provide the State with a written plan for implementation and operation of these services
within the first six months of the contract start date. Corizon understands that the implementation of
our plan is subject to the State’s prior written approval.
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Corizon’s Approach to Hospice Care – CHOICES PROGRAM
Corizon’s program offers a comprehensive medically directed, team oriented program of care that seeks
to treat and comfort terminally ill patients and their families, establishing pain management and
symptom control as clinical goals, while understanding that psychological and spiritual pain are as
significant as physical pain. We understand that hospice care is a special dimension of health services,
and is a patient‐centered, cost‐effective approach to treating the incarcerated terminally ill.
Our hospice programs are patient‐focused, but consider a prison’s austere, institutional atmosphere and
culture as well. We tailor our hospice programs to provide a respectful end to life by staffing the
environments with warm, caring, and responsive staff dedicated to providing comfort and dignity to
inmates confronting death. While the majority of hospice patients have cancer, our hospice program
also cares for people suffering from other terminal illnesses, such as AIDS, COPD, heart disease, and
end‐stage liver and renal disease.
Eligibility for the CHOICES Program
Regardless of their security classification or stage of illness, inmate patients become eligible for the
Corizon CHOICES Program when they are diagnosed (or identified at intake, chronic care clinics) with a
chronic progressive life‐limiting condition. There are no time specific life expectancy eligibility
requirements and the patient may be accepted into the program at any time.
It is the goal of the CHOICES Program Interdisciplinary Team (IDT) to initiate early discussion with the
patients about possible clinical outcomes and options for treatment,
both curative and palliative, paying special attention to language and
Reasons for Program Success at
educational barriers.
MDOC
The CHOICES Program is divided into two phases:
Ownership by Custody
• Phase One emphasizes education and support of the diagnosed
Administration
patient to understand the disease, treatment options, and
Hospice Volunteers (Inmates)
possible outcomes.
•
Phase Two evolves as the disease progresses and places
emphasis on end‐of‐life care.
Involvement of Family Members
Special Hospice Areas in Selected
Infirmaries
During the each stage of the disease, every effort is made to
Partnership with Other
maintain the patient in general prison population until the disease
Programs
process makes it necessary to transfer the patient to the identified
end‐of‐life facility bed. Special attention is focused on the
Involvement of Community
management of pain control, physical environment, family
Volunteers
involvement, psychosocial and spiritual services.
As the disease process shifts from the curative phase to the comfort
phase (Phase Two), the patient is still allowed to make choices and remain involved in care
decisions. The interdisciplinary and comfort oriented care proactively provides an environment and
structure for seriously ill patients to live with dignity until their death. Phase Two is consistent with
hospice philosophy and addresses pain and symptom management, suffering, emotional, and spiritual
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support. Bereavement services are provided for staff and patient prison families as approved by the
specific prison security.
CORRECTIONAL HEALTHCARE EXPERTISE
Corizon Best Practices/Missouri Department of Corrections
Hospice/Palliative Care
Coordinated Efforts
The Corizon hospice program at MDOC is designed to provide comprehensive palliative and comfort
care services to terminally ill inmates. The current MDOC program has been developed through the
collaborative efforts of the Corizon health services department, the mental health department, MDOC
Central Office staff, the MDOC chaplaincy department, and the MDOC security staff at the individual
institution level.
Referrals for Hospice Care
Referrals to the hospice program can be made by the medical staff, security staff, housing unit staff, or
any other staff member who feels an inmate may need hospice services. Following a referral, the
hospice team meets to determine the eligibility of the offender to receive hospice services. If eligible,
the team will determine the special needs of the patient and assign an appropriate offender volunteer.
Offender Volunteers
Inmate volunteers, under the strict direction of the hospice team, support and facilitate hospice
services. To qualify as a hospice volunteer, an inmate must be free of any conduct violation for six
months and any major conduct violation for two years. The inmates are chosen based on their
willingness to provide care to terminally ill patients on a volunteer basis outside of their regular job
assignments. Volunteers meet numerous other criteria including maturity, good health, good
institutional adjustment, and respect for confidentiality.
After acceptance into the program as a volunteer, an inmate undergoes a rigorous four‐part training
program. The Director of Nursing, the Institution Chief of Mental Health, and the facility chaplain
conduct this training. Topics covered during training include concepts of death and dying,
communication skills, care and comfort measures, spiritual and cultural awareness, grief and
bereavement, and the inmate volunteer role in MDOC hospice care.
While hospice volunteers do not provide assistance of the type that is normally provided by the nursing
staff, they do assist the patient in many other ways. These include letter writing, reading, accompanying
the patient to religious or recreation activities, and assisting the patient in communicating with others.
The volunteer’s ultimate goal is to encourage the patient to do as much as he/she can reasonably and
comfortably do on their own, ultimately enhancing the quality of life for their assigned patients by
providing support, encouragement and empowerment.
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Corizon Hospice Committee
The hospice committee meets on a weekly basis to discuss individual patients and to give the hospice
volunteers an opportunity to address the issues they face in providing emotional support for the
terminally ill.
As the patient nears the end of his/her life, the hospice team in conjunction with the security staff may
make arrangements for the volunteers to provide companionship on a 24‐hour basis. Following the
death of an assigned patient, the mental health and chaplaincy departments provide grief and
bereavement counseling to the volunteer.
Designated Hospice Beds
The hospice programs at MDOC are individualized to meet the needs of the specific institutions. As an
example, Jefferson City Correctional Center has assigned specific infirmary beds to the program. These
beds are located in a quiet area of the infirmary where volunteers and patients can interact with a
minimum of disturbance from the regular infirmary activities. The team in conjunction with a local
charity has created a “Day Room” with non‐hospital/prison furnishings, which gives the patient a place
for recreation outside of his infirmary bed/cell. It also serves as a non‐threatening environment for
important end of life visits with family members.
Corizon will work closely with TDOC to monitor the supportive care services provided within TDOC
institutions. We will make available our expertise and consultation in programs, such as our onsite
hospice programs at MDOC. Should TDOC desire to expand the level of onsite supportive care
programs, Corizon welcomes the opportunity to work collaboratively to further explore such
opportunities.
A.9.e. 1‐5. Oncology (amendment #1 pg.9)
Chemotherapy should be initiated within a hospital setting or physician practice site so that potential
adverse reactions may be adequately monitored, and so that dosages may be adjusted on the day of
therapy. In many cases, however, it is safe and appropriate to administer ongoing therapy in selected
and properly staffed infirmary areas. As such, Corizon believes that many types of cancer cases can be
treated within the correctional environment.
Oncologist, Dr. Richard Kosierowski
Corizon proposes to provide oversight of the oncology program at the TDOC through the services of our
Oncologist, Dr. Richard Kosierowski. Dr. Kosierowski will be onsite two days every other week and will
be available via telemedicine during the alternating weeks. The first round of chemotherapy will be
administered in the inpatient hospital setting and all remaining rounds will be administered onsite, as
clinically indicated. Utilizing practices of evidence‐based medicine review, Dr. Kosierowski will conduct
reviews based on the National Comprehensive Cancer Network (NCCN) guidelines. This will optimize the
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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services onsite, prevent unnecessary procedures and treatment, standardize care, improve outcomes,
reduce offsite trips, and ultimately reduce costs.
Onsite Oncology Nurse
Corizon will provide an onsite oncology nurse to administer chemotherapy and coordinate onsite care
with the oncologist. Corizon will meet the staffing requirements of the onsite oncology nurse and will
prepared to expand the hours needed to provided care at no additional cost to the TDOC.
Chemotherapy Agents and Supplies
Additionally, Corizon plans to partner with Coram for the preparation and transportation of
chemotherapy agents and supplies. We have provided a Letter of Intent from Coram in Appendix K.
Provision of Chemotherapy
In compliance with the RFP, Corizon agrees to be responsible for:
•
The provision of all chemotherapy without regard to the availability of state‐owned equipment.
•
All costs associated with chemotherapy and provide all staff, drugs, biological waste related to the
provision of chemotherapy procedures.
When available, drugs and biological supplies will be obtained from the pharmacy vendor.
Weekly Oncology Clinic at DSNF
Corizon will be responsible for the operation of a weekly oncology clinic at DSNF.
Supervision of Oncology Staff and Provision of Chemotherapy Services
Corizon’s Oncologist, Dr. Kosierowski, will be responsible for the supervision of oncology staff and the
provision of chemotherapy services.
Onsite Outpatient Chemotherapy Treatment
Corizon agrees that male and female inmates requiring chemotherapy will be transferred to the DSNF
for onsite outpatient chemotherapy treatment.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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Equipment
Upon written approval by the State, Corizon will purchase the equipment.
Service Interruption
In the event of service interruption, Corizon will work with the TDOC to provide continued oncology
services.
A.10. Staffing Requirements (pro forma Contract pg.18)
Corizon will provide adequate and qualified staff to fulfill our obligation under the Corizon/TDOC
contract. Staffing will, at the minimum, be in accordance with the staffing plans in Corizon’s proposal.
Corizon understands that the Contract is to use the State’s approved minimum staffing plan for each
institution. In the event of vacant positions, Corizon will provide adequate coverage to meet all required
services. In 2011, Corizon experienced low vacancy levels at TDOC throughout the year with an annual
average of 1.8 monthly clinical vacancies.
Corizon understands that any staffing plan changes during the term of the contract will require the
State’s prior written approval. In compliance with the RFP requirements, Corizon wills submit monthly
staffing reports on or before the 15th of each month demonstrating the preceding month’s actual
staffing compared to the staffing plan for each institution. Corizon agrees that if a change in
circumstances calls for modification in those requirements, Corizon and the State will review those at
the sole discretion of the State.
Corizon understands that the State reserves the right to remove form an institution or prohibit entry to
an institution any of Corizon’s employees or subcontractors necessary. Corizon understands that health
services employees are not allowed to exempt themselves from performing certain medical procedures
due to religious and/or ethical concerns. Corizon understands that the State will not require contract
staff or any clinical staff to participate in forensic activities that will impact negatively or alter the
patient/provider professional relationship between care providers and those receiving care. Corizon’s
staffing plan can be found in the section titled “Staffing Plans” on page 234.
Corizon’s Approach to Recruitment and Retention
Corizon understands that perhaps the most important component of any correctional healthcare
program is the ability to recruit and retain adequate and qualified staff at the site level to ensure the
appropriate level of care is provided and to maximize the services to be provided onsite. We maintain
the largest and most sophisticated recruiting department in the industry who focus on doing just that.
Our lead recruiting team members each have 20+ years experience in correctional healthcare recruiting.
We operate three specialized recruiting areas: Providers; Nursing, Ancillary and Mental Health; and
Administrative Management. Centralized recruiting provides us with the flexibility and expertise to
maximize our recruiting resources.
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Corizon’s Proven Ability to Staff the TDOC/Corizon Contract
Healthcare organizations across the United States are facing increasing needs and heightened
competition for healthcare professionals in today’s market. For example, as the following table
demonstrates, Tennessee is already facing a notable shortage of nurses; one that is projected to grow
during the term of the new contract resulting from this procurement.
Shortage of Registered Nurses in Tennessee – 2010, 2015, 2020
Year
Nursing Shortage
2010
2015
2020
‐31%
‐40%
‐48.5%
Source: U.S. Department of Health and Human Services, Health Resources and Services Administration.
In spite of this trend, our filled staffing ratio has averaged 95% at TDOC since 2010. We anticipate
continued success in the recruitment and perhaps more important, retention of quality healthcare staff
during the next contract term.
Corizon’s Recruitment and Retention Plan to Ensure Continued Success at TDOC
Corizon understands our responsibility to continue to allocate staffing resources to ensure positive
outcomes in all functional areas of the TDOC healthcare program. Corizon is confident in our ability to
ensure that the TDOC program will continue to be staffed adequately; as our staffing approach closely
follows the best practices we have developed over the years as a correctional healthcare provider to
several statewide systems.
Physician Recruiting in Tennessee
As the reader may be aware, Corizon has found the physician positions among the most challenging to
fill in Tennessee. As the map on the following page illustrates, physician availability in the State of
Tennessee is sparse.
Physician availability throughout the state of Tennessee is inconsistent with several counties that house
a TDOC facility with 25 or less physicians county‐wide. The following TDOC facilities are located in a
county with a notable physician shortage (25 physicians or less).
Corizon has and will continue to place added recruiting focus on the following counties. Each of the
following counties houses a TDOC facility.
•
Hardeman County (HCCF, WCFA): 24 Licensed Physicians
•
Lake County (NWCX): 4 Licensed Physicians
•
Lauderdale County (WTSP): 5 Licensed Physicians
•
Hickman County (TCIX): 7 Licensed Physicians
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•
Wayne County (SCCF, TCIX): 8 Licensed Physicians
•
Morgan County (MCCX): 3 Licensed Physicians
•
Johnson County (NECX): 7 Licensed Physicians
•
Bledsoe County (STSRCF): 5 Licensed Physicians
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STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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Operations Management Recruiting – Looking Forward
Corizon’s two full time management recruiters focus specifically on filling positions for Health Services
Administrators, Regional Directors, Regional Medical Directors, Directors of Nursing and Vice Presidents
of Operations. Courtney Penning and Theresa Halsey have over 15 years of combined health care
experience and work diligently to find, screen, and recommend the most capable managers in the
industry. Ms. Penning and Ms. Halsey also recruit for Corizon's Fast Track Management Program. The
program is designed to attract seasoned, health care operations managers and rapidly prepare them for
placement in Senior Management roles within the company. Candidates must be accepted into the
program and complete a six to nine‐month training period before being placed in a permanent senior
leadership role.
Physician Recruiting
Corizon’s six full‐time physician recruiters work with field management to fill positions such as primary
care physicians, dentists, and optometrists. Each physician recruiter works closely with field
management to assess and anticipate the need for a physician. Our team of physician recruiters has
more combined correctional physician recruitment experience than any other team in the industry. The
services our physician recruiters offer field management include:
•
Development and execution of tailored recruiting plans.
•
Lead generation and initial screening of applicants.
•
Facilitation of the entire recruiting process.
Corizon physicians will receive paid time off, access to 401K savings, life insurance, health care insurance
and a wealth of additional Corizon benefits as outlined in our Corizon Benefit Matrix provided as
Appendix Q. Based on our historical recruiting experience in Tennessee and some of the reasons
provided by potential physician candidates that did not elect to work for Corizon, we anticipate this will
significantly increase the pool of physician candidates interested in working for Corizon.
Health Care Professionals Recruiting
With nearly 60 years of combined experience, our three full‐time health care recruiters have
successfully placed thousands of skilled professionals in Corizon field sites throughout the country.
These recruiters place professionals such as psychologists, mental health professionals, NPs, PAs, RNs,
LPNs, CNAs, CMAs, administrative support personnel and others. Each recruiter is assigned a specific
area and works with field management to ensure staffing needs are met.
The services our recruiters provide field management include:
•
Innovative recruitment solutions;
•
Lead generation and screening of applicants;
•
Advertisement development and placement;
•
Provision of recruitment training to site managers;
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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•
Assistance with community awareness activities such as job fairs, open houses, and nursing school
visits.
Corizon’s Recruiting Program at TDOC
The narrative that follows provides an overview of our proposed TDOC recruiting program. This program
will place an emphasis on retaining current healthcare employees as deemed acceptable by TDOC.
1. Plan to Retain Current Employees;
2. Site Specific Recruiting and Retention Plans;
3. Regionalized Recruiters Dedicated to the Tennessee Market;
4. Recruiting Technology and Aggressive Compensation Practices; and,
5. Applicant Tracking System
1. Plan to Retain Current Corizon Employees
As the incumbent contractor, Corizon proposes to maintain the current management structure that is in
place at the TDOC facilities. To fill vacancies or in situations where additional staff are required, Corizon
uses the extensive recruiting experiences of our
Recruiting Department and the 11‐person, full‐
time, professional recruiting staff to recruit on
a national scale. In this way, Corizon is able to
quickly obtain well‐qualified personnel to fulfill
staffing obligations.
In addition, we will launch a toll‐free telephone
line and a website dedicated solely to providing
up‐to‐date information on the transition of
behavioral health staff to Corizon. This website
will include links to job positions/availability,
employee benefits, information about Corizon,
and other information pertinent to
employment and the contract transition. These
TDOC specific web pages and the toll‐free line
will be available throughout the contract
transition as a primary tool for communicating
the latest developments and information.
2. Site Specific Recruiting and Retention Plans
Corizon’s human resources professionals
develop site‐specific innovative retention
initiatives and incentives for our contracts that include:
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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•
Competitive salaries and benefits based on ongoing review of the local labor market.
•
Employment opportunities posted internally to enable qualified existing employees to apply for
open positions.
•
New hire survey to determine satisfaction level of employees conducted after 30 days of
employment.
•
Recognition of years of service – To show appreciation for loyalty and years of service to the
company, employees receive a branded gift item at 1, 3, 5, 10, 20, 25, 30 and 35 years of service.
•
Local recognition – All sites are encouraged to have their own recognition programs for employee of
the month, quarter and year. Information is posted on Corizon’s internet site.
•
Paid time off – A benefit providing paid time off from work, which provides employees the flexibility
to schedule their time off, yet is sensitive to the required staffing needs of each TDOC facility.
•
Pay for performance – Employees receive an annual performance evaluation on their anniversary
date with wage increases based on performance.
Exit interviews to learn more about employee experiences with Corizon and reasons for resignation.
Corizon uses creative recruiting techniques and technology to attract the best talent for our clients. In
addition to sophisticated compensation practices, we also use the following recruiting guidelines to
ensure our ability to effectively hire nurses, physicians, and ancillary healthcare professionals for our
programs. The guidelines are as follows:
•
•
Develop a recruiting plan for each position to be filled.
•
Develop job specifications based on contract provisions and relevant licensing requirements.
•
Where appropriate, consider existing Corizon or competitor health care staff for available positions.
•
Generate a pool of applicants. Techniques may include, but will not be limited to:
-
Local advertising through printed publications and/or broadcast radio;
-
For key positions, notices in national and/or regional specialty publications;
-
Review of applications and pre‐screened candidates on file at Corizon’s Human Resources
Office;
-
Written and personal contacts with local and regional educational facilities;
-
Mass mailings;
-
Use of Corizon’s web site, and other healthcare web site job boards;
-
Open houses and job fairs; and,
-
Tele‐recruiting.
•
Pre‐screen applicants verbally and perform a thorough review of credentials.
•
Interview preferred candidates on‐site.
•
Verify references and current licensure by telephone, followed by written reference requests.
•
Require all candidates to pass a background investigation coordinated with the client.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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•
Require all candidates to visit an institution to take a pre‐employment drug screen prior to a formal
employment decision.
•
Establish a full credential file for each new hire with copies maintained onsite for line staff and at
Corizon’s Human Resources Office for management staff.
3. Regionalized Recruiters Dedicated to the Tennessee Market
Corizon’s Human Resources Department is comprised of 11 recruiting professionals, each assigned to
geographic sections of the United States. This allows each recruiter to become an expert in the state or
area to which he/she is assigned, while drawing on a larger base of specialized experience in the
recruitment of correctional healthcare professionals. By regionalizing our recruiting effort, our recruiters
become thoroughly familiar with the employment conditions of their assigned state or region, the
average wage ranges of the assigned area. By regionalizing our expertise, we better compete in those
areas where nursing and physician shortages may affect our ability to staff our programs at the high
level Corizon sets as our standard. The recruiters dedicated to Tennessee are Erica Wood
(Physicians/Dentists) and Ellen Anderson (Healthcare Recruiter).
4. Recruiting Technology and Aggressive Compensation Practices
Corizon makes every effort to ensure a quality workforce of dedicated professionals. Our dedicated
Regional Human Resources representative will have access to corporate resources and the creative
recruiting techniques and technology necessary to attract and retain the best talent for TDOC.
Sophisticated compensation practices are necessary to establish competitive wage and benefit
strategies allowing our recruiting staff to effectively hire nurses, physicians, and ancillary healthcare
professionals.
To achieve these results, our corporate recruiting process includes:
•
A dedicated staff – three employee recruiters, six physician recruiters, and two management
recruiters;
•
Dedicated administrative resources – focused on credentialing and drug testing;
•
Extensive online recruitment advertising – utilizing Corizon’s proprietary internet site, health care
niche sites, correctional health care association sites and general job sites such as Career Builder. All
Corizon career opportunities are optimized on all major search engines to increase marketability and
visibility;
•
Salary surveys, conducted by our compensation department, to ensure competitive wages in the
local market;
•
Timely response to changing markets and seasonal and cyclical workforce demands by continuous
review and planning; and,
•
Frequent participation in local community and nationwide charitable events across the company.
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5. Applicant Tracking System
Corizon corporate support includes the addition of eRecruit, a
sophisticated Applicant Tracking System (ATS) where positions are posted
and activity tracked in real time. Corizon’s management team for TDOC
will continue to have access to the system for reporting purposes.
Responsibility for ATS data management lies with Corizon’s recruiting
department, ensuring the appropriate positioning on the web and tracking
of the responses to monitor and report best practices. The tracking
system also allows our recruiters access to a database of new talent
applicant flow and provides a stable and secure portal to ensure that all
leads are thoroughly investigated and the results of the contact are
reported.
Corizon has also developed a comprehensive on‐boarding process for site
administrators and nursing leadership which includes formal training
sessions within the corporate and operational headquarters. This training,
coupled with on‐the‐job training by their direct leadership team and a
one‐on‐one mentoring program, has led to increases in incumbent job
satisfaction and retention. With the use of eRecruit, we will make the
transition of previous state employees and all other potential new
candidates as seamless as possible while minimizing extraneous
paperwork through implementation of an electronic application and on‐
boarding process.
A.10.a. Pre‐Employment Screening (pro forma Contract pg.18)
Employer of Choice
What Our Team Is
Saying……….
Corizon’s greatest asset is its
employee focused approach.
Corizon sincerely ensures that
they are the employer of
choice. Employees are
compensated fairly, routinely
promoted, and well taken
care of within the company.
Management consistently
promotes a team approach, &
makes all members feel
valued.
–Natalie McDonald
RN, Nurse Administrator,
TCIX‐Annex
Employee since 2010
●
●
●
When hiring personnel for our healthcare contracts, Corizon chooses only those candidates who possess
the best qualifications for the job, seem the best fit for the correctional facility, and successfully pass a
background investigation and pre‐employment drug screen. Because of these interviewing and
screening processes, Corizon feels our personnel are well equipped to provide excellent care for the
TDOC, while observing contractual requirements and State regulations.
Corizon’s pre‐employment screening for the TDOC includes, at minimum, the following:
•
Current licensure/certification verification (unrestricted);
•
Health screening to ensure absence of communicable disease; and
•
Drug testing.
A.10.b. Background Investigations (pro forma Contract pg.18)
For the good of our clients and safety of our other personnel, Corizon performs extensive background
investigations on prospective health staff prior to employment. This ensures all Corizon mental health
professionals and ancillary staff members are in good standing and are qualified to perform the job for
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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PAGE 179
which they were hired. For the TDOC mental health services contract, Corizon will comply with all RFP
and contract requirements concerning background investigations, including electronic fingerprinting in
accordance with procedures established by the Commissioner.
Corizon will not hire ex‐felons or relatives of currently incarcerated felons. Corizon’s thorough criminal
and employment histories for the TDOC will go back a minimum of five years, and will be available to the
State upon request. A “Criminal History Request” from the National Crime Information Center (NCIC) will
be immediately prompted and completed for each individual hired to work at a TDOC institution. In
order to verify the Criminal History Request has been initiated, Corizon will forward this request to the
State and process it in accordance with procedures established by the Commissioner of the TDOC.
Corizon understands that in no instance will an employee be allowed to begin work in a facility until the
NCIC check has been completed; however, the employee may participate in pre‐service training while
the check is in process. A prospective Corizon/TDOC healthcare professional will not be further
considered for employment at the TDOC until after the State has notified Corizon whether or not the
employee is cleared. The criminal history obtained from NCIC or FBI will be used by Corizon solely for
the purpose requested, and will not be disseminated outside the TDOC or the affected employee.
A.10.c. Personnel Files (pro forma Contract pg.19)
Personnel files of all Corizon employees and independent contractors will continue to be on file at the
appropriate TDOC facility. The files will be available to the facility Warden or designee upon request and
will include no less than the following:
•
Recruiting/hiring:
Employment application
References in a sealed confidential envelope
License verification
Certificate verification
CPR certificate
Copy of the welcome/offer letter
•
Site orientation:
Signed and dated job description
Time and attendance policy acknowledgement
PRN working agreement, if applicable
Federal withholding (W4) form
State withholding form, if applicable
Copy of the benefits enrollment form
Copy of the beneficiary enrollment form
•
Annual information:
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Performance evaluation(s)
License(s)/certification(s) verification
A.10.d. Bilingual Personnel (pro forma Contract pg.19)
Corizon is committed to meeting the needs of our clients by providing quality healthcare for all inmates.
We realize our clients are oftentimes faced with the challenge of providing healthcare for ethnically
diverse, multi‐lingual prison populations. Because effective communication is essential during patient
assessment, it is fundamental that healthcare personnel have access to language interpretation services
to assist in the treatment of inmate patients whose command of English impedes genuine two‐way
communication. Although our goal is always to have bilingual staff onsite, when that is not possible, we
employ the services of Cyracom™, an interpretation service. The interpretation capabilities of Cyracom
allow Corizon staff members to effectively communicate with, diagnose, and treat offenders regardless
of their native language. Many Corizon forms and educational handouts are provided in both English and
Spanish.
A.10.e. Employee Uniforms (pro forma Contract pg.19)
All Corizon TDOC personnel are required to comply with TDOC uniform
policy. Corizon will ensure all staff has appropriate uniforms based on this
policy.
A.10.f.1‐2. Approval of Key Staff (pro forma Contract pg.19)
Corizon understands that the State reserves the right to approve or
disapprove individuals or business entities Corizon seeks to utilize.
However, Corizon’s successful recruiting and extensive credentialing
process will ensure the TDOC receives the healthcare expertise of highly
qualified, compatible health staff. Our process will include interviews of key
prospective Corizon/TDOC employees with the Director of Clinical Services
prior to the employee’s contract assignment. We understand that written
State approval for the following must be obtained prior to employee
contract assignment:
•
Our personnel with overall responsibility for this contract (Regional
Vice President)
•
Corizon will consult the State for input and recommendations before
hiring, dismissing, or changing a location of a physician or site health
administrator.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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Employer of Choice
What Our Team Is
Saying……….
There are several areas that
set Corizon apart as the
absolute best in class for
provision of quality cost‐
effective healthcare to those
in their chare. The orientation
and training curriculum for
every new employee
encompasses Corizon’s,
Vision, Mission and Values
and provides opportunities
for mentoring partnerships
and shadowing experiences
with those who perform and
excel at their respective
arenas.
–Helen Sneed
HSA, TPW
Employee since 2011
●
●
●
A.10.g. Employee Orientation and Training (pro forma Contract pg.19)
Corizon has created an extensive correctional healthcare orientation and training program that is
unrivaled by any other correctional healthcare provider.
Corizon has dedicated Training, Clinical Services, and Medical Affairs departments run by
professionals who are recognized leaders in their fields, and as such, are frequently requested by
national organizations to provide training or education specifically in correctional healthcare.
Corizon will continue to provide a comprehensive orientation program for new staff at TDOC. Our
orientation includes a review of the policies and procedures, nursing encounter tools and manuals for
TDOC, basics of working in a prison and review of the limits of the scope of responsibility based on
competence and licensure/certification requirements.
In addition to Corizon’s orientation and training programs, we will require all full‐time employees to
participate in the TDOC’s pre‐service training program regarding State policies and procedures, and
security considerations as defined in TDOC policy. Corizon understands that TDOC employees who
transition to Corizon and Corizon employees who transition to Corizon are exempt from this
requirement providing the aforementioned transition takes place in the same institution where they are
currently working.
Please refer to the following sections Corizon’s written plan for orientation and staff
development/training.
A.10.g.1. General Requirements (pro forma Contract pg.19)
Corizon believes strongly in the development of our staff in all facets of their responsibilities. As a result,
job descriptions, roles, and accountability within the correctional health care setting are all discussed
thoroughly with each newly hired staff member. Additionally, contractual obligations and security
concerns are covered during our orientation programs. Our policies, procedures, and training materials
will reference the guidelines, directives, and policies of NCCHC, ACA and the TDOC.
Corizon personnel receive a written plan for orientation and staff development/training customized to
their position and scope of practice. Each employee is tracked through our Human Resources
Information System (HRIS) to govern compliance with completing orientation programs and annual
obligations of training. We also track and report monthly completion of employee participation in
monthly in‐service and training events. Evidence of the successful completion of competency training is
accessible in the credentialing files of all licensed personnel and of all personnel working under the
license of professional personnel.
Corizon has created an extensive correctional healthcare orientation and training program that is
unrivaled by any other correctional healthcare provider. Corizon uses in‐person training, web‐based
education, and written materials and manuals.
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The following pages address, in detail, Corizon’s approach to training and developing Corizon personnel.
Our training efforts include the following program elements:
•
Corizon Personnel Orientation (pages 183‐184);
•
Nurse Training and Education Program (pages 184‐185);
•
Staff Competency Verification (pages 185‐186);
•
Continuing Education (pages 186‐187);
•
B.A.S.I.C. Training Program for HSAs and DONs (pages 187‐188);
•
Corizon’s Practitioner On‐boarding Program (pages 188‐189);
•
On‐line training (Corizon Learning Management System) (pages 189‐190).
Contractor will continue to be responsible for salaries/wages and travel expenses of its employees while
in training. Corizon understands that the State will waive orientation for the Corizon’s employees who
have completed TDOC’s orientation within the preceding two years as TDOC employees or employees of
a predecessor contractor and are assigned to the same institution. Each year thereafter, Corizon will
provide a minimum of 40 additional hours of job‐related training for all employees. The training will
include, at a minimum, eight (8) hours of update training on TDOC policies and emergency response
procedures/CPR.
Corizon Personnel Orientation
Corizon’s orientation program begins with our extensive two‐part New Employee Orientation (NEO)
program. The orientation program includes: a review of Department Policies and Procedures (P&P) and
how to access Department P&P manuals; Electronic Medical Record (EMR) Training; HIPAA /
Confidentiality Training; CPR Training; a review of the basics of working in a jail setting; and a review of
the limits of the scope of responsibility.
Part one of the Corizon orientation program is presented to all employees, and consists of institution
and human resources issues (business conduct, sexual harassment, etc.), safety issues, and working in a
corrections institution (handling inmate manipulation, professionalism, confidentiality, etc.)
Corizon requires that our New Employee Orientation Manual I (NEO I) be completed by all employees
within 14 days of their employment start date. NEO I components include:
•
Corizon Code of Conduct and Ethics
-
Confidentiality
-
Protection and use of company property
-
Compliance with rules, laws and regulations
•
Emergency or unusual situations;
•
Employee safety;
•
Review of Corizon’s Policy and Procedures Manual;
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•
EMR training, if applicable;
•
HIPAA / confidentiality training;
•
Hazardous communications;
•
Human resources policies and procedures;
•
Drug‐Free Workplace training;
•
Post‐exposure prophylaxis; and
•
Timekeeping.
Nurse Training and Education Program
Corizon understands the important role nursing plays in the correctional health care setting. Nurses are
the eyes and ears of the program providing care around the clock on a daily basis. It is imperative that
each nurse is properly selected, trained (initially and continually), and provided supervision and
leadership during their daily activities.
Corizon has an established Corporate Nursing Department led by our Chief Nursing Officer, Becky
Pinney. This department works with other Corizon departments to ensure sufficient and qualified
nursing staff is in place to deliver services in each of our contracted facilities.
We believe the process of ensuring our nurses’ qualifications begins at the time of recruitment and
interviews. Efforts are made at the time of hire to provide sufficient information about correctional
nursing to ensure the candidate fully understands the environment in which they will be working and
that they have the proper credentials and clinical experience to be successful within our organization.
We are fully aware that ineffective hiring practices result in increased turnover of nursing staff which
affects the performance of the clinical program at the involved facility.
The Corizon nurse training program begins with the on‐boarding process. The program focuses on the
core competencies and skills necessary for success as a correctional nurse. Nurses are presented
important information regarding their role in the correctional health care program and how to be
successful in their new role. This information is presented in a carefully written program called our New
Employee Orientation Manual II (NEO II). This manual was developed for Corizon clinicians.
In addition to the NEO II program, nurses are provided an orientation program that focuses on key
clinical skills and tasks such as physical assessment, medication administration and control,
documentation and emergency response skills.
NEO II, structured for nursing and other clinical staff, consists of modules covering a comprehensive
array of clinical topics, including:
•
Ancillary Health Services
•
Behavioral Health Services
•
Chronic Illness
•
Clinical Communications‐SBAR
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 184
•
Controlled Drug Documentation & Accountability
•
Documentation & Medical Records
•
Emergency Care
•
Infirmary Care
•
Intake Health Screening & Transfers
•
Medication Administration & Documentation
•
Nursing Assessment protocols
•
Physical Exams & TB Skin Testing
•
Segregation & Special Housing
•
Sharps Safety
•
Sick Call
•
Situations Requiring Special Procedures
•
Substance Abuse Withdrawal
•
Suicide Prevention
•
Tool & Sharp Control
•
Utilization Management
For the clinical staff, there is a time limit of
30 days from the start of employment to
complete their basic orientation and NEO II
training manual. Full completion of a
preceptor‐guided orientation varies based
on individual needs. There is a standard 90‐
day probationary period that can be
extended to 150 days, if needed, to fully
ensure a proper orientation and training of
each new staff member.
Effective
Recruitment
Nurse
Candidate
Screening
Continuing
Education
Nursing
Preformance
Based Training
& Education
Effective
Interviewing
Approaches
Structured
Supervision
Focused
On‐Boarding
Staff Competency Verification
To ensure each member of the nursing staff has the basic competencies required in a corrections
environment, 11 core competencies have been identified by our nursing leadership. As a result, skills
verification forms were developed by Clinical Education and Training. Annually, each RN or LPN must
physically demonstrate his or her ability to appropriately carry out each of the 11 competencies and
have that demonstration verified in writing by a subject matter expert (DON or designee). This
documentation is maintained in the employee’s training file and is also sent to Corizon’s Senior
Manager, Clinical Education and Training for centralized tracking. The competencies are:
•
Obtaining a Blood Pressure Reading;
•
Crutch Fitting and Crutch Walking;
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 185
•
Placement and Management of IV Infusion;
•
Obtaining a Peak Expiratory Flow Rate Measurement;
•
Performing a Basic Respiratory Examination;
•
Obtaining and Recoding a Snellen Chart for Visual Acuity;
•
Placement of a Cervical Collar;
•
Obtaining and Reporting an EKG;
•
Placement and Management of Oxygen Therapy;
•
Obtaining and Preparing Laboratory Samples; and
•
Placing and Reading a TB Skin Test.
In addition to initial orientation, each nurse is provided on‐going educational opportunities through a
program planned and coordinated between the Corizon Nursing and Training Departments.
Training is developed based on the current body of nursing knowledge and information gathered
through our Quality Improvement and Sentinel Event Programs. It is imperative that nursing leadership
at each of our contracted sites is aware of nurse performance and clinical decision‐making based on a
review of their work through the Corizon Quality Improvement Program. This review quickly identifies
performance needs as well as areas of best practice that can be shared with others at the facility.
Continuing Education
Monthly continuing education materials are provided for each nurse with topics focused on clinical
issues commonly encountered in their daily work activities and those areas where focus is needed.
Corizon’s Clinical Education Council is accredited by the California Board of Nursing as an Approved
Provider of Nursing Continuing Education programs. The Corizon CEU library includes training modules
for the following topics:
•
MRSA in Correctional Settings
•
Nursing Documentation
•
Corrections Nursing – The Corrections Environment
•
Improving Interdisciplinary Clinical Communications – SBAR
•
Nursing Emergency Care
•
Red Flags of Neurology
•
Corrections Nursing—What Makes Corrections Special
•
Diabetes Update
•
Managing Chest Pain
•
Nursing Ethics and Corrections
•
Corrections Nursing—Psychiatric Nursing Issues
•
Dental Screening and Emergencies
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 186
In addition, on‐site nurse managers receive training materials that can be used in daily encounters with
staff through planned training sessions or as a part of staff meetings. These materials focus on
emergency response situations and patient safety topics. Each nurse is also required to complete annual
training on topics such as suicide prevention, employee safety, medication administration, narcotic
control, infection control, HIPAA and corporate compliance and ethics.
Corizon’s comprehensive monthly continuing education program allows nursing and provider staff to
accrue CE contact hours toward re‐licensing requirements at no charge. All Corizon staff is able to use
the program to accrue training hours for accreditation requirements with no out of pocket expense. The
program is tracked at the corporate level to verify participation.
B.A.S.I.C. Training Program for HSAs and DONs
(Behaviors, Accountabilities, Systems and Information for Corizon)
Corizon knows that, ultimately, our success depends on the strength of
our culture and our ability to hire, retain, and develop the best
management talent. We have a vested interest in the success of our
managers and support these individuals’ efforts throughout their
Corizon career.
Corizon is also committed to training and developing our front line
operations leaders. All newly hired or promoted Health Services
Administrators, and Directors of Nursing (as well as other key leaders) particpate in our comprehensive
Behaviors, Accountabilities, Systems and Information (B.A.S.I.C.) Training Program. This program focuses
on three integral elements of the correctional health care management function:
1. Providing quality patient care;
2. Leading people effectively; and,
3. Managing costs appropriately.
The B.A.S.I.C. Training Program provides information critical to each Corizon team member’s success
through a variety of curricula using a blended learning approach. Corizon’s instructors and mentors are
committed to meeting the professional needs of the Corizon clinical management team by sharing their
professional knowledge throughout the on‐boarding process. This comprehensive learning approach
includes:
•
Manager guidance;
•
Mentoring;
•
Self‐study;
•
Online learning;
•
WebEx instruction; and,
•
Instructor‐led training.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 187
Our program is focused on four main areas:
•
Leadership;
•
Management;
•
Technical; and,
•
Clinical.
Corizon Practitioner On‐boarding Program
Corizon has established industry standards in physician orientation and training. Our Practitioner On‐
boarding Program is specific to a number of physician leadership positions as well as full‐time, part‐time
physicians and physician extenders. Corizon’s on‐boarding program goals are in accordance with the
mission of the Centers for Medicaid and Medicare Innovation:
•
Better healthcare by improving all aspects of patient care, including Safety, Effectiveness, Patient‐
Centeredness, Timeliness, Efficiency, and Equity (the domains of quality in patient care as defined by
the Institute of Medicine).
•
Better health by encouraging healthier lifestyles in the entire population, including increased
physical activity, better nutrition, avoidance of behavioral risks, and wider use of preventative care.
•
Lower costs through improvement by promoting preventative medicine, improved coordination of
healthcare services, and by reducing waste and inefficiencies. These efforts will reduce the national
cost of healthcare and lower out‐of‐pocket expenses for all Medicare, Medicaid, and CHIP
beneficiaries.
The following six goals are addressed in Corizon’s Practitioner On‐boarding Program:
•
Recruiting;
•
Shaping the practice of Correctional Medicine (“Shape the Force”);
•
Retention;
•
Patient safety;
•
The provision of quality care; and,
• The merits of expanding the practitioner pool.
Through the Practitioner On‐boarding Program, Corizon aspires to develop staff into advocates for
correctional medicine. Everyone becomes a mentor – but the practitioner cannot become a mentor until
they have been mentored themselves. Our plan is to establish a well‐codified network for mentoring,
support and coaching within our TDOC contract.
The three stages of our on‐boarding program for this contract will begin with recruiting and will carry
forward for the first 90 days of employment with Corizon. After Stage Three, ongoing training and
education will help us ensure consistent standardize practices.
Stage One: Prior to offer of employment – A checklist at the recruiter level is completed prior to the
candidate being forwarded to the regional office for consideration.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 188
Stage Two: Begins prior to final offer through beginning Point of Care practice.
Stage Three: Can begin during Phase Two and will be On‐going through the first 90 days.
The Corizon LMS (Learning Management System)
Corizon supports our TDOC contract with two distinct on‐line learning management systems; our
eLearning LMS and Field Management LMS.
Corizon also has an Internet program
available for nurses, providers, dental staff,
and pharmacy staff at www.corizonlms.com
(screenshot below). These on‐line courses are
all accredited by nationally recognized
organizations for CE credit. The program is
provided at no cost to the staff and allows
them to perform the course, complete their
testing and print their certificate of
completion on any Internet‐capable
computer. This program has a tracking
capability that allows site management access
to track completion of courses by their staff.
Corizon supports our on‐site programs with a
specifically designed and customized Learning
Management System (LMS). The Corizon LMS
ensures all staff members have complete access to the latest material necessary to be successful on the
job 24 hours a day, seven days a week. With over 200 courses available, our on‐site managers and field
staff across the county have instant access to our New Employee Orientation I Program, Continuing
Education (CE) Credits (over 100), and numerous software and proprietary applications training courses.
An industry first for private correctional health care providers, the Corizon LMS allows us to leverage the
power of the Internet to deliver comprehensive professional development instruction to our
management and field employees throughout the country.
Utilizing LMS technology, Corizon can connect, inform, and educate our geographically dispersed
workforce using a single, integrated on‐line training and communication platform. Through a
partnership with leading e‐learning provider, Oracle and their Learn Cloud Service, Corizon is able to
provide a wealth of course material on topics such as Coaching, Communicating with Power, Leading
Teams and Problem Solving Through Productive Thinking and more than 150 Microsoft Office
application courses.
Corizon LMS users may take the courses at their own pace and at a time that is most convenient for
them. Students are tested on their comprehension of many subjects, thus identifying precise strengths
and areas for improvement. Managers can then track the completion and comprehension rates of
learners and use such data to aid in the development of future training programs.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 189
LMS Curriculum
Currently, over 300 different courses are available on a variety of professional development topics. In
addition, this unique learning solution enables Corizon subject and instructional experts to create
customized content unique to the correctional health care field and proprietary company technologies.
Such topics have included our Business Management Application and Employee Safety in a Correctional
Healthcare Setting. Our instructional designers continually monitor the evolving educational needs of
our diverse workforce and will develop future study modules to best address these professional
development areas.
All course content featured in this interactive learning system is designed to measure ability within four
key areas:
1. Leadership and Influence,
2. Problem Solving and Planning,
3. Relationship Skills, and
4. Process and Outcome Management.
The Corizon LMS curriculum and customizable Learning Plans are designed to empower employees to
take charge of their personal training programs. Each course is self‐paced and can take from 30‐120
minutes to complete. Students may start and stop the courses at any time, saving their place in the
process. Employees can chart their progress in the system and view a record of courses completed,
along with any applicable test scores.
Through our orientation programs, focused management, clinical curriculum and access to ongoing
training/development, Corizon clearly demonstrates its commitment to providing employees with a
work environment conducive to growth, development and well‐being.
A.10.h.2. Staff Training Curriculum (pro forma Contract pg.19)
Corizon will submit our proposed training curriculum within the first 60 days of the new contract for
approval by the State. A sample training scheduled has been provided below for the reader’s review.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 190
Sample Training Schedules
Although our training curriculum changes from year to year according to the developmental needs of
staff and the ever‐changing landscape of correctional healthcare, the following table provides an
example of Corizon’s annual training schedule.
January
February
March
April
Medical
Medical
Medical
Medical
Mandatory
Mandatory
Mandatory
Mandatory
Controlled
Substances
Accountability
Sharps Safety
Device Training
Hazardous Waste
Disposal
Annual Emergency
Preparedness
Training including
Equipment and Mock
Drills
TDOC staff
TDOC staff
TDOC staff
TDOC staff
Intakes/Transfers
Site Need
Heat Illness/Heat
Stroke
Burns/Treatment
MAY
JUNE
JULY
AUGUST
Medical
Medical
Medical
Medical
Mandatory
Mandatory
Mandatory
Mandatory
Employee Safety
DVD
Medication
Administration and
Documentation
Corporate
Compliance/Sexual
and General
Harassment
Annual Infection
Control in‐service to
include BBP, TB, PEP,
Sharps Safety
TDOC staff
TDOC staff
TDOC staff
TDOC staff
Safety in the
Workplace
Safety/Sanitation
Environmental Surveys
Hazardous Waste
Disposal
HIV‐BBP
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
Medical
Medical
Medical
Medical
Mandatory
Mandatory
Mandatory
Mandatory
Suicide
Prevention
TB Video/Presentation
Recognizing Acute
Manifestations of
Chronic Disease
Substance
Abuse/Stress
Management
TDOC staff
TDOC staff
TDOC staff
TDOC staff
Suicide
Prevention
TB Video/Presentation
Recognizing Acute
Manifestations of
Chronic Disease
Substance Abuse
Please note, “Medical” refers to Corizon onsite medical health clinical staff, and includes positions such
as our Health Services Administrator, Director of Nursing, nursing personnel to include registered
nurses, licensed practical nurses, nurse practitioners, etc. “TDOC” refers to TDOC security personnel.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 191
A.10.h.3. In‐Service Training (pro forma Contract pg.19)
Corizon‘s in‐service and continuing education training programs are continually refined to address the
needs of the correctional healthcare professional. Corizon makes the following educational programs, at
a minimum, available to healthcare personnel at each of our contracted facilities. Each of the following
programs was developed by Corizon’s Talent Management/Organization Development Department. This
department oversees the development and ongoing implementation of clinical staff and inmate
education programming using accepted national and community standards.
Example Topics/Corizon’s In‐service Education Program
Communicable diseases including HIV/AIDS,
hepatitis, MRSA, and tuberculosis
Recognition of the symptoms of mental illness
and chemical dependency
Accurate and legal documentation
Suicide prevention and precautions
AED use
Emergency medical treatment
First aid, CPR, and use of emergency
equipment
Keep‐on‐person (KOP) medication and
medication administration guidelines
Delegation
Stress management techniques
Medication administration
Handling inmate manipulation
Intake Screening
Infirmary Care
Response to healthcare emergency or
disaster
Clinical communication
Standard Universal Precautions
It is important to note that Corizon’s training curriculum changes from year‐to‐year according to the
developmental needs of staff and the ever‐changing landscape of correctional healthcare.
Medical Library
Corizon’s reference libraries consist of both hard copy and online reference materials. The literature
available in the medical library at each center will include:
•
Drug Facts and Comparisons: This book contains up‐to‐date, comprehensive information on over
22,000 Rx and almost 6,000 OTC items grouped by therapeutic category for ease of comparison. The
book answers questions about; actions, indications and contraindications; warnings and
precautions; interactions between drugs; adverse reactions; administration, dosage, and over‐
dosage. Comparisons are provided drug‐to‐drug; different dosage forms and name brands are
compared to name brands and to generics.
•
ACA and NCCHC Standards Manual: This manual outlines the NCCHC’s nationally recognized
standards developed to provide guidance in establishing and maintaining constitutionally acceptable
correctional health services systems. Compliance indicators articulate expected outcomes in nine
areas: governance and administration, environmental safety, personnel and training, healthcare
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 192
services and support, offender care and treatment, health promotion, special health needs, health
records and medical‐legal issues.
•
Physicians Drug Reference: This up‐to‐the minute reference book gives information on the latest
remedies for arthritis, asthma, depression, diabetes, and more.
•
The Merck Manual: The Merck Manual has been a standard medical reference source for over 100
years. A detailed table of contents list 25 sections divided into chapters. There are color diagrams of
relevant anatomy as well as an eight‐page insert of anatomical charts. A series of appendices
contains information on weights and measures, common tests, generic and trade names of drugs,
and resources for referrals.
•
Taber’s Cyclopedic Medical Dictionary: This manual provides students, nurses, and health
professionals with the definitions and information they need to provide superior care for offenders.
•
Nursing Drug Handbook: This reference manual has been the best‐selling nursing drug handbook for
28 years. Organized by therapeutic class, Nursing 2010 Drug Handbook provides quick access to
current, accurate information on over 1,000 generic and 3,500 brand‐name drugs.
•
Saunders Manual of Medical Practice: The new edition provides the latest, essential information on
the symptoms, diseases, treatments, and procedures most commonly encountered in everyday
practice. It features step‐by‐step clinical guidance for more than 320 common diseases and
disorders, as well as explicit guidelines for over 60 office procedures. An organ‐system organization,
extensive alphabetical index, and cross references within the individual chapters make the
information easy to find.
•
Games Criminals Play: This resource exposes how criminals try to control the behavior of
correctional personnel.
•
Nursing Interventions and Clinical Skills: This text provides a complete coverage of basic,
intermediate, and advanced skills in a streamlined, visually‐oriented format.
In addition to hard copy resources, the Corizon Clinical Services Department houses a number of videos
and DVDs available for checkout to all Corizon sites. The videos are an excellent source of additional
training on such topics as: safety and security training, assessment skills, suicide prevention, MRSA,
tuberculosis and many other topics related to the delivery of healthcare in the correctional
environment. Corizon employees can conveniently check out these videos on‐line from the Corizon
Intranet under the Clinical Services Department web page. Examples of available videos are:
•
Balancing Medical Issues and Security Needs
•
Being Aware of the Con Game
•
Security Issues for Non‐Security Staff
•
Offender Con Games: A New Look at an Old Problem
•
Performing Head to Toe Assessment
•
Performing Cardiac Assessment
•
Preventing Medication Errors
•
Tuberculosis: A Healthcare Challenge
•
Antipsychotic Medications In Corrections
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 193
•
Suicide Prevention: A Proactive Solution
A.10.h.4.a‐g Training of Other Staff (pro forma Contract pg.20)
With the TDOC’s approval, Corizon will deliver a training program at each institution for all non‐
healthcare staff; this training will consist of four hours of classroom time annually. Our training session
will address a variety of topics necessary for the health and safety of the officers and prompt medical
and mental health treatment of inmates. The goals of our Security Staff Education Program will be to
train officers to:
•
Identify inmates requiring immediate medical or mental health attention;
•
Recognize symptoms of conditions requiring referral to medical or mental health professionals; and
•
Take appropriate steps when triaging and obtaining medical or mental health services for an inmate
in an urgent or emergent situation.
Our medical and mental health training for officers will encompass the following topics.
Safety and Healthy Lifestyle
•
Administering First Aid;
•
BLS/AED Resuscitation;
•
Smoking Cessation;
•
Stress Management;
•
Communicable Disease Prevention; and
•
Blood borne Pathogen Exposure Control (in compliance with the
Blood Borne Pathogen Exposure Control Plan).
Employer of Choice
What Our Team Is
Saying……….
I like working in the
correctional environment
because I believe holistically
that we are serving an
underserved population and
providing, often times, the
best healthcare to the
patient’s they have ever
received.
Mental Health Conditions
•
Recognizing and Dealing with Signs and Symptoms of:
Mental Health Emergencies;
Mental Illness;
Chemical Dependency;
Mental Retardation;
Psychological Trauma; and
•
Acute and Chronic Serious Functional Impairments.
Suicide Prevention and Management
Recognizing Suicidal Behavior; and
Policies and Protocols for Suicide Prevention.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 194
–Helen Sneed
HSA, TPW
Employee since 2011
●
●
●
Medical Conditions
•
Need for Emergency Treatment;
•
Acute Manifestations of Chronic Illnesses;
Diabetes;
Cardiovascular Disease; and
Asthma.
•
Chronic Medical and Disabling Conditions;
•
Change in Mental Status; and
• Medication Administration and Side Effects.
Corizon will include any additional topics the TDOC deems appropriate and necessary.
Development of Correctional Officer Briefings (COBS)
To ensure our ability to provide our clients with
the resources they need to support suicide
prevention efforts, Corizon recently organized a
task force for the purpose of developing
educational tools and resources. The task force
consisted of nurses, Health Service
Administrators, psychiatrists, a Training and
Education Director, a Chief Medical Director, and
numerous Medical Directors. One of tools that
resulted from this task force was our Correctional
Officer Briefings (COBS). COBSs are designed to
help correctional officers identify offenders that
may need to be referred to mental health as well
as offer specific information about management
strategies and the signs and symptoms of mental
illness. Examples of COBS are as follows:
•
Major Depression;
•
Bipolar Disorder;
•
Anxiety Disorder;
•
Schizophrenia;
•
Self‐Injurious Behavior;
•
Suicide Prevention; and,
•
Anger Management.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 195
Corizon considers the development of COBS an ongoing project. Our library of COBS will continue to
grow as educational needs are identified and new information becomes available. Our clients have
found COBS a valuable tool in support of our comprehensive suicide prevention program.
A.11. Medical Staff Credentialing (pro forma Contract pg.20)
Corizon has a written policy and procedure for the credentialing process. We will work with the State to
refine our procedures for TDOC, and will submit them in writing to the State for approval within thirty
(30) days of contract execution.
Corizon will provide the TDOC with access to and may copy the credentialing records. Upon expiration or
termination of Corizon’s contract with the TDOC, these credentialing files will become the property of
the State. Corizon understands representatives of the State may conduct periodic audits of our
credentialing files, which will be maintained in our Tennessee Regional Office. Each credential file will
contain, at a minimum, the following documents:
•
Copy of current Tennessee license to practice medicine or surgery;
•
Copy of application for initial or renewal registration;
•
Copy of Drug Enforcement Administration (DEA) registration;
•
Evidence of malpractice insurance with claims and/or pending lawsuits;
•
Copies of verified medical education including internship, residency and fellowship programs, and
specialty certification(s);
•
Copy of current BCLS or CPR certification (certification must be achieved prior to the individual
providing services at any TDOC institution);
•
Employment history;
•
Evidence of reasonable inquiry into employment history with emphasis on assessment of clinical
skills;
•
Signed release of information form; and
•
Information regarding any criminal proceedings.
The Corizon Approach to Credentialing
Corizon will continue to employ only qualified, licensed professionals to deliver health care and
professional services for our TDOC contract.
We have, in place, a full credential file for each new hire with copies maintained onsite for line staff
and at Corizon’s corporate headquarters for management staff.
We will continue to ensure that all personnel are licensed in the State of Tennessee as required by
their job duties.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 196
For our TDOC contract, Corizon will continue to only employ those persons who have appropriate full
and unrestricted Tennessee licensure or certification in good standing and who have provided
documentation of past health care experience to Corizon Credentialing professionals.
Our recruiting and credentialing employees perform an initial credentialing process prior to hire, and
routine maintenance updates and ongoing monitoring are performed to ensure continued compliance.
Corizon employs only those persons maintaining the proper training, licenses, and registrations
necessary to provide services in Tennessee.
All Corizon physicians must satisfy certain threshold indicators to be considered for hire. Our team
approach to credentialing ensures a thorough review of each applicant. A Corizon Senior Credential
Coordinator is responsible for reporting, compiling, and maintaining the credential information. Our
TDOC Regional Medical Director is responsible for confirming the provider’s credential suitability and
the provider's eligibility for employment.
Initial Credential Requirements
All physicians hired to provide clinical services at any facility under contract with Corizon must satisfy
the threshold indicators below. Corizon must receive all applicable documentation. After these
documents are obtained, Regional Medical Director attests to the physician’s suitability by signing and
submitting a Corizon “Credential Approval Document”. Threshold indicators include:
•
A completed Corizon Application and Consent for Release of Information form.
•
Evidence of an active, unrestricted license to practice medicine in Tennessee.
•
Evidence of an active, unrestricted Drug Enforcement Agency Certificate and a state controlled
substance certificate where applicable.
•
Copy of a degree from an accredited North American medical/professional school or a foreign
medical/professional school accredited by the Educational Commission for Foreign Medical
Graduates (ECFMG).
•
A copy of Board Certification by an accredited certification board within the United States or two
letters from practicing physicians in the applicant’s specialty attesting to the applicant’s clinical
skills.
•
Evidence of legal working status in the United States.
•
A statement to Corizon from the applicant attesting to physical, mental, and emotional capability to
provide healthcare services to inmates in correctional institutions.
After these credentials are obtained, the Senior Credential Coordinator obtains “Primary Source
Verification” and queries hospitals in which the independent contractor has had active staff privileges in
the past five years. Then, the Senior Credentialing Coordinator ensures that the provider has current
certification in Basic Life Support/CPR. The provider obtains a self‐query of the National Practitioner
Data Bank (NPDB). This report must be submitted within 45 days of start date.
Physicians will not be hired to perform services if any of the following conditions exist:
•
A previous felony conviction;
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 197
•
History of any criminal or civil penalty for the following offenses:
Violent crime, sexual offense, or crime involving the use of a weapon; or
A crime involving the distribution, sale, or misuse/abuse of narcotics or controlled
substances
•
History within the last two years (applicant will be free of any offense listed for 731 days before
starting clinical activities) of any of the following:
Any crime other than those listed above (excludes summary offenses and minor traffic
violations);
Substance abuse or addiction;
Alcohol abuse or addiction;
Inability to practice medicine;
Loss of medical license or voluntary surrender under threat of suspension, revocation, or
restriction;
Limitation of medical license;
Involuntary surrender of clinical privileges; and,
Inability to obtain professional liability insurance.
Provisional Credentialing (Fast Track)
Because of the nature of correctional medicine, it is at times not possible to make other arrangements in
the event a provider resigns or is otherwise unavailable. Inmates patients cannot go elsewhere for care,
as would be possible for members of a healthcare plan outside of the facility. Therefore, it is necessary
and important for Corizon to provide a rapid method of temporary approval for services by selected
applicants. Providers with clean records are eligible for Fast Track credentialing and may be approved
for interim privileges for up to 60 days. Providers can only be considered for Fast Track credentialing
when applying for the first time. To receive provisional credentials, a provider must present the
following documentation:
•
Completed, dated and signed Application for Corizon Affiliation;
•
Completed Healthcare Practitioner Request for Privileges form;
•
Copy of state‐specific license to practice;
•
Copy of DEA and state controlled substance license if required;
•
Copy of current PLI or malpractice insurance certificate;
•
Copy of CPR/ACLS certification; and,
• Original signed and dated application for PLI.
Our Credentialing Coordinator performs the following verifications:
•
Perform telephone or internet verification of the license and determine if there are any sanctions;
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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•
Determine if a physician’s malpractice insurance is current and meets Corizon/ TDOC’s policy limits;
•
Forward the Corizon employee malpractice insurance application to Corizon’s Legal Department;
•
Verify that the DEA and State controlled substance license are current;
•
Verify that the CPR/ACLS certificate is current and meets state contract requirements; and,
•
Obtain an NPDB report.
Recredentialing
Every three years, in order for a practitioner to remain employed with Corizon, providers must submit or
resubmit a Recredentialing Application Packet. This Recredentialing Packet will contain the provider’s
attestation that he or she has not been convicted of any crime in the past two years, has not been
addicted to alcohol or controlled substances in the past two years, and has not been reported to the
NPDB for any reportable incident.
The Credentialing Coordinator will submit the documentation to our contracted CVO to verify the
following:
•
Medical license(s) which are currently active;
•
Federal DEA certificate and State controlled substance license;
•
Claims history via the NPDB;
•
Board certification;
•
Work history (any gaps of three months or more since the last credentialing); and,
•
Primary hospital affiliation.
Provider Files
Corizon will maintain a file for each provider containing the following information:
•
Current unrestricted license in the State in which the provider will provide healthcare;
•
Current controlled substance license;
•
Current federal DEA certification;
•
Current certification in Cardio Pulmonary Resuscitation (CPR);
•
Renewal of board certification; and,
• Proof of initial and annual suicide prevention education.
Copies of all current nursing and provider licenses will be kept on file.
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Ongoing Monitoring of Credentials
Monitoring the credentials and the clinical work of our providers is an ongoing process, not limited to
initial and triennial review. Our providers are subject to peer review and are reminded routinely that
they are required to report any of the following:
•
Action to suspend or limit their license to practice medicine in any state; or to suspend or limit their
federal DEA certificate, or state‐controlled substance number (if applicable);
•
Actions to revoke, suspend, or limit privileges at a hospital or any medical organization;
•
Criminal conviction;
•
Civil legal proceeding resulting in a penalty or an award of damages;
•
Addiction to drugs, use of unprescribed narcotics, habitual or chronic use of any substance that may
impair judgment;
•
Addiction to alcohol or alcohol use which could impair judgment or interfere with clinical duties;
•
Any situation that could reasonably be expected to hinder the provider’s ability to perform
contracted services in the correctional or clinical work environment; and/or
• Any incident reportable to the NPDB.
Corizon will also enroll each provider in the NPDB’s Continuous Query. This keeps us informed 24 hours
a day, 365 days a year about adverse licensure, privileging, Medicare/Medicaid exclusions, civil and
criminal convictions, and medical malpractice payments of our practitioners. This will be done for the
safety of our patients, TDOC, and Corizon.
A.12. Contract Management (pro forma Contract pg.20)
Corizon’s experience as the healthcare provider to TDOC has allowed us to assemble a staff prepared by
advanced education and experience, equipped to meet the specific needs of this program. Our onsite
management team will continue to be supported through our regional and corporate management
team, including Senior Vice President Tom Voss, Vice President of Operations Dwayne Phillips,
Regional Director Lynn Cole, Statewide Regional Medical Director Dr. Sylvia McQueen, MD, and
Associate Regional Medical Director Dr. Glen Babich, MD.
Corizon understands the State’s recognition of the fact that service issues (facility specific or multiple
facilities) may arise during the course of any contractual agreement. In order to properly facilitate the
services required by the TDOC and to address any such issues
We have chosen key Corizon management personnel to oversee our TDOC contract. Corizon will
maintain, at a minimum, the following personnel, as described in our staffing plan on page 234.
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A.12.a. Administrators (pro forma Contract pg.20)
Corizon is pleased to propose the continuation of our existing management team for our program,
including the following:
•
Dwayne Phillips, RN, Vice President of Operations
•
Lynn Cole, BA, MHA, Regional Director
Mr. Phillips and Ms. Cole will continue to be responsible for working with the State to execute the
transition plan and manage daily operations as outlined in Corizon’s proposal, as approved by the State
Medical Director. Corizon agrees that the administrator(s) position is a full time position and a focus on
this contract is the sole duty of this individual. In the event the administrator is absent, TDOC will be
notified and receive notification of the individual who will perform these function until the
administrator returns.
Please refer to the section titled “Qualification Summaries of Personnel Currently Dedicated to our
TDOC Contract” on pages 50‐54 for biographies for Mr. Phillips and Ms. Cole.
A.12.b. Contractor State Medical Director (pro forma Contract pg.21)
Dr. Sylvia McQueen, MD, CCHP will serve as Corizon’s State Medical Director (Statewide Regional
Medical Director) for our program at TDOC. Our Regional Medical Directors serve as the responsible
health authority by national standards and provide overall supervision for clinical services for the site.
Additionally, our medical directors serve as liaisons for clinical matters with medical providers outside
the system and will be available to provide on call services as needed. Corizon’s expectations for our
medical directors are many. Each Regional Medical Director will:
• Serve as Chairman of the Medical Audit Committee
• Consult with medical providers in the community to resolve issues in delivering services to inmates
• Monitor referrals to outside healthcare facilities for appropriateness, quality, and continuity of care
• Supervise the clinical services provided by the professional and paraprofessional staff
• Annually review and approve clinical protocols, clinical policies and procedures, and medical disaster
plan
• Assist with the development of medical audit criteria
• Provide direction and assistance to the onsite quality assurance program including review and action
on inmate complaints, and infection control
• Serve as discussion leader for selected in‐service training classes
• Attend Pharmacy Therapeutic Committee meetings and other meetings
Our Regional Medical Director will serve as the point of contact and has the authority and responsibility
for resolving clinical issues and overseeing the utilization management and review program.
Additionally, this position will be responsible for assuring that all services covered in this RFP are
delivered in a timely manner consistent with generally accepted standards of medical care with a focus
towards improved outcome measures.
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In coordination with the TDOC Medical Director, our Regional Medical Director will also responsible for
oversight of the state’s medical peer review program. It is expected that this individual will visit all TDOC
institutions and be available to individual institutions when issues arise pertaining to medical treatment
by contract staff and communicate those issues to the TDOC Medical Director.
Additionally, the Regional Medical Director will review hospitalization and specialty consultation
information as determined by and in conjunction with the TDOC Medical Director which may include a
daily discussion of the status of inpatients, contract compliance with review, approval, denial, or
alternative treatment recommendations for specialty consultations by institutional physicians.
Please refer to the section titled “Qualification Summaries of Personnel Currently Dedicated to our
TDOC Contract” on pages 50‐54 for a brief biography for Dr. McQueen.
A.12.c. Continuous Quality Improvement Coordinator (pro forma Contract pg.21)
Karen Mason, RN, CCHP will continue to serve as Corizon’s full‐time Continuous Quality Improvement
Coordinator at the TDOC. Ms. Mason will continue to serve as the point of contact and have the
authority and responsibility for developing and implementing the State’s Continuous Quality
Improvement program (CQI). She will also responsible for overseeing the nursing orientation and
training programs and will assist in the development of clinical guidelines, nursing protocols, and
enhancing quality of the State’s clinical operations. Ms. Mason will work closely with the TDOC Central
Office and may be assigned to a work area and perform duties under the supervision of the TDOC
Director of Nursing. This individual shall visit all facilities frequently to survey the CQI program to assure
compliance with ACA Standards and TDOC policies.
Please refer to the section titled “Qualification Summaries of Personnel Currently Dedicated to our
TDOC Contract” on pages 50‐54 for a brief biography for Ms. Mason.
A.12.d. Infectious Disease Management Coordinator (pro forma Contract pg.21)
Tina Marcy, RN will continue to serve as Corizon’s full‐time Infectious Disease Management Coordinator
at the TDOC responsible for tracking, monitoring, and reporting all data on infection control and
diseases within all facilities. As the Infection Control Coordinator, Ms. Marcy is responsible for the
following:
•
Ensuring that staff is properly trained and that all federal and state regulations/ guidelines are
maintained
•
Working closely with the State’s Health Departments and the TDOC Central Office to enhance the
control of infectious diseases within TDOC facilities.
•
Maintaining a close working relationship with the TDOC Medical Director to assure that Infectious
Disease Management issues are brought to the attention of the Medical Director who is responsible
for Infectious Disease Management and related activities within TDOC.
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Additionally, Corizon understands that Ms. Marcy may be assigned to a work area and perform duties
under the supervision of the TDOC Director of Nursing.
Please refer to the section titled “Qualification Summaries of Personnel Currently Dedicated to our
TDOC Contract” on pages 50‐54 for a brief biography for Ms. Marcy.
A.12.e. State Wide Health Educator (pro forma Contract pg.21)
Jeremy Chase, RN will continue to serve as Corizon’s full‐time Statewide Health Educator assigned to
work in the Central Office. As the Statewide Health Educator, Mr. Chase will continue to be responsible
for the coordination of training for health professionals through direct training and/or identifying
resources within TDOC or other State agencies as directed by the State Medical Director. Corizon
understands that the Statewide Health Educator will be will be approved by the TDOC Medical Director
and Director of Nursing.
Please refer to the section titled “Qualification Summaries of Personnel Currently Dedicated to our
TDOC Contract” on pages 50‐54 for a brief biography for Mr. Chase.
A.12.f. Case Manager (pro forma Contract pg.21)
Corizon will designate a full‐time Case Manager who will be approved by the TDOC Director of Nursing.
Corizon’s Case Manager will work in the TDOC Central Office and will serve as the coordinator for case
management throughout TDOC in conjunction with the institutional case managers. This individual will
be responsible for coordination of transitional services for those individuals leaving TDOC custody and
those who will need clinical services upon release. In addition, this individual will assist with the furlough
coordination for individuals who meet the criteria for furlough and who need an adequate home plan in
order to receive the furlough.
A.12.g. Dental Consultant (pro forma Contract pg.22)
Helen Coleman, DDS will continue to serve as Corizon’s Regional Dental Director (Dental Consultant)
assigned for the TDOC serving as the point of contact having the authority and responsibility of resolving
dental issues. Dr. Coleman will continue to be responsible for assuring that all dental services covered in
this RFP are delivered in a timely manner consistent with generally accepted standards of medical care.
In coordination with the TDOC Medical Director, Dr. Coleman will also be responsible for oversight of
the dental peer review program.
Please refer to the section titled “Qualification Summaries of Personnel Currently Dedicated to our
TDOC Contract” on pages 50‐54 for a brief biography for Dr. Coleman.
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A.12.h. Facility Medical Directors (pro forma Contract pg.22)
Corizon has designated a Medical Director at each TDOC comprehensive site listed in the table below.
These individuals serve as the points of contract, be responsible for, and have the authority to resolve
issues that affect health care delivery, and will devote sufficient time to perform the administrative
responsibilities necessary to deliver services under this contract. Administrative functions will continue
to include, but are not limited to:
•
Supervising primary care providers, identification and oversight of onsite specialty care clinics;
•
Conducting weekly status meetings with the Health Administrators and staff;
•
Providing clinical guidance in the development of policy and procedures;
•
Consulting with the clinical staff on specific case management and treatment and overall care; and
• Participating in monthly continuous quality improvement (CQI) committee meetings.
Facility Medical Directors will participate in regularly scheduled discussions with the TDOC Medical
Director which may be jointly held with the Contractor Medical Director. Additionally, Facility Medical
Directors will bring to the attention of the TDOC Medical Director any issue related to their ability to
provide appropriate medical treatment based on that individual’s clinical judgment.
Please refer to the following table for a list of Corizon’s Facility Medical Directors by TDOC facility.
Facility Medical Directors
TDOC/Corizon Program
Facility
Charles B. Bass Correctional Complex (CBCX)
Lois M. DeBerry Special Needs Facility (DSNF)‐Base and Inpatient
Morgan County Correctional Complex (MCCX)
Mark H. Luttrell Correctional Center (MLCC)
Northeast Correctional Complex (NECX)
Northwest Correctional Complex (NWCX)
Riverbend Maximum Security Institution (RMSI)
Southeastern Tennessee State Regional Correctional Facility (STSRCF)
Turney Center Industrial Complex 1
Turney Center Industrial Annex
Tennessee Prison For Women (TPW)
West Tennessee State Penitentiary (WTSP)
Medical Director
Dr. Inocentes Sator
Dr. Roberta Burns
Dr. Ronald Higgs
Dr. Edmund Lane
Dr. Richard Work
Dr. David Moore
Dr. John Hochberg
Dr. Paul Alexander
Dr. Harold Macmanus
Dr. Otis Campbell
Dr. Otis Campbell
Dr. Leslie Collins
Dr. Larry Anthony
A.12.i. Clinical Pharmacologist (pro forma Contract pg.22)
Tiffany Sarell, PharmD will continue to serve as Corizon’s Regional Clinical Pharmacist dedicated to the
Tennessee contract and available by phone, e‐mail, and on site visitation as indicated by TDOC. This
individual will assist the TDOC Medical Director in the implementation and education of physicians to
improve prescription patterns and additional activities as requested by the State.
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Please refer to the section titled “Qualification Summaries of Personnel Currently Dedicated to our
TDOC Contract” on pages 50‐54for a brief biography for Dr. Coleman.
A.12.j. Advanced Practice Nurse/Physician Assistant for Women’s Transition
Center – Chattanooga (pro forma Contract pg.22)
Corizon will designate a medical provider in the Chattanooga area or a provider from outside of the area
who is willing to go to the Transition Center to assess TDOC female inmates on an as needed basis within
24 hours of the request Monday through Friday. These individuals are medically cleared and need
minimal medical treatment during their time there. Corizon understands that the purpose of this
provider is to avoid transportation of inmates from Chattanooga to Nashville for outpatient treatment
that can be handled locally. This individual will communicate with the Medical Director at the Tennessee
Prison for Woman with the disposition. This provider can be a local physician or a midlevel provider who
is supervised by one of the contractor’s physician staff.
A.13. Quality Improvement (pro forma Contract pg.22)
Corizon will comply with the State’s quality improvement initiatives in accordance with TDOC
policy.
Corizon’s Comprehensive Quality Improvement Program (CQIPI) at TDOC is an organization‐wide
clinical and information‐driven review process.
Our CQIP program is key to enabling us to assess our systems, identify deficiencies/trends, and
drive corrective action plans for improving processes at the site level.
Corizon’s CQIP program is provided in accordance with all TDOC policies and procedures.
CQIP ‐ Process Focus
Corizon’s CQIP program at each TDOC facility is specially tailored to include the performance indicators
identified by the Office of Health Services as important criteria requiring improvement; these indicators
serve as the foundation of our current program.
Corizon is committed to CQIP as both a measure of performance, as well as a method to improve the
quality of healthcare services delivered at the site, regional and corporate levels.
Corizon Survey
The Corizon Survey is a proprietary tool developed to evaluate high volume, high risk processes. Corizon
administers this survey at all of our contracted facilities at least every two years, more often if a site
achieves a score less than 90%. The scope of the Corizon Standards Survey includes the following
healthcare functions:
•
Unit inspection (OSHA, BBP);
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•
Infection Control and Safety;
•
Administrative (Employee Training and Medical files);
•
Access and Continuity of Care;
•
Specialty Care;
•
Chronic Illness/Disease Management;
•
Sick Call (Nurse and Provider);
•
Dental Services;
•
Medication Management, MAR, Contraband and Controlled Substances;
•
Infirmary Care; and,
•
Interviews with Corizon and TDOC administration.
The Corizon Survey tool includes a review of the healthcare delivery system based on NCCHC standards,
as well as other standards such as OSHA, infection control, and administrative requirements. These
activities provide the TDOC confidence in Corizon’s commitment to deliver a successful QCIP
infrastructure that strengthens systems and processes and results in maintaining the overall health and
wellness of the correctional population. The program we currently have in place at TDOC allows our
health care professionals to plan, design, measure, assess, and improve processes at each TDOC facility
related to the following organization‐wide functions.
Patient‐Focused Functions
Patient rights and organizational ethics;
Assessment of patients;
Care of patients; and,
Education; and continuum of care.
Organization Functions
Improving organization performance;
Leadership;
Management of the environment of care;
Management of human resources;
Management of information; and,
Surveillance, prevention, and control of infection.
Structures with Functions
Governance;
Management;
Medical providers; and,
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Nursing.
Planned Quality Improvement Initiatives
Corizon Corporate Support for CQIP – PI/CQI Made Simple
We fully support regular chart reviews of all programs, including outpatient services, inpatient
units, and reception services, as a part of each institution’s program.
We devote corporate resources via the corporate CQIP Committee to organization‐wide quality
improvement efforts. Corizon has developed an extensive program of resources to develop staff
understanding of a CQIP program. The Corizon “CQI Made Simple” manual provides a complete
overview of the CQI program model. The “CQI Made Simple” Manual addresses the following:
Purpose of CQI;
Understanding the process;
Getting started;
Developing the committee;
Agenda samples;
Meeting format;
Planning a calendar of scheduled studies and reporting statistics;
Assigning responsibilities;
Conducting study audits;
Reporting studies;
Reviewing study results;
Reporting monthly statistics;
Reviewing annual reports;
Peer review;
Disaster drill;
Suicide prevention;
Suicides and suicide attempts;
Critical incidents (sentinel events);
Documenting meeting minutes;
Action plans and follow‐up;
How to complete a Root Cause Analysis; and
Implementing process changes.
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Inclusive in the “PI/CQI Made Simple” manual are performance measurement study tools to monitor
and assess the quality of health services provided across the continuum of care, from point of entry
through release. The performance measures have been defined by standards and guidelines of the ACA,
NCCHC, JCAHO, and community practices. The tools were developed for ease of use and with the
capacity for modification based on contract specific measures. The study tools are designed to present a
comprehensive PI/CQI format without taxing site staff with burdensome tasks. The tools contain all the
requirements of an effective CQI study, including:
Purpose of the study;
Methodology for a random selection of a “targeted” process or population;
Audit tool with defined performance measures;
Automated scoring of results from audit;
Analysis of each individual performance measure;
Analysis of overall study performance; and,
Performance improvement plan format for documenting action plan when indicated and plan for
follow‐up.
Corizon’s Continuous Quality Improvement Plan at TDOC includes regularly scheduled monthly audits.
A.13.a. Committees (pro forma Contract pg.22)
Corizon will continue to coordinate with the State on all committee meeting dates, times, locations, and
recording of meeting minutes. At the comprehensive sites, site committees will be chaired by the
Regional Manager in collaboration with the site medical directors and will have at least the following
membership:
•
Regional Manager
•
TDOC Representative(s)
•
Health Services Administrator
•
Medical DON
•
Mental Health Professional
•
Medical Director
•
Infection Control Nurse
•
Dental Representative
Additionally, Corizon partnered with TDOC to revise the SCQI and Infection Control programs
throughout the current contract including:
•
Addition of Statewide Nurse Educator
•
Nursing competency Skills Checklist and training
•
Enhancement of the statewide statistical reporting system
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• Assembly of the TDOC Quality Improvement Team
Corizon understands that some of the established TDOC committees include, but are not limited to:
•
State Continuous Quality Improvement (CQI) Committee
•
Infectious Disease Committee
•
Pharmacy & Therapeutics Committee (P&T)
• Peer Review Committee
Please refer to the narrative in the following section for additional information.
A.13.a.1. State Continuous Quality Improvement (CQI) Committee (pro forma Contract pg.22)
In addition to each facility CQI Committee, Corizon has partnered with the TDOC to establish a Statewide
Continuous Quality Improvement Committee for the provision of healthcare services within the TDOC
system. Our Regional Medical Director will serve as co‐chair on this committee, which will meet every
other month at the TDOC Central Office, along with the TDOC Medical Director (or designee). Statewide
quality improvement meetings will be held bi‐monthly, or more frequently if requested by the TDOC. As
needs arise, Corizon will continue to partner with TDOC to form SCQI sub committees to target specific
developmental opportunities.
A.13.a.2. Infectious Disease Committee (pro forma Contract pg.23)
As required by the RFP, Corizon will maintain an Infectious Disease Committee consisting of the TDOC
Medical Director, TDOC Statewide Director of Nursing, Statewide Infectious Disease Management
Coordinator, Contactor’s Statewide Medical Director, and others as designated. The Statewide
Infectious Disease Management Coordinator will service as primary staff to committee members and
coordinate meetings.
Corizon understands that the purpose of this committee is to establish an effective infectious disease
management program which will meet the needs of inmates with HIVI AIDS, TB, MRSA, Hepatitis, and
other infectious diseases.
The committee will also be responsible for establishing educational and training programs which are
designed to enhance the knowledge of inmates and staff and thus prevent the spread of infectious
diseases. These programs will be consistent with acceptable medical standards and the State’s policy for
communicable and infectious disease.
A.13.a.3. Pharmacy & Therapeutics Committee (P&T) (pro forma Contract pg.23)
Corizon will continue to work in cooperation the Chair of the Committee, the TDOC Medical Director, to
coordinate a statewide P&T Committee. Committee members include the following:
•
Marina Cadreche, Psy.D., Director of Clinical Services, TDOC
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•
Kenneth Williams, M.D., Medical Director, TDOC
•
Wilma Taylor, TDOC Statewide DON
•
Carolyn Gains, RN, TDOC
•
Tom Voss, RN, Senior Vice President State Corrections, Corizon
•
Dwayne Phillips, Vice President of Operations, Corizon
•
Lynn Cole, Regional Director, Corizon
•
Tiffany Sarell, Pharm.D., Pharmacist, PharmaCorr
•
Sylvia McQueen, MD, Statewide Regional Medical Director, Corizon
•
Glen Babich, M.D., Associate Regional Medical Director, Corizon
•
Mark Fleming, (Mental Health) Regional Director
•
Andrew Adler, Ed. D , Licensed Psychologist (Mental Health) Clinical Director
• Joe Pastor, M.D., Chief Mental Health Officer, Corizon
The purpose of the Committee is to discuss the development and review of the formulary and any
recommended additions or deletion as recommended by the Corizon’s Clinical Pharmacologist, the
Pharmacy Vendor or TDOC. In addition any information related to specific medications such as a change
in indications, drug‐drug interactions, or warnings will be discussed. Corizon’s Regional Clinical
Consultant Pharmacist, Dr. Tiffany Sarell, Pharm.D, will continue to attend meetings and be responsible
for discussing reports related to inmates on prescriptions, listing the most costly medications, as well as
comparisons to other states based on other contracts of the vendor or research on medication costs for
other DOC’s.
A.13.a.4. Peer Review Committee (pro forma Contract pg.23)
As the current medical provider, Corizon is aware that the TDOC Medical Director will Chair the
Physician Peer Review Committee for the purpose of reviewing the credentials and clinical performance
of Physicians (to include Psychiatrists), Dentists and at the discretion of the Committee, Physician
Assistants and Advance Practice Nurses. Corizon’s membership on the Committee will continue to
consist of Corizon’s Medical Director and the Corizon’s Regional Dental Director. The Committee will
meet bimonthly or more often if a situation may arise that indicates a need to meet. A meeting maybe
requested through the Chair by any member.
A.13.b. Peer Review (pro forma Contract pg.23)
Each provider that is employed by Corizon is subjected to Corizon’s Peer Review Clinical
Enhancement Process annually.
More frequent reviews are conducted as indicated.
The work of all Corizon physicians and dentists will continue to be annually reviewed jointly by Corizon
and TDOC Medical Director. Corizon understands that in an effort to assure clinical performance
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enhancement, Corizon will have a peer review program that is approved in writing by the TDOC Medical
Director within 60 days of contract execution and annually thereafter. Corizon’s program will meet or
exceed the State’s policy and CQI Charter for peer review. The State’s Medical Director will be notified
of all peer review actions, and the results of the peer review process will be shared with the’ State’s
Peer Review Chairperson. Corizon understands that the State will review the peer review reports and
approve Corizon’s plan of corrective action for peer review deficiencies.
Corizon’s Peer Review Process
The purpose of Corizon’s Peer Review Process is to enable both parties to enhance the healthcare that is
provided to the inmate. Our Peer Review Process helps the reviewer to understand the processes,
needs, and challenges with which the clinician must deal on a daily basis in a difficult jail or prison
setting while providing the clinician with insight into his/her clinical skills and focused feedback
regarding clinical outcomes. This is a fluid process performed together by the reviewer and the clinician
through dialogue and conversation to enhance competence and focus resources on areas needing
improvement. This process is not a performance review.
The process of assessing healthcare delivery of a physician or advanced practitioner employed by
Corizon is uniformly performed utilizing procedural steps. Our program consists of at least four hours of
on‐site physician time every four months, three times a year to conduct chart reviews of each facility.
Peer reviews are completed by individuals with at least equal credentials and training. Corizon’s Medical
Directors are responsible for performing peer review for every physician and advanced practitioner
within the region of their responsibility.
Corizon Credentials Committee
The Corizon Credentials Committee may request peer review information when re‐credentialing
physicians or may request additional peer review oversight by the Regional Medical Director as deemed
appropriate in individual situations.
A.13.c. Reports (pro forma Contract pg.23)
Corizon will continue to prepare minutes of all committee meetings as designated by the State and will
be responsible for ensuring that all necessary data and reports are completed and reported to the State
within the designated timeframes in an effort to identify areas of opportunity for improvement in health
care operations.
In accordance with the TDOC’s policy, Corizon will continue to submit a monthly CQI report to the TDOC
CQI Coordinator in a written or electronic form acceptable to the State, by the 15th day of each month.
At least annually, Corizon will provide each TDOC institution with documentation that peer review has
been completed for each physician, dentist, and midlevel provider on staff at that institution.
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A.14. Medical Supplies and Equipment (pro forma Contract pg.24)
A.14.a. Supplies (pro forma Contract pg.24)
Corizon will provide, during the contract term, all clinical, office and other supplies required for
healthcare operations at the comprehensive sites. We understand the following supplies will be an
exception to the TDOC’s requirement of Corizon and will be provided by TDOC for all facilities:
•
Field test kits for drug testing of new State employees;
•
DNA testing kits; and
• Medical record folders and medical record forms as specified in TDOC policies.
Corizon will furnish and maintain first aid kits in designated areas and vehicles in accordance with TDOC
policy required for operations at the comprehensive sites.
A.14.b. Equipment (pro forma Contract pg.24)
We understand Corizon is responsible for the procurement of minor equipment required for operations.
Whenever possible and appropriate, Corizon will utilize existing State‐owned equipment. Corizon will be
responsible for the actual cost of purchasing computers as well as the network charges and will work
with the TDOC Information Technology Division who will supply the appropriate computer
specifications. Corizon will send the computers to the TDOC for imaging prior to them going onto the
network.
Corizon will be responsible for preventive maintenance on equipment approved and purchased by the
State, servicing, and repair of all State‐owned equipment used in the delivery of health services at the
comprehensive sites.
Corizon will perform an equipment needs analysis and provide the State with a procurement plan for
approval within the first 60 days of contract execution. This analysis will include computer terminals
required for administrative purposes at the comprehensive site institutions. Corizon understands that
any computer terminals with State access will be furnished by the State.
Corizon acknowledges that for a contract resulting from this RFP, that a single piece of equipment that
costs $5,000 or more will be considered capital equipment.
If, during the contract, Corizon deems a need for a capital equipment purchase, we will send a written
request and justification to the TDOC Director of Clinical Services and the Deputy Commissioner of
Administrative Services. Corizon understands that upon approval by the State, the State will purchase
the equipment.
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A.14.c. Supplies and Equipment Inventory (pro forma Contract pg.24)
Within five days of service commencement, an annually thereafter, Corizon will perform a physical
inventory of the following:
•
Clinical supplies and equipment;
•
Pharmaceutical supplies and equipment;
•
Office supplies and equipment; and
•
Other supplies and equipment on hand in health services facilities and intended for use by the
Corizon’s providers and employees.
This inventory will be conducted jointly with each institution’s Warden (or designee) and Corizon’s
designee.
Consumable supplies will be valued at cost and inventory value will be agreed to by both Corizon and
TDOC. Equipment will be valued at the lower of cost or market, based upon physical condition,
suitability for use, and other pertinent factors. Upon expiration or other termination of the Contract,
another physical inventory will be conducted, and all remaining supplies and equipment will be
converted to the State’s inventory. Each institution will provide the State’s Assistant Commissioner of
Administrative Services with a copy of the inventory report on or before the seventh business day of the
contract start date. We understand the beginning and ending inventories will be compared and any
difference will result in an adjustment of the payments by the State to Corizon.
A.14.d. Telephones and Telephone Lines (pro forma Contract pg.24)
Corizon will maintain responsibility for cost and installation of any special lines required for equipment,
such as EKG and facsimile.
A.15. Telemedicine (pro forma Contract pg.24)
Corizon’s Experience with Telemedicine
Corizon is the most experienced correctional healthcare services contractor in the nation and our ability
to implement effective telehealth programs is proven.
Corizon fully supports the TOC’s desire to fully maximize the use of telemedicine equipment to reduce
the need for offsite consultations and specialty consultations. The narrative that follows outlines both
our proven experience using telehealth in the correctional environment and our proposed expansion for
the current TDOC program.
Corizon’s use of telehealth at TDOC increased substantially in 2012 by 54%. The expansion we are
proposing in the pages that follow will build on that and greatly expand our reach. Our expansion will be
implemented following the best practices we have utilized in other statewide contracts.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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Corizon TDOC Telemedicine Encounters
2010‐2012 (YTD)
250
202
191
200
150
124
100
50
0
2010
2011
2012 (YTD)
Demonstrated Telehealth Experience ‐ Pennsylvania Department of Corrections
Corizon Health, Corizon, Inc’s sister operating entity utilizes telehealth to support our contract at PA
DOC to provide quality care while, at the same time, decreasing security costs for offsite escorts. For
example, in 2010, Corizon Health completed over 4,400 telehealth consultations to support our
healthcare program; a significant savings for the PA DOC.
In addition, Corizon Health has effectively driven an increase in the use of telehealth at PA DOC since the
onset of our last contract renewal with the state. The graph that follows compares telehealth utilization
in 2006 with usage in 2010. Please note that this table excludes infectious disease and telepsychiatry
encounters to emphasize the increase in all other encounters. Psychiatry and Infectious Disease contacts
account for a large number of telehealth encounters for the PA DOC contract.
2006/2010 Telemedicine Specialties
(excluding Infectious Disease and Psychiatry)
160
140
120
100
2006
80
2010
60
40
20
0
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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Corizon monitors the use of telemedicine on a monthly basis for each of our contracts. We monitor the
number of consultations completed and how many hours were used for televideo training. Analysis of
month‐by‐month data allows us to increase the use of telehealth for each of our contracts; bringing in
new providers and/or new specialties as appropriate to decrease the number of offsite trips for our
clients.
Demonstrated Telehealth Experience – Missouri Department of Corrections
Corizon has demonstrated experience to work in partnership with our clients to design and tailor a
telehealth program to the needs of clients, prisoner/residents, and facilities. Our client partnerships
have also maximized the benefits of the program resulting in increased quality and consistency of
healthcare and significant cost savings. As a testament to our proven ability to work with hospitals and
providers to provide effective telehealth programs, we have provided letters of support from both
Capital Region Medical Center and Saint Luke’s Health System as Appendix R.
Corizon is currently involved in a statewide conversion to telehealth at 15 Missouri facilities. Corizon’s
specially designed carts with various peripherals allow connectivity between the sites in addition to
various hospitals and their providers as well as private physicians. Our network is private, thus allowing
for maximum use of the network and services when we need it at the site versus asking for time from
other sources for scheduling.
In addition, Corizon staff members in Missouri are members of the State Task Force for Telehealth
Services comprised of several major hospitals and the University of Missouri. We are proud of our
membership and efforts of leading the State of Missouri in their telehealth efforts. In addition, the
Missouri Department of Corrections, Division of Offender Rehabilitative Services has identified
Corizon’s Telehealth Initiatives as their “Best in Business” practices for 2010. We continue to partner
with our MDOC client to introduce as many innovative business and medical applications as possible to
the state. To ensure the greatest benefit to our MDOC client, we will attempt to increase our reach
through telehealth each month as the following bar graph reflects.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
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Telemedicine Encounters by Month
December 2009 Through April 2011
Missouri Department of Corrections
28
26
23
23
23
20
15
19
18
16
14
13
11
6
7
8
Increasing the Number of Telemedicine Clinics
Corizon 2013 Initiative
TDOC Core Need:
Enhanced Telemedicine
Immediately upon contract award, Corizon will
deploy our corporate provider/network contracting
resources and operational leaders to expand the
telemedicine services of current providers and add new providers to the provider network in order to
expand our current telehealth reach. Corizon will have the ability to leverage our experience in other
contracts where we provide telemedicine services to facilitate adoption of this technology by offsite
providers.
To avoid inmate transport, Corizon will continue to provide telehealth services at all sites. It will be our
priority increase the utilization for the following subspecialties in:
•
Cardiology
•
Dermatology
•
Endocrinology
•
ENT
•
GI
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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•
Infectious Disease
•
Neurology
Further, Corizon will evaluate the utility of providing our on‐call providers with “take home”
technology that will allow them to access patients remotely during off hours, from any location, in an
effort to dovetail into the SBAR program and each provider to talk and view patients directly. This tool
will assist the provider in the clinical evaluation and will facilitate a more informed decision regarding
the need for offsite transport. Using this technology, it will be Corizon’s goal to eliminate all but
emergency transports after hours and on weekends.
Corizon’s Regional Medical Director and Associate Regional Medical Director will continue to review all
consults submitted for approval to ensure telemedicine is identified, when appropriate, to conduct the
consult. Corizon will continue to coordinate all scheduling and overseeing the logistics between the sites
and providers for all telemedicine schedules.
Primary Care Services
Corizon views telehealth as an extension of a specialist’s office, where they clearly transmit a clinical
situation, include clinical information of diagnostic quality, and communicate to a clinician located
remotely at the point of care. Telemedicine, when implemented in a correctional setting, offers the
following features and benefits:
•
Quality of care – Increases prisoner/resident accessibility to specialty care and provides a more
focused level of service. Facilitates collaboration of clinical findings between the specialist and site
physician.
•
Decreased transportation cost – Decreases travel for specialty consultative services, resulting in
direct savings in transportation, mechanical, fuel, insurance and other related costs.
•
Treatment efficiency – Utilizes specialists sensitive to resource management including formulary
choices and imaging.
•
Reduced redundancy – Reduces redundant unnecessary testing maximizes value for clients through
facilitation of clinical/treatment efficiencies.
•
Personnel cost – Decreases needs for off‐site visits, eliminating unnecessary security personnel costs
for transports.
•
Standardized treatment – Improves utilization management results; decreases unnecessary
surgeries and other expensive treatments.
•
Facilitates appointments – Increases kept‐appointments—minimizing risk potential for adverse
outcomes due to delayed treatment.
•
Real‐time access – Enables prompt contact with highly qualified health care professionals, reducing
the likelihood of illness progression.
•
Meetings – Facilitates site and multi‐facility training, staff meetings and ad‐hoc communications –
saving time and money through reduced travel.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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•
Staff training – Creates a technology‐based delivery mechanism to train and update staff on the
latest treatments. On‐site staff training through tele‐resources decreases client costs by reducing
time off for continuing education requirements.
•
Prisoner/Patient Education‐ Provides a forum for efficient dissemination of information on a wide
variety of topics such as: signs, symptoms and intervention strategies for anxiety, depression, and
ADHD; stress management strategies; and non‐medical interventions for sleep‐related difficulties.
•
Innovative tele‐mental health therapy including expanded behavioral interventions, provided in
both group and individual formats, that are evidence based:
Aggression Replacement Therapy;
Trauma‐and Gender Focused Cognitive Behavioral Treatment;
Sexual Behavior Treatment;
Behavioral Modification Techniques; and,
Integrated Dual Diagnosis Treatment.
A.16. Health Information Management (pro forma Contract pg.25)
A.16.a. Medical Records (pro forma Contract pg.25)
Corizon will create and/or maintain a current, up‐to‐date health record for each TDOC inmate received
and/or housed at the comprehensive sites and it will be in the problem‐oriented format utilized by
TDOC and Corizon, known as SOAP formatting.
Maintenance of all health records will be in compliance with TDOC policies and all patient records,
including patient records created pursuant to subcontracts approved pursuant to TDOC RFP Section
A.17.a, are the property of the State. The health record will accompany the inmate at all onsite health
encounters and will be forwarded to the appropriate facility upon the transfer of an inmate. All specialty
consultations and diagnostic reports will be dictated and typed for placement in the health record. Any
necessary transcription services will be the responsibility of Corizon and the health record forms and
folders will be provided by the State.
All inmate medical records will be maintained separately from the TDOC confinement records and each
record will be maintained in accordance with NCCHC and ACA standards, on health record forms and
folders provided by the State. All medical records will be kept in a secure area, maintaining strict
confidentiality, and will accompany the inmate at all onsite health encounters. All records will be
forwarded to the appropriate facility upon the transfer of an inmate. Inmates will not have access to
medical records.
Corizon knows that it is vital that each medical record is complete, filed promptly, and most importantly,
contains accurate entries. Since this record may be the only source of accurate medical information
available, Corizon ensures the completeness, accuracy, and accessibility of this document.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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Medical records, at a minimum, will contain the following information:
•
The completed receiving screening form
•
Health examination data forms
•
All findings, diagnoses, treatments, dispositions
•
Prescribed medications and their administration
•
Laboratory, X‐ray, and diagnostic studies
•
Notes concerning patient education
•
Records and written reports concerning injuries sustained prior to admission
•
Signature and title of provider
•
Consent and refusal forms
•
Release of information forms
•
Place, date, and time of health encounters
•
Name stamp with credentials denoted and signature for all entries
•
Discharge summary of hospitalizations
•
Health service reports, i.e. dental, psychiatric, and other consultations
•
Problem list
•
Medical classification transfer sheet
•
Treatment plans
• Specialized needs and chronic care plans
All specialty care consultations and diagnostic reports are dictated and typed for placement in the
inmate’s health record. For the benefit of the TDOC and Corizon, we will provide transcription services
for onsite specialty clinics during the contract term.
Corizon will adhere to the following requirements throughout the duration of the contract:
•
Documentation of all orders will occur as soon as medically necessary to provide appropriate follow
up from the encounter.
•
Order notation will be accomplished by a licensed nurse and will be completed within 24 hours of all
routine encounters.
•
Routine infirmary orders will be noted within eight hours of the written order.
• STAT orders shall be noted immediately.
Corizon will provide records clerks at the four comprehensive sites to perform the following records‐
related duties:
•
Retrieve, store, and transfer medical records in a timely manner.
•
Collect and maintain statistical data.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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•
File all reports and notes within the medical record quickly and accurately.
•
Schedule patients for clinics.
•
Assist with the quality improvement program.
•
Assist in conducting chart audits.
• Assist with the medical audit process.
Informed consent standards apply to all examinations, treatments, and procedures with the exception
of emergency situations and the treatment of communicable diseases. Forms for consent and refusal of
treatment are provided (when necessary), the signature of the patient obtained, and the forms placed in
the patient’s medical record.
A.16.b. Privacy of Health Information (pro forma Contract pg.25)
Corizon understands the need for security and confidentiality of medical records. Medical records are
maintained in a locked, secure location with access restricted to Corizon personnel and separate from
security records. When necessary for information to be shared, it is kept to the minimum amount
necessary to provide care and specific to information requested. When non‐healthcare providers
transport medical record information, this information is contained in a sealed envelope clearly marked
“confidential health information”. Because Corizon is committed to the maintaining medical record
confidentiality, Corizon’s Officer Briefings series (described further on pages 195‐196) includes a
“Medical Information Confidentiality” module for security staff. Corizon will continue to comply with all
applicable laws, rules, and professional standards regarding the protection of patient privacy rights.
A.16.c. Data Management Automation (pro forma Contract pg.25)
Corizon understands that it is the intent of the State to acquire an Electronic Health Record (EHR)
System in the future. Corizon currently provides our healthcare services program in numerous states
that utilize an EHR system and will bring this experience to TDOC if chosen to once again partner with
the State.
When the State converts to an EHR system, Corizon’s subcontractors will be required to link to the State
automated hardware/software. Corizon understands that the State’s Management Information System
(MIS) and Office of Information Resources (OIR) divisions will handle coordination for compatibility.
A.17. Additional Provisions (pro forma Contract pg.25)
A.17.a. Subcontractor Agreements (pro forma Contract pg.25)
Corizon understands that, in accordance with section D.5 of the contract, the TDOC will require that the
Corizon establish written agreements with its subcontractor vendors, and such subcontractor
agreements will additionally specify that the State has a property right in all patient records developed
in furtherance of the contract and such subcontractor agreement. Corizon will make every effort to
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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complete all hospital, ancillary, and specialty contracts within 60 days of the contract start date. Further,
we understand that Corizon is responsible for notifying the TDOC in writing of any pending contracts not
finalized within 60 days and must include an estimated completion date in this notification. We
understand that within two weeks of the subcontract's effective start date, a copy of the subcontracts
must be provided to the Warden at the appropriate facility(s) and the TDOC Director of Health Services.
We understand that a refusal to pay subcontractors for contractual services will likely result in a claim
against our performance bond.
A.17.b.1‐6. Health Care Delivery Costs & Statistics (pro forma Contract pg.25)
Corizon believes in providing correctional healthcare services using taxpayer dollars in as transparent
manner as possible. As such, we will maintain accountability and share information with the TDOC using
our comprehensive data collection and reporting system.
Corizon will keep statistical data related to inmate healthcare delivery which will include utilization of
service statistics and other areas that Corizon and TDOC agree would be useful to evaluate healthcare
delivery and anticipate future needs. Corizon will prepare statistical reports on a monthly basis. Corizon
will also provide a narrative monthly report delineating the status of the healthcare program, which also
identifies potential problems and discusses their resolution. A complete annual report of utilization
statistics and narrative summary delineating accomplishments of Corizon will also be provided on an
annual basis.
Management Information System
Corizon will use a management information system that will provide necessary cost and statistical
information on a statewide and institutional basis for the TDOC to monitor performance. Corizon
understands that the system to include licensed reference materials, software, personnel and their
functions will be reviewed with and approved by the TDOC Medical Director or Designee within 30 days
from the start of the contract.
Corizon will, at a minimum, provide upon request detailed reports on contract costs and program
statistics, including but not limited to:
•
Hospital admissions by diagnosis;
•
Hospital length of stay;
•
Avoidable hospital days by root cause;
•
ER visits;
•
Ambulance transports;
•
Pharmacy statistics;
•
infectious disease tracking;
•
Utilization review;
•
Outpatient procedures (by type);
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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•
Peer review;
•
Staffing reports (month‐to‐date vs. year‐to‐date); and
•
Employee compensation rates and training plans.
Preferred Provider Network
Corizon agrees to bring our preferred provider network to the TDOC and direct all non‐emergent care to
these providers. Corizon will establish a standard evaluation that should be completed by the Facility
Physician prior to referral for specialty care through discussion with specialty providers. Please refer to
the section titled “Corizon’s Current Local Tennessee Infrastructure” on pages 138‐141 for a high level
list of the preferred provider network that Corizon already has in place to support our TDOC program.
Decrease Emergency Room Visits
Corizon agrees to continue to decrease emergency room visits per 1000 inmates by 20% from previous
calendar year by developing opportunities for onsite care. Corizon will provide the plan for approval to
the TDOC Medical Director. Please refer to the section titled “Emergency Response Procedures” on
pages 95‐98 for the plan that Corizon currently has in place to reduce unnecessary, unplanned trips to
the hospital related to emergent patient complaints.
Non‐Formulary Prescriptions and Decrease in Average Number of Prescriptions
Corizon stands ready to partner with the TDOC Medical Director to reduce both formulary and non‐
formulary medication utilization.
Corizon’s Clinical and Operations leadership has developed a strategic and tactical approach to
prescriptive optimization. Corizon’s campaign will focus on prescriptive optimization for safety and
efficacy.
We are using the principles, concepts and tools of the three vetted programs in the commercial world:
STOPP, START, and ARMOR.
STOPP
Potentially Inappropriate Medicines (PIMs) have been associated with avoidable Adverse Drug Events
(ADEs). The literature supports the use of STOPP (Screening Tool of Older Persons' potentially
inappropriate Prescriptions) criteria to reduce ADEs in older people with acute illness. Corizon believes
that these criteria can apply not only to the elderly population, but to chronologically younger inmate
patients with the chronic disease burden we experience in correctional health care.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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START
START is an acronym for Screening Tool to Alert doctors to the Right Treatment. It is an evidence‐based
screening tool to detect prescribing omissions in elderly patients. Inappropriate prescribing
encompasses acts of commission i.e. giving drugs that are contraindicated or unsuitable, and acts of
omission i.e. failure to prescribe drugs when indicated due to ignorance of evidence base or other
irrational basis. In a study published recently using the START list, one or more prescribing omissions
were found in 57.9% of patients of elderly patients admitted to the hospital. Similar to STOPP, Corizon is
currently deploying the START criteria to the inmate patient population in an effort to optimize
medication management.
ARMOR
The ARMOR tool (Assess, Review, Minimize, Optimize, Reassess) is an attempt, based evidence‐based
practice, to approach polypharmacy in a systematic and organized fashion.
Step 1: A = ASSESS the individual for total number of medication and for certain groups of medications
that have potential for adverse outcome.
Step 2: R = REVIEW for possible drug‐drug interactions and drug‐disease interactions.
Step 3: M = MINIMIZE non‐essential medications.
Step 4: O = OPTIMIZE by addressing duplication and redundancy.
Step 5: R = REASSESS heart rate, blood pressure (postural), oxygen saturation rate (.92%) at REST and
ACTIVITY.
Experience in the elderly population has shown a clear and consistent decline in the use of nine or more
medications, a reduction in falls, and the number of hospital admissions. Corizon believes this
methodology has application in correctional healthcare.
Formulary
We will continue to leverage the power of the formulary to reduce variability and to reduce
polypharmacy. In the third quarter of 2012, Corizon updated its formulary deleting over 100
medications we believed to be non‐essential, if not redundant, and which contributed to polypharmacy.
Business Intelligence
Corizon is currently updating its proprietary Business Intelligence tool, InGaugeTM (pages 160‐162),to
provide contact and facility‐specific reports that will benchmark and track polypharmacy.
Practitioner On Boarding Program
We have also updated our Practitioner On Boarding Program (POP) (pages 188‐189) with an intensified
process for education all prescribers on the dangers of inappropriate prescribing.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 223
Specialty Panel of Physicians
Corizon will leverage our Specialty Panel of Physicians (page 138)to assist in disease management clinical
pathways which will include a focus on prescriptive optimization so that adherence will be improved. It
is reported in the civilian world that 20‐30% of chronic care prescriptions are never filled and that
adherence to chronic care medication is a paltry 50%.
Reduce Average Number of Prescriptions Per Inmate
Please refer to the section above for Corizon’s response to this requirement.
Hospital Providers
Corizon continues to partner with Nashville Metro General Hospital for our TDOC contract. Corizon will
transfer all inmates admitted on an emergency basis to other hospitals to one of these two institutions
as soon as the inmates is clinically stable for transfer. In every case of admission to hospitals other than
the preferred two hospitals, Corizon’s Statewide Medical Director will contact the TDOC Medical
Director on a daily basis regarding the status of the inmate and an anticipated date of transfer. Corizon
will also provide a point of contact for the TDOC Medical Director at the hospital for use if the TDOC
Medical Director desires to make direct contact. Please refer to the section titled “Hospital Services” on
page 143 for additional information.
A.17.c. Monthly Operating Reports (pro forma Contract pg.26)
Within the first 60 days of the effective start date of the contract, Corizon work with the State to design
a monthly reporting template which will be most useful to the State. Beginning in the third month of the
contract, the Contractor shall provide a monthly narrative report delineating the status of the health
care operations occurring in the prior month.
Monthly Operating Report
Corizon will provide a monthly narrative report on the 15th business day of the following month, which
also identified potential problems and discusses their resolution. At a minimum, the monthly report will
include:
•
Utilization Review, Utilization management/case management
•
Infectious disease and chronic disease statistics
•
Staffing levels including shortfalls and unfilled positions
•
Ancillary statistics
•
Hospital/emergency services statistics
•
Incident reports
•
Pharmacy statistics
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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•
Committee reports
•
All other monthly reporting requirements delineated under the scope of services of this contract or
required by TDOC policy
•
Ad hoc reports, as requested
A.17.d. Annual Review (pro forma Contract pg.26)
In February of each year, Corizon will complete and present an annual report of utilization statistics and
narrative summary delineating accomplishments, barriers to improvement, and recommendations.
Annual Statistical Report
Regional management will provide TDOC an annual report each year through written documentation
and an oral presentation. This annual statistical report may contain, but will not be limited to,
information regarding the following topics:
Joint Operational Accomplishments (TDOC
/Corizon)
Inmate Education
Client Satisfaction Survey Results
Infectious Disease Program
Healthcare Services
Innovative Technological Initiatives
Value Added Services
Accreditation Status
Staffing and Recruiting
Offsite Services – Collaborative Initiatives
Subcontractors
Pharmacy Services
PI/CQI
Grievances
Disease Management
Goals for the Upcoming Year/Action Plan
Training Management for the Year
This detailed annual report, built on Corizon’s monthly reports, will inform TDOC officials of the overall
operation of the healthcare units and significant achievements affecting our comprehensive healthcare
program. In addition, we will consistently look to the future and will regularly inform TDOC officials of
anticipated trends and potential healthcare needs of TDOC’s inmate population. This will enable the
TDOC to be proactive in anticipating future needs of the Department.
A.17.e. Litigation Issues (pro forma Contract pg.26)
With our current contractual relationship with TDOC, Corizon has agreed to cooperate with the TDOC
and the State in all litigious matters arising from our delivery of healthcare services pursuant to the
current contract. We will cooperate in this same manner during the term of the contract that results
from this procurement.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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As necessary and requested, Corizon will furnish evidence, and provide general and expert testimony in
connection with inmate litigation. Corizon will notify the State whenever an agent, affiliate, independent
subcontractor, or any person performing services under this contract is asked to testify or provide an
opinion or evidence in any litigation involving the TDOC, its staff, or any inmate.
A.17.f. Inmate Co‐Pay (pro forma Contract pg.27)
As the current health care services provider, Corizon is aware that the TDOC has instituted a fee for
service for inmate health care, which is payable to the State. Corizon will comply with the reporting
standards of the TDOC’s Inmate Co‐Payment for Health Service Policy.
A.17.g. Pre‐Release Planning & Transitional Services (pro forma Contract pg.27)
Corizon has remained committed to supporting the TDOC goal of further developing the offender re‐
entry program prior to their release back into the Tennessee communities. Corizon has coordinated with
the TDOC and TPW leaders, BOPP, The Next Door, TPW mental health providers along with TDOC
transportation and classification staff to coordinate the medical and mental health review of eligible
candidates for the program. The dedicated efforts of all involved in this partnership have resulted in 67
TDOC female offenders participating in the program during 2011.
Female Offender Pre‐Release Program
Corizon/TDOC Process Improvement
During our Client Expectations meeting with the TDOC on August 12,
Tennessee
2010, Corizon learned of TDOC’s intention to establish a female pre‐
DOC
release program through their agreement with The Next Door. On the
following day, Corizon’s executive and regional leadership attended a
Female Pre‐
planning session related to this program. The intent of this program
Release
Corizon
was to establish a community based re‐entry program that would
Program
ensure inmates receive onsite counseling, support and obtain an
offsite job similar to a work release setting; thereby allowing them to
gradually transition back into society. This is a program that is primarily aimed at reducing recidivism.
Corizon participated in numerous planning sessions and meetings with the TDOC leadership until the
program was ready to be implemented. The first inmates were transferred to the facility in May of 2011
and the site has been operational since that time. It is important to note that no additional staff were
added through this process. The primary actions/support that we provide includes the following:
•
Initial evaluation and clearance of all eligible candidates;
•
Maintaining medication supplies and forwarding them to the site;
•
Facilitating ongoing chronic care disease management, sick call and needed outpatient care as
needed by arranging temporary transport of the inmates back to TPW;
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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•
Providing 24 hour on call assistance through the TPW staff related to medical concerns or questions;
and
•
Facilitating an agreement with a local hospital and EMS service should one of these inmates need
hospitalization or emergency care.
Tennessee Re‐entry Web Site
Corizon 2013 Initiative
TDOC Core Need
One of the goals for the next contract term is to
finalize the implementation of a Re‐entry website
Re‐Entry Web‐Site
to support the TDOC’s current re‐entry program
in Tennessee. The website is currently in the
development stage and is expected to be fully functional in the first quarter of 2013. This website will be
hosted by Corizon and will, once live, serve as an access point for both recently released inmates and
their families during their transition process back to Tennessee communities. This website will be
modeled after the website Corizon recently “piloted” for our client in Missouri (see screen shots that
follow). The website for TDOC will be developed to facilitate easy access to several areas integral to an
inmate’s successful reintegration to society.
•
Medical Care and Services;
•
Dental Care and Services;
•
Mental Health Services;
•
Crisis Counseling Services;
•
Employment Resources;
•
Housing/Shelter;
•
Food and Clothing;
•
Educational and Vocational Training;
•
Veterans Services;
•
Faith Based Organizations; and,
•
Medicare and Medicaid.
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Each area on the homepage designated by an individual icon serves as a link to a depth of resources. For
example, when the user clicks the “Dental Care and Services Icon” they are linked to a page that allows
them to click the Missouri County that they are interested in.
Once the user’s county has been chosen, a map appears that highlights each resource available in that
county.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
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It is important to note that resources provided on the Tennessee re‐entry website will only be those
who have been vetted as providers with an interest in accommodating low‐income and underserved
individuals.
Corizon will work closely with TDOC’s current re‐entry staff as we recognize that there are links to
selected resources currently housed on the TDOC’s website. We will rely on the expertise of TDOC’s re‐
entry staff to ensure that our enhanced offering addresses all of the needs of released Tennessee
inmates.
Corizon’s Discharge Planning/Re‐Entry Program
Corizon recognizes that one of the most significant challenges our communities face today is the vast
amount of individuals who are leaving prisons and jails to return “home.” Those individuals with serious
mental illness are especially susceptible to re‐arrest, yet too often they are released with no more than
a bus ticket and the address of a mental health center. A research study conducted by the Department
of Justice found that discharge planning was the weakest element of programming for the mentally
disordered. The Department of Justice/Office of Justice Programs states: “The mentally disturbed jail
inmate must be viewed as a community issue.”
Society, lawmakers and politicians now realize that effective discharge planning must occur for patients
with mental illness transitioning from prison/jail to community‐based treatment programs. Successful
discharge planning can help reduce an inmate patient’s risk for recidivism.
Corizon understands that community safety makes the development of effective intervention programs
imperative. The primary goal of discharge planning programs is to assist the ex‐inmate to successfully
reintegrate into the community and avoid criminal behavior. Corizon fully understands that it is
necessary to begin with an accurate diagnosis of the inmate patient and the development of appropriate
treatment plans in and out of the correctional environment.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 229
Discharge Planning Goals
The fundamental goals of the Corizon discharge planning process:
•
To help increase public safety
•
To help reduce recidivism
•
To assist the inmate patient in acquiring life skills they need to succeed in their community
•
To increase the mentally ill inmate patient’s awareness of the symptoms of their illness
•
To increase the mentally ill inmate patient’s awareness of how to care for/manage their illness and
to maintain their highest level of functioning after release
•
To increase the inmate’s knowledge of the community resources available
•
To direct the inmate patient in ways to avoid breaking the law
Corizon believes that a successful discharge planning/reentry program will need to consistently
complete the following for each individual they are attempting to reintegrate into the community:
•
Accurately assess the inmate patient’s needs, using a multidisciplinary team approach
•
Objectively assess the risks of the inmate patient’s return to the community
•
Develop a plan for the treatment required to address the inmate patient’s needs
•
Identify community programs available to address the inmate patient’s identified needs
• Coordinate a transitional plan with the community‐based program prior to release
Community‐based Treatment Model
Corizon develops strategies that effectively communicate and build relationships with the local mental
health and community providers. Corizon understands the need for community providers to be an active
member in the inmate’s reentry process. The unique challenges faced by the mentally ill inmate upon
release require the development of a community‐based treatment model of continuing care to address
the risks, needs and vulnerabilities of the inmate. Research has identified continuity of care as an
essential component of effective treatment and re‐entry.
Core Components of Intervention
Forensic mental health professionals have identified core components of any intervention to assist the
mentally ill inmate to re‐enter his community:
•
Diagnostic accuracy
•
Focusing on stabilizing symptoms of the illness
•
Enhance their independent living skills
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 230
•
Strategies to minimize the likelihood they will act violently and commit new offenses
•
Establishing a liaison between treatment staff and the justice system, probation and parole
•
Providing structure in the inmate’s daily life
•
Managing the inmate’s violent or aggressive impulses
•
Integrating treatment and case management
•
Obtaining therapeutic living arrangements
• Working with the inmate’s family and determining if they are a reliable source of support
Elements of Successful Re‐entry Programs
Corizon recognizes that successful re‐entry programs have a number of
essential elements in common. A successful re‐entry program:
1. Focuses on a particular group of inmates along with their specific
challenges
2. Utilizes sound and consistent methods for assessing the needs and
risks of the inmate
3. Holds the inmate accountable for his own actions and choices
4. Begins at the time the inmate is in confinement and continues
throughout the inmate’s transition to the community
5. Offers assistance in an integrated manner to address the many
interrelated challenges faced by inmates
6. Will be supported by sound case management strategies and
adequate information management systems
7. Engages the community in both the planning and the delivery of the
intervention and encourages strong community ownership
Employer of Choice
What Our Team Is
Saying……….
Corizon is a great company to
work for because they have
been in the business of
correctional health care for a
long time. As a result, they
are stable, well organized and
they provide their employees
with stability in employment
and the opportunity for
promotion and advancement.
–Kevin Rea
HSA, Turney Center
Employee since 1994
8. Features an evaluation component
● ●
Effective Re‐entry Programs Behind Bars
Research has shown that effective programs behind bars typically share certain features:
●
•
They use behavioral approaches
•
They are intensive enough to be effective
•
They have some kind of reward for pro‐social behavior
•
They target high‐risk inmates with poor self‐management skills
•
They match the learning capabilities of the inmate
•
They have an assessment process that should guide the type and duration of services needed by the
inmate. Information needed for this process includes:
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 231
1. Physical history
2. Mental health history
3. Criminal history and current charge
4. Attitudes and beliefs
5. Criminal associates
6. Family history and dysfunctions
7. Addiction history
8. Education and employment history
Assessments allow treatment providers to screen inmates’ motivation, personality and intelligence,
which can impact how well inmates will respond to certain programs. Ideally, services will be geared
toward the inmate’s intellectual functioning.
Community Collaboration
Corizon supports the belief that community collaboration is a key component for successful re‐entry
programs. Re‐entry involves the participation of many community‐based social service agencies working
together with the jails and prisons to provide services to help transition inmates to the community.
1.
Provide the inmate links. A list of appropriate community resources will be provided to the inmate
for the discharge planning process.
2.
Develop relationships with local community resources. There are often local chapters in the
community that in many cases are more than willing to assign a liaison to communicate and assist
with inmates returning to the community.
3.
Prioritize. Identify which inmates will require certain available community resources. Triaging
should include evaluation for illness(s), severity of illness(s), diagnostic information, and specifics
regarding the current treatment plan. Determine if the resources available for that inmate are
suitable and have the potential to be successful.
4.
Transitional Management Strategies. To assist inmates with reintegration and reentry Corizon will
use an integrated team approach to develop strategies to prepare for reintegration. There will be a
procedure in place where correctional, medical, and mental health staff work in a coordinated
effort to identify and communicate cases in which re‐entry programs might be considered.
5.
Utilize family contacts when appropriate. Families are sometimes willing to help the inmate
transition back into the home and community. Corizon is aware that appropriate circumstances
(per site procedure) must apply and signed consent forms must be in place.
6.
Educate. Provide inmates with educational material, posters, or videos on disease management,
stress reduction, behavioral management, building coping skills, etc. We have found that many
community resources have posters and brochures available for use in facilities. Corizon also has a
substantial library of Patient Information Fact Sheets (PIFS) available in English, Spanish and Creole.
The fact sheets are designed to help patients understand and manage their disease during and
following their incarceration. Family education, as deemed appropriate, is also an important aspect
to address in order to help the family prepare for the mentally ill inmate to return home.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 232
7.
Continue medication. Corizon will make provisions for 30 days of medication upon release.
8.
Reminders. If an inmate has been selected for a program or has an appointment scheduled post‐
incarceration, there will be a procedure in place where the information including name of
establishment, address, phone number(s) and date of appointment is given to the inmate as a
reminder.
9.
Seamless Re‐entry: Requested medical records, lab reports, medication lists, etc., will be provided
in a timely fashion to the community provider that will be overseeing the re‐entry program. It is
also helpful to provide the inmate’s discharge summary that chronicles the history and treatment
services provided along with recommendations of the inmate’s further needs.
10. Provide assistance: Provide assistance to inmates with limited reading and writing skills in the
treatment and discharge planning process.
Careful evaluation of the criminogenic needs of inmates is the key to effective correctional
programming. Programs need to develop clear goals, objectives, a system for classification, and a plan of
action to be successful. Placing the “right” inmates in the “right” programs facilitate their success.
Corizon believes this practice applies to any discharge planning program.
Even though institutions face many challenges that can make it difficult to form intra‐ and interagency
relationships, research increasingly emphasizes the importance of embracing the principles of
integrated care. Corizon understands that this is the foundation of successful re‐entry. The successful
reintegration process begins when the inmate walks through the doors of the facility. Corizon faces this
challenge head on and looks forward to continue to work collaboratively with the TDOC.
A.18.a‐h. Contract Monitoring (pro forma Contract pg.27)
Corizon read and understands all areas as detailed in this section of the RFP. We are aware of and
respect the role of the TDOC’s contract monitors.
A.19.a‐e. The TDOC’s Responsibilities (pro forma Contract pg.27)
Corizon has read, understands, and agrees with all areas as detailed in this section of the RFP. We are
aware of the TDOC’s responsibilities as outlined in the section of the RFP.
A.20. Employee Transition Process (pro forma Contract pg.28)
A.20.a. State Employees (pro forma Contract pg.28)
Corizon has read, understands and agrees to comply with this section of the RFP.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 233
A.20.b. Positions Required by the Contractor (pro forma Contract pg.28)
Corizon has read, understands and agrees to comply with this section of the RFP.
A.20.c. Maximum Liability (pro forma Contract pg.28)
Corizon has read, understands and agrees to comply with this section of the RFP.
A.20.d. Employees Who Remain with TDOC (pro forma Contract pg.28)
Corizon has read, understands and agrees to comply with this section of the RFP.
A.20.e. Vacant State Health Positions (pro forma Contract pg.28)
Corizon has read, understands and agrees to comply with this section of the RFP.
C.4. Staffing Plans
Staff and staffing is critical to the success of Corizon, therefore, we work diligently to provide competent
staff at the appropriate levels throughout the contract. Corizon utilizes local, regional and corporate
strategies to recruit and retain staff for the provision of health care services. Corizon has a proven track
record of providing appropriate, cost effective staffing for our healthcare operations based on patient
needs and client requirements.
Corizon’s bid has been based on the provision of a sufficient number of staff necessary to enable Corizon
to continue to perform the required services according to applicable standards. Corizon has developed
our staffing levels based on our current experience providing healthcare for TDOC, our experience in the
market place, as well as the description of facilities provided in the RFP, information reported at the bid
meeting, information provided in the amendments, responses to the questions and availability of RNs
and LPNs in pivotal Tennessee counties. The following minimum staffing plans represent Corizon’s offer
as the final staffing to be incorporated into the contract document.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 234
Charles B. Bass Correctional Complex (CBCX) – Comprehensive Clinical Staffing
Operational Capacity: 1,099
Reception Center / Annex
3 Clinic Examination Rooms
All Custody Levels
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician and mid‐level
services, 24/7 RN coverage, dentistry, clerical/medical records support, optometry, and all ancillary
support at both the main facility as well as the annex.
CBCX
TITLE
Administrative/Misc
Health Service Administrator
Medical Director
PA/NP
Director of Nursing
RN ‐ CQI Coordinator
RN Infection Control Coor
Administrative Assistant
Secretary Appointment Clerk
Dentist
Dental Assistant
Dental Hygienist
Optometrist (8 hrs/mo)
Case Manager
Days
RN Charge/Infirmary
LPN (Annex) ‐ Diversion
RN sick call
LPN
Pharmacy Tech or LPN
Medical Records Clerk
Records supervisor
MH RN
MH LPN
Evenings
RN Charge
LPN
LPN
Medical Records Clerk
MH RN
MH LPN
Nights
RN Charge
LPN
MH RN
Hours
Sun
Hours
Mon
Hours
Tues
Hours
Wed
Hours
Thur
Hours
Fri
8
8
12
8
8
8
8
8
8
8
8
8
12
8
8
8
8
8
8
8
8
8
12
8
8
8
8
8
8
8
8
8
12
8
8
8
8
8
8
8
8
8
8
12
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
16
8
16
8
8
16
8
8
8
16
8
16
8
8
16
8
8
8
16
8
16
8
8
16
8
8
8
16
8
16
8
8
16
8
8
8
16
8
16
8
8
16
8
16
8
8
8
8
8
16
8
8
8
8
8
16
8
8
8
8
8
16
8
8
8
8
8
16
8
8
8
8
8
16
8
16
8
8
16
8
8
16
8
8
16
8
8
16
8
8
16
8
8
8
8
8
8
16
8
8
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 235
Hours
Sat
TOTAL
Hours
TOTAL
FTEs
40
40
60
40
40
40
40
40
40
40
16
2
40
1.00
1.00
1.50
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.40
0.05
1.00
56
56
40
96
56
80
40
56
112
1.40
1.40
1.00
2.40
1.40
2.00
1.00
1.40
2.80
8
16
56
40
56
40
56
112
1.40
1.00
1.40
1.00
1.40
2.80
8
16
8
56
112
56
1.40
2.80
1.40
8
8
8
8
8
16
8
8
Lois M. DeBerry Special Needs Facility (DSNF)
Operational Capacity:
736 Medical Transit Unit
Sheltered Living Unit
Extended Care Health Center
On‐site Specialty Clinics*
4 Isolation Rooms
II Custody Levels
Rehab Unit
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician, dentistry
services, and specialty clinics.
DSNF
TITLE
Medical Director
Nurse Manager
Case Manager
Physicians
Dentist
Dental Assistant
*PA/APN
Registered Dietitian
Administrative Assistant
Unit Clerical staff+
Hours
Sun
Hours
Mon
8
8
8
24
8
8
8
8
8
32
Hours
Tues
8
8
8
24
8
8
8
8
8
32
Hours
Wed
8
8
8
24
8
8
8
8
8
32
Hours
Thur
8
8
8
24
8
8
8
8
8
32
Hours
Fri
8
8
8
24
8
8
8
8
8
32
Hours
Sat
TOTAL
Hours
40
40
40
120
40
40
40
40
40
160
*PA/APN scheduling is flexible to provide needed coverage to minimize emergency travel outside of the
institution during evenings, nights, and weekends.
+ Unit Clerical staff – recommended assignment: 1 FTE for skill 1 & admin; 1 FTE for skills 2&3
*Specialty Clinics
Audiometric
3 hours per month
Oral Surgeon
4 hours per month
Cardiology
16 hours per month
Orthopedics
6 hours per month
ENTCNT
4 hours per month
Podiatry
8 hours per month
GI
4 hours per month
PT
6 hours per month
GSG
10 hours per month
PT Asst (certified)
12 hours per month
Inf. Disease
12 hours per month
Mobile CT
10 hours per month
Surgery
6 hrs per month (minor
procedures)
Mobile MRI
10 hours per month
Ultrasound
(2) 4 hour days per month (8
hrs)
Nephrology
4 hours per month
Urology
4 hours per month
Oncology
8 hours per month
Oncology Treatment Nurse
8 hours per week
Optometry
40 hours per month
Time for clinics may require adjustment based on changes in demand.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 236
TOTAL
FTEs
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
4.00
Morgan County Correctional Complex (MCCX)
Operational Capacity: 2,417 Reception Center Annex
Boot Camp Program
12‐Bed Infirmary (Including 2 Negative Pressure Rooms)
4 Clinic Examination Rooms; Special Procedures Room; Emergency Room
All Custody Levels
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician, dentistry services, optometry, and x‐
ray technician at the main compound and annex.
MCCX
TITLE
Administrative / Misc
Medical Director
Physician
Dentist
Dental Assistant
Dental Hygienist (flexible)
Optometrist (28 hrs/mo)
*PA/APN
Case Manager
Administrative Assistant
Health Services Administrator
Administrative Assistant
RN Director of Nursing
RN ‐ Inf Control Coor
RN ‐ CQI Coor
Days
RN
LPN
LPN Pharmacy
CNT
MH RN
MH LPN
Medical Records Clerk
Evenings
RN
LPN
LPN Pharmacy
CNT
MH RN
MH LPN
Medical Records Clerk
Nights
RN
LPN
CNT
MH RN
MH LPN
Medical Records Clerk
Hours
Sun
Hours
Mon
Hours
Tues
Hours
Wed
Hours
Thur
Hours
Fri
8
8
16
16
8
8
8
16
16
8
8
8
16
16
8
8
16
16
8
8
16
16
24
8
8
8
8
8
8
8
24
8
8
8
8
8
8
8
24
8
8
8
8
8
8
8
24
8
8
8
8
8
8
8
24
8
8
8
8
8
8
8
24
24
8
8
16
24
8
48
40
8
16
16
24
16
48
40
8
16
16
24
16
48
40
8
16
16
24
16
48
40
8
16
16
24
16
48
40
8
16
16
24
16
24
24
16
8
16
24
8
32
32
16
8
16
24
16
32
32
16
8
16
24
16
32
32
16
8
16
24
16
32
32
16
8
16
24
16
16
16
8
8
8
16
16
8
8
8
8
16
16
8
8
8
8
16
16
8
8
8
8
16
16
8
8
8
8
Hours
Sat
TOTAL
Hours
TOTAL
FTEs
40
40
80
80
16
7
120
40
40
40
40
40
40
40
1.00
1.00
2.00
2.00
0.40
0.18
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
24
24
8
8
16
24
8
288
248
56
96
112
168
96
7.20
6.20
1.40
2.40
2.80
4.20
2.40
32
32
16
8
16
24
16
24
24
16
8
16
24
8
208
208
112
56
112
168
96
5.20
5.20
2.80
1.40
2.80
4.20
2.40
16
16
8
8
8
8
16
16
8
8
8
112
112
56
56
56
40
2.80
2.80
1.40
1.40
1.40
1.00
Hours
Fri
8
16
96
8
Hours
Sat
8
16
96
TOTAL
Hours
56
112
672
40
TOTAL
FTEs
1.40
2.80
16.80
1.00
Assistant living facility staff will come on‐board as warranted by the availability of living quarters
MCCX
TITLE
RN Charge
LPN (1) 1st Shift
CNT (4) all shifts
Medical Records Clerk
Hours
Sun
8
16
96
Hours
Mon
8
16
96
8
Hours
Tues
8
16
96
8
Hours
Wed
8
16
96
8
Hours
Thur
8
16
96
8
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 237
Mark H. Luttrell Correctional Center (MLCC)
Operational Capacity: 436
Female Facility
Annex
2 Clinic Examination Rooms
2‐Bed Infirmary
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician, dentistry
services, optometry, and gynecologist services. *When a holiday occurs on a Monday, the Medical
Director, Dentist and x‐ray technician will substitute another weekday for the holiday to assure a
consistent level of care is available each week. This exchange will be scheduled at least two weeks prior
to occurrence.
MLCC
Women
TITLE
Administrative/Misc
Medical Director
OBGYN
Dentist
Optometrist 8 hrs/mo)
Days
Health Service Administrator
PA/APN
DON ‐ RN
RN
RN CQI
LPN
LPN Pharmacy
Dental Assistant
Secretary
Medical Records Clerk
Evenings
RN Charge
LPN
LPN Pharmacy
Medical Records Clerk
Nights
RN Charge
LPN
LPN/Pharmacy Tech
Medical Records Clerk
Hours
Sun
Hours
Mon
Hours
Tues
8*
8
Hours
Wed
Hours
Thur
8
8
8
Hours
Sat
TOTAL
Hours
TOTAL
FTEs
8
24
16
24
2
0.60
0.40
0.60
0.05
8
8
8
8
8
16
8
16
8
8
8
8
40
40
40
56
40
112
56
24
40
56
1.00
1.00
1.00
1.40
1.00
2.80
1.40
0.60
1.00
1.40
8*
8
8
8
8
8
8
16
8
8
8
8
8
8
8
8
8
16
8
8
8
8
8
8
8
8
8
16
8
8
8
8
8
8
8
8
16
8
8
8
8
8
16
8
8
16
8
8
8
16
8
8
8
16
8
8
8
16
8
8
8
16
8
8
8
16
8
56
112
56
40
1.40
2.80
1.40
1.00
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
56
56
56
40
1.40
1.40
1.40
1.00
8
16
8
8
Hours
Fri
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 238
8
Northeast Correctional Complex (NECX)
Operational Capacity: 1,819
Annex (Carter County)
Time Building Institution
3 Clinic Examination Rooms
10‐Bed Infirmary
All Custody
Levels
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician, dentistry
services, and optometry.
NECX
TITLE
Administrative/Misc
Health Service Administrator
Medical Director
Dentist
Optometrist (20 hrs/mo)
PA/APN
Administrative Assistant
Days
RN ‐ DON
RN
RN Carter County
LPN Carter County
LPN
RN CQI
RN Infection Control
Case Manager
Secretary
LPN/Pharmacy Tech
Dental Asst
CNT
Medical Records Clerk
Evenings
RN ‐ Charge
RN
RN Carter County
LPN
LPN/Pharmacy Tech
CNT
Medical Records Clerk
Nights
RN Charge
RN
LPN
Medical Records Clerk
Hours
Sun
16
8
24
16
8
8
8
8
24
16
8
8
8
16
Hours
Mon
Hours
Tues
Hours
Wed
Hours
Thur
Hours
Fri
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
16
8
16
8
16
8
16
8
16
8
8
16
8
8
32
8
8
8
8
16
8
8
16
8
16
8
8
32
8
8
8
8
16
8
8
16
8
16
8
8
32
8
8
8
8
16
8
8
16
8
16
8
8
32
8
8
8
8
16
8
8
16
8
16
8
8
32
8
8
8
8
16
8
8
16
8
8
8
24
16
8
8
8
8
8
24
16
8
8
8
8
8
24
16
8
8
8
8
8
24
16
8
8
8
8
8
24
16
8
8
8
8
8
24
16
8
8
16
8
8
8
16
8
8
8
16
8
8
8
16
8
8
8
16
8
8
8
16
Can contract for mobile x‐rays/diagnostics in lieu of hiring technician
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 239
Hours
Sat
16
8
24
16
8
8
TOTAL
Hours
TOTAL
FTEs
40
40
40
5
80
40
1.00
1.00
1.00
0.13
2.00
1.00
40
112
56
40
208
40
40
40
40
112
40
40
96
1.00
2.80
1.40
1.00
5.20
1.00
1.00
1.00
1.00
2.80
1.00
1.00
2.40
56
56
56
168
112
40
56
1.40
1.40
1.40
4.20
2.80
1.00
1.40
56
56
112
40
1.40
1.40
2.80
1.00
Northwest Correctional Complex (NWCX)
Operational Capacity: 2,377
2 Sites
3 Clinic Examination Rooms
8‐Bed Infirmary
All Custody Levels
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician, dentistry
services, and optometry.
NWCX
TITLE
Administrative/Misc
Health Service Administrator
Administrative Assistant
Director of Nursing
Medical Director
PA/APN
Dentist
Dental Assistant
Dental Hygienist
Optometrist (20 hrs/mo)
Days
RN Charge
RN
RN Infection Control Coor
RN CQI Coordinator
Pharmacy LPN
LPN
CNT
Administrative Assistant
Case Manager
Medical Records Clerk
Evenings
RN Charge
RN
LPN
Pharmacy LPN
CNT
Medical Records Clerk
Nights
RN Charge
RN
LPN
CNT
Medical Records Clerk
Hours
Sun
Hours
Mon
Hours
Tues
Hours
Wed
Hours
Thur
Hours
Fri
8
8
8
8
16
16
16
8
8
8
8
8
16
16
16
8
8
8
8
8
16
16
16
8
8
8
8
16
16
16
8
8
8
8
16
16
16
8
16
8
8
16
40
8
8
8
16
8
16
8
8
16
40
8
8
8
16
8
16
8
8
16
40
8
8
8
16
8
16
8
8
16
40
8
8
8
16
8
16
8
8
16
40
8
8
8
16
8
16
24
8
8
16
32
8
8
8
8
16
32
8
8
8
8
16
32
8
8
8
8
16
32
8
8
8
8
16
32
8
8
8
8
16
16
8
16
16
8
8
8
16
16
8
8
8
16
16
8
8
8
16
16
8
8
8
16
16
8
8
8
16
16
24
8
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 240
Hours
Sat
TOTAL
Hours
TOTAL
FTEs
40
40
40
40
80
80
80
16
5
1.00
1.00
1.00
1.00
2.00
2.00
2.00
0.40
0.13
56
112
40
40
112
248
40
40
40
96
1.40
2.80
1.00
1.00
2.80
6.20
1.00
1.00
1.00
2.40
8
16
24
8
56
112
208
56
40
40
1.40
2.80
5.20
1.40
1.00
1.00
8
16
16
56
112
112
40
40
1.40
2.80
2.80
1.00
1.00
8
16
16
24
8
Riverbend Maximum Security Institution (RMSI) – Comprehensive Clinical Staffing
Operational Capacity: 714
2 Clinic Examination Rooms
12‐Bed Infirmary
MAXIMUM Custody Level
RMSI
TITLE
Administrative/Misc
Health Service Administrator
Director of Nursing
Medical Director
PA/NP
Administrative Assistant
Dentist
Dental Assistant
Optometrist (8 hrs/mo)
Case Manager
Days
RN Charge/Infirmary
RN
RN Infection Control Coor
RN CQI Coordinator
LPN
LPN/Pharmacy Tech
Medical Records Clerk
MH RN
MH LPN
Evenings
RN Charge
RN
LPN
LPN/Pharmacy Tech
Medical Records Clerk
MH RN
MH LPN
Nights
RN Charge
LPN
Medical Records Clerk
MH LPN
Hours
Sun
Hours
Mon
Hours
Tues
Hours
Wed
Hours
Thur
Hours
Fri
8
8
8
8
12
8
8
8
8
8
8
12
8
8
8
8
8
8
12
8
8
8
8
8
8
12
8
8
8
8
8
8
12
8
8
8
8
8
8
8
8
16
16
8
8
8
8
16
8
8
16
16
8
8
8
8
16
8
8
16
16
8
8
8
8
16
8
8
16
16
8
8
8
8
16
8
8
16
16
8
8
8
8
16
8
8
16
16
8
8
8
8
8
16
8
8
8
8
8
8
16
8
8
8
8
8
8
16
8
8
8
8
8
8
16
8
8
8
8
8
8
16
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
16
8
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 241
Hours
Sat
TOTAL
Hours
TOTAL
FTEs
40
40
40
76
40
40
40
2
40
1.00
1.00
1.00
1.90
1.00
1.00
1.00
0.05
1.00
16
16
8
8
8
56
112
40
40
112
112
56
56
56
1.40
2.80
1.00
1.00
2.80
2.80
1.40
1.40
1.40
8
8
16
8
8
8
8
8
8
16
8
8
8
8
56
56
112
56
56
56
56
1.40
1.40
2.80
1.40
1.40
1.40
1.40
8
8
8
8
8
8
56
56
40
56
1.40
1.40
1.00
1.40
8
8
16
8
Bledsoe County Correctional Complex (BCCX)
Site 1 – Southeastern Tennessee State Regional Correctional Facility (STSRCF)
Operational Capacity: 1,444 Time Building Institution (Site 1)
3 Clinic Examination Rooms
Medium Security Custody Level
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician, dentistry
services, and optometry.
STSRCF
TITLE
Administrative/Misc
Health Service Administrator
Administrative Assistant
RN ‐ DON
RN CQI
RN Infection Control Coor
Medical Director
Dentist (time divided as needed)
Dental Assistant
PA/APN
Days
RN Charge
RN
LPN
Pharmacy LPN
CNT
Medical Records Clerk
Evenings
RN Charge
RN
LPN
LPN/Pharmacy Tech
CNT
Medical Records Clerk
Nights
RN Charge
Medical Records Clerk
LPN
Hours
Sun
8
8
16
16
8
8
8
16
16
8
8
24
Hours
Mon
Hours
Tues
Hours
Wed
Hours
Thur
Hours
Fri
8
8
8
8
8
6
10
10
8
8
8
8
8
8
6
10
10
8
8
8
8
8
8
6
10
10
8
8
8
8
8
8
6
10
10
8
8
8
8
8
8
6
10
10
8
8
16
32
16
8
8
8
16
32
16
8
8
8
16
32
16
8
8
8
16
32
16
8
8
8
16
32
16
8
8
8
8
16
16
8
16
16
16
8
8
8
16
16
16
8
8
8
16
16
16
8
8
8
16
16
16
8
8
8
16
16
16
8
8
8
8
16
16
8
8
24
8
8
24
8
8
24
8
8
24
8
8
24
8
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 242
Hours
Sat
8
8
24
TOTAL
Hours
TOTAL
FTEs
40
40
40
40
40
30
50
50
40
1.00
1.00
1.00
1.00
1.00
0.75
1.25
1.25
1.00
56
96
192
112
40
56
1.40
2.40
4.80
2.80
1.00
1.40
56
96
112
112
40
56
1.40
2.40
2.80
2.80
1.00
1.40
56
40
168
1.40
1.00
4.20
Bledsoe County Correctional Complex (BCCX)
Site 2 – Bledsoe County Facility
Presently under construction, anticipated opening early 2013.
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician, dentistry
services, and optometry.
BCCX
Site 2
TITLE
Administrative/Misc
Administrative Assistant
Medical Director
Dentist (time divided as needed)
Dental Assistant
PA/APN
Days
CNT
Medical Records Clerk
RN Charge
RN
LPN
RN (CQI/IC)
LPN/Pharmacy Tech
DC
Administrative Assistant
Evenings
Medical Records Clerk
CNT
RN Charge
RN
LPN
Nights
CNT
RN
LPN
Medical Records Clerk
Hours
Sun
8
8
8
16
16
16
8
8
8
24
8
8
16
Hours
Mon
Hours
Tues
Hours
Wed
Hours
Thur
Hours
Fri
8
6
10
10
24
8
6
10
10
24
8
6
10
10
24
8
6
10
10
24
8
6
10
10
24
8
16
8
16
24
8
16
24
8
8
16
8
16
24
8
16
24
8
8
16
8
16
24
8
16
16
8
8
16
8
16
24
8
16
16
8
8
16
8
16
24
8
16
16
8
16
8
8
8
24
16
8
8
8
24
16
8
8
8
24
16
8
8
8
24
8
8
16
8
8
8
16
8
8
8
16
8
8
8
16
8
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 243
Hours
Sat
TOTAL
Hours
TOTAL
FTEs
40
30
50
50
120
1.00
0.75
1.25
1.25
3.00
8
8
8
16
16
8
16
56
96
56
112
152
48
112
96
40
1.40
2.40
1.40
2.80
3.80
1.20
2.80
2.40
1.00
16
8
8
8
24
16
8
8
104
56
56
40
168
2.60
1.40
1.40
1.00
4.20
8
8
16
8
8
8
16
56
56
112
40
1.40
1.40
2.80
1.00
24
Turner Center Industrial Complex (TCIX) Site 1, and Site 2 ‐ Comprehensive Clinical Staffing
Site 1 – Located in Hickman County, Only, TN
Operational Capacity: 1,541
Time Building Institution
1 On‐Site Annex; 1 Off‐Site Annex (TCIX – Site 2)
2 Clinic Examination Rooms
2‐Bed Infirmary
Medium Custody Levels
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician and mid‐level
services, 24/7 RN coverage, dentistry, clerical/ medical records support, optometry, and all ancillary
support at both the main facility as well as the annex.
TCIX
SITE 1
TITLE
Administrative/Misc
Health Service Administrator
Director of Nursing
Medical Director
PA/NP
Administrative Assistant
Dentist
Dental Assistant
Optometrist (16 hrs/mo)
Days
RN Charge
RN
RN CQI
RN Infection Control Coor
LPN
LPN/Pharmacy Tech
Medical Records Clerk
Evenings
RN Charge
LPN
Medical Records Clerk
LPN/Pharmacy Tech
Nights
RN Charge
LPN
Medical Records Clerk
Hours
Sun
Hours
Mon
Hours
Tues
Hours
Wed
Hours
Thur
Hours
Fri
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
24
8
16
8
8
8
8
24
8
16
8
8
8
8
24
8
16
8
8
8
8
24
8
16
8
8
8
8
24
8
16
8
16
8
16
8
8
8
16
8
8
8
16
8
8
8
16
8
8
8
16
8
8
8
16
8
16
8
8
16
8
8
16
8
8
16
8
8
16
8
8
8
16
8
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 244
Hours
Sat
TOTAL
Hours
TOTAL
FTEs
40
40
40
40
40
40
40
4
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.10
56
56
40
40
152
56
80
1.40
1.40
1.00
1.00
3.80
1.40
2.00
8
16
56
112
40
40
1.40
2.80
1.00
1.00
8
16
56
112
40
1.40
2.80
1.00
8
8
16
8
Turner Center Industrial Complex (TCIX) Site 1, and Site 2 ‐ Comprehensive Clinical Staffing
Site 2 – Located in Wayne County, Clifton, TN
Operational Capacity: 450
1 Clinic Examination Room
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician, dentistry
services, and optometry. The TCIX Health Administrator is responsible of oversight of operations at both
Site 1 and Site 2.
TCIX
SITE 2
TITLE
Administrative/Misc
Nurse Administrator
PA/APN
Dentist
Dental Assistant
Optometrist (8 hrs/mo)
RN Infection Control Coor
Administrative Assistant
Days
RN Charge
LPN
Medical Records Clerk
Evenings
RN
LPN
Medical Records Clerk
Nights
RN
Hours
Sun
Hours
Mon
Hours
Tues
Hours
Wed
Hours
Thur
Hours
Fri
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
16
8
16
8
8
16
8
8
16
8
8
16
8
8
16
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 245
Hours
Sat
TOTAL
Hours
TOTAL
FTEs
40
40
24
24
2
40
40
1.00
1.00
0.60
0.60
0.05
1.00
1.00
8
16
56
112
40
1.40
2.80
1.00
8
8
8
8
8
56
56
40
1.40
1.40
1.00
8
8
56
1.40
Tennessee Prison for Women (TPW) – Comprehensive Clinical Staffing
Operational Capacity: 744
Annex
2 Negative Pressure Rooms
Reception Center
3 Clinic Examination rooms
All Custody Levels
Female Specialty Clinics
10‐Bed Infirmary
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician and mid‐level services, 24/7 RN
coverage, dentistry, clerical/medical records support, optometry, and all ancillary support at both the main facility as well as
the annex.
TPW
Hours Hours
Sun
Mon
TITLE
Administrative/Misc
Health Service Administrator
8
Director of Nursing
8
Medical Director
8
OB/GYN Physician
8
PA/NP
16
RN IC Coordinator
8
RN CQI Coordinator
8
Administrative Assistant
8
Dentist
8
Dental Assistant
8
Optometrist (16 hrs/mo)
Days
RN Charge
8
8
RN
16
16
LPN
24
24
CNA/CNT
8
8
LPN/Pharmacy Tech
16
16
MH RN
8
8
MN LPN
16
16
Clinical Clerical Asst
8
Medical Records Clerk
8
16
Case Manager
8
Evenings
RN Charge
8
8
RN
8
8
LPN
16
16
LPN/Pharmacy Tech
8
8
CNA/CNT
8
8
Medical Records Clerk
8
16
MH RN
8
8
MH LPN
16
16
Nights
RN Charge
8
8
Medical Records Clerk
8
LPN
16
16
MH RN
8
8
MH LPN
8
8
PA/APN Chattanooga (4 hrs/week & prn)
Hours
Tues
Hours
Wed
Hours
Thur
Hours
Fri
Hours
Sat
TOTAL
Hours
TOTAL
FTEs
8
8
8
8
8
8
16
8
8
8
8
8
8
8
8
8
16
8
8
8
8
8
16
8
8
8
8
8
8
8
8
8
16
8
8
8
8
8
40
40
40
24
80
40
40
40
40
40
4
1.00
1.00
1.00
0.60
2.00
1.00
1.00
1.00
1.00
1.00
0.10
8
16
24
8
16
8
16
8
16
8
8
16
24
8
16
8
16
8
16
8
8
16
24
8
16
8
16
8
16
8
8
16
24
8
16
8
16
8
16
8
8
16
24
8
16
8
16
56
112
168
56
112
56
112
40
96
40
1.40
2.80
4.20
1.40
2.80
1.40
2.80
1.00
2.40
1.00
8
8
16
8
8
16
8
16
8
8
16
8
8
16
8
16
8
8
16
8
8
16
8
16
8
8
16
8
8
16
8
16
8
8
16
8
8
8
8
16
56
56
112
56
56
96
56
112
1.40
1.40
2.80
1.40
1.40
2.40
1.40
2.80
8
8
16
8
8
8
8
16
8
8
8
8
16
8
8
8
8
16
8
8
8
8
16
8
8
56
48
112
56
56
4
1.40
1.20
2.80
1.40
1.40
0.10
8
TPW Serves as the state wide hub site for treatment of women with serious medical and mentally ill inmates. This institution is
the institution of record for women housed in the Transition Center in Chattanooga, TN. There are currently 30 transitional
beds in this center. The Contractor should arrange for on‐call medical coverage either by a Physician or Advanced Practice
nurse to assess inmates as needed to avoid unnecessary travel to a local emergency room or the need to transport inmates
back to the Tennessee Prison for Women evaluation.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 246
West Tennessee State Penitentiary (WTSP)
Operational Capacity: 2,505
Reception Center
3 Sites
6 Clinic Examination Rooms
20‐Bed Infirmary
The Proposer shall include all FTEs necessary to provide an on‐site primary care physician, dentistry
services, and optometry.
WTSP
TITLE
Administrative/Misc
Medical Director
Physician
Dentist
Dental Assistant
Optometrist (32 hrs./mo.)
Health Services Admin
Administrative Assistant
Administrative Assistant
DON
RN ‐ Inf. Cont. Coor.
RN ‐ CQI Coor.
PA/APN
Case Manager
Days
RN
LPN
LPN/Pharmacy Tech
CNT
MH RN
MH LPN
Medical Records Clerk
Evenings
RN
LPN
LPN/Pharmacy Tech
CNT
MH RN
MH LPN
Medical Records Clerk
Nights
RN
LPN
CNT
MH RN
MH LPN
Medical Records Clerk
Hours
Sun
Hours
Mon
Hours
Tues
Hours
Wed
Hours
Thur
Hours
Fri
8
8
16
16
8
8
16
16
8
8
16
16
8
8
16
16
8
8
16
16
8
8
8
8
8
8
24
8
8
8
8
8
8
8
24
8
8
8
8
8
8
8
24
8
8
8
8
8
8
8
24
8
8
8
8
8
8
8
24
8
24
24
8
8
16
16
8
48
40
16
16
16
16
16
48
40
16
16
16
16
16
48
40
16
16
16
16
16
48
40
16
16
16
16
16
48
40
16
16
16
16
16
24
24
8
8
16
16
8
32
32
8
8
16
16
16
32
32
8
8
16
16
16
32
32
8
8
16
16
16
32
32
8
8
16
16
16
16
16
8
8
16
16
24
8
8
16
8
16
24
8
8
16
8
16
24
8
8
16
8
16
24
8
8
16
8
Hours
Sat
TOTAL
Hours
TOTAL
FTEs
40
40
80
80
8
40
40
40
40
40
40
120
40
1.00
1.00
2.00
2.00
0.20
1.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
24
24
8
8
16
16
8
288
248
96
96
112
112
96
7.20
6.20
2.40
2.40
2.80
2.80
2.40
32
32
8
8
16
16
16
24
24
8
8
16
16
8
208
208
56
56
112
112
96
5.20
5.20
1.40
1.40
2.80
2.80
2.40
16
24
8
8
16
8
16
16
8
8
16
112
152
56
56
112
40
2.80
3.80
1.40
1.40
2.80
1.00
WTSP is a maximum security unit, level III Mental Health Unit, 3 clinics areas, and will have an active
infirmary.
STATE OF TENNESSEE, DEPARTMENT OF CORRECTION
HEALTH SERVICES RFP # 32901‐31158
PAGE 247
Appendix A
TENNESSEE DEPARTMENT OF CORRECTION
Corizon, Inc.
Client Since: 2010
Number of Years Providing These Services: Corizon, Inc. provided services to the Tennessee
Department of Correction (TDOC) from July 2001 through December 2005, providing quality health
services to inmates in the custody of the TDOC. During this four and a half year partnership, the TDOC
and Corizon, Inc. accomplished many objectives and worked diligently toward our common goal of
bringing a quality correctional healthcare program to the TDOC based on community standards of care.
After experiencing services through another vendor, Corizon, Inc. was once again awarded the TDOC
contract in January 2010 to provide comprehensive medical, dental and pharmacy services to adult male
and female inmates.
2010 – 2012 Accomplishments
•
Met and exceeded all TDOC client expectations 2012 (YTD).
•
Successfully maintained the DSNF transit unit without any bed space shortage.
•
Implemented the statewide nursing skills and competency training.
•
Successfully continued bundling of the specialty clinics.
•
Partnered with TDOC to establish a reverse distributer for controlled substance destruction.
•
Supplemented the contract with an Assistant Regional Medical Director focused on Utilization
Management and reduced patient days and length of stay in community hospitals.
•
Supplemented the contract with a Nurse Trainer and implemented Nurse Competency evaluations
and supplemental training for all nursing staff.
•
Partnered with the client in developing a disease trend tracking process to monitor specific disease
indices and improve care.
•
Partnered with the client in revising and expanding the CQI program at all sites.
•
Partnered with the client in revising the Departmental Infection Control Program.
•
Worked with outside specialty providers to bundle inmate clinics to facilitate transportation in an
efficient and cost effective manner.
•
Revised the automated patient appointment and tracking program for on site and off site specialty
medical care services.
•
Expanded Telemedicine services from three to seven specialty services, reducing off site
transportations.
•
Introduce digital radiology services to all sites.
•
Expanded Mobile Ultrasound services to all sites.
•
Implemented on site sleep studies.
•
Implemented on site Holter cardiac monitoring studies.
•
Provide staffing support to the client for conducting annual TDOC site audits.
A‐1
•
Initiated onsite CT and MRI diagnostic testing at the Tennessee Prison for Women.
•
Attained ACA re‐accreditation at two sites.
•
Expanded dialysis services to six days weekly to adjust for increased caseload.
•
Implementation of the Corizon Diabetic Initiative that focuses on disease management including
HgbA1c, a long‐term measurement of the blood sugar with results exceeding those of the medical
community.
•
Implemented the Corizon Cardiac Initiative that focuses on cardiovascular disease management
measured by various diagnostic tests with results exceeding those of the medical community.
•
Built a positive relationship with Mental Health Management, the mental healthcare provider, by
working together with them to provide better outcomes.
•
Retained 99% of all staff working for previous vendor and have maintained staffing levels above
90%.
•
Transitioned and maintained offsite medical specialty services without interruption.
•
Completed orientation of all transition and new hire employees and independent contractors within
30 days of the contract start‐up.
•
Developed an extensive community specialty care provider list for all facilities.
•
Focused attention on the utilization of offsite medical services and in particular, emergency room
utilization. Corizon, Inc. achieved a 28% reduction in emergency room utilization.
•
Employed a consultant pharmacist to oversee the pharmaceutical program. A consultant pharmacist
makes monthly site visits to each facility providing a written report of each quality assurance review
to the TDOC Administration.
•
TDOC leadership procured and installed a telehealth network in all facilities, which Corizon, Inc. has
used to expand telehealth programs for dermatology, neurology, and ENT in addition to the existing
infectious disease and psychiatry services as well as providing the opportunity for expansion of
telehealth services into areas such as internal medicine and cardiology and other sub‐specialty
services within our network.
A‐2
Appendix B
B-1
Appendix C
Credit Reference Requests
Reference Check on:
__Corizon_________________
__105 Westpark Dr, Ste 200_
__Brentwood, TN 37027_______
Dear Representative:
The company above has provided us your name as a credit reference. We would appreciate you
providing us with your experience with them. Be assured that all information will be held in the strictest
of confidence.
Thank you,
Date Account Opened: __10/26/2007___________________________
Date of Last Invoice: _______29-SEP-2012________________________
Terms : _________30_____________________________
Highest Balance: _____149,052.31__________________________
Current Balance: __105.13___________________________________
IPA Average: _______40__________________________________
Comments: _____________________________________________
Year to Date Sales: $ 289,451.49
Prepared by: Carmen Clements______________Title: __Credit CSR Supervisor _______________
Sincerely,
CreditReference@staples.com
P (888) 753-4107
C-1
C-2
Appendix D
Corizon, Inc.
DUNS: 60-608-4705
Dashboard
Company Info
12647 Olive Blvd Ste 400
Saint Louis, MO 63141
URL: www.cmsstl.com
Phone: (314) 919-8501
Scores
Commercial
Credit
Paydex
Score
77
Score
Financial
Stress
Class
509
1
Score
1481
Supplier Eval.
Risk Rating
Credit Limit
Rec.
DandB
Rating
Rating
Recommendation
Rating
$250K
1R3
Class
3
4
Recent Alerts
10/08/12
Paydex Score Improved
10/07/12
1 New Inquiry
09/27/12
3 New Inquiries
09/23/12
1 New Inquiry
Inquiries
Most Recent
Date
SIC / Sector
Report type
10/04/12
Public Administration
09/25/12
Finance, Insurance
and Real Estate
Commercial Credit Scoring
Report
Commercial Credit Scoring
Report
09/25/12
Wholesale Trade
Comprehensive Report
09/25/12
Wholesale Trade
Comprehensive Report
09/21/12
Wholesale Trade
Comprehensive Report
Top 5 Inquiries by SIC / Sector (12 Months)
D-1
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Top 5 Inquiries by Report Type (12 Months)
Scores
Paydex
3 Month Paydex
77
67
5 days beyond terms
Understanding My Score
The D&B PAYDEX is a unique, dollar weighted indicator of payment performance based on
payment experiences as reported to D&B by trade references.
Recent Payments
Total (Last 12 Months):
80
D-2
pd4ml evaluation copy. visit http://pd4ml.com
Date
Paying Record
10/2012
Disc-Ppt
10/2012
High Credit
Now Owes
Past Due
Selling Terms
Last sale w/f (Mo. )
$0
$0
$0 --
6-12 mos
Ppt
$1,000
$0
$0 N30
2-3 mos
10/2012
Ppt
$250
$0
$0 N30
4-5 mos
10/2012
Ppt-Slow 60
$750
$0
$0 N30
4-5 mos
09/2012
Ppt
$0
$0
$0 --
6-12 mos
Key
Paydex
Payment Practices
Paydex
Payment Practices
100
Anticipate
40
60 Days Beyond Terms
90
Discount
30
90 Days Beyond Terms
80
Prompt
20
120 Days Beyond Terms
70
15 Days Beyond
1-19
Over 120 Days Beyond Terms
60
22 Days Beyond Terms
UN
Unavailable
50
30 Days Beyond Terms
Trends
Industry Comparison
D-3
pd4ml evaluation copy. visit http://pd4ml.com
My Company (77)
Industry Median: (76)
Based on payments collected over the last 4 quarters.
Current PAYDEX for this business is 77, or equal to 5 days beyond terms
The present industry median score is 76, or equal to 6 days beyond terms.
Commercial Credit Score
Score
509
Class
Percentile
1
98%
Low risk of severe payment
delinquency over next 12 months
Understanding My Score
The Commercial Credit Score predicts the likelihood that a company will pay its bills in a severely
delinquent manner (90 days or more past terms), obtain legal relief from creditors or cease operations without paying all creditors in full over the next 12 months. Scores are calculated using a
statistically valid model derived from D&B´s extensive data files.
Incidence of Delinquent Payment:
Among Companies with this Classification:
6.00%
Factors Affecting Your Score:
Insufficient number of payment experiences.
Composite credit appraisal is rated fair.
Most recent amount past due.
Low proportion of satisfactory payment experiences to total payment experiences.
High proportion of past due balances to total amount owing.
pd4ml evaluation copy. visit http://pd4ml.com
D-4
Key
Score
Class
Percentile
Incidence of Delinquency
482 - 670
1
91 - 100
6.0%
451 - 481
2
71-90
10.6%
404-450
3
31-70
18.4%
351-403
4
11-30
31.5%
1-350
5
1-10
70.0%
Trends - Scores, 12 Month
My Company (509)
Industry Comparison
This business has a Credit Score Percentile that shows:
Lower risk than other companies in the same region.
Lower risk than other companies in the same industry.
Lower risk than other companies in the same employee size range.
Lower risk than other companies with a comparable number of years in business.
Financial Stress Score
pd4ml evaluation copy. visit http://pd4ml.com
D-5
Score
Class
Nat'l %
3
54%
1481
Moderate risk of severe financial
stress, such as a bankruptcy, over
the next 12 months
Understanding My Score
Incidence of Financial Stress:
Among Companies with this Classification:
0.24 (84 per 10000)
Factors Affecting Your Score:
Low proportion of satisfactory payment experiences to total payment experiences.
UCC Filings reported.
Evidence of open suits.
High proportion of slow payment experiences to total number of payment experiences.
High number of inquiries to D & B over last 12 months.
Evidence of open liens.
The Financial Stress Class Summary Model predicts the likelihood of a firm ceasing business without paying
all creditors in full, or reorganization or obtaining relief from creditors under state/federal law over the next 12
months. Scores were calculated using a statistically valid model derived from D&B's extensive data files.
Notes:
The Financial Stress Class indicates that this firm shares some of the same business and financial
characteristics of other companies with this classification. It does not mean the firm will necessarily
experience financial stress.
The Incidence of Financial Stress shows the percentage of firms in a given Class that discontinued
operations over the past year with loss to creditors. The Incidence of Financial Stress - National Average
represents the national failure rate and is provided for comparative purposes.
The Financial Stress National Percentile reflects the relative ranking of a company among all scorable
companies in D&B's file.
The Financial Stress Score offers a more precise measure of the level of risk than the Class and
Percentile. It is especially helpful to customers using a scorecard approach to determining overall business
performance.
All Financial Stress Class, Percentile, Score and Incidence statistics are based on sample data from
Key
Score
Class
Percentile
Incidence of Financial Stress
1570-1875
1
95-100
6.0%
1510-1569
2
69-94
10.6%
1450-1509
3
34-68
18.4%
1340-1449
4
2-33
31.5%
1001-1339
5
1
70.0%
Trends - Scores, 12 Month
pd4ml evaluation copy. visit http://pd4ml.com
D-6
My Company (1,481)
Industry Comparison
Based on payments collected over the last 4 quarters.
Higher risk than other companies in the same region.
Higher risk than other companies in the same industry.
Higher risk than other companies in the same employee size range.
Higher risk than other companies with a comparable number of years in business.
Supplier Evaluation Risk Rating
4
Moderate risk of supplier experiencing severe
financial stress over the next 12 months.
Understanding My Score
The Supplier
Evaluationcopy.
Risk Rating
1-9 segmentation
derived from the Financial Stress Score that
pd4ml
evaluation
visit
http://pd4ml.com
D-7
predicts the likelihood of supplier failure over the next 12 months. The SER Rating is derived from
D&B's Financial Stress Score, which is calculated using a statistically valid model derived from
D&B's extensive data files.
Factors Affecting This Company's Score:
Suits, Liens, and/or Judgments are present - see PUBLIC FILINGS section.
Average Payments are 5 day(s) beyond terms.
Average Industry Payments are 8 day(s) beyond terms.
Change in control reported - see SPECIAL EVENTS and HISTORY sections.
Special events have been reported.
UCC Filings present - See PUBLIC FILINGS section.
Under present management control 30 years.
Trends
My Company (4)
Credit Limit Recommendation
Conservative Credit Limit
Risk Category
$250k
1
Aggressive Credit Limit
$500k
Low
Understanding My Score
D&B's Credit Limit Recommendation is intended to help you more easily manage your credit decisions. It provides
two recommended dollar guidelines:
A conservative limit, which suggests a dollar benchmark if your policy is to extend less credit to minimize risk.
An aggressive limit, which suggests a dollar benchmark if your policy is to extend more credit with potentially more
risk. evaluation copy. visit http://pd4ml.com
pd4ml
D-8
The dollar guideline amounts are based on a historical analysis of credit demand of customers in D&B's U.S.
payments database which have a similar profile to your business.
D&B Rating®
Rating
Number of employees: 1R indicates 10 or more employees
Composite Credit Appraisal: 3 is fair
1R3
D&B Rating
Date Applied
1R3
2012-05-21
Understanding My Score
Factors Affecting Your Score
# of Employees Total: 6,000 (230 here)
Sales:
$730,000,000.00
Payment Activity (based on 111 experiences):
Average High Credit:
$33,729
Highest Credit:
$1,000,000
Total Highest Credit:
$2,721,000
Note: The Worth amount in this section may have been adjusted by D&B to reflect
typical deductions, such as certain intangible assets.
Inquiries
12 Month Summary
Over the past 12 months ending 10-2012, 162 individual requests for information
on your company were received; this represents a 69.14% decrease over the prior
12 month period. The 162 inquiries were made by 53 unique companies indicating
that some companies have inquired on your business multiple times and may be
monitoring you. Of the total products purchased, 60, or 37.04% came from the
Services sector; 39, or 24.07% came from the Wholesale Trade sector; 36, or
22.22% came from the Finance, Insurance and Real Estate sector.
12 Mo. Total:
162
12 Mo. Unique Companies:
53
Date
Report type
Commercial Credit
10/04/12 Scoring Report
Commercial Credit
09/25/12 Scoring Report
SIC / Sector
Public Administration
Finance, Insurance and Real Estate
09/25/12 Comprehensive Report
Wholesale Trade
09/25/12 Comprehensive Report
Wholesale Trade
09/21/12 Comprehensive Report
Wholesale Trade
09/18/12 Commercial Credit
Scoring Report
Finance, Insurance and Real Estate
09/06/12 Comprehensive Report
Services
08/31/12 Comprehensive Report
Services
pd4ml evaluation copy. visit http://pd4ml.com
D-9
Appendix E
DATE (MM/DD/YYYY)
CERTIFICATE OF LIABILITY INSURANCE
12/29/2011
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES
BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED
REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to
the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the
certificate holder in lieu of such endorsement(s).
CONTACT
1-800-222-9044
PRODUCER
Sharon McLaughlin
NAME:
Arthur J. Gallagher Risk Management Services, Inc.
FAX
PHONE
713-358-7884
(A/C, No):
(A/C,
No,
Ext):
Gallagher Healthcare
E-MAIL
1900 W. Loop South
sharon_mclaughlin@ajg.com
ADDRESS:
Suite 1600
INSURER(S) AFFORDING COVERAGE
NAIC #
Houston, TX 77027
19429
Michael O. Arnold
INSURER A : INSURANCE CO OF THE STATE OF PA
INSURED
23841
INSURER B : NEW HAMPSHIRE INS CO
Corizon, Inc.
INSURER
C
:
Valitas Health Services, Inc.
105 Westpark Drive, Suite 200
INSURER D :
INSURER E :
Brentwood, TN 37027
INSURER F :
CERTIFICATE NUMBER: 24777244
COVERAGES
REVISION NUMBER:
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD
INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,
EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
INSR
LTR
TYPE OF INSURANCE
ADDL SUBR
INSR WVD
POLICY NUMBER
POLICY EFF
POLICY EXP
(MM/DD/YYYY) (MM/DD/YYYY)
GENERAL LIABILITY
COMMERCIAL GENERAL LIABILITY
CLAIMS-MADE
LIMITS
EACH OCCURRENCE
DAMAGE TO RENTED
PREMISES (Ea occurrence)
OCCUR
$
$
MED EXP (Any one person)
$
PERSONAL & ADV INJURY
$
GENERAL AGGREGATE
$
GEN'L AGGREGATE LIMIT APPLIES PER:
PROPOLICY
LOC
JECT
PRODUCTS - COMP/OP AGG
$
AUTOMOBILE LIABILITY
COMBINED SINGLE LIMIT
(Ea accident)
BODILY INJURY (Per person)
$
$
ANY AUTO
ALL OWNED
AUTOS
HIRED AUTOS
$
SCHEDULED
AUTOS
NON-OWNED
AUTOS
BODILY INJURY (Per accident) $
PROPERTY DAMAGE
(Per accident)
$
$
A
B
B
UMBRELLA LIAB
OCCUR
EACH OCCURRENCE
$
EXCESS LIAB
CLAIMS-MADE
AGGREGATE
$
DED
RETENTION $
WORKERS COMPENSATION
AND EMPLOYERS' LIABILITY
Y/N
ANY PROPRIETOR/PARTNER/EXECUTIVE
N/A
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
If yes, describe under
DESCRIPTION OF OPERATIONS below
$
015684265 - AOS
015684268 (CA)
015684267 (FL)
WC STATUOTH01/01/12 01/01/13 X TORY LIMITS
ER
01/01/12 01/01/13 E.L. EACH ACCIDENT
01/01/12 01/01/13 E.L. DISEASE - EA EMPLOYEE
E.L. DISEASE - POLICY LIMIT
$
1,000,000
$
1,000,000
1,000,000
$
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (Attach ACORD 101, Additional Remarks Schedule, if more space is required)
WC - Covered states: AL, AR, AZ, CA, CO, FL, GA, IA, IL, IN, KS, MD, ME, MI, MN, MO, NC, NJ, NM, NV, NY,OK, OR, PA, TN,
TX, VA and VT. With regard to Workers' Compensation Blanket Waiver of Subrogation as required by written contract.
CERTIFICATE HOLDER
CANCELLATION
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN
ACCORDANCE WITH THE POLICY PROVISIONS.
Tennessee Department of Correction
6th Floor, Rachel Jackson Building
320 6th Avenue North
Nashville, TN 37243
AUTHORIZED REPRESENTATIVE
USA
ACORD 25 (2010/05)
ranjithhea
24777244
© 1988-2010 ACORD CORPORATION. All rights reserved.
The ACORD name and logo are registered marks of ACORD
E-1
.....---.,
""C~Rf:'
I
CERTIFICATE OF LIABILITY INSURANCE
DATE(MMJODNYVY)
1212912011
THIS CERTIFICATE IS ISSUED AS A MAneR OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATlVElY OR NEGATlVElY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES
BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED
REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the pollcy(les) must be endorsed. If SUBROGATION IS WAIVED, subject to
the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the
certificate holder In lieu of such endorsement(s).
CONTACT
NAME:
PRODUCER
Aon Risk Services central, Inc.
W8.'lio. Ext):
St. Louis MO office
8182 Maryland Avenue
St Louis MO 63105 USA
I ~. No.):
(866) 283-7122
(847) 953-5390
E-MAIL
ADDRESS:
INSURER(S) AFFORDING COVERAGE
INSURER A:
INSURED
Correctional Medical services, Inc.
12647 olive Blvd.
St. Louis Me 63141 USA
NAlC#
Hartford Fire Insurance CO.
19682
INSURERB:
INSURERC:
INSURERD:
INSURERE:
INSURERF:
CERTIFICATE NUMBER: 570044880281
COVERAGES
REVISION NUMBER'
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD
INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,
EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
limits shown are as requested
I~
TYPE OF INSURANCE
INSR \wD
POLICY NUMBER
1~~'5~TvWYt I~Wo~)
I-
I-
COMMERCIAL GENERAL LIABILITY
~=~~~-'LE:~~~nce)
CLAIMS-MADE
MED EXP (Anyone person)
D
I-
OCCUR
PERSONAL & ADV INJURY
~LAGGREnE LIMIT
~:g;
POLICY
A
APn
GENERAL AGGREGATE
PRODUCTS - COMP/OP AGG
PER:
LOC
84 UEN RY4947 K3
AUTOMOBILE UABIUTY
X
~
-X
101/01/l01l 01/Ul/.lUlj COMBINED SINGLE LIMIT
lEa accidonO
ALL OWNED
AUTOS
HIRED AUTOS
r-- SCHEDULED
BODILY INJURY (Por accidont)
AUTOS
I - NON-OWNED
X
I - AUTOS
UMBRELLA UAB
EXCESSUAB
DED I
$1,000.000
BODILY INJURY ( Por ponon)
ANYAUTO
~
-
UMITS
EACH OCCURRENCE
GENERAL UABIUTY
PROPERTY DAMAGE
IPor accident)
CoI6s1on Deductible
H
OCCUR
CLAIMS-MADE
AGGREGATE
IRETENTION
WORKERS COMPENSATION AND
EMPLOYERS' UABIUTY
ANY PROPRIETOR I PARTNER I EXECUTIVE
OFFtCERlMEMBER EXCLUDED?
(Mandatory In NH)
gl~~~~~ ~~8PERATIONS below
I
YIN
D
$1,000
EACH OCCURRENCE
WC STATU-J
TORY LIMITS
I~~H-
E.L. EACH ACCIDENT
N/A
E.L. DISEASE·EA EMPLOYEE
-
E.L. DISEASE·POLICY LIMIT
~
DESCRIPTION OF OPERATIONS I LOCATIONS I VEHICLES (Attlich ACORD 101, Additional Remarkl Schodulo,lf more lpace II required)
~
fi
~
l;
a
CANCELLATION
CERTIFICATE HOLDER
~---------------------------------------,----------------------------------------------~
SHOUlD ANY OF THE ABOVE DESCRIBED POUCIES BE CANCEu.ED BEFORE THE
EXPIRATION DATE THEREOF, NOTICE WILL BE DEUVERED IN ACCORDANCE WITH THE
POUCY PROVISIONS.
Tennessee Department of Correction
6th floor. Rachel Jackson Building
320 6th Avenue North
Nashville, TN 37243-0465 USA
ACORD 25 (2010/05)
AUTHORIZED REPRESENTATIVE
®1988-2010 ACORD CORPORATION. All rights reserved.
The ACORD name and logo are registered marks of ACORD
E-3
I
ACORD CERTIFICATE OF LIABILITY INSURANCE
TII
DATE(MPNDDiYYYY)
12/2912011
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION
ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE
HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR
ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW.
PRODUCER
DENISE D. BARNES
HEALTHCARE LIABILITY SOLUTIONS, INC.
840 GESSNER, SUITE 500
HOUSTON, TX 77024
FAX: 713-343-5025
PH: 800-732-8619
INSURERS AFFORDING COVERAGE
INSURER A:. LEXINGTON INSURANCE COMPANY
INSURED
VALITAS HEALTH SERVICES, INC.
CORIZON, INC.
CORRECTIONAL MEDICAL SERVICES, INC.
105 WESTPARK DRIVE, SUITE 200
BRENlWOOD, TN 37027
NAIC#
19437
INSURERS:
INSURERC:
INSURER 0:
INSURERE:
COVERAGES
THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED.NOlWITHSTANDING
ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR
MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH
POLICIES. AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
INSR
LTR
~
TYPE OF INSURANCE
POLICY NUMBER
POUCY EFFECTIVE
DATE (MMlDDIYY)
POUCY EXPIRAnON
DATE (MMlDOIYV)
-
!& N/A
~=~~,"~NTED
COMMERCIAL GENERAL UABUTY
:JCLAIMSMADE
UMITS
EACH OCCURRENCE
~NERAL UABILITY
N/A
DOCCUR
N/A
SN/A
SN/A
SN/A
SN/A
$N/A
MED EXP (Anyone penon)
N/A
PERSONAL & ADV INJURY
GENERAL AGGREGATE
PRODUCTS- COMPIOP AGG
GEN'l. AGGREGATE UNIT APPUES PER:
nPOUCY
n~:g;
nLOC
~OIlOBlLE UABILITY
r-~
~
~
~
COMBINED SINGLE UMIT
(Ea IICddent)
~N/A
BODILY INJURY
(per person)
~N/A
BODilY INJURY
(per ocddent)
$N/A
PROPERTY DAMAGE
(Per ocddcnt)
$N/A
ANY AUTO
N/A
ALL OWNED AUTOS
N/A
N/A
SCHEDULED AUTOS
HIRED AUTOS
NON-OWNED AUTOS
AUTO ONLY - EAACCIDENT
GARAGE UABIUTY
N/A
N/A
N/A
AGG
EACH OCCURRENCE
EXCESSIUMBREUA UABIUTY
OOCCtJR
EAACC
OTHER THAN
AUTO ONLY;
RANYAUTO
DCLAIMS MADE
N/A
N/A
N/A
AGGREGATE
N/A
N/A
N/A
E.L EACH ACCIDENT
$N/A
E.L. DISEASE - EA EMPLOYEE
$ N/A
$N/A
R:OOCTIBLE
ETENTION
I
WORKERS COMPENSATION AND
EMPLOYERS' UABlUTY
ANY PROPRIETORIPARTNERlEXECUTIVE
OFFICER/MEMBER EXCLUDED?
$N/A
SN/A
SN/A
$N/A
$N/A
SN/A
SN/A
SN/A
If yea. dcsc:ribe undcl'
SPECIAL PROVISIONS below
WCSTATlJ.,
TORYUMITS
I I
OTIiER
E.L OISEASE - POUCY UMIT
OTHER
A
PRIMARY MEDICAL PROFESSIONAL
LIABILITY - OCCURRENCE
6797138
01/01/12
01/01/13
~EEBELOW
DESCRIPTION OF OPERATIONS/LOCATIONS/VEHICLES/EXCLUSIONS ADDED BY ENDORSEMENT/SPECIAL PROVISIONS
$1,000,000 PER LOSS EVENT PER CONTRACTOR INSUREDI$3,OOO,OOO ANNUAL AGGREGATE PER CONTRACTOR INSURED
$1,000,000 PER LOSS EVENT CORPORATE LlMIT/$1 0,000,000 ANNUAL AGGREGATE CORPORATE LIMIT
$35,000,000 POLICY AGGREGATE
LIMITS INCLUDE ALL SELF-INSURED PORTIONS OF THE LIMITS OF LIABILITY
CERTIFICATE HOLDER
CANCELLATION
SHOULD ANY OF THE ABOVE DESCRIBED POUCIES BE CANCELLED BEFORE THE EXPIRATION
DATE THEREOF, THE ISSUING INSURER WILL ENDEAVOR TO MAIL
TENNESSEE DEPARTMENT OF CORRECTION
6TH FLOOR, RACHEL JACKSON BUILDING
320 6TH AVENUE NORTH
NASHVILLE, TN 37243
ACORD 25 (2001/08)
~ DAYS WRITTEN NOTICE
TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT FAILURE TO DO SO SHALL IMPOSE NO
OBLIGATION
OR
LIABILITY
OF
ANY
KIND
UPON
THE
INSURER,
ITS
AGENTS
REPRESENT ATIVES.
AUTHORIZED REPRESENTATIVE
CORlZON, INCl12·131MASTER PL
~
@ACORD CORPORATION 1988
E-5
OR
I
ACORD,., CERTIFICATE OF LIABILITY INSURANCE
DATE(MrMDYYYY}
1n/2012
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION
ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE
HOLDER, THIS CERTIFICATE DOES NOT AMEND, EXTEND OR
ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW,
PRODUCER
DENISE D. BARNES
HEALTHCARE LIABILITY SOLUTIONS, INC.
840 GESSNER, SUITE 500
HOUSTON, TX n024
FAX: 713-343-5025
PH: 800-732-8619
N.4.IC'Il
INSURERS AFFORDING COVERAGE
INSURER A: LEXINGTON INSURANCE COMPANY
INSURED
19437
VALITAS HEALTH SERVICES, INC.
INSURERB:
CORIZON, INC.
INSURERC:
CORRECTIONAL MEDICAL SERVICES, INC.
INSURERD:
105 WESTPARK DRIVE, SUITE 200
BRENlWOOD, TN 37027
INSURERE:
COVERAGES
THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED.NOlWITHSTANDING
AN'( REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR
MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS. EXCLUSIONS AND CONDITIONS OF SUCH
POLICIES. AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
INSR ~'l
LTR NSRC
POLICY NUMBER
TYPE OF INSURANCE
POLICY EXPIRATION
DATE IMMIDDIYYl
POLICY EFFECTIVE
DATE /MMJDO/YYl
~ERAl UABiUTY
A
~
I--
LIMITS
9;1000000
~500,OOO*
SN/A
$1,000,000
$6,000,000
SN/A
$1,000,000
EACH OCCURRENce
~~~~~~~RENCE\
COMMERCIAL GENERAL LIABUTY
tJClAIMS MADE
0°CCUR
6797142
01/01/13
01/01/12
MED EXP (Any 000 penon)
PERSONAl.. & ADV INJURY
GENERAL AGGREGATE
PRODUCTS - COMPIOP AGG
-ii'LAGOREA= A P r l PER:
X
JI'~T
POUCY
COMPt.ETED OPERATIONS
LOC
...&!l OMOBILE UABiUTY
-
COMBINED SINGLE LIMIT
(Eo accident)
~N/A
BODILY INJURY
(Per pcROI1)
$N/A
BODILY INJURY
(per accident)
$ N/A
PROPERTY DAMAGE
(Per accident)
~N/A
ANY AUTO
ALL OWNED AUTOS
N/A
N/A
N/A
SCHEDULED AUTOS
HIREDAUT05
NON-OWNED AUTOS
I--
AUTO ONLY - EA ACCIDENT
GARAGE UABiUTY
N/A
N/A
N/A
o
DClAIMS MADE
AGG
EACH OCCURRENce
EXCESSIUMBRELLA LlABIUTY
OCCUR
EAACC
OTHER THAN
AUTO ONLY:
RANYAUTO
N/A
N/A
N/A
N/A
N/A
N/A
AGGREGATE
$N/A
SN/A
$N/A
$N/A
R~UCTIBLE
ETENTION
WORKERS COMPENSATION AND
EMPLOYERS' UABlUTY
I
ANY PROPRIETORIPARTNERlEXECUTlVE
OFFICER/MEMBER EXCLUDED?
If yes. dnc:ribct under
SPECIAL PROVISIONS bd_
~N/A
SN/A
SN/A
$N/A
WCSTATU-I
TORYUMITS
I
O~H-
E.L. EACH ACCIDENT
$N/A
E.L DISEASE - EA EMPLOYEE
$ N/A
E.L DISEASE - POLICY UMIT
$N/A
OTHER
N/A
N/A
N/A
N/A
DESCRIPTION OF OPERATIONS/LOCATIONS/VEHICLES/EXCLUSIONS ADDED BY ENDORSEMENT/SPECIAL PROVISIONS
LIMITS INCLUDE ALL SELF-INSURED PORTIONS OF THE LIMITS OF LIABILITY
THIS CERTIFICATE OF INSURANCE REPLACES AND SUPERCEDES THE CERTIFICATE PREVIOUSLY ISSUED ON 12129/2011 FOR THE POLICY
PERIOD ABOVE.
CERTIFICATE HOLDER
CANCELLATION
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION
DATE THEREOF, THE ISSUINO INSURER WILL ENDEAVOR TO MAIL
TENNESSEE DEPARTMENT OF CORRECTION
6TH FLOOR, RACHEL JACKSON BUILDING
320 6TH AVENUE NORTH
NASHVILLE, TN 37243
ACORD 25 (2001/08)
....li..
DAYS WRITTEN NOTICE
TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT FAILURE TO DO SO SHALL IMPOSE NO
OBLIGATION
OR
LIABILITY
OF
ANY
KIND
UPON
THE
INSURER,
ITS
AGENTS
OR
REPRESENTATIVES.
AUTHORIZED REPRESENTATIVE
CORlZON, INCJ12-13IGL
~
@ACORD CORPORATION 1988
E-7
Appendix F
Corizon, Inc. and Subsidiaries
Consolidated Balance Sheet
(In Thousands) (Unaudited)
December 31,
2011
Assets
Current assets:
Cash and cash equivalents
Accounts receivable: healthcare and other, less allowances
Inventories
Prepaid expenses and other current assets
Current deferred tax assets
Total current assets
Property and equipment, net
Goodwill
Customer contracts and relationships, net
Other intangibles, net
Other assets, net
Total assets
Liabilities and shareholder's equity
Current liabilities:
Current maturities of long-term debt and other note payable
Accounts payable
Accrued medical claims liability
Accrued expenses
Deferred revenue
Total current liabilities
Noncurrent portion of accrued expenses
Noncurrent deferred tax liabilities
Long-term debt, less current maturities
Total liabilities
$
$
$
10,051
60,675
5,904
17,639
4,547
98,816
13,163
273,070
43,817
20,750
49,925
499,541
13,394
28,924
40,121
465
82,904
65,702
19,231
167,837
Intercompany payable
140,062
Total shareholder's equity
191,642
Total liabilities and shareholder's equity
$
499,541
This information is proprietary and confidential. It is not to be distributed without the written consent of
Corizon, Inc.
F-1
Corizon, Inc. and Subsidiaries
Consolidated Statement of Operations
(In Thousands) (Unaudited)
Year Ended
December 31, 2011
Health care revenues
$
Operating costs and expenses:
Health care expenses
Selling, general, and administrative expenses
Depreciation
Amortization
726,118
637,317
34,902
5,269
23,549
701,037
Operating income
25,081
Interest expense, net
(20,938)
4,143
Income (loss) before income taxes
527
Income tax provision (benefit)
Net income (loss)
$
3,616
This information is proprietary and confidential. It is not to be distributed without the written consent of
Corizon, Inc.
F-2
CONSOLIDATED FINANCIAL STATEM EN TS
Valitas Health Services, Inc. and Subsidiaries
Years Ended December 31 , 2011 and 2010
With Report ofIndependent Auditors
Ernst & Young LLP
ill ERNST & YOUNG
This information is proprietary and confidential . It is not to be distributed or discussed without the written consent of Valitas Health
Services, Inc. Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
F-4
Valitas Health Services, Inc. and Subsidiaries
Consolidated Financial Statements
Years Ended December 31,2011 and 2010
Contents
Report of Independent Auditors .............. .............. .... ................. .......... ..... ........... ................ ............ 1
Consolidated Financial Statements
Consolidated Balance Sheets .......... ......... ........................ .............. ... ......................... ......... ........ ..... 2
Consolidated Statements of Operations .. ....... .................... ............... ........................ ................ .......3
Consolidated Statements of Changes in Shareholder's Equity .................... .... ........ .................. ..... .4
Consolidated Statements of Cash Flows ...... ..................... ........................................ ... .......... ......... 5
Notes to Consolidated Financial Statements ..... .......................... ... ............................ ............. ......... 6
Financial Statement Schedule (Unaudited)
Proforma Consolidated Statements of Operations (Unaudited) ........ ... ......... .... ......... ... ................ .33
1111 · 1311058
This information is proprietary and confidential. II is nol to be distributed or discussed without the written consent of Valit as Health
Services, Inc. Disclosure or distribution of such information would cause substantial competitive harm to Valitlis.
F-5
1111111111111111111111111111111"""
go ERNST &YOUNG
Ernst & Younq lLP
One Nashville Place
Suite 1400
150 Fourth Avenue North
Nashville, TN 37219
Tel: +l 615 252 2000
Fax: +1 615 242 9128
www.ey.com
Report of Independent Auditors
The Board of Directors
Valitas Health Services, Inc. and Subsidiaries
We have audited the accompanying consolidated balance sheets of Valitas Health Services, Inc.
and subsidiaries (collectively, the Company) as of December 31 , 2011 and 2010, and the related
consolidated statements of operations, changes in shareholder's equity, and cash flows for the
years then ended. These financial statements are the responsibility of the Company's
management. Our responsibility is to express an opinion on these financial statements based on
our audits.
We conducted our audits in accordance with auditing standards generally accepted in the
United States. Those standards require that we plan and perform the audit to obtain reasonable
assurance about whether the financial statements are free of material misstatement. We were not
engaged to perform an audit of the Company's internal control over financial reporting. Our
audits included consideration of internal control over financial reporting as a basis for designing
audit procedures that are appropriate in the circumstances, but not for the purpose of expressing
an opinion on the effectiveness of the Company's internal control over financial reporting.
Accordingly, we express no such opinion. An audit also includes examining, on a test basis,
evidence supporting the amounts and disclosures in the financial statements, assessing the
accounting principles used and significant estimates made by management, and evaluating the
overall fmancial statement presentation. We believe that our audits provide a reasonable basis for
our opinion.
In our opinion, the financial statements referred to above present fairly, in all material respects,
the consolidated financial position of Valitas Health Services, Inc. and subsidiaries at
December 31, 2011 and 2010, and the consolidated results of their operations and their cash
flows for the years then ended, in conformity with accounting principles generally accepted in
the United States.
As disclosed in Note 2 to the consolidated financial statements, the Company changed its
presentation of insurance claims and related insurance recoveries as a result of the adoption of
the amendments to the FASB Accounting Standards Codification resulting from Accounting
Standards Update No. 2010-24, "Presentation of Insurance Claims and Related Insurance
Recoveries. "
February 29, 2012
1111-1)11058
This information is proprietary and confidential. [t is not to be distributed or disclissed without the written consent of Val itas Health
Services, Inc . Disclosure or distribution of such information would cause substantial coniJretftl'fefKHfrl.':pV'aYflaS9Global Limited
1
F-6
Valitas Health Services, Inc. and Subsidiaries
Consolidated Balance Sheets
(In Thousands)
December 31
2011
2010
Assets
Current assets:
Cash and cash equivalents
Accounts receivable: healthcare and other, less allowances of
Inventories
Prepaid expenses and other current assets
Current deferred tax assets
Total current assets
Property and equipment, net
Goodwill
Customer contracts and relationships, net
Other intangibles, net
Other assets, net
Total assets
Liabilities and shareholder's equity
Current liabilities:
Current maturities of long-term debt and other note payable
Accounts payable
Accrued medical claims liability
Accrued expenses
Deferred revenue
Total current liabilities
Noncurrent portion of accrued expenses
Noncurrent deferred tax liabilities
Long-term debt, less current maturities
Total liabilities
$
$
$
Shareholder's equity:
Common stock, par value $0.001 per share; 1,000 shares authorized,
issued, and outstanding at December 31, 2011 and 2010
Paid-in capital
Accumulated other comprehensive loss
Retained earnings
Total shareholder's equity
Total liabilities and shareholder's equity
~
10,051 $
114,267
8,368
31,456
11,347
175,489
23,142
442,600
133,754
25,376
76,725
877,086 $
33,158
51,099
6,760
3,701
4,907
99,625
14,145
271,917
58,295
29,748
14,913
488,643
2,850 $
18,578
42,223
92,371
9,541
165,563
112,158
43,251
381,907
702,879
9,256
18,550
22,511
32,557
1,225
84,099
26,607
26,889
166,825
304,420
168,958
(590)
5,839
174,207
877,086 ~
163,860
(1,396)
21,759
184,223
488,643
See accompanying notes.
1111·1311058
This information is proprietary and confidential. It is not to be distributed or discussed without Ihe written consent ofValilas Health
Serv ices, Inc. Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
2
F-7
Valitas Health Services, Inc. and Subsidiaries
Consolidated Statements of Operations
(In Thousands)
Year Ended December 31
2011
2010
Health care revenues
$ 1,063,369
Operating costs and expenses:
Health care expenses
Selling, general, and administrative expenses
Depreciation and amortization
Merger expenses
Customer contracts and other intangible impairment
$
938,819
49,977
37,196
17,126
749,533
663,655
33,822
21,\31
1,043,118
250
718,858
Operating income
20,251
30,675
Interest expense, net
Income (loss) before income taxes
(31,971}
(l8,067}
12,608
Income tax provision (benefit)
Net income (loss)
m,nO}
$
(l,492}
(JO,228) $
4,478
8.130
See accompanying notes.
1111·1311 058
This information is proprietary and confidential . It is nol to be distributed or discussed without the written consent of Valitas Heallh
Serv ices, Inc. Disclosure or distribution of such infonnalion would cause substantial compet itive harm to Valitas.
3
F-8
Valitas Health Services, Inc. and Subsidiaries
Consolidated Statements of Changes in Shareholder's Equity
(In Thousands)
Common
Stock
Balance, December 31, 2009
Net income
Change in fair value of cash flow hedges,
net of tax effect of$350
Total comprehensive income
Contribution from parent
Dividends paid to LLC
Unit compensation
Balance, December 31 , 20 I 0
Net loss
Other comprehensive income amortization
net of tax effect of $403
Total comprehensive loss
Contribution from parent
Dividends paid to LLC
Unit compensation
Balance, December 31 , 20 II
$
Paid-In
Capital
$
162,008
Retained
Earnings
$
Accumulated
Other
Comprehensive
Income (Loss)
13 ,673 $
8,130
Total
Shareholder's
Equity
(1,931) $
173,750
8,130
535
535
8,665
1,000
(44)
852
184,223
(10,228)
1,000
(44)
852
163,860
21 ,759
(10,228)
(1,396)
806
3,446
(5,692)
$
$
1,652
168,958
$
5,839 $
(590) $
806
(9,422)
3,446
(5,692)
1,652
174,207
See accompanying notes.
4
111l·131I05g
This information is proprietary and confidential . It is not 10 be distributed or discussed without the wriuen consent of Valitas Health
Services. Inc. Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
F-9
Valitas Health Services, Inc. and Subsidiaries
Consolidated Statements of Cash Flows
(In Thousands)
Year Ended December 31
2011
2010
Operating activities
Net income (loss)
Adjustments to reconcile net income (loss) to net cash provided
by operating activities:
Depreciation and amortization
Customer contracts and other intangible impairment
Finance cost amortization
Write off of prior debt issuance costs
Deferred income taxes
Unit compensation
Paid-in-kind interest
Changes in operating assets and liabilities:
Receivables
Inventories and other current assets
Accounts payable and accrued expenses
Other operating activities
Net cash provided by (used in) operating activities
$
(10,228) $
37,196
8,130
21,131
250
1,792
2,533
4,938
(15,304)
1,652
1,182
(3,246)
852
909
(12,228)
(13,815)
42,607
(41,683)
(3,150)
(9,138)
1,304
(5,543)
2,919
19,360
Investing activities
Capital expenditures
Purchase of America Service Group Inc., net of cash acquired
Net cash (used in) investing activities
(6,296)
(200,991)
(207,287)
(5,751)
Financing activities
Proceeds from long-term debt
Repayments of long-term debt
Debt issuance costs
Shareholder contribution
Dividends paid
Net cash provided by (used in) financing activities
385,000
(177,507)
(17,917)
3,446
(5,692)
187,330
Decrease in cash and cash equivalents
Cash and cash equivalents, beginning of period
Cash and cash equivalents, end of period
Supplemental disclosure of non-cash financing activities
Interest expense deferred to principal balance
(5,751)
(21, \08)
1,000
(44)
(20)52)
$
(23,107)
33,158
10,051 $
(6,543)
39,701
33,158
~
1,182 ~
909
See accompanying notes.
1111·1311058
This information is proprietary and confidential. It is not to be distri buted or discussed without the written consent of Valitas Health
SelVices. Inc. Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
5
F-10
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements
December 31,2011
1. Nature of Business
Description of Business
Valitas Health Services, Inc. (the Company) is a holding company for the consolidated
operations of America Service Group Inc. (ASG), Correctional Medical Services of Delaware,
Inc. (CMSD) and Valitas Behavioral Services of Delaware, Inc. (VBSD), together with their
wholly owned subsidiaries. The Company, through its operating subsidiaries, primarily provides
contract healthcare services to correctional facilities owned or operated by state and local
governments geographically dispersed across the United States.
The Company is wholly owned by Valitas Equity LLC, a Delaware limited liability company
(LLC) through LLC's wholly owned subsidiary Valitas, Inc., a Delaware corporation. LLC and
Valitas, Inc. have no other operations other than their investment in the Company.
As discussed more fully in Note 3, on June 3, 2011, the Company acquired ASG in a transaction
accounted for as a purchase (the Acquisition). The consolidated financial statements include the
results of operations of ASG from June 3, 2011 to December 31, 2011.
Subsequent to the Acquisition, the Company changed the name of the primary operating
subsidiary of CMSD from Correctional Medical Services, Inc. to Corizon, Inc. and the name
of the primary operating subsidiary of ASG from Prison Health Services, Inc. to Corizon
Health, Inc.
2. Significant Accounting Policies
Basis of Presentation
All majority-owned subsidiaries of the Company are consolidated, and all intercompany
accounts and transactions are eliminated.
The Company evaluated subsequent events through March 2, 2012, the date these consolidated
financial statements were issued. No material subsequent events have occurred since
December 31 , 2011, that required recognition or disclosure.
1111·1311058
This information is proprietmy and confidential. It is not to be distributed or discussed without the written consent of Val it as Health
Serv ices, Inc. Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
6
F-11
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
2. Significant Accounting Policies (continued)
Use of Estimates
The preparation of financial statements in accordance with United States Generally Accepted
Accounting Principles (U.S. GAAP) requires management to make estimates and assumptions
that affect the reported amounts of assets and liabilities and disclosure of contingent assets and
liabilities at the date of the financial statements and the reported amounts of revenues and
expenses during the reporting period. Significant estimates and assumptions are used for, but not
limited to, the accrual estimates for medical claims payable, professional liability claims
reserves, income tax reserves and valuation allowances, allowance for doubtful accounts, and
workers' compensation claims reserves. The accounting estimates used in the preparation of the
consolidated financial statements will change as new events occur, as more experience is
acquired, as additional information is obtained, and as the operating environment changes. The
Company evaluates and updates its assumptions and estimates on an ongoing basis and may
employ outside experts to assist in the evaluation, as considered necessary. Actual results could
differ from these estimates.
Cash and Cash Equivalents
Cash and cash equivalents include cash on hand, demand deposits and money market funds
which can be liquidated within three months or less when purchased. Due to the short term
nature of these instruments, the carrying amounts approximate fair value.
Derivative Instruments
The Company periodically enters into interest rate swap agreements to effectively convert a
portion of the interest on its floating rate debt to a fixed rate, thus reducing the impact of interest
rate changes on future interest expense. The Company does not hold or issue derivative financial
instruments for speculative purposes. The Company recognizes all of its derivative instruments
as either assets or liabilities on the consolidated balance sheets at fair value. Changes in the
fair value of these instruments are reported in earnings or other comprehensive income
depending on the use of the derivative and whether it qualifies for hedge accounting. The
accounting for gains and losses associated with changes in the fair value of the derivative and the
effect on the consolidated financial statements depends on its hedge designation and whether the
hedge is highly effective in achieving offsetting changes in the fair value of cash flows of the
liability hedged.
1111 - 13 11058
This information is proprietary and confidential . It is not 10 be distributed or discussed withoul lhe wrinen consent of Val it as Health
Services, Inc. Disclosure or distribut ion of such information would cause substantial competitive harm 10 Valitas.
7
F-12
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
2. Significant Accounting Policies (continued)
Revenue and Cost Recognition
The Company engages principally in contracts with correctional institutions whereby the
Company receives a contracted fee, typically based on the inmate population covered, and
administers for the state or governmental agency the delivery of healthcare to the covered
population. The Company records revenues net of estimated allowances resulting from failure to
meet contractual requirements. Many contracts also include additional provisions such as
aggregate pools, specific exclusions, or cost plus fee arrangements that mitigate a portion of offsite medical and pharmaceutical costs charged to the Company. For contracts that include such
provisions, the Company recognizes revenues that would be due from or to clients based upon
estimates of costs incurred compared to the corresponding contractual limit for such costs.
Revenues earned are recognized in the period that services are rendered. Certain contracts allow
the Company to bill in advance for services, and accordingly, such revenue is deferred and
recognized when services are rendered.
Healthcare expenses include the compensation of nurses and other employed healthcare
professionals (including any related benefits), physician compensation, benefits and independent
contractor fees, hospitalization, other subcontractor and vendor costs, and other direct costs of
providing care. The healthcare expenses are recognized in the period in which they are provided
based in part on estimates, including an accrual for unbilled medical services rendered through
the balance sheet date. The Company estimates the accrual for unbilled medical services using
paid claim and utilization data including hospitalization, one-day surgeries, physician visits and
emergency room and ambulance visits and their corresponding costs. An actuarial analysis is
prepared at least annually as an additional tool to be considered by management in evaluating the
adequacy of the Company' s total accrual related to contracts which have sufficient claims
payment history. The analysis takes into account historical claims experience (including the
average historical costs and billing lag time for such services) and other actuarial data.
Actual payments and future accrual requirements will differ from the Company' s current
estimates. The differences could be material if significant fluctuations occur in the healthcare
cost structure or the Company's claims experience. The development of the medical claims
payable estimate is a continuous process monitored and refined on a monthly basis as additional
claims information becomes available. The reserving methodology is consistently applied from
period to period. Changes in estimates of claims resulting from such fluctuations and differences
between estimates and actual claims payments are recognized in the period in which the
estimates are changed or the payments are made. In 20 II and 2010, the Company recorded an
1111 · 1311058
This information is proprietary and confident ial. It is nollo be distributed or discussed without the written consent o f Val itas Health
Services, Inc. Disclosure or distribut ion of such information would cause substantial com peti tive harm to Valitas.
8
F-13
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
2. Significant Accounting Policies (continued)
increase of approximately $1.3 million and a decrease of approximately $2.1 million,
respectively, to its prior year claims liabilities as a result of revisions to its estimated claims
expense. The impact to net income of these reductions to the Company's claims reserves and
associated expense is dependent upon whether any of the associated customer contracts
contained provisions limiting risk.
Accounts Receivable
Accounts receivable represent amounts due from state and local governments for healthcare
services provided and/or administered by the Company. Included in unbilled accounts receivable
is the Company's estimate of revenue earned under risk sharing provisions.
Accounts receivable are stated at estimated net realizable value. The Company recognizes
allowances for doubtful accounts based on a variety of factors, including the length of time
receivables are past due, significant one-time events, contractual rights, client funding and/or
political pressures, discussions with clients and historical experience. If circumstances change,
estimates of the recoverability of receivables would be further adjusted and such adjustments
could have a material adverse effect on the Company's results of operations in the period in
which they are recorded.
Inventories
Phannacy and medical supplies inventories are stated at the lower of cost (first-in, first-out
method) or market.
Income Taxes
Deferred tax assets and liabilities are recorded for the future tax consequences attributable to
differences between the financial statement carrying amounts of existing assets and liabilities and
their respective tax bases. Deferred tax assets and liabilities are measured using enacted tax rates
expected to apply to taxable income in the years in which those temporary differences are
expected to be recovered or settled. The effect of a change in tax rates on deferred tax assets and
liabilities is recognized in income in the period that includes the enactment date of the tax
rate change.
1111 · 1311 058
This information is proprietary and confidential . It is not to be distributed or discussed without the written consent of Valilas Health
Serv ices, Inc. Disclosure or distribution o f such information would cause substantial competitive harm to Valitas .
9
F-14
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
2. Significant Accounting Policies (continued)
Valuation allowances are provided when it is considered more likely than not that deferred
tax assets will not be realized. In determining if a deductible temporary difference or net
operating loss can be realized, the Company considers future reversals of existing taxable
temporary differences, future taxable income, taxable income in prior carryback periods, and tax
planning strategies.
Property and Equipment
Property and equipment are recorded at cost and depreciated on a straight-line basis over the
estimated useful lives of the assets. The estimated useful lives for the major categories of
property and equipment are ten to thirty years for buildings and improvements and three to eight
years for furniture, computer hardware and software, equipment and fixtures. Leasehold
improvements are amortized over the useful life or the remaining term of the lease, whichever is
shorter. Expenditures for maintenance and repairs are charged to expense as incurred, whereas
expenditures for improvements and replacements are capitalized. The cost and accumulated
depreciation of assets sold or otherwise disposed of are removed from the accounts and the
resulting gain or loss is reflected in the consolidated statements of operations.
Software Costs
The Company capitalizes costs associated with internally developed software systems that have
reached the application development stage. Capitalized costs include external direct costs of
materials and services utilized in developing or obtaining internal-use software and payroll and
payroll-related expenses for employees who are directly associated with and devote time to the
internal-use software project. Capitalization of such costs begins when the preliminary project
stage is complete and ceases no later than the point at which the project is substantially complete
and ready for its intended purpose. In addition, the Company capitalizes costs associated with
upgrades or enhancements to its internally developed software systems which result in additional
functionality.
1111·1 31 1058
This informal ion is proprietary and confidential . It is not to be distributed or discussed without the written consent of Valitas Heallh
Serv ices, Inc. Disclosure or distribution of such information would cause substantial competitive harm to Valitas .
10
F-15
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
2. Significant Accounting Policies (continued)
Goodwill, Contracts, and Other Intangible Assets
The Company accounts for goodwill, customer contracts, and other intangible assets in
accordance with ASC 350. Intangible assets were estimated by an independent valuation
specialist based on the fair value. Goodwill represents the excess of the purchase price over the
fair value of the net tangible and identifiable intangible assets acquired in a business combination
and is not subject to amortization. ASC 350 requires that goodwill be tested for impairment at
least annually, or more often if warranted by events and changes in circumstances indicating that
the carrying value may exceed its fair value, and written down to fair value if impaired. Absent
any impairment indicators, the Company performs its goodwill impairment testing during the
fourth quarter of each year.
In September 20 11 , the Financial Accounting Standards Board (F ASB) issued Accounting
Standards Update No. 2011-08, an update to FASB ASC Intangibles- Goodwill and Other
Topic, which amends the existing accounting standards related to the method of assessing
goodwill for potential impairment. Specifically, this update limits the requirement for a company
to perform a quantitative goodwill impairment test to situations in which management believes it
is more likely than not that the fair value of a reporting unit is less than its carrying amount. This
update becomes effective for annual and interim goodwill impairment tests performed for fiscal
years beginning after December 15, 2011. Early adoption is permitted. The Company adopted
this update effective with its December 31,2011 annual goodwill impairment test. Such adoption
did not have a material impact on the consolidated financial statements.
Based on an assessment of qualitative factors, the Company determined that it is more likely than
not that the carrying amount of the Company's reporting unit exceeds its fair value. As a result,
the Company concluded that no further testing for goodwill impairment was required.
ASC 350 also requires that intangible assets with finite useful lives be amortized over their
respective estimated useful lives and tested for impairment if certain circumstances indicate a
possible impairment may exist. Customer contracts and relationships are amortized based on the
pattern of economic benefit received from the contract, which is currently estimated over one to
16 years. The Company's other intangible assets consist of trade names and non-compete
agreements (see Note 9). Non-compete agreements were amortized on a straight-line basis over
their useful lives of four years and were fully amortized as of December 31 , 2011.
1111 · 13 11058
This information is proprietary and confidential. It is not to be distributed or discussed without the written consent of Valitas Health
Services, Inc. Disclosure or distribution of such information would cause substantial competitive harm 10 ValilUs.
II
F-16
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
2. Significant Accounting Policies (continued)
Prior to 2011, the Company's intangible assets related to trade names had an indefinite life and
were not amortized. As a result of the rebranding and name changes for the primary operating
subsidiaries discussed in Note I above, the Company concluded that the intangible assets
associated with its existing trade names have a limited life. Beginning June 3,2011 , these assets
will be amortized over a 2 year life.
Deferred Financing Costs
Expenses associated with the issuance of debt instruments are capitalized and amortized over the
terms of the respective financing arrangement using a method similar to the effective interest
method over periods ranging from five to seven years.
Unit Based Compensation
Certain directors, officers, and employees of the Company participate in the LLC ' s equity
incentive plan. Compensation cost includes compensation cost for all share-based payments
granted under the plans, based on the grant-date fair value. The Company recognizes the cost as
expense on a straight-line basis (net of estimated forfeitures) over the requisite service period.
The Company estimates the fair value of the incentive units using the Black-Scholes optionpricing model. The expense is recorded in selling, general, and administrative expenses in the
consolidated statements of operations.
Recent Accounting Pronouncements
In August 2010, the Financial Accounting Standards Board (FASB) issued Accounting Standards
Update (ASU) 20 I 0-24 "Presentation of Insurance Claims and Related Insurance Recoveries,"
which provides clarification to companies in the healthcare industry on the accounting for
professional liability insurance. This ASU states that receivables related to insurance recoveries
should not be netted against the related claim liability and such claim liabilities should be
determined without considering insurance recoveries. This ASU is effective for fiscal years
beginning after December IS, 2010 and was adopted by the Company on January I, 2011. The
adoption of this ASU increased prepaid expenses and other current assets by $15.6 million, other
assets, net by $42.9 million, accrued expenses by $15 .6 million and non-current portion of
accrued expenses by $42.9 million in the consolidated balance sheet at December 31 , 20 II and
had no impact to the consolidated statement of operations for year ended December 31 , 2011 .
1111 · 13 11 058
T his information is proprietary Dnd confide ntial. It is not to be distributed or discussed without the writte n consent o f Valitas Health
Serv ices, Inc. Disclosure or distribution of such information would cause substantial competitive harm to Valilas.
12
F-17
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
2. Significant Accounting Policies (continued)
The Company has determined that all other recently issued accounting pronouncements will not
have a material impact on its consolidated financial position, results of operations, and cash
flows or do not apply to its operations.
Reclassifications
Certain prior period amounts have been reclassified
presentation.
III
order to conform to current period
3. Acquisition
On June 3,2011, the Company acquired all of the voting shares of ASG. ASG is a provider of
contract healthcare services to correctional facilities owned or operated by state and local
governments geographically dispersed across the United States. The Company paid
$201.0 million in cash at closing, net of $48.5 million of cash acquired in the Acquisition. The
cash purchase price was funded through the issuance of the new debt facility discussed in
Note 13. The results of operations of ASG are included in the consolidated financial statements
of the Company for all periods subsequent to June 3, 2011.
Under the acquisition method of accounting, the purchase price, net of cash, totaling
$201.0 million was allocated to the identifiable assets acquired and liabilities assumed based
upon their estimated fair values as of June 3, 2011. The excess of the purchase price over the
estimated fair value of the identifiable assets acquired and liabilities assumed was recorded as
goodwill. Goodwill recorded for this transaction represents the business value of the entity not
specifically related to net assets acquired. The goodwill of $169.5 million is not expected to be
deductible for tax purposes.
1111 · 1311058
This inFormation is proprietary and confidential. It is not to be distributed or discussed withoullhe written consent orValilas Health
Servi ces, Inc. Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
13
F-18
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
3. Acquisition (continued)
The Company's preliminary estimate of the fair value of assets acquired and liabilities assumed
in the transaction is as follows :
2011
Accounts receivable, net of allowances of $0.5 million
Other current assets
Property, software and equipment
Other assets
Identified intangibles
Goodwill
Total assets acquired
$
Current liabilities
Long term liabilities
Deferred tax liabilities
Total liabilities assumed
Net assets acquired
50,939
15,550
11,198
11,639
99,800
169,530
358,656
(102,192)
(31,905)
{23 ,568 2
(157,665 2
$
200,991
Acquisition related expenses totaling $17.1 million were incurred during 2011 in connection
with the transaction are included in the accompanying consolidated statements of operations as
merger expenses.
1111 · 1311058
This information is proprietary and confidential. II is not to be distributed or discussed without the written consent of Va litas Health
Services, Inc. Disclosure or distribution o f such in formation would cause substantial competitive harm to Valitas.
14
F-19
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
4. Major Customers and Geographical Concentrations
The Company contracts with several state-wide prison systems, which potentially expose the
Company to concentrations of credit risk. Contracts with the states of Alabama, Indiana and
Missouri constituted approximately 27.8% of revenues for the year ended December 31,2011,
and 8.5% of total receivables at December 31, 2011. Contracts with the states of Alabama,
Indiana and Missouri constituted approximately 38% of revenues for the year ended
December 31,2010, and 19.3% of total receivables at December 31, 2010.
In addition, as of December 31,2011, the Company has approximately $19.8 million of unbilled
receivables, 17.4% of total receivables, related to two existing customers whose contract
renewals are in the final stages of execution. The Company expects these contracts to be
executed in early 2012, at which point these receivables will be billed and collection can occur.
During 2011 and 2010, some of the Company's contracts expired in the normal course of
business. The table below presents the operating results, net of taxes, that are included in the
accompanying statements of operations (in thousands):
December 31
2011
2010
Healthcare revenues
Healthcare expenses
Income from expired contracts before taxes
Income tax provision
Income from expired contracts, net of taxes
$
$
34,884 $
32,418
2,466
1,011
1,455 $
44,220
36,986
7,234
2,966
4,268
1111-1311058
This information is proprietary and confidential. It is not to be distributed or discussed without the written consent of Valitas Health
Services, Inc . Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
15
F-20
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
5. Accounts Receivable
Accounts receivable consist ofthe following (in thousands):
December 31
2011
2010
Billed accounts receivable
Unbilled accounts receivable
Other accounts receivable
$
Less: allowances
$
51,720 $
58,600
62830
117,150
{22883}
114,267 $
12,428
29,746
11,646
53,820
{2,721}
51,099
Unbilled accounts receivable generally represent additional revenue earned that remain unbilled
at each balance sheet date, due to provisions within the contracts governing the timing for billing
such amounts.
6. Prepaid Expenses and Other Current Assets
Prepaid expenses and other current assets are stated at amortized cost and comprised of the
following (in thousands):
December 31
2011
2010
Prepaid insurance
Insurance recoveries related to professional liability
claims losses
Prepaid cash deposits for professional liability
claims losses
Prepaid other
$
6,673 $
1,789
15,631
$
5,111
42041
31,456 $
1,912
3,701
1111·1311058
This inlormation is proprietary and conlidential . [t is nollo be distributed or discussed without the written consent of Valilas Health
Services, Inc . Disclosure or distribution of such information would cause substantial competitive harm to Valilas.
16
F-21
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
7. Property and Equipment
Property and equipment are stated at cost and comprised of the following (in thousands):
December 31
2011
2010
Computer hardware and software
Buildings and improvements
Furniture, equipment and fixtures
$
Less: accumulated depreciation
$
37,517 $
1,753
3,480
42,750
(19,608)
23,142 $
22,703
843
2,282
25,828
(11,683)
14,145
Depreciation expense, including amortization of capitalized software costs, for the years ended
December 31, 2011 and 2010 was approximately $8.4 million and $5.3 million, respectively.
8. Other Assets
Other assets are stated at amortized cost and comprised of the following (in thousands):
December 31
2011
2010
Deferred financing costs
Less: accumulated amortization
$
Insurance recoveries related to professional liability
claims losses
Prepaid cash deposits for professional liability
claims losses
Prepaid insurance deposits and other
Supplemental retirement plan
18,229 $
(1,786)
16,443
11,084
(5,400)
5,684
42,911
$
5,613
4,744
7,014
76,725 $
9,229
14,913
1111 · 1311058
This information is proprietary and confidential . [t is not to be distributed or discussed wilhoullhe written consent of Val itas J-Iealth
Services, Inc. Disclosure or distribution of such information would cause substantial competitive harm 10 VaJitas.
17
F-22
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
9. Customer Contracts, Relationships, and Other Intangible Assets
Due to the loss of certain customer contracts in 2010, the Company recorded impairment charges
of$O.3 million to customer contracts. The Company recorded no impairment charges in 2011.
The gross and net values of contracts and other intangible assets consist of the following
(in thousands):
December 31
2011
2010
Contracts:
Gross value
Less: accumulated amortization
Trade names:
Gross value
Less: accumulated amortization
Non-compete agreements:
Gross value
Less: accumulated amortization
$
200,630 $
107,330
~66,876}
~49,0351
$
133,754 $
58,295
35,680 $
29,180
$
~10,304}
$
25,376 $
$
$
$
$
29,180
2,304
{1, 7361
568
Prior to the acquisition of ASG on June 3, 2011 , as discussed in Note 3, the CMSD trade name
had an indefinite life. However, due to the rebranding and name changes for the primary
operating subsidiaries, the Company concluded that the intangible associated with the trade
names have a limited life and will be amortized over two years.
1111 · 13 11058
This information is proprietary and confidential. II is not to be distributed or disc ussed without the wrinen consent of Valitas Health
Services, Inc. Disclos ure or distribution of such information would cause substantial competitive harm to Valilas.
18
F-23
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
9. Customer Contracts, Relationships, and Other Intangible Assets (continued)
Amortization expense, including impainnent charge, for the years ended December 31, 20 II and
2010, was $28.8 million and $15.5 million, respectively. Estimated aggregate amortization
expense related to the above intangibles for the five years subsequent to December 31, 2011 are
approximately $37.6 million, $24.1 million, $13.6 million, $10.4 million and $9.0 million,
respectively.
10. Accrued Expenses
Accrued expenses consist of the following (in thousands):
December 31
2011
2010
Salaries and employee benefits
Professional liability claims
Accrued workers' compensation claims
Professional liability claims losses recoverable
through insurance
Other
$
36,356 $
65,361
10,796
58,542
33,474
204,529
Less: noncurrent portion of professional liability claims
losses recoverable through insurance
Less: noncurrent portion of professional liability and
workers' compensation claims
Less: supplemental retirement plan liability
Less: other
15,843
13,423
5,691
24,207
59,164
(42,911)
$
(59,627)
(7,014)
(2,606)
92,371 $
(13,553)
(9,229)
(3,825)
32,557
1111·1311058
This information is proprietary and confidential . It is not to be distributed or discussed without the written consent of Valitas Health
Services, Inc, Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
19
F-24
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
11. Income Taxes
The provision (benefit) for income taxes consists of (in thousands):
December 31
2011
2010
Current:
Federal
State and local
$
$
Deferred:
Federal
State and local
Income tax expense (benefit)
$
$
$
11,892 $
1,920
13,812 $
6,IOS
1,619
7,724
(13,527) $
(1,777)
(15,304) $
(1,492) $
(2,872)
(374)
(3,246)
4,478
The federal statutory income tax rate is reconciled to the effective tax rate from continuing
operations as follow:
Year Ended December 31
2011
2010
U.S. statutory income tax rate
State income taxes, net of federal tax benefit
Permanent book/tax differences
Costs associated with the Acquisition
Reserve for uncertain tax positions
Change in effective tax rate on deferred taxes
Other
Effective income tax rate
(35.0)%
(5.7)
9.0
10.3
0.7
5.7
2.3
(12.7)%
3S .0%
S.l
4.0
(7.9)
(0.7)
3S .S%
In 2010, the Company closed its federal audit of tax years 200S through December 26, 2007,
analyzed its income tax positions based upon the audit findings, and recorded a $0.6 million
decrease, net of additional state items, in its reserve for uncertain tax positions.
1111 · 1)11058
This information is proprietary and confidential. It is not to be distributed or discussed without the written consent of Valitas Health
Services. Jnc. Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
20
F-25
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
11. Income Taxes (continued)
Deferred income taxes reflect the net tax effects of temporary differences between the carrying
amounts of assets and liabilities for financial reporting purposes and the amounts used for
income tax purposes. Significant components of the Company's deferred tax assets (liabilities)
are as follows (in thousands):
December 31
2011
2010
Deferred tax assets:
Accruals and receivable allowances
Professional liability claims
Deferred compensation
Interest rate swaps
Workers' compensation
Other
Total deferred tax assets
Deferred tax liabilities:
Intangibles
Property and equipment
Total deferred tax liabilities
Net deferred tax liability
Reported as:
Current deferred tax assets
Noncurrent deferred tax liabilities
Net deferred taxes
$
2,875 $
26,569
2,965
4,389
2,951
39,749
$
$
$
669
5,308
3,750
914
1,968
644
13,253
(64,835)
(6,818}
(71,653}
(31,904} $
(32,890)
(2,345}
(35,235}
(21,982)
11,347 $
(43,251}
(31,904) $
4,907
{26,889}
(21,982)
Income taxes (received) paid were approximately $(0.2) million and $11.3 million during the
years ended December 31,2011 and 2010, respectively.
1111-1311058
This information is proprietary and confidential. II is not to be distributed or disclissed without the written consent ofYalitas Health
Services, Inc . Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
21
F-26
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
11. Income Taxes (continued)
A reconciliation of the beginning and ending balance of the liabilities for uncertain tax positions
is as follows (in thousands):
Balance as ofJanuary 1,2011
Gross increase - current year tax positions taken
Gross decrease - prior year tax positions taken
Lapse of statute of limitations
Balance as of December 31,2011
$
2,075
276
$
2,351
The Company recognizes interest accrued related to unrecognized tax benefits in the provision
for income taxes. Included in the reserve for uncertain tax positions is a liability for interest in
the amount of $0.1 million. As of December 31, 20 II, $2.3 million of the reserve for uncertain
tax positions would, if recognized, affect the effective tax rate in future periods. The entire
$2.4 million balance is included in noncurrent portion of accrued expenses in the consolidated
balance sheets. The Company does not expect any significant increases or decreases to these
liabilities within 12 months of this reporting date.
The federal income tax returns of the Company for the tax period beginning December 27, 2007
through tax year 2011 remain subject to examination. The Company files in numerous state
jurisdictions with varying statutes of limitation. The state income tax returns for tax years 2005
through 2011 remain subject to examination. An audit of the federal tax returns of ASG for the
year ended December 31, 2010 and the period ended June 2, 2011 is currently in progresss.
12. Professional Liability Insurance
The Company maintains professional liability (medical malpractice) insurance in amounts that it
considers appropriate based upon the nature of its business, industry practice, and past claims
experience. This coverage is for the Company and its employees. The Company's independently
contracted physicians may participate in this coverage or obtain their own so long as it is
comparable. The Company's professional liability program includes occurrence-based insurance,
claims-made insurance, self-insured retention, and reinsurance obtained through third-party
msurers.
1111·1311058
This information is proprietary and confidential. It is not to be distributed or discussed without the written consent of Val itas Health
Services, Inc. Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
22
F-27
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
12. Professional Liability Insurance (continued)
The Company estimates it liability for professional liability claims losses after taking into
consideration the Company's professional liability claims department and external counsel
evaluations of the merits of individual claims, analysis of claim history and analysis by outside
actuaries. When appropriate, based on the coverage terms, the Company also records an estimate
of incurred but reported claims based on an analysis of claims history and analysis by outside
actuaries. Estimated liabilities are discounted using rates appropriate with the risks involved.
Prior to January I, 2011 the Company recorded its liabilities for professional liability claims net
of expected insurance recoveries. As discussed in Note 2, effective January 1,2011 the Company
adopted the guidance of ASU 20 I 0-24 which requires such liabilities to be recorded gross of
expected insurance recoveries. As a result, the liabilities recorded at December 31, 2011 include
an additional $58.5 million in losses expected to be reimbursed through insurance policies. At
December 31, 20 11, an aggregate receivable of $58.5 million is recorded for the expected
insurance recoveries. The current portion of this receivable is recorded in prepaid expenses and
other current assets and the noncurrent portion of this receivable is recorded in other assets in the
consolidated balance sheet.
The ultimate amount of such liabilities may differ from the Company's estimate of such
liabilities, and any resulting change in estimate will be reflected in the period in which such
change becomes apparent.
1111.1311058
This information is proprietary and confidential . It is nol to be distributed or discussed without the written consent of Valilas Health
Services. Inc . Disclosure or distribution of such information would cause substan tial competitive harm 10 Valilas.
23
F-28
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
13. Long-Term Debt and Other Notes Payable
Long-term debt as of December 31 , consists ofthe following (in thousands):
December 31
2011
2010
2011 Term Loan B payable in quarterly installments of
$0.7 million through June 3, 2017, interest at 5.75% at
$
December 31, 2011
20 II Senior Subordinated Notes due June 3, 2018, interest
at 12.5% at December 31, 2011
283,575 $
101,182
2007 Term Loan A payable in quarterly installments
through December 2013, repaid in June 2011, interest at
4.30% at December 31 , 2010
2007 Term Loan B payable June 27, 2014, repaid in
June 2011, interest at 6.81 % at December 31, 2010
99,006
31,250
2007 Senior Subordinated Notes due December 27, 2014,
repaid in June 2011 interest at 14.25% at
December 31, 20 10
45,439
Other
Less current maturities
$
384,757
2,850
381,907 $
386
176,081
9,256
166,825
Scheduled principal payments of long-term debt as of December 31, 2011, are as follows
(in thousands):
2012
2013
2014
2015
2016
Thereafter
Total
$
$
2,850
2,850
2,850
2,850
2,850
370,507
384,757
1111 · 1)11058
This information is proprietary and confidential. " is not to be distributed or discussed without the written consent of Valitas Health
Services, Inc. Disclosure or distribution o f s uch information would cause substantial compelitive harm to Valihi s.
24
F-29
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
13. Long-Term Debt and Other Notes Payable (continued)
In June 20 II, in conjunction with and to finance the Acquisition, the Company refinanced its
then existing credit facility with a new credit facility (Credit Agreement) with a syndicate of
financial institutions consisting of a $285.0 million six-year term loan (2011 Term Loan B) and a
$75.0 million five-year revolving line of credit (2011 Revolver). The Company's previous credit
facility (2007 Credit Facility) consisted of a $141.0 million six-year term loan (2007 Term Loan
A), a $31.3 million six-and-one-half-year term loan (2007 Term Loan B), and a $50.0 million
six-year revolving line of credit (2007 Revolver). The 2011 Term Loan B is repayable in
quarterly installments of $712,500 beginning September 2011 over six years with a balloon
payment due in June 2017. Interest on the term loans under the Credit Agreement is at varying
rates at the Company's option based either on LIBOR rates or the base rate as defined. A
commitment fee ranging based on the net leverage ratio from 0.50% to 0.75%, per annum
(0.75% at December 31, 2011) is charged on the unused portion of the 2011 Revolver. The
Credit Agreement contains various covenants, which, among other things, require the
maintenance of fixed charge coverage, maximum debt leverage ratios, and limitations on capital
expenditures, investments, indebtedness, liens, sales of assets, and restricted payments. At
December 31, 20 II, the Company was in compliance with the covenants.
In addition, the Credit Agreement requires the Company to prepay the 2011 Term Loan B with
up to 50% of its excess cash flow, as defined in the Credit Agreement, annually beginning for the
year ending December 31,2012. Obligations under the Credit Agreement are guaranteed by the
principal subsidiaries of the Company and are secured by essentially all of the assets of the
Company and its principal subsidiaries, as well as the stock of such subsidiaries.
Also, in conjunction with the Acquisition, the Company issued $100.0 million of 12.50% senior
subordinated notes (2011 Subordinated Notes) under the terms of the Note Purchase Agreement
(Note Purchase Agreement). The Company used the proceeds to repay senior subordinated notes
issued in 2007 (2007 Subordinated Notes) and to fund the Acquisition. The 2011 Subordinated
Notes are subordinated to the obligations under the Credit Agreement. The 2011 Subordinated
Notes bear interest at 12.50% per annum, payable quarterly. The Company may defer the
payment of 2.0% of the 12.50% coupon, with any such deferred amount added to principal and
payable at maturity. As of December 31, 2011, the Company has deferred payments of
$1.2 million of interest. Such amount has been added to the outstanding balance of the 2011
Subordinated Notes in the accompanying consolidated balance sheet. The 2011 Subordinated
Notes are guaranteed by the principal subsidiaries of the Company and have a single maturity in
June 2018. Covenants under the 2011 Subordinated Notes are similar to but generally less
restrictive than those under the Amended and Restated Financing Agreement.
1111·1 3 11 058
This information is proprietary and confidential . It is not to be distributed or discussed without the written consent of Valitas Health
Services, Inc. Disclos ure or distribution of s uch information would cause substantial competitive harm to VaJilas.
25
F-30
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
13. Long-Term Debt and Other Notes Payable (continued)
Net cash payments of interest for the years ended December 31 , 2011 and 2010 were
$23.0 million and $15.6 million, respectively.
14. Revolving Credit Facility
There were no borrowings under either the 20 II Revolver or the 2007 Revolver at December 31 ,
2011 and 2010, respectively. At December 31, 2011 and 2010, the Company had $8.2 million
and $12.5 million ofletters of credit outstanding, respectively. At December 31, 20 II and 20 I 0,
the Company had $66.8 million and $37.5 million of unused availability under the Revolver,
respectively, net ofletters of credit.
15. Interest Rate Swaps and Cap
To hedge variable rate borrowings under the Credit Agreement, in July 2011 the Company
entered into an Interest Rate Cap Transaction Agreement in which the counterparty agreed to
reimburse the Company to the extent the one-month LIBOR exceeds 3% on a notional amount of
$142.5 million. This agreement expires in July 2013. The Company paid $0.1 million for this
agreement, which is being amortized over its life.
To hedge variable rate borrowings under the 2007 Credit Facility, in January 2008, the Company
entered into a $25 million two-year, a $25 million three-year, a $25 million four-year, and a
$25 million five-year interest rate swap. These swaps effectively convert variable rate
borrowings to fixed rate borrowings and were considered a highly effective cash flow hedge. At
June 3, 2011, the $25 million two-year interest rate swap and the $25 million three-year interest
rate swap had expired. At December 31, 2010, cumulative ineffectiveness of the hedge was
considered immaterial, and no adjustment to interest expense was recorded.
As a result of the refinancing which occurred in June 2011 , the Company was required to
terminate the remaining two $25 million swaps which had not expired. In conjunction with these
terminations, the Company paid a total of $2.2 million to the counterparties to the swaps. This
amount is being amortized over the lives of the terminated swaps, including $1.3 million which
was amortized to interest expense in 2011. At December 31 , 2011 and 2010, $0.6 million and
$1.4 million, respectively, were included in other comprehensive income, net of deferred taxes.
At December 31 , 20 I 0, $0.8 million was included in other current liabilities and $1.5 million
was included in other long-term liabilities on the accompanying consolidated balance sheets.
1111 - 13 11058
This information is proprietary and confidential. It is not to be distributed or discussed without the written consent of Yalitas Health
Serv ices, Inc. Disclosure or d istribution o f such info rmation would cause substantial competitive harm to Valitas.
26
F-31
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
16. Fair Value Measurements
Assets and liabilities recorded at fair value in the consolidated balance sheets are categorized
based upon the extent to which the fair value estimates are based upon observable or
unobservable inputs. Level inputs are as follows:
Level Input
Level I
Levell!
Level III
Input Defmition
Inputs are unadjusted, quoted prices for identical assets or liabilities in
active markets at the measurement date.
Inputs other than quoted prices included in Level I that are observable
for the asset or liability through corroboration with market data at the
measurement date.
Unobservable inputs that reflect management' s best estimate of what
market participants would use in pricing the asset or liability at the
measurement date.
The following table summarizes fair value measurements by level at December 31, 20 11, for
assets and liabilities measured at fair value on a recurring basis (in thousands):
Levell
Assets
Cash and cash equivalents
Supplemental retirement
plan investments - mutual
funds
$
Level 2
10,051 $
Level 3
$
Total
$
7,014
10,051
7,014
The following table summarizes fair value measurements by level at December 31, 20 I 0, for
assets and liabilities measured at fair value on a recurring basis (in thousands):
Levell
Assets
Cash and cash equivalents
Supplemental retirement
plan investments mutual funds
Liabilities
Interest rate swaps
$
Level 2
33,050 $
Level 3
$
9,229
Total
$
33,050
9,229
2,309
2,309
1111-1311058
This information is proprietary and confidential . It is not to be distributed or discussed without the written consent ofYalitas Health
Services, Inc. Disclosure or distribution of such information would cause substantial competitive harm 10 Valitas.
27
F-32
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
16. Fair Value Measurements (continued)
The fair values of supplemental retirement plan investments - mutual funds and money market
mutual funds were determined based on quoted market prices of the funds. The fair values of
interest rate swaps were determined based on the present value of expected future cash flows
using current market data including interest rate curves and credit spreads. At December 31 ,
2011 and 2010, the book values of cash, trade and other accounts receivable, and accounts
payable and long term debt approximate their fair values.
17. Preferred Units
At December 31,2011 and 2010, the LLC had 200,000,000 preferred units authorized, of which
160,749,340 and 161 ,030,132, respectively, were issued and outstanding. The preferred units
have a unit value of $1.00 per unit. Preferred yield accrues on each preferred unit up to a
maximum rate of 10% per annum, compounded on the last day of each quarter. The accumulated
liquidation values at December 31, 2011 and 2010, were $237.2 and $216.5 million,
respectively. Distributions to unit holders, at the LLC' s discretion, are paid out first to preferred
unit holders in the amount equal to the aggregate amount of unpaid preferred yield and then to
preferred unit holders in the amount of unreturned capital. Distributions to the preferred unit
holders would be funded from the Company as it is the LLC ' s only operating subsidiary.
18. Capital Units
At December 31 , 2011 and 20 I 0, the LLC had 200,000,000 Class A common units authorized in
which 160,749,340 and 160,459,520, respectively, were issued and outstanding. At
December 31,2011 and 2010, the LLC had 30,000,000 and 20,000,000, respectively, Class B
common units authorized, of which 21,822,336 and 14,603 ,082, respectively, were issued and
outstanding. Any distributions to Class A and Class B common unit holders would be paid out
only after preferred unit holders have received a 10% per annum return on investment and full
return on capital. Distributions to the common unit holders would be funded from the Company
as it is the LLC' s only operating subsidiary.
19. Unit Compensation Plans
Certain directors, officers, and employees of the Company participate in sponsored equity
incentive plans of the LLC. Under these plans, certain directors, officers, and employees of the
Company may be issued 30,000,000 Class B units of the LLC at amounts approximating fair
value at the dates of issuance. Class B units generally vest monthly over three to four years from
the dates of issuance.
111 1· 13 11 058
This information is proprietary and confidential. It is not to be distributed or discussed withoullhe written consent ofValil<is Health
Services, Inc. Disclosure or distribution of such info rmation would cause substantial competitive harm to Valitas.
28
F-33
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
19. Unit Compensation Plans (continued)
The Company uses the Black-Scholes option-pricing model to estimate the fair value of the Class
B units on the date of grant. The expected volatilities are based on the historical volatilities of
industry-comparable companies. The Company uses historical data to estimate option exercise
and employee termination. The expected life is based on management's estimate of the holding
period for the Class B units. The risk-free interest rates are based on the U.S. Treasury issues
with a remaining term equal to the expected life. The assumptions used to estimate fair value
were as follows:
Year Ended December 31
2011
2010
Expected volatility
Interest rate
Expected life (years)
Dividend yields
48.00%
0.63-1.69%
4.00
0.00%
48.00%
1.40-2.08%
4.00
0.00%
A summary of Class B unit activity under the LLC' s plans is as follows:
Year Ended December 31
2011
2010
Outstanding, beginning of year
Issued
Forfeited
Repurchased
Outstanding, end of period
14,603,082
10,275,022
(1,526,985)
(1,528,783)
21,822,336
(145,799)
14,603,082
Vested, end of period
10,603,035
7,731 ,422
12,082,781
2,666,100
111 1· 131 1058
This information is proprietary and confidenti al. It is not to be distributed or discussed without the written consent o f Val itas Health
Serv ices, Inc. Disclosure or di stribution of such in formation would cause substantial competitive harm to Valilas .
29
F-34
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
19. Unit Compensation Plans (continued)
A status of the LLC's nonvested Class B units as of December 31, 2011 , and changes during the
years ended December 31, 2011 and 2010, are presented below:
WeightedAverage
Issuance-Date
Class B Vnits Fair Value
Balance at December 31, 2009
Issued
Vested
Forfeited
Balance at December 31 , 2010
Issued
Vested
Forfeited
Balance at December 3 1, 2011
7,626,152 $
2,666,100
(3,420,592)
6,871 ,660
10,275,022
(4,400,396)
(1,526,985)
11,219,301 $
0.26
0.40
0.27
0.00
0.29
0.47
0.33
0.31
0.43
The unit-based compensation expense recognized for the years ended December 31, 2011 and
20 I 0 was $1.7 million and $0.9 million, respectively. Unrecognized compensation expense was
$4.3 million and $1.9 million as of December 31, 2011 and 2010, respectively. Unit-based
compensation expense is recognized on a straight-line basis over the vesting period of the units.
20. Related-Party Transactions
The Company declared and paid dividends to the LLC of $5.7 million and $0.0 million in the
years ended December 31 , 2011 and 2010, respectively.
In connection with the Acquisition discussed in Note 3, the Company paid $2.6 million to a
shareholder of the LLC for advisory services. Approximately $2.0 million of this amount is
included in merger expenses in the accompanying consolidated statement of operations and
approximately $0.6 million is included as deferred financing costs on the accompanying
consolidated balance sheet.
111 1·1 311 058
T his info rmation is proprietary and confide ntial. It is not to be distributed or discussed without the written consent of Valitas Health
Services, Inc. Disclosure or distribution of such info rmation would cause substantial competitive harm to VaJilas.
30
F-35
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
21. Leases
The Company leases office space, copiers and fax machines, and medical equipment under noncancelable operating leases with terms ranging from one to ten years. Rental expense was
approximately $7.0 million and $5.5 million for the years ended December 31,2011 and 2010,
respectively.
The Company' s future minimum rental commitments under all non-cancelable operating leases
as of December 31, 2011, are as follows (in thousands):
2012
2013
2014
2015
2016
Thereafter
Total minimum rental obligations
$
$
4,673
3,599
2,937
2,122
651
335
14,317
22. Employee Profit-Sharing Plans
The Company provides an employee savings plan that permits employees to make contributions
in accordance with Internal Revenue Code Section 401(k). Employees who meet age and service
requirements are eligible to participate by contributing up to 50% of their pretax compensation
up to the IRA limits on the 40 I (k) plan, along with provisions for catch-up contributions
allowable for employees age 50 years and above. The Company provides a discretionary match
based upon the employee' s status and operating results. For those individuals who are considered
highly compensated, the Company provides a non-qualified deferred compensation plan in which
certain of the Company' s employees participate. Employees are allowed to contribute up to 50%
of their compensation, with the Company providing a discretionary match each year based on
operating results.
Total expense recognized by the Company under these plans was $1.3 million and $1.1 million
for the years ended December 31,2011 and 2010, respectively.
1111 · 1311 058
Th is information is proprietary and confidential. It is not to be distributed or discussed without the wriMen consenl ofVal ilas Health
Services. Inc. Disclosure or distribution of such information would cause substantial competitive harm to Val itas.
31
F-36
Valitas Health Services, Inc. and Subsidiaries
Notes to Consolidated Financial Statements (continued)
22. Employee Profit-Sharing Plans (continued)
Additionally, the Company contributes to two multiemployer pension plans on behalf of
employees covered by collective bargaining agreements under the New York City Department of
Health and Mental Hygiene contract (NYC Contract). Generally, the plans provide defined
benefits to substantially all employees covered by the collective bargaining agreements. The
Company is reimbursed under its cost-plus NYC Contract for the actual costs and average
increases required under the collective bargaining agreements. In 2011, the contributions to these
plans, which were reimbursed to the Company, due to the cost-plus nature of the NYC Contract
were $2.3 million. There were no payments made to multi employer pension plans prior to the
Acquisition discussed in Note 3.
Under the Employee Retirement Income Security Act of 1974, as amended ERISA), a
contributor to a multi employer plan may be liable, upon termination or withdrawal from a plan,
for a proportionate share of a plan's unfunded vested liability, if any. No liability is presently
required to be recorded as the future funded status of the plans, as well as the probability of any
withdrawal event, are unknown. The Company would also seek reimbursement of any such
liability from the client under the cost-plus NYC Contract.
23. Commitments and Contingencies
The Company is involved in various other legal proceedings incidental to its business,
substantially all of which involve claims related to alleged medical malpractice, contractual
disputes, or individual employee relations matters and which in some cases include assertions of
class action status for which insurance coverage may be limited or entirely unavailable. The
Company maintains both general and professional liability insurance at levels consistent with or
in excess of industry practice. Management routinely reviews the claims internally and with
third-party claims administrators and insurance carriers to determine if any adjustments to
reserves or changes in coverage are warranted. Management reviews matters for which insurance
is not available to establish reserves as it deems appropriate for known and anticipated uninsured
losses.
1111·1311058
This information is proprietary and confidential. It is not to be distributed or discussed without the written consent of Valitas Health
Services, Jnc. Disclosure or distribution of such information would cause substantial competitive harm to Valitas.
32
F-37
Financial Statement Schedule (Unaudited)
1111 -13 11 058
This information is proprietary and confidential . It is not to be distributed or discussed without the written consent of Valitas Health
Services, Inc. Disclosure or distribution of such informat ion would cause substantial competitive harm to Valitas.
F-38
Valitas Health Services, Inc. and Subsidiaries
Proforma Statements of Operations
(In Thousands)(Unaudited)
Year Ended December 31
2011
2010
Healthcare revenues
Operating costs and expenses:
Healthcare expenses
Selling, general and administrative expenses
Depreciation and amortization
Healthcare expenses
Operating income
Interest expense, net
Income before income taxes
Income tax provision
Net income
$ 1,328,164 $ 1,389,024
1,174,172
58,058
51 2637
1,283,867
44,297
~33,837~
$
10,460
52409
5,051 $
1,244,328
52,154
48,525
1,345,007
44,017
~33,31 O~
10,707
5,138
5,569
The table above presents the consolidated operations of the Company on an unaudited pro fonna
basis as if the Company's acquisition of America Service Group Inc. had occurred as of
January I , 2010 and all estimated synergies were implemented and fully effective for the full
years of2010 and 2011. Significant pro fonna adjustments include the following:
(a) The results of operations of America Service Group Inc. for the period prior to the
acquisition, January 1,2010 to June 2, 2011, have been included.
(b) One-time expenses associated with the acquisition have been removed.
(c) Amortization expense has been adjusted to reflect the amortization of contract and
trade name intangible assets acquired in the acquisition of America Service Group
Inc. and the amortization of a previously existing trade name intangible asset
associated with Correctional Medical Services, Inc.
(d) Interest expense has been adjusted to reflect the reVlSlons to the Company's
outstanding debt which resulted from the acquisition.
The pro fonna results of operations shown above assume that $16.8 million of annual synergies,
estimated to be achieved after the acquisition, are fully in place for the entire period in 2010 and
2011.
1111 · 13 11 058
This information is proprietary and confidential. It is not to be distributed or discussed without the written consent of Valitas Health
Serv ices, Inc. Disclosure or distribution of such information would cause substantial compet itive harm to Valilas.
33
F-39
Ernst & Young LLP
Assurance I Tax I Transactions I Advisory
About Ernst & Young
Ernst & Young is a global leader in assurance,
tax, transaction and advisory services.
Worldwide, our 152.000 people are united by
our shared values and an unwavering commitment to
quality. We make a difference by helping our people, our
clients and our wider communities achieve their potential.
For mOfe information, please visit www.ey.com
Ernst & Young refers to the global organization
of member finns of Ernst & Young Global Limited,
each of which is a separate legal entity.
Ernst & Young Global limited, a UK company
limited by guarantee, does not provide services
to clients. This Report has been prepared by
Ernst & Young LLP, a client serving member firm
located in the United States.
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Valilas Health
10 Valilas.
F-40
Appendix G
Appendix H
CURRENT CONTRACTS – CORIZON, INC.
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
ALABAMA
Department of Corrections
Ruth Naglich, Associate Commissioner Health
Services
301 South Ripley
Montgomery, AL 36104
P/334‐353‐4049
F/334‐353‐3967
E/Ruth.Naglich@doc.alabama.gov
- Bibb Correctional Facility
- Farquhar Cattle Ranch Work Center
- Bullock Correctional Facility
- Donaldson Correctional Facility
- Easterling Correctional Facility
- Fountain Correctional Facility
- Atmore Work Center
- Camden Work Release & Work Center
- J O Davis Correctional Facility
- Loxley Work Release & Work Center
- Mobile Work Release & Work Center
- Hamilton Aged Infirmed
- Hamilton Work Release & Work Center
- Holman Correctional Facility
- Kilby Correctional Facility
- Alex City Work Release & Work Center
- Elba Work Release & Work Center
- Red Eagle Correctional Facility
- Montgomery Women’s Center
- Limestone Correctional Facility
- Decatur Work Release & Work Camp
- St Clair Correctional Facility
- Childersburg Work Release & Work C
- Staton Correctional Facility
- Draper Correctional Facility
- Elmore Correctional Facility
- Frank Lee Correctional Facility
- Tutwiler Prison for Women
- Birmingham Work Release & Work Center
- Ventress Correctional Facility
- Therapeutic Education Committee
Mobile County Metro Jail
450 St. Emanuel Street
Mobile, AL 36603
N. Price "Trey" Oliver III, Warden
P/251‐574‐3380
F/251‐574‐3385
E/toliver@mobileso.com
INITIATION
DATE/
LENGTH OF
CONTRACT
ACCREDITATION
25,751
Medical, Dental,
Pharmacy
1,902
109
1,468
1,521
1,509
1,245
247
168
397
499
249
287
269
989
1,348
315
234
336
288
2,349
709
1,326
537
1,378
1,202
1,149
295
946
280
1,634
378
1,487
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Nov‐07
Mar‐08
Jul‐04
ACA 2‐2009
NCCHC 1/09
Medical, Mental
Health, Dental,
Pharmacy
# OF
INMATES
SERVICE
DESCRIPTION
H‐1
CURRENT CONTRACTS – CORIZON, INC.
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
ARKANSAS
Arkansas Board of Corrections
P.O. Box 20550
White Hall, AR 71612
Secretary Shari Gray
P/870‐267‐6754
F/870‐267‐6756
E/shari.gray@arkansas.gov
Administrative Assistant
Dr. Mary Parker, Vice Chairperson
Benny Magness, Chairperson
Bobby Glover (Ark State Senator, Retired)
Drew Baker
Reverend Tyronne Broomfield
John Felts, Chairperson, Arkansas Parole
Board
Janice Walmsley, Secretary
Board members may be reached by
contacting Shari Gray, Administrative
Assistant.
Arkansas Parole Board
Two Union National Plaza Bldg.
105 W. Capitol Avenue, Suite 500
Little Rock, AR 72201
Solomon Graves, Administrative Services
Manager
P/501‐682‐3850
F/501‐683‐5381
E/rhonda.sharp@arkansas.gov
John Felts, Chaiman
James M. “Jimmy” Wallace III, Vice‐Chairman
Richard Mays, Jr., Secretary
Carolyn Robinson, Commissioner
Abraham Carpenter, Jr., Commissioner
Joseph “Joe” Peacock, Commissioner
Richard Brown, Jr., Commissioner
Department of Correction
P.O. Box 8707
Pine Bluff, AR 71611‐8707 OR
6814 Princeton Pike
Pine Bluff, AR 71602
Ray Hobbs, Director
P/870‐267‐6200
F/870‐267‐6244
E/ray.hobbs@arkansas.gov
INITIATION
DATE/
LENGTH OF
CONTRACT
ACCREDITATION
SERVICE
DESCRIPTION
N/A
8/11
ACA 10/08
Medical, Dental,
Psychiatry, and
Pharmacy
# OF
INMATES
15,819
H‐2
CURRENT CONTRACTS – CORIZON, INC.
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
Wendy Kelley, JD, Deputy Director of
Correctional and Health Programs
P/870‐276‐6361
F/870‐267‐6336
E/wendy.l.kelly@arkansas.gov
Rory Griffin, Administrator of Medical and
Dental Services
P/870‐267‐6331
F/870‐267‐6336
E/rory.griffin@arkansas.gov
- Cummins Unit
- Varner Unit
- East Arkansas Regional Unit
- Tucker Unit
- Maximum Security Unit
- Wrightsville/ Hawkins Unit
- Delta Regional Unit
- Diagnostic Unit
- Randall L Williams Correctional Facility
- Pine Bluff Unit
- North Central Unit
- Benton Work Release Unit
- Texarkana Regional Correctional Center
- Mississippi County Work Release Center
- Northwest Arkansas Work Release Center
- Act 309 Program
- McPherson Unit
- Grimes Unit
- Ouachita River Correctional Unit/SNU
Arkansas Department of Community
Correction
Two Union National Plaza Bldg.
105 West Capitol Avenue
Little Rock, AR 72201
David Eberhard, Director
P/501‐682‐9566
F/501‐682‐9539
E/david.eberhard@arkansas.gov
Rick Hart, Deputy Director, Residential
Services
P/501‐682‐9577
F/501‐682‐9539
E/rick.hart@arkansas.gov
- Central Arkansas Center
INITIATION
DATE/
LENGTH OF
CONTRACT
ACCREDITATION
1,899
1,665
1,665
853
563
1,330
567
246
539
435
575
326
127
117
42
299
821
1,004
1,291
1,346
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Jul‐97
Dec‐98
Jul‐00
Jul‐00
Jul‐03
ACA 5/09
ACA 10/09
ACA 4/11
ACA 10/10
ACA 4/09
ACA 9/10
ACA 3/11
ACA 3/10
ACA 3/10
ACA 3/10
ACA 4/10
ACA 9/10
ACA 4/10
ACA 4/11
ACA 4/10
ACA 4/09
ACA 4/09
ACA 5/09
ACA 1/10
149
Jul‐97
ACA 5/10
# OF
INMATES
SERVICE
DESCRIPTION
Medical, Dental,
Mental Health, and
Pharmacy
H‐3
CURRENT CONTRACTS – CORIZON, INC.
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
- Southeast Arkansas Center
- Southwest Arkansas Center
- Northeast Arkansas Center
- Malvern Parole Violator Center
- Northwest Arkansas Community
ACCREDITATION
SERVICE
DESCRIPTION
Jul‐97
Jul‐97
Jul‐99
Mar‐05
May‐08
ACA 4/10
ACA 5/10
ACA 4/10
ACA 10/09
ACA 5/09
9,899
Mental Health
1,402
1,572
488
678
1,278
1,651
1,364
1,494
2,364
Jul‐09
Jul‐09
Jul‐09
Jul‐09
Jul‐09
Jul‐09
Jul‐09
ACA 3/11
ACA 1/10
ACA 3/11
ACA 3/11
ACA 2/10
ACA 3/11
ACA 3/10
ACA 12/13
Medical, Mental
Health, Dental,
Pharmacy and Support
Services
Inclusive
Jan‐01
NCCHC 5/09
704
Jan‐01
NCCHC 5/09
1,574
Jan‐01
NCCHC 5/09
267
395
211
227
97
Corrections Center
FLORIDA
Florida Department of Correction (Region IV)
Tom Riemers, Director of Health Services
2601 Blair Stone Road
Tallahassee, Fl 32399‐2500
P/850‐717‐3277
E/riemers.thomas@mail.dc.state.fl.us
- Dade Correctional Institution
- Everglades Correctional Institution
- Glades Correctional Institution
- Homestead Correctional Institution
- Martin Correctional Institution
- Okeechobee Correctional Institution
- South Florida Reception Center
- Florida Mental Health Work Camps
Polk County Department of Detention
1891 Jim Keene Boulevard
Winter Haven, FL 33880
Sheriff Grady Judd
Chief Bryant Grant
P/863‐534‐6331
F/863‐534‐6372
E/bgrant@polksheriff.org
- Central Booking (screening only)
455 North Broadway
Bartow, FL 33830
P/863‐534‐6305
F/863‐534‐6341
- Central County Jail
2390 Bob Philips Road
Bartow, FL 33830
P/863‐534‐6141
F.863‐534‐6184
Polk County Department of Detention
- South County Facility
1103 US Highway 98 West
Frostproof, FL 33843
P/863‐635‐6814
INITIATION
DATE/
LENGTH OF
CONTRACT
# OF
INMATES
H‐4
CURRENT CONTRACTS – CORIZON, INC.
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
F/863‐635‐6887
GEORGIA
Fulton County
Fulton County Sheriff’s Office
George D. Herron, MHA
Director of Health Services, Jail Bureau
901 Rice St NW
Atlanta, GA 30303
P/404‐613‐2030
F/404‐893‐6454
IDAHO
Department of Correction
1299 North Orchard Street, Suite 110
Boise, ID 83720
Brent Reinke, Director of Corrections
Shane Evans, Chief, Div of Education and
Treatment
E/sevans@idoc.idaho.gov
Pam Sonnen, Administrator Institutions
P/208‐658‐2139
- Idaho State Correctional Institute
- Idaho Maximum Security Institute
- South Idaho Correctional Institute
- Pocatello Women's Correctional Center
- Idaho Correctional ‐ Orofino
- North Idaho Correctional Institute
- St. Anthony Work Camp
- South Boise Women's Correctional Center
- Nampa Community Work Center
- Twin Falls Community Work Center
- Idaho Falls Community Work Center
- Boise Community Work Center
- South Idaho Correctional Institute
Community Work Center
- Corrections Alternative Placement
Program
INDIANA
Department of Correction
Bruce Lemmon, Commissioner
Indiana Government Center South
302 West Washington Street, Room E334
Indianapolis, IN 46204
P/317‐232‐5711
F/317‐232‐6798
INITIATION
DATE/
LENGTH OF
CONTRACT
ACCREDITATION
SERVICE
DESCRIPTION
Jul‐11
NCCHC
Medical, Mental
Health, Pharmacy
5,184
Medical, Mental
Health, Dental
Pharmacy
1,652
392
655
309
541
407
238
269
84
0
83
98
99
Jul‐05
Jul‐05
Jul‐05
Jul‐05
Jul‐05
Jul‐05
Jul‐05
Jul‐05
Jul‐05
Jul‐05
Jul‐05
Jul‐05
Jul‐05
NCCHC 1/08
NCCHC 6/09
NCCHC 5/09
NCCHC 4/11
NCCHC 9/11
NCCHC 6/09
NCCHC 12/10
NCCHC 11/10
CLOSED
356
Jul‐10
27,511
Medical, Mental
Health, Pharmacy,
Dental, Substance
Abuse
# OF
INMATES
2,097
H‐5
CURRENT CONTRACTS – CORIZON, INC.
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
INITIATION
DATE/
LENGTH OF
CONTRACT
ACCREDITATION
SERVICE
DESCRIPTION
1,430
152
1,469
234
155
2,122
603
542
3,140
2,659
1,864
1,652
2,575
661
1,135
98
2,010
3,335
78
39
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
ACA 4/10
ACA 4/10
ACA 1/10
ACA 6/10
ACA 9/08
ACA 1/08
ACA 1/08
ACA 11/07
ACA 3/10
ACA 11/07
ACA 2/10
ACA 2/10
ACA 7/10
ACA 4/09
ACA 10/07
ACA 1/08
ACA 6/10
ACA 8/08
ACA 6/10
ACA 3/10
112
198
909
84
0
Sep‐05
Sep‐05
Sep‐05
Sep‐05
Sep‐05
ACA 3/10
ACA 4/09
ACA 2/09
ACA 1/10
ACA 10/07
1,155
Jul‐92
Medical, Dental,
Pharmacy
2,013
Oct‐07
NCCHC 4/07
Staffing and
Management
Medical, Dental, Mental
Health
# OF
INMATES
- Branchville Correctional Facility
- Chain O'Lakes Correctional Facility
- Correctional Industrial Facility
- Edinburgh Correctional Facility
- Henryville Correctional Facility
- Indiana State Prison
- Indiana Women's Prison
- Madison Transition Facility
- Miami Correctional Facility
- New Castle Correctional Facility
- Pendleton Correctional Facility
- Plainfield Correctional Facility
- Putnamville Correctional Facility
- Reception Diagnostic Center
- Rockville Correctional Facility
- South Bend Work Release Center
- Wabash Valley Correctional Facility
- Westville Correctional Facility
- Camp Summit Boot Camp
- Logansport Juvenile Intake and Diagnostic
Facility
- North Central Juvenile Correctional Facility
- Pendleton Juvenile Correctional Facility
- Indianapolis Re‐entry Facility
- South Bend Juvenile Correctional Facility
- Madison Juvenile Correctional Facility
KENTUCKY
Lexington‐Fayette County Detention Center
600 Old Frankfort Circle
Lexington, KY 40510
Rodney Ballard, Director
P/859‐425‐2617
F/859‐425‐2750
E/rballard@lfucg.com
Louisville/Jefferson County Metro
Department of Corrections
400 S. 6th Street
Louisville, KY 40202
Mark Bolton, Director
P/502‐574‐2188
F/502‐574‐0965
E/ Mark.Bolton@louisvilleky.gov
H‐6
CURRENT CONTRACTS – CORIZON, INC.
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
INITIATION
DATE/
LENGTH OF
CONTRACT
ACCREDITATION
Oct‐07
NCCHC 4/07
Staffing and
Management
Medical, Dental, Mental
Health
432
Nov‐01
ACA 4/08
NCCHC 12/11
Medical, Mental
Health, Dental
121
Jul‐09
Medical, Mental
Health
206
Jul‐09
NCCHC 3/12
Medical, Dental,
Mental Health
48
Oct‐07
Pharmacy Services
Jul‐93
ACA 4/08
MCCS 2/08
Medical, Dental,
Mental Health,
Pharmacy
# OF
INMATES
Louisville Metro Youth Detention Center
720 West Jefferson
Louisville, KY 40202
Clarence Williams, Director
P/502‐574‐5308
71
SERVICE
DESCRIPTION
MAINE
Cumberland County Jail
50 County Way
Portland , ME 04102
Mark Dion, Sheriff
P/207‐774‐5939
F/207‐879‐5600
E/dion@cumberlandcounty.org
Androscoggin County Jail
40 Pleasant Street
Auburn, ME 04217
Guy Desjardins, Sheriff
Captain Jon Lebel, Jail Administrator
P/207‐753‐2560
York County Jail
1 Layman Way
Alfred, ME 04002
Maurice Ouellette, Sheriff
Lt. Col. Michael Vitiello, Jail Administrator
P/207‐324‐9001
Washington County Jail
45 Court Street
Machias, ME 04654
David Brown
P/207‐255‐3434
MARYLAND
Prince George's County Correctional Center
13400 Dille Drive
Upper Marlboro, MD 20772
Corenne Labbe, Division Chief, Support
Services
P/301‐952‐7082
F/301‐952‐7031
E/clabbe@co.pg.md.us
Mary Lou McDonough, Director
P/301‐952‐7015
1,315
H‐7
CURRENT CONTRACTS – CORIZON, INC.
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
# OF
INMATES
INITIATION
DATE/
LENGTH OF
CONTRACT
ACCREDITATION
SERVICE
DESCRIPTION
E/mlmcdonough@co.pg.md.us
Anne Arundel County
44 Calvert Street
Annapolis, MD. 21401
Terry Kokolis, Superintendent
P/410‐222‐7084
F/410‐222‐7208
E/DCKOKO00@aacounty.org
803
MCCS 11/11
Medical, Dental,
Mental Health,
Pharmacy
- Jennifer Road Detention Center
- Ordinance Road Correctional Center
503
300
Oct‐97
Feb‐98
MCCS 10/11
MCCS 10/06
Mar‐99
NCCHC 11/10
Medical, Mental
Health, Dental
9,326
Physician, Psychiatry,
Mid Level, Optometry,
Physical Therapy, some
Specialty Providers,
phlebotomy and
centralized scheduling.
Includes Pharmacy
446
1,614
989
1,290
1,988
1,200
562
137
982
Jul‐98
Jul‐98
Jul‐98
Jul‐98
Jul‐98
Jul‐98
Jul‐98
Jul‐98
Feb‐00
MICHIGAN
Calhoun County Correctional Facility
161 East Michigan Avenue
Battle Creek, MI 49014‐4066
Marshall Weeks, Chief Deputy, Jail
Administrator
P/269‐969‐6339
F/269‐969‐6451
E/mweeks@calhouncountymi.gov
526
MINNESOTA
Department of Corrections
Nanette Larson, Director Health Services
1450 Energy Park Drive, Ste 200
St. Paul, MN 55108‐5219
P/651‐361‐7280
F/651‐523‐7139
E/nanette.Larson@state.mn.us
- MCF‐Oak Park Heights
- MCF‐Stillwater
- MCF‐St. Cloud
- MCF‐Lino Lakes
- MCF‐Faribault
- MCF‐Willow River/Moose Lake
- MCF‐Shakopee
- MCF‐Red Wing
- Rush City
H‐8
CURRENT CONTRACTS – CORIZON, INC.
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
- Woodland Hills Academy
Hennepin County Adult Correctional Facility
1145 Shenandoah Lane
Plymouth, MN 55447
Don Johnson, Correctional Medical Services
Manager
P/612‐730‐0176
F/612‐348‐6488
E/Don.J.Johnson@co.hennepin.mn.us
- Hennepin County Home School
- Hennepin County Juvenile Detention
Center
INITIATION
DATE/
LENGTH OF
CONTRACT
ACCREDITATION
SERVICE
DESCRIPTION
526
Jan‐11
Nursing, Physician, Mid‐
Level, Mental Health,
Psychiatry, Dental,
Pharmacy and Sub‐
Contracted Onsite
Optometry Services
74
72
Jan‐11
Jan‐11
31,070
Medical, Dental,
Pharmacy
2,635
897
1,520
648
1,472
1,091
2,098
1,537
Dec‐92
Dec‐92
Dec‐92
Dec‐92
Dec‐92
Dec‐92
Mar‐98
Jan‐98
NCCHC 6/08
NCCHC 3/08
NCCHC 5/07
NCCHC 9/07
NCCHC 7/08
NCCHC 7/08
NCCHC 7/09
NCCHC 2/08
1,784
1,970
1,261
1,023
2,000
1,947
Dec‐92
Dec‐92
Dec‐92
Dec‐92
Dec‐92
Sep‐94
NCCHC 10/07
NCCHC 6/09
NCCHC 5/09
NCCHC 10/07
NCCHC 6/08
NCCHC 5/07
1,579
169
520
1,130
1,469
2,721
Jan‐00
Sep‐94
Dec‐96
Jul‐96
Dec‐97
Oct‐05
NCCHC 5/07
NCCHC 7/08
NCCHC 5/07
NCCHC 8/07
NCCHC 6/08
NCCHC pending
# OF
INMATES
4
MISSOURI
Division of Offender Rehabilitation Services
Department of Corrections
2729 Plaza Drive
Jefferson City, MO 65102
George Lombardi, Director of Corrections
Matt Sturm, Director, Div of Offender Rehab
Svc
Matt.Sturm@doc.mo.gov
P/573‐526‐4597
F/573‐526‐8156
- Farmington Correctional Center
- Potosi Correctional Center
- Fulton Reception & Diagnostic Center
- Ozark Correctional Center
- Algoa Correctional Center
- Missouri Eastern Correctional Center
- Bowling Green ‐ Northeast
- Women's Eastern Recep. &
Diag.Corr.Ctr.(Vandalia)
- Moberly Correctional Center
- Jefferson City Correctional Center
- Boonville Correctional Center
- Chillicothe Correctional Center
- Western Missouri Correctional Center
- Western Reception & Diagnostic
Correctional Center
- South Central Correctional Center
- Cremer Therapeutic Community Center
- Maryville Treatment Center
- Tipton Correctional Center (Male)
- Crossroads Correctional Center
- Eastern Reception & Diagnostic
H‐9
CURRENT CONTRACTS – CORIZON, INC.
INITIATION
DATE/
LENGTH OF
CONTRACT
ACCREDITATION
SERVICE
DESCRIPTION
1,549
Oct‐01
NCCHC 11/07
1,151
Apr‐02
NCCHC 9/08
Medical, Mental
Health, Dental,
Pharmacy, Support
Services
Dec‐02
NCCHC 9/08
Medical, Mental
Health, Dental,
Pharmacy, Support
Services
6,622
Dental, Medical,
Psychiatry, Pharmacy,
Support Services
1,191
Jul‐07
- Guadalupe Correctional Facility
584
Jul‐07
- Lea County Correctional Facility
1,123
Jul‐07
- Penitentiary of New Mexico
839
Jul‐07
- Roswell Correctional Center
- Southern New Mexico Correctional Facility
302
737
Jul‐07
Jul‐07
- Springer Correctional Center
- Western New Mexico Correctional Facility
252
378
Jul‐07
Jul‐07
- New Mexico Women's Correctional Facility
628
Jul‐07
ACA 4/09
NCCHC 3/11
ACA 8/09
NCCHC 3/11
ACA 3/09
NCCHC 6/09
ACA 4/09
NCCHC 11/08
ACA 7/09
ACA 3/11
NCCHC 3/11
ACA 5/10
ACA 6/11
NCCHC 11/08
ACA 6/09
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
# OF
INMATES
Correctional Center
- South East Correctional Center –
Charleston
St. Louis City Jail – MSI Medium Security
Institution
7600 Hall Street
St. Louis, MO 63147
Eddie Roth, Director of Public Safety
OPEN, Director of Corrections
P/314‐621‐5848 x1053
F/314‐588‐0273
rothe@stlouiscity.com
City of St. Louis Criminal Justice Center
200 South Tucker
St. Louis, MO 63102
Pat Schommer, Executive Assistant
P/314‐621‐5848 x1053
F/314‐588‐0273
E/schommerp@stlouiscity.com
NEW MEXICO
Corrections Department
PO Box 27116
Santa Fe, NM 87502
Dan Collins, Chief of Psychiatry/
Acting Health Services Administrator
P/505‐827‐8720
E/Dan.collins@state.nm.us
Greg Marcantel, Secretary of Corrections
P/505‐827‐8509
- Central New Mexico Correctional Facility
669
H‐10
CURRENT CONTRACTS – CORIZON, INC.
INITIATION
DATE/
LENGTH OF
CONTRACT
ACCREDITATION
SERVICE
DESCRIPTION
Aug‐08
NCCHC 9/08
ACA 2/10
NCCHC 6/11
Feb‐98
ACA 4/10
Managed Care Model
Skilled Nursing Unit
Regional Medical Unit
Medical, Mental
Health, Dental,
Pharmacy
659
Jan‐10
ACA
- DeBerry Special Needs Facility ‐ Base
367
Jan‐10
ACA
- DeBerry Special Needs Facility ‐ Inpatient
368
Jan‐10
ACA
2,353
Jan‐10
ACA
421
Jan‐10
ACA
Medical, Mental
Health, Dental,
Pharmacy
Mental Health &
Pharmacy,
Dental/Medical
providers only
Mental Health &
Pharmacy,
Dental/Medical
providers only
Mental Health &
Pharmacy,
Dental/Medical
providers only
Mental Health &
Pharmacy,
Dental/Medical
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
- Northeast New Mexico Detention Facility
# OF
INMATES
612
NEW YORK
State of New York
Elizabeth Ritter, Assistant Commissioner of
Health
Department of Correctional Services
Harriman State Campus ‐ Building #2
Albany, NY 12226‐2050
P/518‐457‐7072
F/518‐457‐2115
E/eritter@docs.state.ny.us
- Coxsackie RMU
200 Route 9W
Coxsackie, NY 12051
P/518‐731‐2781
58
TENNESSEE
Tennessee Department of Correction
4th Floor, Rachel Jackson Building
320 Sixth Avenue North
Nashville, TN 37243‐0465
Dr. Lester Lewis, MD, TDOC Medical Director
P/615‐741‐1000 x 8210
F/615‐741‐4605 Fax
E/ lester.lewis@tn.gov
- Charles B. Bass Correctional Complex
- Morgan County Correctional Complex
- Mark H. Luttrell Correctional Center
19,796
H‐11
CURRENT CONTRACTS – CORIZON, INC.
CLIENT NAME, ADDRESS, TELEPHONE
NUMBER AND NAME OF CONTRACT
ADMINISTRATOR
# OF
INMATES
INITIATION
DATE/
LENGTH OF
CONTRACT
ACCREDITATION
- Northeast Correctional Complex
1,756
Jan‐10
ACA
- Northwest Correctional Complex
2,353
Jan‐10
ACA
- Riverbend Maximum Security
696
Jan‐10
ACA
- Southeastern Tennessee RCF
928
Jan‐10
ACA
- Turney Center Industrial Complex 1
1,228
Jan‐10
ACA
- Turney Center Industrial Complex 2
296
Jan‐10
ACA
- Tennessee Prison for Women
787
Jan‐10
ACA
- West Tennessee State Penitentiary
2,442
Jan‐10
ACA
- Hardeman County Correctional Center
- South Central Correctional Complex
- Whiteville Correctional Facility
1,968
1,628
1,494
Jan‐10
Jan‐10
Jan‐10
ACA
ACA
ACA
SERVICE
DESCRIPTION
providers only
Mental Health &
Pharmacy,
Dental/Medical
providers only
Mental Health &
Pharmacy,
Dental/Medical
providers
Medical, Mental
Health, Dental,
Pharmacy
Mental Health &
Pharmacy,
Dental/Medical
providers only
Medical, Mental
Health, Dental,
Pharmacy
Medical, Mental
Health, Dental,
Pharmacy
Medical, Mental
Health, Dental,
Pharmacy
Mental Health &
Pharmacy,
Dental/Medical
providers only
IP management only
IP management only
IP management only
H‐12
Appendix I
Resumes
WALTER THOMAS VOSS
SENIOR VICE PRESIDENT – STATE CORRECTIONS
MILITARY
•
U.S. Navy – Honorable Discharge 1975
EDUCATION
University of Phoenix, Sacramento, CA – Bachelor of Arts, Management 1997
PROFESSIONAL EXPERIENCE
Corizon
Senior Vice President Operations, Corizon, May 2012 – present; responsible for the overall
financial and operations performance of multiple statewide contracts. Oversee client
relations and manage client performance expectations, proactively support contracts in
maintaining quality initiatives and outcomes, identify and initiate strategies to optimally
utilized offsite subspecialty and community hospital services. Provide technical assistance
to Business Development in retaining existing clients and attaining new lines of business.
Corizon (formerly Correctional Medical Services)
Vice President Operations, Corizon Health Tennessee Region, January 2010 – May 2012;
responsible for the overall financial and operational performance of the contract. Oversee client
relations and manage client performance expectations; maintain adequate staffing to support
quality care outcomes; identify and implement operational strategies to effectively and efficiently
utilize pharmaceuticals, offsite subspecialty, and community hospital services.
Regional Manager, Regional Vice President, April 16, 2007 to January 1, 2010 ‐ As a Regional
Manager in a Fast Track Program. Responsible for contract performance of five of the 10 prison sites
in New Mexico. Was mentored by an experienced Regional Vice President, temporarily assigned to
this position to teach company operations and financial management systems. The mentor
completed the assignment in January 2008 when I assumed the role of Regional Vice President for
the contract in its entirety. This assignment also includes responsibility for the MDC Jail health,
dental and mental health services delivery.
Coalinga State Hospital, DMH, Chief Executive Officer, January 2002 to December 2007 ‐ Chief
Executive Officer responsible for the development, organization, direction, and management in the
activation and operation of the new 1,500 bed, Coalinga State Hospital, opened September 6, 2006.
Oversee: policy and procedures, development, strategic planning, program evaluation, performance
I-2
improvement, and the human, physical, informational, finance resources and budget allocation ($69
million in 2007) within the hospital. Represent the hospital in fostering good relations with the
public and professional communities and coordinate hospital operations with the stakeholders such
as, local government officials, advisory groups, professional groups, regulators, federal and state
courts, other state departments, volunteer and employee associations.
California Department of Corrections (CD) Health Care Division, Regional Administrator, July 1997
to January 2002 ‐ Responsible for direct supervision of state prison Health Care Managers for 11
state prisons. Oversee the implementation and delivery of health, dental and mental health
programs of the assigned state prisons. Provide direction and oversee program management,
resource allocation and distribution of ($32 to $120 million dollars per facility depending on
mission), facility strategic health care delivery plan implementation, court monitoring activities, and
facility licensing activities. Coordinate health program operations and custody operations working
with the prison Wardens and Administrators.
California Medical Facility (CMF) and California State Prison, Sacramento (CSP‐Sac), Correctional
Health Services Administrator II, February 1993 to July 1997 ‐ Responsible for direction and
management of administrative ancillary support services of the Correctional Treatment Center and
Infirmary level of care in the prisons located in Folsom, CA. Provide supervision of and assistance in
the developing and management of operational budgets for pharmacy, laboratory, health
information, dietary, x‐ray, supply, and housekeeping department. Develop, implement, and
manage health care contracts and shared services for the facilities. Supervise department heads in
the coordination of service delivery within the custody setting of the facilities. Hospital
Administrator responsible for the development, activation, and operation of an Aids Treatment
Center for inmates of the state prison system for outpatient service to activation of the first prison
Aids Hospice in the country.
Health Program Manager I & II, Health Care Services Division Parole & Community Services
Division ‐ March 1988 to February 1993 ‐ As a Health Program Manager I, in the Health Care
Services Division, supervised a small group of health analysts in the ongoing operations of
establishing medical contracting guidelines, negations of medical contracts, developing
reimbursement rates for services, formulate budget change proposals for the administration,
conduct pre‐licensing audits of prison hospitals and clinics. As a Health Program Manger II for the
Parole & Community Services Division, supervised the community based health and mental health
delivery program for parolees in the community re‐entry facilities, coordinated community based
health and mental health service providers with Regional Parole Out‐Patient Clinics and oversee the
development and implementation of community based contract provider services.
Associate Governmental Program Analyst Health Care Services Division, January 1986 to March
1988 ‐ Performed basic analytical work on correctional health program policy issues and provide
recommendations to management staff. Reviewed and analyzed proposed legislation. Conducted
studies and surveys on health program component workload used to support budget change
proposals.
Senior Medical Technical Assistant, San Quentin State Prison (SQ), March 1981 to January 1986 ‐
As a Peace Officer and supervisor of Medical Technical Assistants was responsible for scheduling of
I-3
multiple shift coverage of subordinate staff. Development of training schedules for employees,
operational procedures for clinics and special clinic services for patients. Provide coverage for the
urgent care clinic and assist other department is operational issues. Provide administrative
assistance to the Chief Medical Officer.
Medical Technical Assistant, California Institution for Men (CIM), May 1977 to January 1981 ‐ As a
Peace Officer, performed general medical assistant duties of taking patient information, vital signs,
basic nursing care and procedures, medication administrations, charting on patients, recording
special incidents, escorting inmates and conducting counts.
Licensed Vocational Nurse, VA Hospital, Long Beach, CA, January 1976 to May 1977 ‐ Performed
skilled nursing services of bedside nursing on spinal cord injury and Cerebral Vascular Accident units.
Hospital Corpsman 3rd Class, United States Navy, San Diego, CA, December 1972 – December 1975
– General duty Hospital Corpsman holding sick call and taking care of outpatient Navy personnel.
ASSOCIATIONS
President, 2003 to 2008 – Skyline Medical Association
I-4
DWAYNE PHILLIPS
Vice President – Operations
(RFP Title: Administrator)
EDUCATION
Southern Union State Community College, Wadley, AL, 1997
Associate Degree of Nursing (RN)
Associate Degree Applied Science
PROFESSIONAL EXPERIENCE
Corizon
Vice President of Operations, Nashville, TN, May 2012 – Present
Serves as the Vice President of Operations (VPO) over Corizon’s Tennessee Department of
Corrections contract. Responsibilities include oversight and management of all fiscal performance,
onsite and offsite clinical performance, labor management and operational/logistics functions of the
regional office and the healthcare operations in 11 state correctional institutions with an inmate
population is approximately 20,000. The institutional teams include medical doctors, dentists,
administrators, directors of nursing, registered nurses and licensed practical nurses along with
administrative and clinical support staff for all disciplines. The regional management team includes
the Regional Medical Director, Associate Regional Medical Director, Regional Directors (operations),
Regional Clinical Pharmacist, Outpatient Nurse Manager, Inpatient UM RN, Regional AA, Clinical
Director, Regional CQI Coordinator, Regional Infection Control Coordinator and Clinical Nurse
Educator.
Corizon (formerly Correctional Medical Services)
Regional Director, Nashville, TN, March 2010 – May 2012
Served as the Regional Director over Corizon’s Tennessee Department of Corrections contract.
Responsibilities included assisting the VPO in oversight and management of all fiscal performance,
onsite and offsite clinical performance, labor management and operational/logistics functions of the
regional office and the healthcare operations in 11 state correctional institutions with an inmate
population is approximately 20,000. The institutional teams typically included medical doctors,
dentists, administrators, directors of nursing, registered nurses and licensed practical nurses along
with administrative and clinical support staff for all disciplines.Lead the region in consistently
performing beyond expectations related to budgetary, clinical, operational and client satisfaction
performance and ranking as the best performing contract in our company. The contract consistently
meets and exceeds the contractual requirements while remaining within budgetary goals and
projections.
Conmed Healthcare Management Inc.
Regional Health Services Administrator, Richmond, VA, October 2008 – March 2010
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Served as the Health Services Administrator for the healthcare operation, consisting of two
correctional facilities serving 1,300 incarcerated patients, and provided regional support to Health
Services Administrators in Virginia. Successfully led the healthcare team in the county jail and two
regional jails through two ACA and three VA DOC audits with 100% compliance in all healthcare
standards. Through dedicated efforts and construction of an effective management team, the staff
vacancy rate has decreased from 40% to 0%, the monthly overtime rates have decreased from 14%
to 1% and the monthly operating budget has become compliant meeting all projected spending
goals.
Corizon, Inc. (formerly Correctional Medical Services)
Health Services Administrator, Cumberland and Hagerstown, MD, January 2008 – October 2008
Served as the Health Services Administrator of the healthcare operation serving five facilities
housing between 8,500 – 9,500 incarcerated patients. Successfully led the healthcare operation
through three Corizon (formerly CMS) audits scoring 5/5 and one ACA audit with 100% compliance
with all healthcare standards. Led the team through multiple site visits and audits with the Maryland
Commission for Correctional Standards with satisfactory outcomes during each visit. Supervised the
successful start‐up of the North Branch Correctional facility in Cumberland, MD. The Cumberland
team went on to be recognized for having the best overall budget performance in Maryland for
2008.
Corrections Corporation of America
Health Services Administrator, Nashville, TN, March 2006 – December 2007
Served as the Health Services Administrator of the healthcare operation serving approximately
1,100 incarcerated patients. Successfully lead the healthcare team to prepare for their ACA audit
which resulted in 100% compliance with all healthcare standards and maintained 100% compliance
during all TN DOC audits. Led team through the CCA corporate audit scoring 98% compliance with
healthcare standards. Received the CCA Way award twice for outstanding performance and
participated in the corporate pilot program for leadership development.
Maury Regional Hospital
Staff RN in CVICU, ICU and CCU, Columbia, TN, April 2005 – April 2006
World Health Inc.
Travel Nurse in CVICU, ICU and CCU, Birmingham, AL, July 2004 – April 2005
Regional Medical Center – Anniston, AL
Decatur General Hospital – Decatur, AL
Medical Express
Travel Nurse in CVICU, CCU, NCCU and ICU, Westminster, CO, January 2004 – July 2004
Stanford University Medical Center – Palo Alto, CA
Washoe Medical Center – Reno, NV
Fastaff
Travel Nurse in MICU, SICU, PCU, Renal, Tele, Rehab, Med Surg, Oncology and ER, Westminster,
Denver, CO, January 2003 – December 2003
Easton Hospital – Easton, PA
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LYNNE C. COLE, BA, MHA
Regional Director
(RFP Title: Administrator)
EDUCATION
Duquesne University, Pittsburgh, PA – Graduate Program in Paralegal Studies, April 2006‐Present
The Pennsylvania State University, State College, PA – Master of Health Administration (MHA),
Health Policy Administration, 1993
The Pennsylvania State University/Butler Memorial Hospital, Butler, PA – Administrative Residency,
Master of Health Administration (MHA), 1992
University of Pittsburgh, Pittsburgh, PA; Clarion University of Pennsylvania, Clarion, PA – Bachelor of
Arts, English, 1991
PROFESSIONAL EXPERIENCE
Corizon
Regional Director, Tennessee Regional Office, July 2012 – present
Responsible for the statewide medical contract in Tennessee. Implements Corizon strategies and
ensures company goals and objectives are achieved in assigned sites. Directs and monitors
processes and programs across sites to achieve expected outcomes and contractual obligations and
meet or exceed client expectations.
Corizon (formerly Correctional Medical Services)
Regional Director, Eastern Correctional Institution (ECI), Eastern Maryland Region, February 2007
– July 2012
Responsible for three major facilities, plus one work release facility (3700 total inmates) with a
Regional Director of Nursing, Assistant Director of Nursing and Regional Director of Medical Records
as direct reports, and approximately 104 employees. Two of the three major facilities, ECI East
Compound and ECI West Compound, are medium security; the remaining facility, ECI‐Annex is
minimum security. Poplar Hill Pre‐release is a minimum security work release facility. The contract is
for all medical services. Among those patients for whom the Eastern Maryland Region provides care
are infectious disease patients and those who are seriously ill with chronic disease. Provides direct
supervision to multiple administrative managers who are responsible for deliver of contract services
at remote site locations. Accountable for coordinating deliver contract services and ensuring direct
reports and their sites are in compliance with all aspects of the client contract. Specific
responsibilities include but are not limited to:monitoring and managing site budgets versus actual
costs, monitoring labor control, monitoring system process compliance, timely submission of
reports, maintaining NCCHC, MCCS, ACA and contract standard compliance, working with site
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clinical leadership to ensure off‐site medical services are limited to medical necessity and
maintaining positive client relationships.
Kane Community Hospital, Kan, PA
Chief Operating Officer (COO), July 2005 – October 2006
Position reported to the Chief Executive Officer, attended meetings of the Board of Directors and
was a member of the senior management team. Provided leadership, direction and administration
to all aspects of Hospital‐Based Clinics, Specialty Clinics, Program Development, Grants, Legal Affairs
and Nutrition and Wellness Center (Optifast medical weight loss and bariatric surgery programs),
Patient Registration and Information Services. Provided leadership for the start‐up, transition and
continued operations of the following service lines: Ortho, Neuro, Pain and Rehab Center, Cardiac
Rehab, Hospital‐Based Clinics, Rotating Specialty Clinics, Telemedicine Program and Wound Clinic.
Kane Community Hospital, Kane, PA
Director of Operations, February 2005 – July 2005
Provided leadership, direction and administration to all aspects of Patient Financial Services (Patient
Registration, Business Office, Information Services, Medical Records, corporate Compliance, Case
Management), Support Services (Dietary, Housekeeping, Maintenance), Materials Management,
Ambulatory Care Services (eight satellite clinics), Strategic Planning, Nutrition and Wellness Services,
Legal Affairs and Security Services. Promoted to Chief Operations Officer (COO).
Kane Community Hospital, Kane, PA
Director of Emergency/Urgent Services and Clinics, Human Resources/Risk Management, March
2002 – February 2005
Provided leadership, direction and administration to all aspects of Emergency and Ambulatory Care
Services (five satellite) clinics. Provided leadership, direction and administration to all aspects of
Human Resources and Risk Management activities. Promoted to Director of Operations.
American Medical Centers, Prague, Czech Republic
Executive Director, June 2000 – August 2001
Directed operations of Prague Health Center and Dental Center. Operating budget of $1.3 million,
40 employees, including both Western and local professionals. Reported to the Chief Executive
Officer (Istanbul) and Chairman of the Board (Moscow). Directed the construction and staffing of the
first freestanding dental center in AMC’s international delivery network.
Northwestern Legal Services, Erie, PA
Director of Development, January 2000 – April 2000
Responsible for the research, planning, implementation and evaluation of all fundraising and public
relations activities. Position reported to the Chief Executive Officer.
Blair Corporation, Erie, PA
Customer Service and Sales Representative, August 1998 – January 2000
Coalition for Health Cost Containment, Erie, PA
Executive Director, May 1993 = October 1998
The Coalition is comprised of mostly large self‐funded employers (40,000 covered lives), hospital
representatives and physicians whose mission it was to purchase health services for its members
and to work to align hospital services with community needs. Negotiated and managed contracts
with providers for provision of outpatient radiology, laboratory testing and prescription drug
services saving self‐funded employer members 30‐60%.
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Northwest Medical Center (UPMC Northwest), Franklin, PA
Director of Quality Assurance/Risk Management, 1998‐1990
Northwest Medical Center (UPMC Northwest), Franklin, PA
Director of Quality Assurance, 1985‐1988
Northwest Medical Center (UPMC Northwest), Franklin, PA
Quality Assurance Coordinator, 1983‐1985
Northwest Medical Center (UPMC Northwest), Franklin, PA
Cardio‐Respiratory Technician, 1981‐1983
LICENSE & CERTIFICATION
Certified Professional of Healthcare Quality (CPHQ), 1987
American Heart Association, BLS for Healthcare Providers (CPR & AED) Program, 9/30/2013
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SYLVIA MARIA MCQUEEN, M.D., CCHP
Regional Medical Director/Vice President Clinical Services
(RFP Title: Corizon State Medical Director)
EDUCATION AND TRAINING
Doctor of Medicine – Meharry Medical College, School of Medicine, Nashville, TN, 1992
B. S. – Medical Technology, University of Maryland at Baltimore, Baltimore, MD, 1986
Certificate Pre‐Medical Technology, University of Maryland Eastern Shore, Princess Anne, MD, 1984
PROFESSIONAL EXPERIENCE
Corizon
Regional Medical Director, Tennessee DOC August 1, 2012– present
Clinical oversight for medical care in Tennessee DOC responsible for utilization management,
interviewing medical providers, meeting expectations of the TDOC client, ensuring quality
healthcare to the inmate population, mentoring and providing guidance to medical providers as
indicated.
Corizon (formerly Prison Health Systems)
Vice President Clinical Services, June 3, 2011 – present
VP of Clinical Services for Corizon Health, Inc. (formerly PHS) involved in the development of Quality
Improvement (QI), Utilization Management (UM) and clinical programs in detention facilities and
correctional system settings.
Associate Chief Medical Officer, Corizon (formerly PHS), Sept 2010 – June 2011.
State Medical Director, Michigan Department of Corrections, Prison Health Services, Inc., April
2009 – Sept 2010.
Patient Safety Officer, Prison Health Services, Inc., October 2008 – April 2009.
Southeast Regional Medical Director, Prison Health Services, Inc., November 1997 – March 2009.
State Medical Director, Alabama Department of Corrections for Prison Health Services, Inc.,
October 2005 – October 2007.
Assistant Medical Director, Nashville South Outpatient Rehab Center, Inc., Nashville, TN, 2000 –
2004.
Assistant Professor / Assistant Clinical Coordinator / Admission’s Committee Member – Meharry
Medical College, Dept. of Medical Education, Nashville, TN, 1997 – 2003.
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Medical Director – Criminal Justice Center, Prison Health Services, Metropolitan Davidson
County Sheriff’s Department, Nashville, TN, 1996 – 1999.
In–Home Medical Care, McQueen’s Home Med Care, 1996 – 1998.
Acting Medical Director, Guardian Family Care, Brentwood, TN, September 1997 – 1998.
Clinical Laboratory Director/Medical Director, Columbia Health Care (Hendersonville, Madison
and Donelson, TN) 1996 –1997.
Physician Acute and Chronic Care, Criminal Justice Center, Metropolitan Nashville–Davidson
County Sheriff’s Department, Nashville, TN, 1995 – 1996.
Cardiology Research Fellow, Preventive Cardiology Academics Award Program George W.
Hubbard Hospital/Meharry Medical College, Nashville, TN, 1995 – 1996.
Physician, Ambulatory Care, Baptist Convenient Care, Nashville, TN 1995 – 1996.
Internal Medicine Residency Program, George W. Hubbard Hospital/Meharry Medical College,
Nashville, TN, 1992 –1995.
Teaching Assistant in Gross Anatomy and Neuroanatomy, School of Medicine, Meharry
Medical College, Nashville, TN 1989 – 1990.
Research Laboratory Assistant, National Institutes of Health, National Heart, Lung, and Blood
Institute – Division of Intramural Research, Laboratory of Animal Medicine and Surgery,
Bethesda, MD, 1989 – 1989.
Certified Medical Technologist, Johns Hopkins FSK Medical Center Blood Bank, 1986 – 1988.
Chemistry Research Laboratory Assistant, University of Maryland–Eastern Shore, Princess
Anne, MD, 1984.
Microbiology Research Laboratory Assistant, University of Maryland–Eastern Shore, Princess
Anne, MD, 1983.
LICENSE & CERTIFICATION
State of Arizona, 2011
State of Michigan (#4301093670), 2009
Commonwealth of Virginia, 2005
State of Alabama, Medical Board, 2003
State of Georgia, Composite State Board of Medical Examiners, 2002
State of North Carolina, North Carolina Medical Board, 2001
State of Tennessee, Division of Health Related Boards, 1994
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Diplomat, American Board of Internal Medicine, 1999, 2011
Diplomat of National Board of Medical Examiners (#422769), 1993
American Society of Clinical Pathologists, Registered Medical Technologist, 1984
PUBLICATIONS AND HONORS
Publication
Health Issues Among Incarcerated Women: Cardiovascular Disease; Feb 2006
Recognition
Cambridge Who’s Who Hall of Fame, 2010
Cambridge Who’s Who, 2009
PHS Regional Medical Director of the Years, 2008 and 2010
Clifford Jacobson Humanitarian Award for Excellence in Patient Care, 1986
PROFESSIONAL ASSOCIATIONS
American College of Physicians – 2009 to present
Society of Correctional Physicians – 1999 to present
American Medical Association – 1993 to present
American College of Physicians – 1999 to 2010
American Jail Association – 1998 to 2000
American College of Managed Care Medicine – 1998 to 2002
Bristol Meyer Squibb Distinguished Lecturer Faculty Member – 1997 to 2004
PROFESSIONAL ACTIVITIES
Medical Missionary to Monrovia, Liberia – 2004 to present
Chairperson of Advisory Board, Houston House Ministries, Nashville, TN, 2003 to 2007
Community Outreach Program of Meharry Medical College (CHOP), Volunteer in Data Collection for
Cardiac Risk Factors in a Rural Bound Population – 1995 to 1999
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GLEN STEVEN BABICH
Associate Regional Medical Director
EDUCATION
•
Candidate, Masters of Business Administration in Management, Northcentral University, Prescott,
Arizona, since 2009
•
Certified Correctional Health Professional, CCHP, 2006
•
Medical Doctor, M.D., University of Alberta, Edmonton, Alberta, Canada, 1985
•
Bachelor of Medical Sciences, B.Med.Sc., (Laboratory) , University of Alberta, Edmonton, Alberta,
Canada, 1982
•
Post‐Graduate Medical Training
o
Second Year Pre‐Licensure, Resident II, July 1, 1986 to June 30, 1987, University of Alberta
Hospitals, Edmonton, Alberta, Canada
o
Rotating Internship, Resident I, June 13, 1985 to June 13, 1986, Royal Alexandra Hospitals,
Edmonton, Alberta, Canada
•
Basic Cardiac Life Support – C (BCLS‐C)
•
Physician Management Institute, Leadership Skills for the Future
•
o
Leading in Changing Times
o
Group Facilitation
o
Change Management, Leadership, and Team Building
Military Courses
o
Militia Officer Staff Course (MOSC), Combat Arms and Combat Support Services
(Administration – Staff Officer Course)
o
Basic Medical Officer Training (BCT Part II)
o
Basic Medical Officer Training (BCT Part I)
o
Basic Army Officer Training (Specialist) (BAOT (S))
PROFESSIONAL EXPERIENCE
Corizon (formerly Correctional Medical Services)
Associate Regional Medical Director, Tennessee, August 2010 – present
- Oversight of non formulary requests and off site referrals
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-
Provide mortality reviews, peer reviews, provider interviews and PIP orientation
Clinical work on site to fill vacancies
Green Hills Chiropractic Clinical, Nashville, TN, Supervising Physician
Pinnacle Pain Management, Union City, TN, Supervising Physician
SEPTEMBER 2009 – JULY 2010, ARKANSAS/MISSOURI
Corizon (formerly Correctional Medical Services)
Staff Physician, Arkansas/Missouri, September 2009 – July 2010
Staff Physician, Primary Care, Chronic Care Clinics, Transitional Care Unit, 24 hours per week among
several units, Correctional Medical Services, Arkansas:
-
Wrightsville/Hawkins (9‐14‐2009 to 1‐31‐2010)
-
Pine Bluff/Randall Williams (2‐1‐2010 to 4‐1‐2010)
-
Diagnostic Unit (2‐15‐2010 to 3‐31‐2010)
-
Varner (4‐1‐2010 to 7‐30‐2010)
Corizon (formerly Correctional Medical Services), Associate Regional Medical Director, Arkansas,
Corizon (formerly Correctional Medical Services), Regional Medical Director,
Wrightsville/Hawkins, Arkansas, September 2009 – January 2010
Corizon (formerly Correctional Medical Services)
Staff Physician, South East Correctional Center, June 2005 – September 2009
Staff Physician, Primary Care, Chronic Care Clinics, 40 hours per week
Corizon (formerly Correctional Medical Services)
Staff Physician, Idaho State Correctional Institute, Boise, ID, September 2006 – October 2005
Staff Physician, Primary Care, Chronic Care Clinics, 40 hours per week
Corizon (formerly Correctional Medical Services)
Acting Assistant Regional Medical Director, State of Idaho, October 2006
Acting Assistant Regional Medical Director , Primary Chronic Care Clinics and Infirmary Care at Idaho
State Correctional Institute
Corizon (formerly Correctional Medical Services)
Staff Physician, Cape Girardeau County Jail, March 2005 – September 2005
Staff Physician, Primary Care, Chronic Care Clinics, 2 hours per week, Advamced Correctional Health
Care
Corizon (formerly Correctional Medical Services)
Medical Director, South East Correctional Center, Charleston, MO, June 2002 – September 2009
Dr. Glen Babich, MD, Part‐time After Hours Clinic, Sikeston, MO, November 2002 – February 2005
Missouri Delta Medical Center, Courtesy Privileges, Sikeston, MO, 2003 – present
DECEMBER 1995 TO AUGUST 2002, DOVER TN
North Stewart Medical Center, December 2001 – August 2002
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Relocation of existing practice to new building, renamed practice on relocation, returned on
weekends to see patients transitioned to new doctors.
LBL Medical Center, January 2000 – December 2001
Purchased practice from Columbia/HCA and renamed practice.
Trinity Family Clinic, Staff Physician, General/Family Medical Practice, December 1995 – January
2000
Manor House Nursing Home, Active Medical Staff, January 1996 to June 2002
Royal Care of Erin Nursing Home, Active Medical Staff, January 1996 to June 2002
Trinity/Columbia Home Health Care Medical Director
Complete Home Health Care, Advisory Board Member
Stewart County, Deputy Coroner / Medical Examiner
Stewart County Sheriff’s Department, Stewart County, Medical Advisor
Trinity Hospital, Emergency Medical Staff, January 1996 to August 2002
Trinity Hospital, Active Medical Staff, January 1996 to June 2002
Chairman, Safety and Risk Management Committee, 1998 to 2002
Member, Credential Committee, 1998 to 2002
Henry County Medical Center, Courtesy Medical Staff, October 1999 – December 2002
Houston County Ambulance Service, Medical Director
First Responder Program for Stewart County Volunteer Fire Services, Medical Director
Stewart County High School Athletic Programs, Team Doctor
Nashville Wire Products, Worker’s Compensation Panel
Standard Gypsum, Worker’s Compensation Panel
SEPTEMBER 1990 – NOVEMBER 1995, LETHBRIDGE, AB, CANADA
G.S. Babich Professional Corporation, President and Medical Doctor, (until December 1995)
Haig Clinic Partnership, Haig Clinic, Partner, Director/Medical Doctor
Associated Buildings, Partner and Director
General Practice, Lethbridge Regional Hospital, Active Staff Physician
General Practice and Long Term Care, St. Michael’s Health Centers, Active Staff Physician
General Practice and Long Term Care, Extendi‐Care Nursing Home, Active Staff Physician
Department of Justice, Medical Examiner
JRC Canada Ltd (Japanese Radio Company), Medical Director
Human Resources Department and Short Term Disability and Benefits Department, City of
Lethbridge, Medical Director / Consultant
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Health and Welfare Canada, Government of Canada, Preferred Provider through Haig Clinic
Canadian Back Institute, Workers’ Compensation Board Patients from the Province of British
Columbia, Preferred Provider
Provider for the following insurance companies:
-
London Life
-
Canada Life
-
Sun Life
-
Great West Life
Management Training Institute (renamed Heyland & Associates Consulting Services), Member of
Advisory Council
Management Association Lethbridge, Lethbridge, Alberta, Canada Medical Advisor, H.R.M.A.L.
Human Resources
A Round Table on Health 1993 from Dianne Mirosh, Minister without Portfolio Responsible for
Alberta Health Planning Secretariat, Government of the Province of Alberta, Participant by
Ministerial Invitation
Canadian Forces Medical Services, Department of National Defense, Government of Canada,
Medical Officer, Captain:
-
Supplementary Reserve, February 16, 1996 to 2006
-
Canadian Forces Primary Reserve (Militia), March 4, 1992 to February 16, 1996:
-
Company 2i/c (second in command), Medical Platoon, 15 Medical Company (Field Ambulance),
Mewata Armories, Calgary, Alberta, Canada, 1994‐1995
-
OIC (Officer in Charge), Evacuation Platoon, 15 Medical Company, 1993‐1994
-
OIC (Officer in Charge), Treatment Platoon, 15 Medical Company, 1992‐1993
-
Brigade Surgeon OIC (Officer in Charge), BMS (Battalion Medical Station), Western Challenge,
Wainwright, Alberta, 1993
-
ACLS Instructor, 15 Medical Company, 1993
JULY 1987 – AUGUST 1990, GRIMSHAW, AB, CANADA
Active Medical Staff, Grimshaw/Berwyn & District Hospital, Grimshaw, Alberta, Canada
-
Medical Advisor, Infection Control Committee
-
Medical Advisor, Accreditation Committee
Medical Director, Grimshaw/Berwyn & District Ambulance Service, Grimshaw, Alberta, Canada
Board Member / Medical Advisor, Family Community Support Services Committee, Town of
Grimshaw, Grimshaw, Alberta, Canada
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Owner/Operator/Manager, Grimshaw Medical Clinic, Grimshaw, Alberta, Canada, 3 doctors 8,000
patient files
President and Medical Doctor, G.S. Babich Professional Corporation, Grimshaw, Alberta, Canada
ACADEMIC TECHNICAL POSITIONS
Clinical Preceptor:
o
Vanderbilt University School of Nursing, Family Nurse Practitioner Program, Nashville, TN
o
Vanderbilt University School of Nursing, Geriatric Nurse Practitioner Program, Nashville, TN
o
Austin Peay State University, Business Administration Program, Clarksville, TN
o
Miller Motte Business College, Medical Assistant Program, Clarksville, TN
o
Draughon Junior College, Medical Assistant Program, Clarksville, TN
o
University of Alberta, Faculty of Pharmacy, Community Rotation, Edmonton, Alberta,
Canada
Guest Lecturer
o
University of Lethbridge, Lethbridge, Alberta, Canada
LICENSE & CERTIFICATION
•
LMCC, Medical Council of Canada 62980 October 20, 1986
•
College of Physicians & Surgeons of Alberta, Canada 9380, July 1, 1987
•
Arkansas State Medical Board, E‐6244, October 2, 2009
•
Idaho Board of Medicine M‐9700, September 8, 2006
•
Illinois Division of Professional Regulation 036‐114518, November 2005
•
Missouri Board of Registration for the Healing Arts 2002010249, May 16, 2002
•
Tennessee Medical Board MD0000027058, June 26, 1995
DEA BB4653019
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HELEN L. COLEMAN, DDS
Regional Dental Director
(RFP Title: Dental Consultant)
EDUCATION
Meharry Medical College, Nashville, TN – Doctor of Dental Surgery, 1994
Prairie View A & M University, Prairie View, TX – Master of Science, 1983
Prairie View A & M University , Prairie View, TX – Bachelor of Science, 1979
PROFESSIONAL EXPERIENCE
Corizon (formerly Correctional Medical Services)
Regional Dental Director, 2010 – present
Directs and provides Dental Health Services to inmates populations. Interelates and works
effectively with inmates, Dental, Medical, Security, Adminstrative and Support staff. Participates in
hiring ,orientation of all Dentists and auxillary staffing in all Correctional Institutions in Tennessee
where Corizon provides Medical and Dental personnel. Assists in securing and maintaining proper
accredidation, including compliance with the requirments of the Commision for Accredidation for
Corrections and standards for Adult Correctional Insttutions.
First Medical Management
General Dentist, 2008 – 2010
Provides Dental Health services to inmate populations on PRN Basis in Correctional Institutions in
the State of Tennessee.
National Health Service Corps
General Dentist, 2000 – present
Provides General Dental Health Services to Rural underserved populations. Mentoring Program for
Meharry Dental Jr. and Sr. Students to treat Underserved Populations. Committee for Rural Health
Policy in Dental Schools in America representing Tennessee in Washington, DC.
Beverly Healthcare
Dental Director, 1996 – 2011
Provides Dental Health Care to Aging Population of Senior Citizens on 24HR on call Basis.
Family Dental Services
Private Practice, 1995 – present
Sole Proprietor Owner of Practice. Provide General Dentistry to Community including Extractions,
Restorative,Endodontics, Fixed and Removeable Prosthodontics, and Periodontics.
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LICENSE & CERTIFICATION
State of Tennessee
Southern Regional Dental Licensure Board
AFFILIATIONS
American Dental Association
National Dental Association
Tennessee Dental Association
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TIFFANY SARELL, PHARMD
Regional Clinical Pharmcist
(RFP Title: Clinical Pharmacologist)
EDUCATION
South University, Savannah, GA – Doctor of Pharmacy, 2008
Middle Tennessee State University, Murfreesboro, TN, Other, PrePharmacy
PROFESSIONAL EXPERIENCE
PharmaCorr (Tennessee Department of Correction Contract)
Regional Clinical Consultant Pharmacist, April 2010 – Present
Formulary management, review nonformulary requests for formulary or preferred nonformulary
options, cost‐effective analysis of medications, drug utilization reviews for trending and clinical
initiatives, assist the Department of Correction in the development of policies and procedures as
related to pharmacy, provider education for medication selection, support and educate nursing staff
on appropriate administration and ordering of medications, prepare materials for P&T Committee
Meetings, answer drug information questions, collaborate with regional and site medical directors in
medication selection and ordering to ensure medication availability when inmates are released
from the local hospital, and other tasks as requested by the Department of Correction.
WellPoint, Franklin, TN
Clinical Pharmacist, August 2009 – April 2010
Work directly with patients, nursing staff, physician’s assistants, nurse practitioners, and medical
doctors in disease management for diabetes, hypertension, hyperlipidemia, asthma, COPD, and CAD
prevention and treatment. Recommend medication or dosage changes based on adverse drug
reactions, lab results, and clinical outcomes. Reinforce treatment care plans, assess compliance,
provide education, and motivate patients to be active members in their own health care to improve
outcomes and reduce the overall cost of health care.
Maxor Correctional Pharmacy Services, Franklin, TN
Resident Clinical Pharmacist, June 2008 – July 2009
See Residency History below
Kroger, Mt Juliet, TN
Pharmacist Intern, PRN Staff Pharmacist, November 2006 – 2010
Dispense prescription medications, review and address drug‐drug interactions, patient counseling,
and function as a liaison between the patient, provider, and insurance company.
Kmart, Savannah, GA
Pharmacist Intern, June 2004 – November 2006
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Input prescription orders, review and address drug‐drug interactions, patient counseling, and
function as a liaison between the patient, provider, and insurance company.
Kmart, Nashville, TN
Pharmacist Intern, March 2003 – June 2004
Input prescription orders, review and address drug‐drug interactions, patient counseling, and
function as a liaison between the patient, provider, and insurance company.
Middle Tennessee State University Chemistry Department, Murfreesboro, TN
Teaching Assistant, August 2003 – May 2004
Assist professors and graduate interns in teaching the general chemistry lab
Residency – Managed Care Pharmacy Maxor Correctional Pharmacy Services
2008 – 2009 Franklin, TN
Accrediting Body: ASHP, AMCP
Specialty: Managed Care Pharmacy Practice
Preceptor: Alexander Tunnell, Pharm.D., BCPS, MBA
Project/Research: Potential HIV‐Treatment Related Interventions Made by a Clinical
Pharmacist in a Correctional Pharmacy Setting
Comments/Reflections: Rotations
Longitudinal
Disease State Management: mental health/psychiatric disorders, HIV infection,
hypertension, diabetes, hyperlipidemia, pain management, asthma, etc.
Drug Information Center: Answer questions related to pregnancy, dialysis,
hemophilia, medications in dentistry, vaccinations, basic nutrition calculations and
product selection, antibiotic of choice for various indications and patient
populations, therapeutic drug equivalency for cost‐minimization, drug‐drug
interactions, dosing conversions, false positive drug tests and TB tests, medication
storage, medication safety concerns/medication errors, medication administration,
pill identification, and other inpatient/outpatient related topics.
Prior Authorization Requests: assessing appropriate disease state management as
indicated by clinical protocols in combination with regional medical directors and
psychiatric medical directors.
Orientation – develop an understanding of the company, computer skills training (Excel,
Word, Outlook), establish a foundation for the residency research project.
Medical Literature Evaluation – didactic statistics training, daily analysis of land mark trials,
health outcomes and pharmacoeconomic training.
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Pharmacy Services – understand the role of the clinical department in a managed care
setting, review current policies and procedures, review and dispense medication in a mail
order pharmacy, become familiar with the various types of reports for future rotations.
Business Management –understand the design and implementation of budgets by analyzing
trends and assessing future changes in guidelines and develop a client’s projected budget
for the next fiscal year.
Research – develop protocol for pharmacist guided HIV treatment study, make
recommendations, collect and analyze data, perform statistical analysis, report conclusions.
Drug Information – address potential medication errors/medication safety, develop
protocols for disease state management for specific patient populations, deliver continuing
education to providers, and answer drug information questions.
Formulary Management – determine cost‐effective treatment options for formulary
consideration, dossier analysis of Trelstar® (triptorelin) for formulary submission, develop
treatment algorithm for the product in prostate cancer with respect to cost‐effectiveness.
Drug Utilization – perform prospective and retrospective analysis of expenditures, use data
provided by reports to project and track cost saving measures for assigned clients, present
financial analysis and cost saving initiatives to the clients.
Preceptorship (Drug Information) – teach third and fourth year pharmacy students drug
information skills and resources, assist students in the development of the monthly P&T
packets, and educate the students on proper journal club evaluation and presentation skills.
Preceptorship (Managed Care) – provide an overview of managed care to first year
pharmacy students consisting of formulary basics, P&T meetings, drug information research,
reporting, pricing, and outcomes research.
LICENSE & CERTIFICATION
Pharmacist – Tennessee State Board of Pharmacy, License #33222, Exp August 2014
APhA Immunization Certification
AHA CPR Certification
AFFILIATIONS
ASHP – American Society of Health System Pharmacists
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SHEILA VAUGHN, RN
Outpatient Nurse Manager
EDUCATION
Dyersburg State Community College, Dyersburg, TN – Associates Degree in Nursing and Allied Health
PROFESSIONAL EXPERIENCE
Corizon (formerly Correctional Medical Services)
Nurse Manager, January 2010 ‐ Present
Oversees medical temporary unit at Deberry Special Needs Facility to facilitate appointment
timelines, problem resolution, transportation and process flow of the unit. Coordinate any in‐
service training of staff relating to previous processes to achieve peak productivity and performance
of the medical temporary unit, working with the leadership staff, security and any other team
members at the site. Able to provide inmate outreach education in specific specialty areas as
needed. Develop or assist with completion, update, and ongoing maintenance of all policies and
procedures consistent with the facility and Corizon to ensure efficient and safe operation of the
medical temporary unit. Supervises the scheduling of appointments for all specialty physician care
by oversight of the schedulers at the regional office. Maintain daily, weekly and monthly data to
determine timely turn‐around of requests to the scheduler. Concurrent management of the
processes to maintain turn‐around time for transportation assignment and scheduling of <2days
total, with a benchmark of >90% as the target. Evaluates scheduling staff for performance, behavior,
attendance and statistics.
First Medical Management, Nashville, TN
Inpatient Case Manager/Utilization Review, 2006 – 2009
Facilitates and coordinates the care and services for hospitalized inmates through the acute care
continuum. Works collaboratively and cooperatively with physicians and interdisciplinary teams,
both internal and external to the organization, to improve patient care through effective utilization
and monitoring of healthcare resources.
First Medical Management, Nashville, TN
Utilization/Case Management Nurse Reviewer for Transit Unit, 2006 – 2009
Assure proper preparation of non‐urgent inpatient admissions according to physician orders.
Maintain contact with hospital sites and physicians for concurrent reports including tests,
procedures, consults, and post‐operative orders. Interact with physicians to certify appropriate
patient placement. Facilitate transfer of patients/inmates back to their sending facility upon
completion of treatment plan. Consult and update Medical Director of treatment/discharge
difficulties as they arise. Work in coordination with UM outpatient nurse reviewers as needed to
assure proper treatment. Initiate and follow through on medical record chart reviews
retrospectively of appropriate cases.
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Corizon (formerly Correctional Medical Services)
Utilization/Case Management Nurse Reviewer for Transit Unit, 2001 – 2006
Assure proper preparation of non‐urgent inpatient admissions according to physician orders.
Maintain contact with hospital sites and physicians for concurrent reports including tests,
procedures, consults, and post‐operative orders. Interact with physicians to certify appropriate
patient placement. Facilitate transfer of patients/inmates back to their sending facility upon
completion of treatment plan. Consult and update Medical Director of treatment/discharge
difficulties as they arise. Work in coordination with UM outpatient nurse reviewers as needed to
assure proper treatment. Initiate and follow through on medical record chart reviews
retrospectively of appropriate cases.
Corizon (formerly Correctional Medical Services)
Clinical Registered Nurse, 2001 – 2006
Acts as liaison/consultant/team leader for the specialty clinic area. Coordinates the site processes
necessary to move patients/inmates in and out of specialty care, both internally and externally,
including pre‐operative requirements, records transfers and consultation notes. Clinic scheduling
and coordination. Operational and clinical troubleshooting with specialists. Specialty provider
performance monitoring and troubleshooting. Scheduling and assisting medical director with minor
surgical procedures.
Arrowsmith Eye Institute, Nashville, TN
Registered Nurse, 2000 – 2001
Preparation of patients for Lasik, Cataract, and Implanted Contact Lens surgery. Caring for patients
after surgery and teaching proper care of eyes before discharging patient home. Ordering
medications and maintaining pre‐/post‐operative area.
LICENSE & CERTIFICATION
Licensed Registered Nurse, July 1998
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KAREN L. MASON, RN, CCHP
Regional CQI Coordinator
(RFP Title: Continuous Quality Imrprovement Cooridnator)
EDUCATION
Associate in Science/Nursing, Ferris State University, Big Rapids, MI, 1993 – 1996
Associate in Liberal Arts and Science (general), Alpena Community College, Alpena, MI, 1989 –
1992
Nursing prerequisites
Member of student counsel and student newspaper
PROFESSIONAL EXPERIENCE
Corizon
Regional CQI Coordinator, July 2012 – Present
Responsible for auditing, documenting, reporting and communicating site compliance with the
Corizon CQI program requirements, Corizon policies and procedures (both administrative and
clinical) and legal requirements, regulations and standards set forth by the TDCO. Collaborates with
the Regional Manager and site staff to develop, implement and communicate a quality plan to bring
the site policies and procedures into compliance with the quality requirements for the region.
Corizon of Michigan, PC (formerly PHS), Lansing, MI
Director of Quality Improvement, 2009 – Present. Maintain and continuously as needed update
a written QA Plan which assures that prisoners receive medically necessary care; monitor
system performance, ensure annual effectiveness review of plan, participate in state‐wide
continuous improvement projects that cover clinical and non‐clinical areas; work with the
MDOC QA Subcommittee Members to review prison health care system performance data and
make recommendations for change; assist in the formulation and revision of policies and
procedures; design and develop strategies for compliance with documentation requirements,
clinical guidelines and treatment protocols; assist sites in the accreditation process; perform
focused audits as directed by the Regional VP/State Wide Medical Director; perform follow‐up
evaluation to determine effectiveness of actions taken to resolve quality of care problems;
maintain records and statistics; develops and ensures the QI monitoring schedules are followed;
review delivery of health care to determine compliance with Corizon Quality Improvement
indicators, policies and procedures, and government regulations.
Risk Management and Patient Safety Institute, Lansing, MI
Associate Risk Manager, 2007 – 2009. Risk management consulting residency program –
learning risk management, assisting with reports, researching evidence‐based practice rationale,
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support of managing consultants, client support, document development, support to RM&PSI
education department and product development, support to marketing department,
independent consultant recruitment, review of client policies and procedures, research and
writing of instant email articles, use of Microsoft word
Burcham Hills Nursing Home, E. Lansing, MI
Nurse Manager Second Floor, 2005 – 2007. Manage daily resident care for a combination of
sub‐acute and long‐term residents, perform chart/documentation audits, education/in‐service
staff, resolve family/resident complaints/concerns, review staff performance, conduct
interviews of potential staff members, termination of staff employment, attend and chair
various committees, assist administration with state survey process, conduct staff meetings
Ingham Regional Medical Center, Lansing, MI
Case Management, Supervision, Intensive Care and Telemetry RN, 1998 – 2005.
Case Management – Utilization Review for insurance coverage purposes, discharge planning
of patients (coordinating family meetings, communication with attending physician and
patients regarding discharge needs of patients, arrange home health nursing, rehabilitation,
sub‐acute rehabilitation stays, hospice care and medical equipment. Locate community
programs for patients to assist with their discharge needs.)
Supervision – Management and utilization of hospital beds/availability, resolve staffing
issues, identify changes in staffing needs and adjust accordingly, communicate with
physicians regarding patient admitting availability, report to coroner of death in facility
within 24 hours of admission, counsel staff members
Intensive Care/Telemetry – ACLS certification, direct patient care, respond to code
situations, monitor cardiac status of patient, dispense medications, start IV’s, assist
physicians with sterile procedures
Per Diem Intensive Care Float Nurse, Sparrow Hospital, Lansing, MI, 2000 – 2001.
Intensive Care/Telemetry, Mercy Hospital, Cadillac, MI, 1996 – 1997.
LICENSURE & CERTIFICATION
Nursing License 4704206989 (expires March 31, 2013)
Certified Correctional Health Professional (CCHP)
Certification by National Commission on Correctional Health Care (NCCHC), March 2011
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TINA MARCY, RN
Regional Infection Control Coordinator
(RFP Title: Infectious Disease Management Coordinator)
EDUCATION
Columbia State Community College School of Nursing – Associate of Applied Science, May 2000
PROFESSIONAL EXPERIENCE
Corizon
Statewide Infection Control Coordinator, January 2011 – Present
Statewide Infection Control Coordinator. Developing, implementing and monitoring processes/ data.
Evaluating the effectiveness of the identified process and reporting identified trends. Serving as a
resource for physician and staff. Educator for staff and inmates.
Corizon (formerly Correctional Medical Services)
Director of Nursing, Riverbend Maximum Security Institution FMM, September 2009 – December
2009
Director of Nursing, Riverbend Maximum Security Institition, August 2006 – April 2007
Director of Nursing at Riverbend Maximum Security Institution. Directly responsible for developing,
implementation, monitoring and evaluation of services/ processes affecting the medical unit.
Collaborate with HSA reviewing and recommending changes in TDOC medical policies. Scheduling
nurses based on staffing requirements. Managed day to day operations with nursing care needs for
the incarcerated inmates in Tennessee prison system. As Director of Nursing, I prepared the facility
and the staff for the annual state inspection and ACA re‐certification completed every three years.
Willowbrook Home Health
RN Clinician, January 2008 – September 2009
RN Clinician with Willowbrook Home Health. Manage patients in their homes. Provide skilled
observations and assessments of all systems. Provide teaching with wound care, medication
management and early prevention of exacerbation of chronic disease process. Teaching Infection
Control within the home setting. Experience with Wound Vac therapy.
Curascript Infusion Pharmacy
RN Clinician, August 2007 – January 2008
RN Clinician with an infusion pharmacy. Process new referrals for home patients with home IV
needs. Arranging home health services based on insurance payment sources. Administer IV
medications in clinic settings and home settings. Administered via peripheral, PICC, subcutaneous
and port access. Teaching Infection Control prevention to the home patients.
Using Curlin, CADD and Crono pumps.
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Caris HealthCare
Interim Patient Care Coordinator/Staff Nurse, May 2004 – September 2004
Facilitated the PCC role for Caris HealthCare in new office location in Columbia. Responsible for
scheduling patient visits for Registered nurses and Home Health Aides. Coordinated hospice
admissions with hospitals, MD office referrals and long term care referrals. Streamlined bi‐monthly
meetings with Caris Medical Director and Caris Interdisciplinary Team members. Case Manager
responsibilities included direct contact with patient's physicians, equipment companies, pharmacies
and families. Case management included supervisory visits to evaluate the LPN staff and HHA staff
services. Implemented with Long Term Care Center's MDS Coordinator Hospice Plan of Care Criteria.
Developing, implementing, monitoring and evaluating nursing process and continued educational
skills of nursing and support staff.
Health Management Corporation
Disease Management Nurse Consultant, September 2003 – April 2004
Managed chronic health condition via phone. Responsible for reinforcing physician’s plan on care,
teach importance of compliance, benefits of healthy living. Worked for major insurance company,
Blue Cross Blue Shield, helping their most chronically ill participants benefit from education of their
conditions. Teaching the importance of control of their disease process. Reduced MD visits and
reduced hospital admissions and ER visits saving Blue Cross Blue Shield money in claims each year
Maury Regional Hospital
RN Staff Nurse, June 2000 – November 2004
Staff nurse in the Coronary Care Unit. My experiences in the CCU have been expanded from acute
specialized care to acute invasive treatment for the critically ill heart patients. Experiences include
medication management for the acute MI and angioplasty as well as surgical interventions for the
acute cardiac patient. Staff nurse in the Intensive Care Unit. This position enabled me to expand my
general knowledge with nursing in terms of specialized assessment, treatment and procedures.
NurseFinders
Agency Nurse, April 2001 – July 2003
Worked as a Critical Care staff nurse. Assignments at Summit Medical Center in Medical/Surgical
ICU. Assignments with Correctional Medical Services at Tennessee Prison For Women. Employed
with agency nursing demonstrated the ability to adapt to change and be versatile.
LICENSE & CERTIFICATION
Basic Life Support
Healthcare Provider CPR
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JEREMY CHASE, RN
Clinical Nurse Educator
(RFP Title: Statewide Health Educator)
EDUCATION
Columbia State Community College, Columbia, TN – Associates of Applied Science in Nursing, 2002‐
2004
Delta Technical Institute, Jonesboro, AR – Licensed Practical Nurse. 1994‐2004
PROFESSIONAL EXPERIENCE
Corizon
Statewide Clinical Education Specialist, April 2012 – Present
Work closely with the Department of Corrections to develop and implement annual and new
employee skills competency evaluations and to perform needed in‐services/trainings based upon
those evaluations. Develop standard education calendar for nursing and inmate education. Research
and provide education material to the prisons as needed.
Corizon (formerly Correctional Medical Services)
Continuous Quality Improvement/Infection Control Coordinator, January 2010 – March 2012
Oversaw CQI and infection control/TB program for 1200+ inmate facility. Provided assistance as
needed to floor nurses. Served as “go to” person when questions regarding wound care arose.
Assisted with inmate and health care staff education. Assumed role as Acting Director of Nursing
when necessary.
First Medical Management at Turney Center Industrial Complex
Registered Nurse, August 2006 – December 2009
Started as second shift Charge Nurse responsible for overseeing care of 1200+ inmates. Supervised a
team of one (1) Registered Nurse and one (1) Licensed Practical Nurse. Transitioned to lab nurse on
day shift, responsibilities: (1) Obtaining and processing patient’s specimens for test as ordered by
the providers, (2) Timely reporting of test results to the providers, (3) Maintaining inventory of
equipment needed for use in obtaining specimens. Also had responsibility of performing daily “sick
call” evaluations on inmates and treating or referring patients to hire level of care as needed.
Home Care Solutions
Home Health Registered Nurse, June 2005 – July 2005
Independent assessment and care of home bound patients. Acted as liaison between patients and
providers. Evaluated patient’s health status and monitored for improvement or progression towards
goals as established by the healthcare team. Advised physician of patient’s health status and
provided recommendations for care.
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Maury Regional Medical Center
Weekend Nightshift Med‐Surg Registered Nurse, January 2004 – May 2005
Plan, direct and control all nursing activities for an assigned team of 6 ‐10 patients. Supervised 1‐2
Certified Nursing Assistants. Relief Charge Nurse.
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Seana Walters, RN
Inpatient Utilization Management Nurse
EDUCATION
William Carey College, Bachelor of Science in Nursing – 1999
PROFESSIONAL EXPERIENCE
Corizon
Inpatient Utilization Management Nurse, September 2010 – present
Responsible for inpatient utilization management, daily case management and discharge planning.
Centennial Medical Center
Charge Nurse, October 2007 – September 2010
Charge Nurse in Adult Psychiatric Unit
Kepro South
Utilization Management, September 2006 – September 2007
Responsible for inpatient utilization management.
Green Ribbon Health
Case Manager, September 2005 – September 2006
Responsible for medicare case management.
Health Integrated
Utilization Management, March 2006 – September 2005
Responsible for inpatient and outpatient utilization management.
Tampe General Hospital
Circulator Operating Room, February 2002 – March 2004
Worked with all specialities, level I trauma center.
Eisenhower Medical Center
Nurse, November 2000 – January 2002
Emergency room Triage and Charge Nurse.
Oschner Foundation Hospital
Nurse, September 1997 – October 2000
Emergency room Triage and Staff Nurse in Main Emergency Room.
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FarrahElizabeth Blackwell
Scheduling Coordinator
EDUCATION
Diploma, Marketing I & II, Entrepreneurship, Multi‐Media Journalism, Fashion Marketing, 1996
PROFESSIONAL EXPERIENCE
Corizon
Scheduling Coordinator, July 2010 – present
Responsible for coordinating and maintain the scheduling of outpatient surgeries and doctor
appointments for TDOC inmates, coordinates telemedicine clinics, develops departmental
procedures for telemedicine clinic scheduling, and maintains the report process for delivery of
medical reports to facilities.
Corizon (formerly Correctional Medical Services)
Adminstrative Assistant, January 2010 – July 2010
Responsible for credentialing physicians, preparing personnel files, preparing and submitting payroll,
ordering of patient specific medical supplies, requests and distributes medical records, and gathers
non‐formularies for medical director approval.
First Medical Management
Administrative Assistant, March 2008 – January 2010
Responsible for ordering patient specific medical supplies, requesting and distributing medical
records, gathering non‐formularies for medical director approval, scheduling meetings with TDOC
for State Regional Direcotr, and assists State Regional Director.
Oak Grove County Store
Owner, November 2002 – February 2007
Duties included cashier, inventory control, purchasing, restocking, preparation of employee work
schedules, supervision of employees, preparing payroll, performing bookkeeping duties, and
overseeing personnel issues.
Baptist Hospital Outpatient Surgery
Unit Clerk/Supervisor, June 2000 – February 2002
Responsible for adding journeals regarding patient surgery information into hospital software
program, scheduling surgery and delivering schedules to appropriate sections within the surgery
center and hospital, answering and directing calls from multi‐line switchboard, and assisting
physicians with scheduling blocks for surgery and other various routine duties.
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Mallory Security
Office Manager/Supervisor
Responsible for preparing work schedules, performed human resource duties to include
interviewing, processing of personnel records, and calculating payroll time, answering and directing
calls, faxing, copying, sorting mail and other receptionist duties.
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Viki Rowlett
Scheduling Coordinator
EDUCATION
Columbia State Community College, Associate of Science in Business, August 2009
PROFESSIONAL EXPERIENCE
Corizon
Scheduling Coordinator, January 2010 – present
Responsible for coordinating and maintain the scheduling of outpatient surgeries and doctor
appointments for TDOC inmates, creating ad hoc reports, maintaining and fostering a relationship
with vendors and clients, coordinates and maintains telemedicine clinics, develops departmental
procedures for telemedicine clinic scheduling, assists the manager to improve processes within the
department, and maintains the report process for delivery of medical reports to facilities.
First Medical Management
HR Assistant, June 2009 – December 2009
Responsible for HRIS, entering new enrollments, processing terminations, enrolling employees in
benefits, completing employment verification and employment inquiries as necessary.
Responsible for Recruiting, applicant tracking, qualifying applicants, interviewing and on‐boarding
new employees, affirmative action plan in accordance with OFCCP guidelines for hiring process in
the Tennessee region.
Additional duties included supporting the processing of bi‐weekly payroll for the region, created ad
hoc reports, credentialed contract and locum tenens providers, and working knowledge of
employment law (FLSA, unemployment, FMLA, EEOC, ADA, OSHA, OFCCP, Affirmative Action,
COBRA, payroll, termination and reduction in force/WARN notice).
First Medical Management, HR Assistant
Guardian Community Living, HR Assistant
The Guardian Group, Benefits Administrator
BioMimetic Therapeutics, Administrative Assistant
Manchester Tank & Equipment
August 2008 – May 2009
Various Positions
Manchester Tank & Equipment
HR Assistant, October 2002 – July 2008
Executed the company recruiting and retention processes within AAP guidelines to include screening
all applicants and proviing background checks to employers, implemented and maintained the
Tennessee Drug‐Free workplace program, performed benefits orientation and counseling for
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employees regarding their entire benefit package, prepared and maintained benefit material for the
annual re‐enrollment process for multiple locations, resolved individual benefit questions and claims
inquiries, maintained and revised the Policies and Procedures manual and company handbook,
supported the Group Human Resources Director and the Benefits/Human Resources Manager,
utilized in‐house software to generate reports necessary for the daily and monthly operation of the
company, accessed web software to create ad hoc reporting and salary surveys, and planned
corporate events and training on and off campus and made travel arrangements.
CoreSource, Inc.
Prescription Drug Benefit Specialist
Created a sub department which required the ability to organize and prioritize tasks effectively,
researched internal documents and customer claims to reconcile invoices and resolve payment
issues, Provided associate’s initial and ongoing training to increase department effectiveness,
coordinated with internal IS department and external customers to create continuity between
computer systems, developed solutions for clients to assist with employee benefit issues, created
and maintained relationship with multiple prescription benefit managers, interpreted prior plan
designs to create and mirror benefits, assisted in new benefit plan administration and
implementation, maximized cost effectiveness for the clients, and created electronic invoice
program for the benefit billing process.
AFFILIATIONS
Middle Tennessee Society for Human Resource Management (MTSHRM)
PTK International Honor Society
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Job Descriptions
INPATIENT UTILIZATION MANAGEMENT ‐ RN
Supervised By: Vice President (receives direction from the TDOC Medical Director and
Corizon Medical Director)
QUALIFICATIONS
Licensed Registered Nurse currently registered to practice in Tennessee
Minimum of five (2) years prior hospital experience with five (2) years corrections
experience
Minimum of two (2) years prior experience with UM preferred
Minimum of one (1) year prior experience with McKesson InterQual systems preferred
Previous training and demonstrated competence in Quality Assurance
Computer knowledge required
GENERAL DESCRIPTION OF DUTIES
The Inpatient UM nurse is responsible for the implementation of a comprehensive inpatient
review process utilizing criteria based review standards and standards of best practice. Assist in
the control of utilization of resources, pre‐occurrence monitoring, concurrent monitoring,
intervention and retrospective review. Track, trend and evaluate appropriateness and quality
of care issues with the implementation of education to internal and external customers and
process improvement initiatives.
RESPONSIBILITIES
Confirms admissions with outside hospitals and notifies the Utilization Management
Department of need to report justification for admission
Responsible for the implementation of a comprehensive outpatient/inpatient review
process utilizing criteria based review standards and standards of best practice.
Facilitate quality health care intervention recommendations.
Review and assess over/under utilization issues.
Track, trend and evaluate appropriateness and quality of care issues with the
implementation of education to internal and external customers and process improvement
initiatives.
Respond to inquiries by provider/site employees relating to standards of care and best
practices.
Develop and maintain pre‐established review parameters under the direction of the Corizon
Medical Director.
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Identify and document comparisons with community standards, regionally based as
indicated.
Communicate and guide staff and physicians regarding utilization management program
development, implementation, evaluation and reporting.
Work with other UM inpatient and outpatient nurse reviewers to assure proper treatment
in the appropriate setting at the appropriate time.
Communicate and document any issues relating to the outpatient/inpatient UM process to
the Manager of Utilization Management.
Assist with the data collection and reporting related to the UM outpatient/inpatient
process.
Participate in CEU offerings/seminars to enhance professional growth and development and
the maintenance of nursing license.
Recommend improvements to process and outcomes using data analysis tools, logical
rules/relations and data elements.
Assist in completion of special projects on an as needed basis.
Communication
Effectively communicates with BHCS and DOC personnel
Effectively communicates with the Corizon State Medical Director
Effectively communicates with Corizon Claims Department
Organizational
Maintains a professional attitude at all times
Maintains a current copy of TN Professional License with Corizon
Maintains security clearance
Knows the general work rules of Corizon as stated in the Employee Handbook; avoids
conflicts of interest
Conducts self in an orderly, respectful and disciplined manner, and avoids endangering the
health, safety and well‐being of employees and patients
Conducts self at all times in a manner that does not bring discredit to Corizon
Maintains awareness of the need to work cooperatively with the correctional staff in
situations where the medical needs of the patient conflict with the correctional needs of the
institution
Maintains non‐involvement in the security aspect of care.
Is available during normal business hours or as defined by the contract.
Establishes and maintains a good working relationship with supervisor and co‐workers
Complies with site‐specific policies, including attendance and dress code
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Print Name ______________________________________
Signature ________________________________________ Date _______________
Supervisor’s Signature _____________________________
Date _______________
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OUTPATIENT UTILIZATION MANAGEMENT ‐ RN
Supervised By: Vice President (receives direction from the TDOC Medical Director and
Corizon Medical Director)
QUALIFICATIONS
Licensed Registered Nurse currently registered to practice in Tennessee
Minimum of five (2) years prior hospital experience with five (2) years corrections
experience
Minimum of two (2) years prior experience with UM preferred
Minimum of one (1) year prior experience with McKesson InterQual systems preferred
Previous training and demonstrated competence in Quality Assurance
Computer knowledge required
GENERAL DESCRIPTION OF DUTIES
Responsible for retrospective and concurrent review of off‐site services, coordination with sites
of scheduled admissions, validation of admissions with hospitals and monitoring of outside
hospitalized patients. Seeks ways of reducing outside services costs and improving utilization as
well as acting as a liaison between Corizon and off‐site providers. Provides accurate cost
estimates by contacting hospitals for accrued charges on all discharges and additionally will
perform authorizations of outside services.
RESPONSIBILITIES
Confirms admissions with outside hospitals and notifies the Utilization Management
Department of need to report justification for admission
Monitors hospitalized patient’s status and reports back to the Program Manager on site.
Provides daily inpatient reports to CHCA and Program Manager at each site
Works with site administrator and the providers of the Utilization Management Department
to arrange discharge plan
Coordinates with the Hospital Utilization Nurse to expedite discharge and avoid excessive
lengths of stay
Notifies appropriate personnel of any hospitalization longer than five (5) days
Responsible for ensuring the monthly report is sent to each site and participates in
Utilization Review with State Medical Director and other personnel as required
Provides assistance in the development and implementation of Utilization Management
Policies and Procedures
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Assists in approval process of outside services
Assists in data entry
Communicates denial of inpatient charge to providers
Assists in negotiating charges and arrangements for outside services
Continually seeks inventive methods for reducing outside services costs
Reviews Inpatient Notification forms for completeness and accuracy
Serves as resource to sites and providers for authorization numbers
Forward daily inpatient case management abstracts to Corporate UM
Reviews requests for outpatient services, codes, and forwards to Corporate UM Medical
Director
Performs monthly audit of Inpatient, ER and Outpatient Events
Performs hospital review of complicated and extended stay cases
Provides in‐servicing of staff on areas of expertise
Liaison between Corporate UM, on‐site physician staff and off‐site hospital staff
Complies with all rules, directives, policies, procedures and protocols of TN DOC and
Corizon
Assumes additional duties as necessary
Communication
Effectively communicates with BHCS and DOC personnel
Effectively communicates with the Corizon State Medical Director
Effectively communicates with Corizon Claims Department
Organizational
Maintains a professional attitude at all times
Maintains a current copy of TN Professional License with Corizon
Maintains security clearance
Knows the general work rules of Corizon as stated in the Employee Handbook; avoids
conflicts of interest
Conducts self in an orderly, respectful and disciplined manner, and avoids endangering the
health, safety and well‐being of employees and patients
Conducts self at all times in a manner that does not bring discredit to Corizon
Maintains awareness of the need to work cooperatively with the correctional staff in
situations where the medical needs of the patient conflict with the correctional needs of the
institution
Maintains non‐involvement in the security aspect of care.
Is available during normal business hours or as defined by the contract.
Establishes and maintains a good working relationship with supervisor and co‐workers
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Complies with site‐specific policies, including attendance and dress code
Print Name ______________________________________
Signature ________________________________________ Date _______________
Supervisor’s Signature _____________________________
Date _______________
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DATA MANAGEMENT TECHNICIAN
Supervised By: Vice President (receives direction from the TDOC Medical Director and
Corizon Medical Director)
QUALIFICATIONS
High School Diploma or GED.
Has a minimum of one year experience as an administrative secretary; medical secretarial
experience preferred.
Computer literate; minimum typing requirement 45‐50 wpm with accuracy.
Ability to understand and follow oral and written instructions and to learn work procedures.
Have thorough working knowledge of office practices and procedures, business English,
spelling and commercial arithmetic.
Understand the care and operation of office equipment.
GENERAL DESCRIPTION OF DUTIES
Collects utilization data for monthly QI reports and all required TN DOC reports. Assists in
maintaining medical records, as needed. Assists regional office utilization management
personnel in functions as requested, including scheduling specialty clinic appointments,
scheduling off‐site appointments, and offsite data management into the UM data management
system.
RESPONSIBILITIES
Confirms admissions with outside hospitals and notifies the Utilization Management
Department of need to report justification for admission.
Logs requests for off‐sites and diagnostic studies.
Maintains chronic clinic logs and ensures that appointments are scheduled according to
DOC protocols.
Collects data from specialty clinic requests and off‐site referral request as needed.
Coordinates scheduling of on‐site and off‐site specialty appointments (e.g. X‐ray, physical
therapy, medical‐surgical subspecialties)
Answers telephone, takes messages and makes telephone calls, as needed.
Types correspondence, reports or memorandums, as needed.
Maintains roster or appointment book based on scheduled appointments, both off‐site and
on‐site, as needed.
Adheres to safety and security policies and participates in disaster drills.
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Other related duties as requested by the Utilization Management RN.
Organizational
Maintains a professional attitude at all times
Maintains a current copy of TN Professional License with Corizon
Maintains security clearance
Knows the general work rules of Corizon as stated in the Employee Handbook; avoids
conflicts of interest
Conducts self in an orderly, respectful and disciplined manner, and avoids endangering the
health, safety and well‐being of employees and patients
Conducts self at all times in a manner that does not bring discredit to Corizon
Maintains awareness of the need to work cooperatively with the correctional staff in
situations where the medical needs of the patient conflict with the correctional needs of the
institution
Maintains non‐involvement in the security aspect of care.
Is available during normal business hours or as defined by the contract.
Establishes and maintains a good working relationship with supervisor and co‐workers
Complies with site‐specific policies, including attendance and dress code
Print Name ______________________________________
Signature ________________________________________ Date _______________
Supervisor’s Signature _____________________________
Date _______________
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UM ‐ Clerical
Supervised By: Vice President (receives direction from the TDOC Medical Director and
Corizon Medical Director)
QUALIFICATIONS
High School Diploma or GED.
Has a minimum of one year experience as an administrative secretary; medical secretarial
experience preferred.
Computer literate; minimum typing requirement 45‐50 wpm with accuracy.
Ability to understand and follow oral and written instructions and to learn work procedures.
Have thorough working knowledge of office practices and procedures, business English,
spelling and commercial arithmetic.
Understand the care and operation of office equipment.
GENERAL DESCRIPTION OF DUTIES
Serves as an assistant to the UM Director, UM RN, and assists the Regional Office staff as
needed.
RESPONSIBILITIES
Confirms admissions with outside hospitals and notifies the Utilization Management
Department of need to report justification for admission
Answers and screens telephone calls, relaying message to appropriate staff in a timely
manner.
Routinely serves as liaison between Corizon and DOC Utilization Management Staff.
Photocopies, faxes and types Utilization Authorization Requests and general
correspondence for regional UM and professional staff as requested.
Attends meetings and takes minutes, as required.
Receives incoming UM Authorization Requests, processes requests according to established
procedures, coordinates and assures receipt of additional clinical documentation as
necessary, enters necessary UM Request information into Corizon management systems.
Must have knowledge of duties, priorities, commitments, policies and programs of Corizon.
Works cooperatively with medical, mental health care staff and administration and
performs duties in a courteous, efficient and professional manner.
Complies with all rules, directives, policies, procedures and protocols of DOC and Corizon.
Performs other duties as assigned.
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Communication
Effectively communicates with the Utilization Management RN and all Regional Office Staff.
Organizational
Maintains a professional attitude at all times
Maintains security clearance
Knows the general work rules of Corizon as stated in the Employee Handbook; avoids
conflicts of interest
Conducts self in an orderly, respectful and disciplined manner, and avoids endangering the
health, safety and well‐being of employees and patients
Conducts self at all times in a manner that does not bring discredit to Corizon
Maintains awareness of the need to work cooperatively with the correctional staff in
situations where the medical needs of the patient conflict with the correctional needs of the
institution
Maintains non‐involvement in the security aspect of care.
Is available during normal business hours or as defined by the contract.
Establishes and maintains a good working relationship with supervisor and co‐workers
Complies with site‐specific policies, including attendance and dress code
Print Name ______________________________________
Signature ________________________________________ Date _______________
Supervisor’s Signature _____________________________
Date _______________
I-46
JAIL UTILIZATION MANAGEMENT ‐ RN
Supervised By: Vice President (receives direction from the TDOC Medical Director and
Corizon Medical Director)
QUALIFICATIONS
Licensed Registered Nurse currently registered to practice in Tennessee
Minimum of five (2) years prior hospital experience with five (2) years corrections
experience
Minimum of two (2) years prior experience with UM preferred
Minimum of one (1) year prior experience with McKesson InterQual systems preferred
Previous training and demonstrated competence in Quality Assurance
Computer knowledge required
GENERAL DESCRIPTION OF DUTIES
The Jail UM nurse is responsible for the implementation of a comprehensive inpatient review
process utilizing criteria based review standards and standards of best practice. Assist in the
control of utilization of resources, pre‐occurrence monitoring, concurrent monitoring,
intervention and retrospective review. Track, trend and evaluate appropriateness and quality
of care issues with the implementation of education to internal and external customers and
process improvement initiatives.
RESPONSIBILITIES
Confirms admissions of jail inmates to outside hospitals and notifies the Utilization
Management Department of need to report justification for admission.
Responsible for the implementation of a comprehensive outpatient/inpatient review
process utilizing criteria based review standards and standards of best practice.
Facilitate quality health care intervention recommendations.
Review and assess over/under utilization issues.
Track, trend and evaluate appropriateness and quality of care issues with the
implementation of education to internal and external customers and process improvement
initiatives.
Respond to inquiries by provider/site employees relating to standards of care and best
practices.
Develop and maintain pre‐established review parameters under the direction of the Corizon
Medical Director.
I-47
Identify and document comparisons with community standards, regionally based as
indicated.
Communicate and guide staff and physicians regarding utilization management program
development, implementation, evaluation and reporting.
Work with other UM inpatient and outpatient nurse reviewers to assure proper treatment
in the appropriate setting at the appropriate time.
Communicate and document any issues relating to the outpatient/inpatient UM process to
the Manager of Utilization Management.
Assist with the data collection and reporting related to the UM outpatient/inpatient
process.
Participate in CEU offerings/seminars to enhance professional growth and development and
the maintenance of nursing license.
Recommend improvements to process and outcomes using data analysis tools, logical
rules/relations and data elements.
Assist in completion of special projects on an as needed basis.
Communication
Effectively communicates with Corizon and DOC personnel
Effectively communicates with the Corizon State Medical Director
Effectively communicates with Corizon Claims Department
Organizational
Maintains a professional attitude at all times
Maintains a current copy of TN Professional License with Corizon
Maintains security clearance
Knows the general work rules of Corizon as stated in the Employee Handbook; avoids
conflicts of interest
Conducts self in an orderly, respectful and disciplined manner, and avoids endangering the
health, safety and well‐being of employees and patients
Conducts self at all times in a manner that does not bring discredit to Corizon
Maintains awareness of the need to work cooperatively with the correctional staff in
situations where the medical needs of the patient conflict with the correctional needs of the
institution
Maintains non‐involvement in the security aspect of care.
Is available during normal business hours or as defined by the contract.
Establishes and maintains a good working relationship with supervisor and co‐workers
Complies with site‐specific policies, including attendance and dress code
Print Name ______________________________________
I-48
Signature ________________________________________ Date _______________
Supervisor’s Signature _____________________________
Date _______________
I-49
Appendix J
LOCAL BUSINESSES INTEGRAL TO THE CORIZON PROGRAM AT TDOC
Business
Cumberland Medical Center
Hardin Medical Center
Lauderdale Community Hospital
Metropolitan Nashville General
Hospital
Covenant Health, includes Fort Sanders
Regional, Fort Loudoun, Leconte,
Methodist of Oak Ridge, Parkwest, and
Roane Medical Centers
Dyersburg Regional Medical Center
Maury Regional Healthcare System,
includes Wayne, Marshall, and Maury
Regional Medical Centers
Regional Hospital of Jackson
Shelby County Health Care Corporation,
DBA The Regional Medical Center at
Memphis
TriStar Health Systems, Inc.(HCA TriStar
Address/Contact
Telephone/Email
Services
Provided
Type of Agreement
421 South Main St.
Crossville, TN 38555
Ken Stephens
931‐484‐9511
webmaster@cmchealthcare.org
935 Wayne Rd
Savannah, TN 38372
Michael Harbor
731‐926‐8090
mharbor@hardinmedical.com
326 Asbury Ave.
Ripley, TN 38063
Scott Tongate
731‐221‐2200
info@lauderdalehospital.com
1818 Albion St.
Nashville, TN 37208
Rob Stillwell
615‐341‐4460
robert.stillwell@nashvilleha.org
280 Fort Sanders West, Bldg 4
Knoxville, TN 37922
Tracy Upton
865‐531‐5160
Email Unavailable
400 Tickle St.
Dyersburg, TN 38024
Chief Financial Officer
731‐285‐2410
Email Unavailable
1224 Trotwood Ave.
Columbia, TN 38401
Nick Swift
931‐381‐1111
Email Unavailable
367 Hospital Blvd.
Jackson, TN 38305
Stephen Grubbs, CEO
731‐661‐6349
Email Unavailable
877 Jefferson Ave.
Memphis, TN 38103
Monica Wharton
901‐545‐7100
Email Unavailable
110 Winners Circle, 1st Floor
Hospital
Agreement
Hospital
Agreement
Hospital
Agreement
Hospital
Agreement/Letter of
Support
Hospital
Agreement
Hospital
Agreement
Hospital
Agreement
Hospital
Agreement
Hospital
Agreement
Hospital
Agreement
J‐1
LOCAL BUSINESSES INTEGRAL TO THE CORIZON PROGRAM AT TDOC
Business
Division) includes Centennial, Skyline,
Summit, Horizon and Southern Hills
Medical Centers
Vanderbilt University Medical Center
West Tennessee Healthcare Network,
Inc., includes Bolivar, Gibson, Camden,
Humboldt, Jackson‐Madison County, and
Milan General Hospitals
M Terry Burkhalter MD, PC
Robert R. Henderson, M.D.
Artmas Worthy, D.D.S.
Dream Team Surgery & Implant Specialty
Group
Meharry Medical College School of
Dentistry
Tooth Maker Dental Lab
Ear, Nose, & Throat Specialists of
Nashville, PLC
Address/Contact
Telephone/Email
Brentwood, TN 37027
James Koss
615‐886‐4900
Email Unavailable
3319 West End Ave., Suite 420
Nashville, TN 37203
Matt Wolfe
615‐936‐6060
matthew.k.wolfe@Vanderbilt.E
du
1804 Hwy 45 Bypass, Ste. 116
Jackson, TN 38305
Tina Bivens
731‐660‐8705
Email Unavailable
1800 State St.
Nashville, TN 37203
Connie Kirby
615‐327‐4015
Email Unavailable
1800 State St.
Nashville, TN 37203
Connie Kirby
615‐327‐4015
Email Unavailable
1700 D.B. Todd Blvd.
Nashville, TN 37208
Artmas Worthy, D.D.S.
615‐320‐0662
Email Unavailable
1829 Jo Johnston Ave
Nashville, TN 37203
Lynn Beech
615‐327‐9944
Email Unavailable
1005 Dr. D.B. Todd, Jr. Blvd.
Nashville, TN 37208
Steven Brady, Associate Dean
615‐327‐6656
Email Unavailable
1310 Jefferson St., Ste. 206
Nashville, TN 37208
Joseph Young
615‐321‐5517
Email Unavailable
393 Wallace Rd., Building A
#202
Nashville, TN 37211
Services
Provided
Type of Agreement
Hospital
Agreement
Hospital
Agreement
Specialty Care –
Detached
Retinas
Agreement
Specialty Care –
Cataracts,
Glaucoma
Agreement
Oral Surgery
Agreement
Oral Surgery &
Implants
Agreement
Oral Max
Surgery
Agreement
Dental Lab
Agreement
ENT
Agreement
J‐2
LOCAL BUSINESSES INTEGRAL TO THE CORIZON PROGRAM AT TDOC
Business
Johnson City Emergency Physicians, PC
Babu Rao, M.D.
Gastrointestinal Associates of Northwest
Tennessee
Somayaji Gastroenterology Group, P.C.
Parkway Cardiology Associates P.C.
Tri‐State Cardiology P.C.
Richard Adkins, M.D.
Spears Prosthetics & Orthotics, LLC
John Lawson Surgical Group, PC
Tennessee Surgical Specialists
Address/Contact
Telephone/Email
Mark Anthony Williams, M.D.
615‐832‐2200
Email Unavailable
400 North State of Franklin
Road
Johnson City, TN 37604
Mike Hyder/Melanie Hicks
423‐431‐6348
Email Unavailable
2400 Patterson St., Suite 515
Nashville, TN 37203
Donna Crumley
615‐342‐5908
Email Unavailable
310 N State of Franklin Rd., Ste.
202
Johnson City, TN 37604
Office Manager
423‐929‐7111
4617 Skymont Dr.
Nashville, TN 37215
Buntwal N. Somayaji, M.D.
615‐665‐0193
Email Unavailable
80 Vermont Ave.
Oak Ridge, TN 37830
Mark Norstedt
865‐482‐4078
mnorstedt@pcaheart.com
2428 Knob Creek Rd.
Johnson City, TN 37604
Kelly Sexton
423‐282‐5054
Email Unavailable
1909 Mallory Lane, Suite 302
Franklin, TN 37067
Christa Mixon
615‐429‐4810
Email Unavailable
722 North White Station Rd.
Memphis, TN 38122
Donna Turner
901‐763‐6999
SpearsPandO@yahoo.com
701 Med Tech Parkway, Ste.
400
Johnson City, TN 37604
Margaret Owens
Services
Provided
Type of Agreement
ER Physicians
Agreement
Gastroenterolo
gy
Agreement
Gastroenterolo
gy
Agreement
Gastroenterolo
gy
Agreement
Cardiology
Agreement
Cardiology
Agreement
Pain
Management
Agreement
Provider of
prosthetic limbs
Orthotics &
Prosthetics
General Surgery
Agreement
Agreement
J‐3
LOCAL BUSINESSES INTEGRAL TO THE CORIZON PROGRAM AT TDOC
Business
Alive Hospice, Inc.
Jackson Clinic, P.A.
Meharry Medical College
TransSouth Health Care, P.C.
Vanderbilt Medical Group
Erik B Baker
Richard D. Deindoerfer
Sycamore Shoals Anesthesia Associates,
P.C.
Union City Anesthesia Group, LLP
Address/Contact
Telephone/Email
423‐975‐5650
Email Unavailable
1718 Patterson St.
Nashville, TN 37203
W. A. Carroll
615‐327‐1085
info@alivehospice.org
616 W. Forest Ave.
Jackson, TN 38301
Leah Anne Stanley
731‐422‐0213
lstanley@jacksonclinic.com
1005 Dr. D.B. Todd, Jr. Blvd
Nashville, TN 37208
Lori Donnell
615‐327‐6665
Email Unavailable
9 Physician’s Dr.
Jackson, TN 38305
Beth Cole
731‐661‐0086
Email Unavailable
3601 The Vanderbilt Clinic
Nashville, TN 37232‐5100
Matt Wolfe
615‐936‐6028
matthew.k.wolfe@vanderbilt.e
du
P.O. Box 24044
Knoxville, TN 37933
Andrea Baker
865‐288‐0480
Email Unavailable
12186 Paw Paw Planes Rd.
Lenoir City, TN 37771
Sherry Deindoerfer
865‐803‐2954
Email Unavailable
922 West G St.
Elizabethton, TN 37643
Nyoka Holder
423‐542‐2738
Email Unavailable
1201 Bishop St.
Union City, TN 38261
Beth Bivins
731‐885‐0787
Email Unavailable
Services
Provided
Type of Agreement
Hospice
Agreement
Multi‐Specialty
Agreement
Multi‐Specialty
Agreement
Multi‐Specialty
Agreement
Multi‐Specialty
Agreement
Anesthesiology
Agreement
Anesthesiology
Agreement
Anesthesiology
Agreement
Anesthesiology
Agreement
J‐4
LOCAL BUSINESSES INTEGRAL TO THE CORIZON PROGRAM AT TDOC
Business
West Tennessee Anesthesia, P.C
Neurosurgical Associates
Middle Tennessee Nephrology, PLLC
Nephrology Associates, P.C.
West Tennessee Kidney Specialists, P.C.
Paul J. Somers, Jr., DPM
Northwest Tennessee Foot Clinic, PLLC
Cape Regional Eye Center, PLLC
Summit Bone & Joint, PLLC
West Tennessee Orthopedics & Sports
Medicine, P.C.
Address/Contact
Telephone/Email
Services
Provided
Type of Agreement
36 Brentshire Square
Jackson, TN 38305
Sarah Baker
731‐664‐1717
Email Unavailable
345 23rd Ave. North, Suite 420
Nashville, TN 37203
Ginger Crowe
615‐986‐1256
Email Unavailable
270 E Main Street, Ste. 200
Gallatin, TN 37066
Dr. Matthews Joseph
615‐452‐3250
Email Unavailable
28 White Bridge Road, Ste. 300
Nashville, TN 37205
Laura Sadler
615‐356‐4111
Email Unavailable
1575 Parr Ave.
Dyersburg, TN 38024
Tabitha Hunziker
731‐286‐1510
Email Unavailable
311 White Bridge Rd.
Nashville, TN 37209
Dr. Paul Somers, Jr.
615‐356‐3249
Email Unavailable
600 Highway 51 Bypass East
Dyersburg, TN 38024
Gloria Ator
731‐287‐3130
Email Unavailable
401 E. Tickle, Suite D
Dyersburg, TN 38024
Keisha Hunt
731‐286‐2801
Email Unavailable
5653 Frist Blvd., Ste. 731
Hermitage, TN 37076
Kristy Groth
615‐232‐3838
Email Unavailable
569 Skyline Dr., Suite 100
Jackson, TN 38301
Misty Watson
Anesthesiology
Agreement
Neurosurgery
Agreement
Nephrology
Agreement
Nephrology
Agreement
Nephrology
Agreement
Podiatry
Agreement
Podiatry
Agreement
Ophthalmology
Agreement
Orthopedic &
Sports
Medicine
Agreement
Orthopedics
Agreement
J‐5
LOCAL BUSINESSES INTEGRAL TO THE CORIZON PROGRAM AT TDOC
Business
Associated Pathologists, LLC
Rodger P. Lewis, M.D. P.C
Roosevelt Peebles Jr., M.D.
Radiation Oncology Associates, dba
Cancer Care Center
Knoxville Comprehensive Breast Center
Quality Mobile X‐Ray Services, Inc.
Association of University Radiologists,
P.C.
Ambulatory Care Center of
Wartburg/Primary Care, PLC
Independent Radiology Associates PLC
Address/Contact
Telephone/Email
731‐285‐1585
Email Unavailable
5301 Virginia Way Suite 300
Brentwood, TN 37027
Ray Paschket
615‐221‐4400
Email Unavailable
P.O. Box 870
Union City, TN 38281
Frankie Thomas
731‐885‐9231
Email Unavailable
1916 Patterson St., Ste. 205
Nashville, TN 37203
Stephanie Braye
615‐320‐9300
Email Unavailable
322 Hospital Blvd
Jackson, TN 38305
Tom Cook, CEO
731‐668‐1668
Email Unavailable
1400 Dowell Springs Blvd., suite
200
Knoxville, TN 37909
Jillian Ottinger
865‐584‐0291
jottinger@knoxvillebreastcente
r.com
431 Wallace Rd., Suite D
Nashville, TN 37211
Greg Ward
615‐391‐4515
Email Unavailable
5401 Kingston Pike, Suite 540
Knoxville, TN 37919
Kristi Meredith
865‐584‐7376
Email Unavailable
1236 Knoxville Highway
Wartburg, TN 37887
Lora Elkins
423‐346‐5566
Email Unavailable
305 West Ct.
Dyersburg, TN 38024
Marc Thompson
731‐285‐2326
Services
Provided
Type of Agreement
Pathology
Agreement
Pathology
Agreement
Plastic Surgery
Agreement
Radiation
Oncology
Agreement
Mobile
Mammography
Agreement
Mobile
Radiology
Agreement
Radiology
Agreement
MRI/CT
(Diagnostic
Imaging)
Agreement
Radiology
Agreement
J‐6
LOCAL BUSINESSES INTEGRAL TO THE CORIZON PROGRAM AT TDOC
Business
Knoxville Radiological Group Associated
Radiology Alliance, P.C.
Guardian Healthcare Providers
Maxim Staffing Solutions
NRS (Nursing Resource Solutions), LLC
Answering Nashville, Inc.
Patricia A Hart, d.b.a. Hart Medical
Transcription
Garcia Clinical Laboratory, Inc.
Chardonnay Dialysis
Address/Contact
Telephone/Email
mthompson@ira‐image.com
301 Clark St.
Knoxville, TN 37921
Bill Dilworth
865‐525‐9414
knoxradgrp@aol.com
210 25th Avenue North, Ste. 602
Nashville, TN 37203
Keith Radecic
615‐312‐0600
kradecic@radalliance.com
545 Mainstream Dr., Suite 402
Nashville, TN 37221
Sue Champion
615‐673‐6697
Email Unavailable
2200 21st Ave. South, Suite 304
Nashville, TN 37221
Jeff Moore
615‐673‐6697
Email Unavailable
1908B Church St.
Nashville, TN 37203
Darren White
615‐327‐3480
Email Unavailable
9030 South Corporate Edge Dr.,
Suite 202
Germantown, TN 38138
Cindy Belk
615‐324‐0430
Email Unavailable
205 Price Rd.
Franklin, TN 37069
Trish Hart
615‐591‐5587
hartmt@aol.com
2195 Spring Arbor
Jackson MI 49203
Mary Garcia, President
517‐787‐9200
mgarcia@garcialab.com
807 W Fairchild
Danville, IL 61832
Joe Burke, VP of Business
Relations
217.477.1490
Joe.burke@chardonnaydialysis.
Services
Provided
Type of Agreement
Radiology
Agreement
Radiology
Agreement
Staffing
Agreement
Staffing
Agreement
Staffing
Agreement
Telephone
Answering
Services
Agreement
Transcription
Services
Agreement
Clinical
Laboratory
Services
Agreement/LOI
Dialysis
Agreement/LOI
J‐7
LOCAL BUSINESSES INTEGRAL TO THE CORIZON PROGRAM AT TDOC
Business
IV Management Services, Lee Medical,
Inc.
Coram Alternate Site Services, Inc.
Wing
Rescue Squad, Inc.
Med‐Care Ambulance Service
Cumberland County Emergency Medical
Services
Morgan County Ambulance Service
Professional Medical Transport, Inc.
Lauderdale County Ambulance Service
Address/Contact
Telephone/Email
com
PO Box 682027
Franklin, TN 37068‐2027
Matt Taylor, Director of
Operations
615‐591‐1965
Matt.taylor@leemedical.com
2970 Sidco Drive
Nashville, TN 37204
Jannette Harden
615‐473‐0832
Jannette.harden@coramhc.com
1080 Eastmoreland Ave.
Memphis, TN 38104
Allen Burnett
800‐262‐6556
Email Unavailable
105 Lodent Way
Elizabethton, TN 37643
Nancy Bailey
423‐543‐5445
Email Unavailable
5079 Old Summer Rd.
Memphis, TN 38122
Jim Wiley
901‐685‐2265
Email Unavailable
84 South Bend Drive
Crossville, TN 38555
Paula Stewart
931‐484‐1044
Email Unavailable
228 Flat Fork Rd.
Wartburg, TN 37887
Lawrence Potter
423‐346‐6601
morganems@highland.net
4562 Kendell Rd.
Memphis, TN 38122
Johanna Cecil
866‐688‐4360
Email Unavailable
685 Highway 51 South
Ripley, TN 38063
Beverly Bates
731‐635‐3242
Email Unavailable
Services
Provided
Type of Agreement
IV Catheter
Service
Agreement/LOI
Infusion
Services
Agreement/LOI
Air Ambulance
Services
Agreement
Ambulance
Services
Agreement
Ambulance
Services
Agreement
Ambulance
Services
Agreement
Ambulance
Services
Agreement
Ambulance
Services
Agreement
Ambulance
Services
Agreement
J‐8
LOCAL BUSINESSES INTEGRAL TO THE CORIZON PROGRAM AT TDOC
Business
Johnson County Rescue Squad & EMS,
Inc.
Bledsoe county Government d.b.a.
Bledsoe County EMS
Lake County Emergency Medical Services
First Call Ambulance Service, LLC
Address/Contact
Telephone/Email
Services
Provided
Type of Agreement
203 Vandilla St.
Mountain City, TN 37683
Paul Anderson
423‐727‐6531
Email Unavailable
1187 Alvin York Highway
Pikeville, TN 37367
Larry Billingsley
423‐447‐5555
Email Unavailable
333 Kentucky St.
Tiptonville, TN 38079
Jack Mauldin
731‐253‐9911
lakeco_cms@att.net
1877 Air Lane Dr.
Nashville, TN 37210
Mike Ross
615‐320‐7916
Email Unavailable
Ambulance
Services
Agreement
Ambulance
Services
Agreement
Ambulance
Services
Agreement
Ambulance
Services
Agreement
J‐9
Appendix K
31 October 2012
M. Therese Brumfield, MBA, CCHP
Vice President, Provider Operations
Corizon
105 Westpark Drive; Suite 200
Brentwood, TN 37027
Re:
Renewal of Corizon Contract with Tenn. Dept. of Correction
Dear Ms. Brumfield :
On behalf of Nashville General Hospital at Meharry, I am writing to provide Corizon with our
unconditional and enthusiastic reference letter for your renewal bid with the Tennessee Department of
Correction on the prison health services agreement. Corizon, through both its medical staff leadership
and its executive team have transformed what had been a difficult relationship with the prior TDOC
vendor into one that has ensured TDOC inmates receive timely, substantial and high qual ity health care
services.
We are most appreciative of the professional and collegial relationship we have formed in collaboration
with Corizon and your offices. Through our monthly meetings we have improved the health care
interventions with TDOC inmates and, I believe, have been able to reduce the overall costs to the TDOC
system through a focus on preventative and primary care. These measures have served to reduce the
need for longer inpatient stays and reduced as well the risks of advanced disease processes.
The Hospital Authority, in partnership with Meharry Medical College, is pursuing a vigorous strategic
planning process under the guidance ofthe firm Alvarez & Marsal. We anticipate that any future
changes our Board might make to the inpatient and outpatient service lines will not occur at least until
the latter part ofthe 2014 fiscal year. We would provide Corizon with at least nine to twelve months'
advance notice of any such changes and WOUld, in any event, ensure full continuity of care for TDOC
inmates.
Thank you for the opportunity to participate in the TDOC-Corizon health care system and to be able to
provide you with this letter of reference. Please let me know if there is any other information I might be
able to provide . In the meantime, I respectfully remain,
Sincerely yours,
~CH:
Chief Executive Officer
1818 Albion Street . Nashville, Tennessee 37208
T : 615-341-4491 F: 615-341 -4493
we care for YO U . for life.
K-1
October 11 , 2012
Letter of Intent-Garcia Laboratory
Corizon is in the process of submitting a bid to secure the health care responsibilities for the
population of lives covered by the State of Tennessee, Department of Correction . As the largest
and most experienced correctional healthcare provider in the industry, Corizon is confident in its
abilities to provide high quality inmate health care and utilization services.
At Corizon we develop customized , quality health care programs to meet the needs of the prison
systems and the jails that we serve. We are hoping through this bid process to bring these same
resources to the State of Tennessee, Department of Correction.
An integral part of the Request for Proposal (RFP) process is to be able to demonstrate our ability
to provide a substantial network of vendors and providers capable of handling the diverse medical
needs of this population.
By signing this letter of intent, you are expressing a desire to negotiate a contractual relationship
with Corizon for the provision of medical laboratory services. including supplies, forms and tests
on a statewide basis. In addition this letter confirms that Garcia Laboratory is a certified minority
business in the state and is adequately insured to provide medical laboratory services.
We would be honored to include you in our vendor network in the event that Corizon is awarded
this bid . Thank you in advance for agreeing to expand a partnership with Corizon.
Sincerely,
~
Dee Dee Bittner
Manager, Purchasing & Provider Relations
I,
hereby agree to work in good faith with Corizon toward a mutually
e provider contract.
---looi:-...:4-<.-I-----
~'~
Mary GP::i.. President
Corporate Headquarters . lOS Westpark Drive · Suite 200 • Brentwood, TN 37027
Operati ons Headquarters · 12647 Olive Boulevard · Saint Lou is, MO 63 141
www.corizonhea lth.com
K-3
TM
I
October 23, 2012
Letter of Intent-Chardonnay Dialysis
Corizon is in the process of submitting a bid to secure the health care responsibilities for the
population of lives covered by the State of Tennessee, Department of Correction. As the largest
and most experienced correctional healthcare provider in the industry, Corizon is confident in its
abilities to provide high quality inmate health care and utilization services.
At Corizon we develop customized, quality health care programs to meet the needs of the prison
systems and the jails that we serve. We are hoping through this bid process to bring these same
resources to the State of Tennessee, Department of Correction.
An integral part of the Request for Proposal (RFP) process is to be able to demonstrate our ability
to provide a substantial network of vendors and providers capable of handling the diverse medical
needs of this population.
By signing this letter of intent, you are expressing a desire to maintain your contractual relationship
with Corizon for the provision of on-site dialysis services. In addition this letter confirms that
Chardonnay Dialysis is a certified minority business in the state and is adequately insured to
provide dialysis services.
Sincerely,
~WDee Dee Bittner
Manager, Purchasing & Provider Relations
Corporate Headquarters
105 Westpark Drive
Operations Headquarters
Suite 200 Brentwood, TN 37027
12647 Olive Boulevard
www.corizonhealth.com
Saint Louis, MO 63141
K-5
October 23, 2012
Letter of Intent-Lee Medical, Inc
Corizon is in the process of submitting a bid to secure the health care responsibilities for the
population of lives covered by the State of Tennessee, Department of Correction. As the largest
and most experienced correctional healthcare provider in the industry, Corizon is confident in its
abilities to provide high quality inmate health care and utilization services.
At Corizon we develop customized , quality health care programs to meet the needs of the prison
systems and the jails that we serve. We are hoping through this bid process to bring these same
resources to the State of Tennessee, Department of Correction.
An integral part of the Request for Proposal (RFP) process is to be able to demonstrate our ability
to provide a substantial network of vendors and providers capable of handling the diverse medical
needs of this population.
By signing this letter of intent, you are expressing a desire to negotiate a contractual relationship
with Corizon for the provision of IV management services. In addition this letter confirms that Lee
Medical, Inc is a certified minority business in the state and is adequately insured to provide IV
management services.
We would be honored to include you in our vendor network in the event that Corizon is awarded
this bid . Thank you in advance for agreeing to expand a partnership with Corizon .
Sincerely,
~
Dee Dee Bittner
Manager, Purchasing & Provider Relations
di.rtl- T;Y/(Jr
I,
hereby agree to work in good faith with Corizon toward a mutually
agreeable provider contract.
Signed' .$
~
Matt Taylor, Director of Operations
Corporate Headquarters · 105 Westpark Drive · Suite 200 • Brentwood, TN 37027
Operations Headquarters . 12647 Olive Boulevard · Saint Louis, MO 63141
www.corizonhealth.com
K-7
October 31, 2012
Letter of Intent —
Coram Alternate Site Services, Inc., doing business as
Coram Specialty Infusion Services, an Apria Healthcare Company
(“Coram”)
Corizon is in the process of submitting a bid to secure the health care responsibilities for the
population of lives covered by the State of Tennessee, Department of Correction. As the largest
and most experienced correctional healthcare provider in the industry, Corizon is confident in its
abilities to provide high quality inmate health care and utilization services.
At Corizon we develop customized, quality health care programs to meet the needs of the prison
systems and the jails that we serve. We are hoping through this bid process to bring these same
resources to the State of Tennessee, Department of Correction.
An integral part of the Request for Proposal (RFP) process is to be able to demonstrate our ability
to provide a substantial network of vendors and providers capable of handling the diverse medical
needs of this population.
By signing this letter of intent, you are expressing a desire to continue in your current contractual
relationship with Corizon for the provision of specialty infusion drugs and related supplies, including
chemotherapy agents. In addition this letter confirms that Coram is adequately insured, in
accordance with industry standards, to provide specialty infusion services in the State of
Tennessee.
Sincerely,
Dee Dee Bittner
Manager, Purchasing & Provider Relations
Signed,
_______________________
Michael E. Dell
Vice President, General Counsel & Secretary
K-9
Appendix L
SAMPLE
CORIZON TRANSITION AND IMPLEMENTATION PLAN
TDOC
To ensure compliance with the directives of the RFP, Corizon has provided the following sample transition plan in response to RFP page 25,
Section C.2. As the current vendor, we have detailed our plan for each proposed new program goal within our technical response.
Sample Transition Plan
The Corizon transition will be completed within 30 days from the contract award. Corizon will employ a structured transition that specifies key
activities within each functional area, the person(s) responsible, and the required timelines based on the time available. We have detailed
specific tasks and provided a timeline for the completion of each program area.
Recruitment of new staff;
Identifying and assuming the current cost of medical care;
Transfer of the personnel and training records of current employees who will be retained;
Central management personnel to be assigned to the transition; and,
Staff training on policies and procedures.
Recruitment of Staff
Retaining current staff upon contract award is Corizon’s primary objective. We are well aware of the stress‐inducing factors that weigh on
employees when a change in health care providers is imminent. The Corizon management team understands the uncertainty and anxiety that
results during any contract transition; as a result, we activate the following transition plan upon notice of contract award.
L‐1
Recruitment Capabilities
GOAL: Recruit and maintain the most qualified clinical and management staff for the Tennessee DOC
Task
Responsible Party
Started days prior to
transition
Leadership
Obtain approval to contact site leadership
Corizon Recruiting
30
Department
Obtain list of current site leadership and contact information
Corizon Recruiting
30
Department
Identify leadership candidates
Corizon Recruiting
20
Department
Interview current leadership
Corizon Recruiting
20
Department
Verify credentials and make offers
Corizon Recruiting
10
Department
Physician
Coordinate statewide mailing to generate/identify candidates
Corizon Recruiting
30
Department
Perform initial GAP analysis on new job categories that cannot be
Corizon Recruiting
30
transitioned from existing staff.
Department
Obtain list of current providers with contact information begin
Corizon Recruiting
30
making calls to current Physician.
Department
Complete calls to current providers to obtain mailing information
Corizon Recruiting
15
and to answer questions. Mail Corizon applications.
Department
Travel to each site for 1:1 interviews to answer questions, collect
Corizon Recruiting
10
credentials and confirm current provider interest.
Department
Credential providers
Corizon Recruiting
10
Department
Offer positions to internal providers
Corizon Recruiting
10
Department
L‐2
Perform second GAP analysis on open positions establish openings
for external provider candidates.
Site Staff
Perform initial GAP analysis on new job categories that cannot be
transitioned from existing staff.
Get approval to contact site staff and identify facility contact
person, address, email, and fax number.
Obtain staff roster
Send recruiting contact information and introduction to online
application process; provide log‐in/password for employees to
complete the application.
Include a site transition meeting plan.
Schedule site transition meetings; communicate dates/times to
employees. Provide contact for employees unavailable on
scheduled date/time.
Present Introductory Program: Benefits, Q and A Session, verify that
each employee’s Erecruit application is complete, assist with the
completion of on‐line applications, collect pay stubs and copies of
each prospective employee’s license.
Verify licenses and credentials
Execute offers
Perform second GAP analysis on open positions after internal
candidates have been hired for existing positions
External Vacant and New Positions
Perform GAP analysis on new positions
Post all opportunities on company website and all other recruiting
resources for staff positions not filled by transitioning internal staff.
Corizon Recruiting
Department
10
Corizon Recruiting
Department
Corizon Recruiting
Department
Corizon Recruiting
Department
Corizon Recruiting
Department
30
Corizon Recruiting
Department
20
Corizon Recruiting
Department
15
Corizon Recruiting
Department
Corizon Recruiting
Department
Corizon Recruiting
Department
18
25
25
25
18
10
Corizon Recruiting
Department
Corizon Recruiting
Department
Ongoing as needed
Ongoing as needed
L‐3
Screen candidates and coordinate interviews with operational
leadership.
Conduct interviews and drug screens
Corizon Recruiting
Department
Corizon Recruiting
Department
Corizon Recruiting
Department
Corizon Recruiting
Department
Verify licenses and credentials
Execute offers/send offer letter
Ongoing as needed
Ongoing as needed
Ongoing as needed
Ongoing as needed
L‐4
Identify and Assume Cost of Major Medical Care ‐ Ensuring Continuity of Care & Services
Corizon Operational, Clinical, and Support staff will order and procure all necessary medical supplies, office supplies, IT hardware and software,
training and orientation, and all other necessary items 15 days prior to the first day of the contract. These supplies will be staged for delivery to
each contracted facility, and will be available at the facility two weeks prior to contract start date.
Corizon will deploy a three person team consisting of operations, clinical, and clerical/support personnel to each major contracted facility one
week prior to start up and they will remain on‐site until one week after start date. Each of these team members will have specific areas of
responsibility as well as providing “cross coverage” to assist with or perform any duties that are required.
Duties to be completed by these teams include:
Ensuring patient specific and stock medications have arrived from pharmacy and are available for administration/KOP;
Verifying medication orders in MAR for all inmates prescribed medication;
Reviewing chronic care lists to ensure all patients continue in clinic;
Ensure emergent/urgent care is available without interruption;
Review all high acuity patients who require higher levels of care including those in infirmaries, Crisis Stabilization Units, and special housing;
Ensuring medical supplies are on‐site and available for use;
Verifying any patients who are in community hospitals on the contract start date and ensuring that they are in Utilization Management
system and discharge planning processes are in place;
Verifying and maintaining pending appointments for In‐patient and out‐patient specialty appointments (including RMC) are up to date;
ensuring these appointments are kept.
Provide training and orientation to any staff who have not previously received it;
Developing and posting a 30‐day schedule for all employees; and,
Providing support to the facility Health Services Administrator, Director of Nursing, and all other staff.
These facility start‐up teams will be supported by Corizon Regional Management, Human Resources, and Benefit representatives deployed
regionally. These regional assets will be available to provide additional support and handle any issues beyond the scope of the on site team.
L‐5
Off‐site Hospital and Specialty Services
Corizon’s Network Development has completed significant work identifying off‐site hospital and specialty provider partners as part of our
proposal’s development. Upon award, Corizon will contract with a network of hospitals and specialty providers who can provide off‐site services
to patients who require these services. Each facility will receive a list of hospitals and providers, as well as contact information as part of our
start‐up plan.
On day one of the contract, Corizon will assume responsibility for patients who are in hospitals at the time of transition as well as those who
have in‐patient or out‐patient appointments scheduled. We will also implement our Utilization Management process for all referrals for IP/OP
services. Referrals will be routed from the Facility Medical Director to the Regional Medical Director and Corizon’s UM Department. The UM
Department will determine if the referral meets criteria and the Regional Medical Director will review to determine if an alternate treatment
plan should be recommended. A designated scheduler at each facility will make appointments for all approved referrals and will coordinate
transportation with the designated custody representative.
GOAL: Ensure major medical care is transitioned and staff is trained on procedures regarding patient care
ASSIGNMENT
RESPONSIBLE PERSON(S)
DAYS PRIOR TO START‐UP
Ensure all contracts with off‐site providers are secured and in place.
Director of Procurement
20
Ensure all contracts with third party providers are in place (for example
Director of Procurement
20
lab vendor and ambulance providers).
Regional Medical, VPO,
Ensure methodology for handling emergencies at each site have been
15
Clinical Program Managers
established and that all staff has been trained on emergency policies and
Others according to identified need
procedures.
Maintain and ensure medical treatment plans are established and
Regional Medical Director
scheduled according to plan.
15
UM Director
15
Identify off‐site appointments scheduled after the contract start date
and provide this information to the Utilization Management
Department.
Ensure all staff are trained and aware of Corizon’s in‐patient and out‐
UM Director
15
patient referral procedures.
Ensure all members of staff have been trained on specific policy and
Regional Directors
procedures regarding use of third party vendors.
10
L‐6
GOAL: Ensure major medical care is transitioned and staff is trained on procedures regarding patient care
ASSIGNMENT
RESPONSIBLE PERSON(S)
Identify transition priorities, objectives and challenges in collaboration
Clinical Programs Manager
with site administrative and medical staff to identify opportunities and
develop appropriate strategies to support service goals.
Maintain intake systems and processes:
Regional Medical Directors
Patient medical scoring/health needs assessment;
Medications verified and orders written as appropriate;
Referrals to chronic care, sick call and mental health services; and,
Management of emergent and urgent healthcare needs.
Continue chronic care and sick call clinic activities:
DAYS PRIOR TO START‐UP
10
Day One Of Contract
Regional Medical and VPO
Day One Of Contract
Director of Procurement
Ongoing
Tracking and scheduling system; and,
Resource library /education program.
Ensure staff is aware of how to order any additional supplies that are
needed.
L‐7
Transfer of Personnel and Training Records of Current Employees
Corizon will ensure all training and personnel records are transferred and updated where necessary. A review of all employee files will be
conducted for completeness and accuracy. After the review is completed all training and updates needed to bring the files up to date will take
place.
GOAL: Ensure personnel and training records are transferred, complete, and accurate
ASSIGNMENT
RESPONSIBLE PERSON(S)
DAYS PRIOR TO START‐UP
Obtain a copy of all personnel and training records.
Clinical Programs Manager
20
Review and perform GAP analysis on personnel and training records.
Clinical Programs Manager
20
Provide training and personnel file GAP remedies.
Clinical Programs Manager
10
Provide necessary training and remedies needed to update records and
HSA
Ongoing
complete personnel files.
L‐8
Central Management Oversight
The Corizon team highlighted within our proposal will be supported by the multidisciplinary transition team that follows. Our commitment to
TDOC is reflected by our desire to assemble the right transition team. We are confident that our highly qualified team will provide valuable
insight and structure; ensuring a quality healthcare delivery system for the inmates in TDOC care on day one. The following group of seasoned
healthcare and corrections professionals will provide immediate impact from day one.
Tom Voss
Tennessee DOC Administrative Project Manager/Transition Lead
Tom Voss, Senior Vice President, State Corrections will serve as chief
administrative transition lead. Tom has more than 30 years of correctional
management experience. He is a hands‐on manager, responsible for overseeing
the transition team which will include operations, recruiting, staffing, contract
management, and fiscal oversight.
Renee Fallhowe, MD
Vice President, Medical Affairs – Transition Lead
Renee Fallhowe, MD, Corizon Vice President of Clinical Services, has worked
with Corizon for nearly 10 years. Renee provides support and consultation for
all on‐site medical activities, and serves as a networking colleague for medical
issues pertaining to correctional healthcare. Dr. Fallhowe will develop
leadership within the clinical transition team in Tennessee. Dr. Fallhowe is a
graduate of the University of Colorado School of Medicine.
L‐9
Tre O’Brien, BSN, RN, CCHP
Nursing – Transition Lead
Ms. O’Brien has been successful in providing leadership to Corizon’s New
Mexico Contract and serves on the Corizon Corporate Nursing Leadership and
Clinical Education Council. She will apply her clinical leadership skills to nursing
training and development to create a successful team of leaders and
professional staff.
Connie Smock, RN, MSN, CCHP
Clinical Program Manager – Project Manager
Connie Smock, RN, MSN, currently serves as Clinical Program Manager for the
Corizon program for the State of Idaho. She has held a variety of management
positions in healthcare, including Director of Nursing at a community hospital;
Associate Administrator at St. Luke’s Wood River Medical Center in Ketchum,
Idaho; Vice President of Specialty Services at St. Alphonsus Regional Medical
Center in Boise; and Manager of Tucson Medical Center, Palo Verde Psychiatric
Hospital. As a Project Manager, Connie’s extensive clinical background and
experience in correctional medicine will enable her to lead the clinical team
through a smooth start‐up.
Michael Miller
Senior Director, Business Development
Michael Miller, Senior Director of Business Development has 23 years of
experience in Business Development and will be directly involved with
Tennessee DOC officials during and after the new contract’s implementation.
He will ensure a smooth transition of services and verify all contract
requirements are met. Michael will be responsible for strategic oversight of the
states sales and marketing functions within Corizon and overall client
L‐10
satisfaction.
Robert Manche
Manager, Physician Recruiting
Robert Manche, Manager of Physician Recruiting, has been in his current
position with Corizon for over 25 years. Mr. Manche, a seasoned expert in the
field of correctional physician recruiting, not only ensuring each Corizon
contract is supported by qualified, experienced physicians, but also leading a
team of physician recruiters with a focus on quality. Evidence of his ability to
proactively develop a physician support team specifically for the Tennessee
DOC is provided in this proposal.
Scott King, Esq.
Chief Legal Officer
Scott King is charged with oversight of Corizon’s legal department, including
contracting functions, litigation management and general operational legal
issues. Scott has more than 15 years of legal experience with a practice focused
on healthcare and transactional law. Prior to joining the Company, Scott held
several senior legal positions, including chief compliance officer and associate
general counsel. He received his law degree from the University of Memphis,
and a Bachelor of Arts in economics and international studies from Rhodes
College in Memphis.
The healthcare delivery program Corizon will bring to the TDOC will not be a “one size fits all” program, but will be tailored to fit TDOC
programmatic needs. An experienced Advisory Council of correctional experts will actively ensure client satisfaction, and confirm that
expectations are met in accordance with TDOC timeline.
L‐11
Staff Training
Comprehensive training of all employees is integral to the success of Corizon’s TDOC program. It is imperative to Corizon that our employees are
experienced, fully credentialed, and dedicated to providing quality healthcare services to TDOC inmates.
GOAL: To assemble and properly train personnel to adhere to the high standards of the TDOC and Corizon
ASSIGNMENT
RESPONSIBLE PERSON(S)
DAYS PRIOR TO START‐UP
Coordinate and schedule training for Program Managers and Directors
Assistant Director, Clinical Education
10
of Nursing through the Correctional Healthcare Manager training
and Training
program
Provide training for Program Managers and Directors of Nursing through Assistant Director, Clinical Education
10
the Correctional Healthcare Manager training program
and Training
Assistant Director, Clinical Education
As needs are identified
Using formal review, feedback from the field, and company program
and Training
policy, develop training programs to meet identified needs. Ensure
timely and thorough roll out of said programs to the field.
Assistant Director, Clinical Education
As needs are identified
Working with other Corizon departments, coordinate the development
and Training
and presentation of clinical training programs to staff of Corizon
facilities.
Staff Education
Comprehensive training of all employees is integral to the success of Corizon’s TDOC Program. It is imperative to Corizon that our employees are
experienced, fully trained, and dedicated to providing quality health care services to TDOC inmates.
GOAL: Coordinate efforts of the Clinical Education, Medical Affairs and Clinical Programs Departments to provide on‐site orientation and
training of personnel in keeping with the high standards of the TDOC and Corizon
ASSIGNMENT
RESPONSIBLE PERSON(S)
DAYS PRIOR TO START‐UP
Distinguish varied training requirements of transitioning and new
Clinical Programs Managers
30
employees.
Discuss alternatives for human resources, mandatory clinical services
Clinical Programs Manager
30
orientation for transitioning employees.
L‐12
GOAL: Coordinate efforts of the Clinical Education, Medical Affairs and Clinical Programs Departments to provide on‐site orientation and
training of personnel in keeping with the high standards of the TDOC and Corizon
ASSIGNMENT
RESPONSIBLE PERSON(S)
DAYS PRIOR TO START‐UP
Clinical Programs Managers
15
Establish dates and locations for onsite staff training and orientation
classes.
Provide to sites for posting/ coordination.
2
Clinical Programs Managers
Provide New Employee Training Classes at each TDOC site
Human Resource Department
New Employee Orientation (NEO I): All employees of Corizon.
Representative
New Employee Training (NEO II): All staff that provide direct patient Assistant Director Clinical Education
care, modules as appropriate.
and Training
1
Coordinate training for site providers and nurses:
Vice President Medical Affairs
Dr. Noel
Provider Information Program, SPDR, Utilization Management
Senior Director Patient Care Services
ER Management and follow up on‐site
Intake and clinic referral process
L‐13
Appendix M
CONFIDENTIAL & PROPRIETARY
CORIZON PANDEMIC INFLUENZA PLANNING
CHECKLIST
Site: _________________
Date Completed: _______________
TOPIC
Have reviewed CDC pandemic/avian influenza information.
Define person responsible for oversight of planning/program.
Developed a team to discuss issues (HSA, DON, ICP, Security, Contractor)
Contact the local health department to identify resources available.
Request to participate in local planning with your local/state department
of health.
Bring team together to discuss basic issues:
Security availability if 50% of officers out ill
Medical unit coverage if 50% of staff out ill
Housing of ill inmates (considerations of infirmary volume capability and
overflow plan)
Availability of masks (N10SH95 respirators)
Availability of sufficient supply of hand soap, towels, disinfectants for use
both inside and outside of the medical unit
Availability of food for inmates and staff for extended period of time
Contact health department to be included in distribution of antiviral
medications
Develop a teaching curriculum for medical unit staff and security staff
Develop teaching tools for inmates
Develop process for daily monitoring of prisoner sick call and
employee/security call‐in due to illness (identification / communication
of pandemic)
Educate staff regarding signs and symptoms of influenza
Offer and encourage annual influenza vaccine
Track both employee and inmate influenza vaccinations on an annual
basis
Educate staff regarding pandemic influenza plan
Share progress of planning process with Corizon Central Office Infection
Control
COMPLETED
Comments:
_____________________________________________________________
M‐1
CONFIDENTIAL & PROPRIETARY
INFLUENZA PANDEMIC TEAM
Corizon Site Staff
HSA DON
Pharmacy Vendor
Facility Food Service
Manager
Corizon Site ICP
Planning Team
Facility Maintenance
Dept of Corrections
Warden Security Staff
Site Medical Director
Local/State Dept of
Health
M‐2
CONFIDENTIAL & PROPRIETARY
Key Issues for Planning Committee to Address
COMMUNICATION:
1. Must develop ongoing communication with local/state department of Health.
2. Develop of process to notify both medical and security at first suspect of pandemic.
3. Communicate with staff (medical and correctional) prior to the Pandemic what plan has been
developed (readiness)
4. Communicate with staff (medical and correctional) when the pandemic occurs.
5. Communication plan for inmates, families and community when Pandemic occurs.
6. Ongoing communication with Department of Health during Pandemic.
EDUCATION:
1. Identify resources available understanding that specific educational tools won’t be available until
agent is identified.
2. Sources of educational material:
a. cdc.gov
b. Local/state department of health
c. Corizon clinical programs
3. In planning education consider age levels and language barriers
PLANNING FOR ISOLATION (SEGREGATION)
1. How many patients and what level of care can be provided in the medical unit.
2. The majority of patients are going to have to be housed outside the medical unit. Where would this
be done?
3. How do you quarantine an area of the facility?
4. How do you stop intakes?
5. How do you stop visits from the outside?
6. Do you have enough masks for medical and security?
7. Do you have sufficient supply of waterless hand products?
8. Do you have a sufficient supply of food for a prolonged Lockdown?
TREATMENT:
1. Does the Pharmacy vendor have antivirals available?
2. Does the Department of Health have the facility identified to receive stockpile antivirals?
3. Does your plan include providing antivirals to medical and correctional staff?
M‐3
CONFIDENTIAL & PROPRIETARY
4. Does you plan include providing antivirals to families of medical and correctional staff?
5. How will the drugs be dispensed? Who writes the order? Who evaluates for contraindications?
STAFFING ISSUES:
1. Plan for 50% of staff to be available.
2. What policies are in place to require staff to stay to care for inmates and provide security?
3. What plans are in place to provide incentives to get staff to come in to work?
VACCINATION ISSUES:
1.
Corizon will follow current CDC guidelines for annual influenza vaccinations (all employees must sign
a consent or declination Form each year).
2.
What processes are in place to provide influenza vaccinations to Security staff on an annual basis?
3.
What processes are in place to provide influenza vaccine to families of medical or security staff?
Note: This list is NOT all inclusive, but meant to be a starting tool for your discussions with your team.
M‐4
Appendix N
Nursing Encounter Tool:
Seizure
Promote a Culture of Safety
DEMOGRAPHICS
Patient Name:
Last
First
Inmate Number:
MI
Location Seen:
Med Allergies: NKDA
Chief Complaint(s):
/
/
Time Seen:
AM / PM
List:
Reported
Onset:
Subjective
/
/
Birthdate:
Date Seen:
Observed:
History:
Check here if history continued on back
Last seizure:
Never
Unknown
Known:
Recent change or discontinuation of meds:
N
Y:
Significant History:
Epilepsy:
N
Y
Diabetes:
N
Y
Head Trauma:
N
Y
Cardiac:
N
Y
Psychiatric:
N
Y
Alcohol Abuse:
N
Y
IF PATIENT IS ACTIVELY SEIZING PROVIDE SUPPORTIVE CARE. DO NOT ATTEMPT TO PHYSICALLY RESTRAIN.
Objective
Vital Signs: T:*
P:
RR:
BP:
/
FSBG:
*Note: Do NOT attempt to obtain an oral or rectal temperature on a postictal patient; defer until patient is stabilized.
Y:
Postictal: N
Response: (AVPU)
Awake
Responds to Voice
Responds to Pain
Unresponsive
Skin: Cool
N
Y
Clammy
N
Y
Conjunctiva: Pale
N
Y
Sclera Icteric:
Pupils:
PERRL
Y
Pupils unequal/abnormal:
Mouth: Tongue injury
Incurred injuries:
N
N
Y:
None apparent
Y:
Incontinent urine
Incontinent feces
N
Y
N
Y
*Repeat Exam 15-30 minutes post seizure (If initial evaluation began just after seizure activity ceased.)
Time:
am/pm Vital Signs: T:
P:
RR:
BP:
Awake
Response: (AVPU)
Still postictal
N
Pupil:
PERRL
Responds to Voice
Responds to Pain
/
Unresponsive
Y:
Pupils unequal/abnormal:
Preliminary Determination(s):
Assessment
An Emergent Referral Required due to the following (check all that apply):
Abnormal vital signs
Prolonged postictal phase
Second seizure w/o recovery from posticatal state
New onset seizure
Unequal/Abnormal pupils
Other:
An Expedited Referral is generally appropriate if : known seizure disorder and with no emergent criteria.
Routine Referral:
You should contact a physician, physician extender, or a nursing supervisor if you have any concerns about the status of the patient.
Check all that apply:
Call placed to physician
Call placed to 911
Transport to infirmary for observation
Oxygen (2-4LPM per N/C)
Treatment for hypoglycemia, if indicated
Supportive care
Plan
Using this NET for a patient should seldom result in a Routine Referral.
Other:
Referral:
Emergent (Time contacted:
AM / PM)
Routine
Expedited
.
If referral: whom/where
Date of appointment:
/
/
Education: The patient demonstrates understanding of seizures and signs and symptoms for which they should seek additional
Yes No (If NO, then schedule patient for appropriate follow up)
PIFS given?
Yes
No
medical attention.
Nurse's Signature
Print/Stamp
Title
© 2011 Corizon, Inc. All rights reserved.
N-1
Nursing Encounter Tool:
Asthma
Promote a Culture of Safety
DEMOGRAPHICS
Patient Name:
Last
First
Med Allergies:
MI
Location Seen:
Inmate Number:
NKDA
Chief Complaint:
/
/
Birthdate:
Date Seen:
/
/
Time Seen:
AM / PM
List:
Wheezing
Coughing
Shortness of Breath
Other:
Subjective
Onset:
History:
Check here if history continued on back
Prior Hospitalization:
N
Y
Precipitating Factors:
No known precipitating factors
Smoking
Exercise
Respiratory infection
Cold weather change
Emotional upset
Medication non-compliance
Use of ASA or NSAID
Inhaled Allergen/Irritant
Does the patient have an inhaler(s)?
Objective
Vital Signs: T:
Previous intubation:
N
Y: 1)
P:
Y
Steroid Use:
2)
RR:
N
Post Treatment Exam Time:
PEFR: 1)
Vital Signs: T:
Pulse Ox%
N
Y
3)
BP:
General Appearance: Acute distress
PEFR: 1)
2)
Pulse Ox%
%
Room Air
Alert
Anxious
Oriented to: Person
N
Y
Respirations:
Normal
Stridor:
N
Accessory Muscle Use:
N
Retractions:
N
Additional Examination:
2)
N
/
Y:
R
O2 LPM:
Place
Labored
Y
Y
Y
N
Lung Sounds
L
Clear
Y
Time
N
Diminished*
Y
Wheezing
*Diminished breath sounds with little
or no wheezing may be a critical
finding indicating a severe asthma
attack.
Lung Sounds: Right:
Clear
Wheezing
Diminished
Lung Sounds: Left :
Additional Examination:
Clear
Wheezing
Diminished
P:
%
RR:
Room Air
BP:
/
O2 LPM:
Check here if history continued on back
Assessment
Preliminary Determination(s):
Referral
Not Required
Acute Distress
Required due to (check all that apply):
Wheezing with inhaler use
Pulse Ox reading <93%
Severe and/or productive cough
Recurrent complaint (2x in 72 hours)
Pulse > 100
Respiratory rate > 20
Other:
Plan
You should contact a physician, physician extender or nursing supervisor if you have any concerns about the status of the patient.
Tx:
02
Albuterol Nebulizer x
Steroids:
Instructions to return if condition worsens.
Other:
Referral: No
Routine
Expedited
Emergent (If emergent, time contacted:
AM / PM)
If referral: whom/where
Date of appointment:
/
/
Education: The patient demonstrates an understanding of asthma and instructions of what they should do as well as appropriate
Y
N (If NO, then schedule patient for appropriate follow up visits) PIFS given?
Y
N
follow-up.
Nurse's Signature
Print/Stamp
Title
© 2011 Corizon, Inc. All rights reserved.
N-3
Appendix O
Promote a Culture of Safety
PATIENT INFORMATION FACT SHEET: HEART FAILURE
WHAT IS HEART FAILURE?
Heart failure is a condition in which the heart can’t pump blood the way it should.
In some cases, the heart cannot fill with enough blood.
In other cases, the heart cannot send blood to the rest of the body with enough force.
Some people have both problems.
Normal Heart
Heart Failure
Left chamber
Right chamber
“Heart failure” doesn’t mean that your heart has stopped or is about to stop working. However,
it’s a serious condition that requires medical care.
Heart failure may cause fluid to build up in the feet, ankles, legs, liver and abdomen.
Heart failure can also make you feel tired and short of breath.
The most common causes of heart failure are coronary artery disease (CAD), high blood
pressure, and diabetes.
Alcohol abuse, cocaine and other illegal drug use can cause heart failure.
WHAT SHOULD I DO? Take Action NOW – “Self management” is the key to good health.
Taking steps to prevent CAD can help prevent heart failure. These include:
Not smoking,
Exercise such as walking can be a good start.
Losing weight if you’re overweight or obese.
Avoid using illegal drugs.
Working with your doctor to control high blood pressure and diabetes also can help prevent heart
failure.
See your doctor if you have symptoms of heart failure. Early diagnosis and treatment with
lifestyle changes and medications can lead to a longer and more active life.
PUT IN A SICK CALL SLIP IF:
You are experiencing new or worsening shortness of breath after normal activities.
You get tired with activities that normally wouldn’t bother you
You develop swelling of your ankles or legs
You develop an ongoing cough
EMERGENCY! TELL A CORRECTIONAL OFFICER TO CALL MEDICAL IF:
You develop sudden or worsening of shortness of breath
You are having difficulty lying flat in bed due to shortness of breath
You are awakened by shortness of breath at night to catch up your breath
You cough up pink, bubbly sputum
© 2011 Corizon, Inc. All rights reserved. O-1
Promote a Culture of Safety
PATIENT INFORMATION FACT SHEET– SEIZURE
WHAT ARE SEIZURES?
A seizure, also called a “fit” or an “attack”, happens when normal brain action is all of a sudden not
right.
There are different kinds of seizures. Some are scary to watch, but having a seizure is not usually
painful.
Some people are born with seizures. They can begin after having a head injury or from drinking too
much alcohol or using certain drugs like meth or cocaine.
Most seizures only last a few minutes. The brain almost always stops the seizure safely on its own.
Your mood, memory, body movements and level of being awake can be different than normal during
and after a seizure. You may not remember having it.
WHAT SHOULD I DO? Take Action NOW: Learn as much as you can about your seizures.
“Self management” is the key to good health.
Tell your health care and correctional workers if you think you had a seizure.
Tell correctional staff to call medical if you are given a top bunk.
Sometimes patients have “Triggers” that may cause seizures to happen. If you know you have a
trigger you should try not to be around it.
Take your medicine the way you and your doctor have agreed to.
Do not miss doses.
Go to your clinic visits.
Do any blood work your doctor suggests. This is how the doctor can make sure you are getting the
right amount of medicine to take care of your seizures.
Taking care of your teeth and gums is very important. Some anti-seizure medicines can cause the
gum line to pull back from the teeth.
You should try to get enough sleep.
You should try not to do things that could cause you to get hurt if you had a seizure while you were
doing it; like driving a car, bathing in a bathtub or climbing a ladder.
PUT IN A SICK CALL SLIP IF: You begin to have the following symptoms:
Extreme sleepiness
Upset stomach
Ringing in your ears
A yellowish color to your skin
Swelling of the feet or hands
Some of these things happen when you first start a new medicine, and they should go away pretty soon.
But it is still important for you to tell your health care worker about them.
EMERGENCY! TELL A CORRECTIONAL OFFICER OR DEPUTY TO CALL
MEDICAL IF:
You have upset stomach with throwing up and belly pain
You all of a sudden feel confused, sluggish and “drunk-like”
You have sudden changes in your eyesight
You develop a new skin rash that is peeling all over
© 2011 Corizon, Inc. All rights reserved.
O-3
Promote a Culture of Safety
PATIENT INFORMATION FACT SHEET – QUITTING SMOKING
WHY IS IT SO HARD TO QUIT?
Smoking is a habit. Like many bad habits, it can be very hard to quit.
The more you smoke, the more you feel the need to smoke.
Nicotine in cigarettes can be physically and mentally addictive.
When a smoker tries to quit, there are unpleasant emotional and physical feelings.
Smoking a cigarette seems calming because the nicotine relieves the unpleasant feelings that have
already started since the last time you had a cigarette.
The hardest days are usually the second and third day of quitting.
WHAT SHOULD I QUIT? Take Action NOW: Learn as much as you can about your
addiction. “Self management” is the key to good health.
You will feel better.
Your breath won’t smell like cigarettes.
You will have more energy and breathe easier.
Smoking causes diseases such as cancer, heart attacks, stroke, lung disease and problems with
pregnancy.
Your chances of getting sick will lessen.
You will save money.
WHAT CAN I DO TO MAKE QUITTING EASIER?
Cold turkey works. Cutting down does not.
Make a list of all the reasons that you want to quit and keep it where you kept your cigarettes.
Read the list often.
Have a plan for how you will handle stressful urges to smoke.
Get support, quit with a buddy if possible.
Don’t cheat. Even one drag can start the whole process over again.
Exercise when you can.
Drink water to relieve stress and help clear the nicotine from your system.
Eat healthy snacks if you get hungry.
Each day, write down one way that you feel better and congratulate yourself.
Tell your family and friends that you have quit. Ask for their support.
Do not sit with or hang out with people that are smoking.
If you slip up and smoke, start over. Many people try more than once before they give up cigarettes for good.
HOW CAN I KEEP FROM STARTING UP AGAIN WHEN I AM RELEASED?
Stay busy. Don’t start back out of boredom.
Re-learn how to do things as a non-smoker.
Avoid situations that make you want to smoke.
Do not allow people to smoke in your home.
Remember that even one drag puts nicotine back in your system and makes you want more.
© 2011 Corizon, Inc. All rights reserved.
O-5
Appendix P
C~ RIZON 'M
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Appendix Q
CORIZON - BENEFITS AT A GLANCE
Salaried Exempt and Hourly Non-Exempt Employees Effective January 1, 2012
BENEFIT
MEDICAL PLAN
OPTIONS
(Administered by
United Healthcare)
All medical plans
include the prescription
drug plan
WHO IS ELIGIBLE
Employees working and
coded at 30 hours or more a
week.
WHEN ELIGIBLE
First day of the month
following 60 days of
service.
Detailed descriptions of Corizon Benefits Plans are
available in the Decision Guide mailed to all newly
eligible employees.
WHO PAYS
Employee bi-weekly pre-tax payroll deductions
BASIC (PPO)
Employee:
Employee + Child(ren):
Employee + Spouse:
Employee + Family:
ADVANTAGE CDHP/HSA
Employee:
Employee + Child(ren):
Employee + Spouse:
Employee + Family:
$62.58
$143.12
$172.43
$231.14
$24.14
$68.86
$79.80
$108.69
VALUE CDHP/HSA
Employee:
Employee + Child(ren):
Employee + Spouse:
Employee + Family:
$11.45
$32.71
$37.93
$51.65
OUT OF AREA
Employee:
Employee + Child(ren):
Employee + Spouse:
Employee + Family:
UNITED
HEALTHCARE
PRESCRIPTION
DRUG PLAN
DENTAL PLAN
OPTIONS
Participants in the Basic
PPO, Advantage CDHP,
Value CDHP, or Out of Area
healthcare plans.
Employees working and
coded at 30 hours or more a
week.
First day of the month
following 60 days of
service.
First day of the month
following 60 days of
service.
(Administered by
Aetna)
Retail Pharmacy
Maximum $15, $50, $100
Co-Insurance
Generic:
25%
Preferred Brand:
40%
Non-Preferred Brand: 50%
$62.58
$143.12
$172.43
$231.14
Mail Order Co-pay
Maximum $30, $100, $200
Co-Insurance
Generic:
25%
Preferred Brand:
40%
Non-Preferred Brand: 50%
DMO DENTAL
Employee:
Employee + Child(ren):
Employee + Spouse:
Employee + Family:
Employee:
Employee + Child(ren):
Employee + Spouse:
Employee + Family:
Employees working and
coded at 30 hours or more a
week.
First day of the month
following 60 days of
service.
Retail Pharmacy program is for acute care medications up to 30-day supply. Mail
Order provides a 90-day supply of maintenance medications.
Pharmacy program includes Drug Utilization Review and Prior Authorization.
Preferred Brand applies to brand name medications on United Healthcare drug list.
For Consumer Directed Health Plans/HSA: Preventive medications are covered
at 100% listed on UHC’s Preventive Drug List for Consumer Directed Health
Plans Expanded List. Co-insurance applies after deductible is met for other
prescription drugs.
Employee bi-weekly payroll deductions
$8.01
$17.32
$17.94
$24.78
PPO DENTAL
VISION PLAN
(Administered by VSP)
DESCRIPTION
Where a PPO network is available
BASIC PPO - Unlimited lifetime maximum. $25 office visit co-pay for routine innetwork Primary Care Physician (PCP) visits. Preventive services included. 75%
coverage on other in-network services after a $600 per person/$1,800 family
deductible has been met. Out-of-Network co-insurance at 55% after $1,100/$3,300
deductible has been met.
Tobbaco users surcharge will apply to listed medical rates.*
Advantage - Unlimited lifetime maximum. Company funded Savings option ($600single, $1,200-EE + Spouse or EE + Child(ren), $1,800-family). 100% preventive care
based on the guidelines set by United Healthcare. 80% in-network coverage after
deductible. In-network deductible $1,300 single/$2,600 EE + Spouse or EE +
Child(ren)/$3,900 family. Ability to rollover Health Savings amount each year if not
used. It is also portable. Tobbaco users surcharge will apply to listed medical
rates.*
Value - Unlimited lifetime maximum. Company funded Savings option ($300-single,
$600-EE + Spouse or EE + Child(ren), $900-family). 100% preventive care based on
the guidelines set by United Healthcare. 70% in-network coverage after deductible.
In-network deductible $1,500 single/$3,000 EE + Spouse or EE + Child(ren)/$4,500
family. Ability to rollover Health Savings amount each year if not used. It is also
portable. Tobbaco users surcharge will apply to listed medical rates.*
Where a PPO network is not available
OUT OF AREA - Unlimited lifetime maximum. Traditional Indemnity plan that
pays benefits at 70% of reasonable and customary after a $600 per person/$1,800 per
family deductible has been met. Includes preventive benefits.
Tobbaco users surcharge will apply to listed medical rates.*
$9.27
$20.59
$19.51
$29.46
VISION
Employee:
Employee + Child(ren):
Employee + Spouse:
Employee + Family:
$2.55
$3.75
$4.01
$6.42
DMO
100% Preventive Services; 100% Basic Services and 50%/50% Major Services; No
deductible/Office visit co-pay $5. Includes orthodontia for adult and child(ren) and
has 24 months of comprehensive ortho treatment, plus 24 months retention. You must
use an Aetna in-network DMO provider.
PPO
100% Preventive Services; 80%/20% Basic Services and 50%/50% Major Services;
$50 individual and $150 family annual deductible applies to Basic and Major
Services. $1,500 per person Annual Benefit maximum. Includes orthodontia for adult
and child(ren) and has a $1,500 lifetime benefit maximum.
Eye care plan through participating VSP providers.
Eye exams: 1 every 12 months - $50
Lenses: $50 (single vision), $75 (lined bifocal), $100 (lined trifocal)
Frequency: Lenses every 12 months; Frames every 24 months
Designated Frames: $70
Q-1
BENEFIT
HEALTHCARE
SPENDING
ACCOUNT (FSA)
WHO IS ELIGIBLE
Employees working and
coded at 30 hours or more a
week.
WHEN ELIGIBLE
First day of the month
following 60 days of
service.
DEPENDENT DAY
CARE SPENDING
ACCOUNT (DFSA)
Employees working and
coded at 30 hours or more a
week.
First day of the month
following 60 days of
service.
Employee
BASIC LIFE &
AD&D
Employees working and
coded at 30 hours or more a
week.
Employees working and
coded at 30 hours or more a
week.
Employees participating in
the Voluntary Life Insurance
Program.
First day of the month
following 60 days of
service.
First day of the month
following 60 days of
service.
First day of the month
following 60 days of
service.
Corizon
Employees working and
coded at 30 hours or more a
week.
Employees working and
coded at 30 hours or more a
week.
Employees working and
coded at 30 hours or more a
week.
After 1 year of service.
Corizon
First day of the month
following 60 days of
service.
First day of the month
following 60 days of
service.
Corizon or Employee
OPTIONAL
VOLUNTARY LIFE
INSURANCE
VOLUNTARY
DEPENDENT LIFE
INSURANCE
SHORT TERM
DISABILITY
LONG TERM
DISABILITY
401(k) RETIREMENT
PLAN
WHO PAYS
Employee
Employee - Cost depends upon a number of factors
including age and amount of coverage purchased.
Employee - Cost depends upon a number of factors
including age and amount of coverage purchased.
Corizon and Employee
DESCRIPTION
Healthcare Spending Accounts allow employees to save on a pre-tax basis for eligible
Health Care Expenses for themselves and eligible dependents, thereby avoiding taxes
and reducing taxable income. $120 annual minimum and $5,000 annual maximum
contributions. Limited purpose FSA available for Consumer Directed Health plans
only.
Dependent Day Care Spending Accounts allow employees to save on a pre-tax basis
for eligible Dependent Day Care Expenses (child and adult day care), thereby
avoiding taxes and reducing taxable income. $120 annual minimum and $5,000
annual maximum contributions.
One times annual salary rounded up to the next $1,000. Maximum benefit of
$750,000 for each benefit.
Additional life insurance of 1 - 7 times annual salary, not to exceed $750,000.
Guaranteed issued of 2 times your base salary, up to $250,000 at initial eligibility.
To enroll after initial eligibility period, must provide evidence of insurability.
Spouse: Life insurance in increments of $10,000, $25,000 and $50,000 not to exceed
half of the employee's coverage. Guaranteed issue of $25,000 at initial eligibility. To
enroll after initial eligibility period must provide evidence of insurability.
Children: $5,000 or $10,000.
7 days (injury & illness) elimination period. Maximum benefit – 50% of monthly
earnings, up to a max benefit of $1,500 a week. 26 weeks maxiumum duration.
180 days elimination period. Maximum benefit – 50% of monthly earnings, up to
$10,000 a month for employer paid. Employees can buy 60% of monthly earnings, up
to $10,000 a month.
401(k) savings via pre-tax payroll deduction of 1% - 50% of earnings. For the 401(k)
the company matches your contribution (up to 4%) at a rate of 50%. Employee is fully
vested after 5 years of service.
EMPLOYEE TUITION
ASSISTANCE PLAN
Employees working and
coded at 30 hours or more a
week.
After 90 continuous days
of service.
Corizon and Employee
Currently, this benefit is under review for 2012.
PTO
Employees working and
coded at 30 hours or more a
week.
Employees working and
coded at 30 hours or more a
week.
All regular employees.
After 3 months of
employment.
Corizon
Paid time off accruals/schedules will be listed in the Employee Success Guide
First day of the month
following 60 days of
service.
Up to 2 pay periods
following enrollment
Corizon
Professional counseling services provided on a pre-paid basis for employees and their
immediate family members through Magellan Health.
n/a
Direct deposit of payroll check into your personal account, provided your banking
institution is a member of the Automated Clearing House.
LIFE MANAGEMENT
PROGRAM (EAP)
DIRECT DEPOSIT OF
PAYCHECK
Employees with W-2 earnings in excess of $115,000 are eligible for the Supplemental Retirement Plan (SRP) in lieu of the 401(k) Retirement Plan in 2012
If there have been changes in Corizon benefit programs since this summary was printed, they will be included in subsequent revisions. This is a summary of benefits and not a statement of policy. This summary is not a part of a contract and no applicant
or employee has any contractual rights to the matters set forth in it. There may be changes to the benefits outlined in this summary or the legal documents or personnel policies and procedures governing them which will affect present and future employees.
All appropriate enrollment forms must be completed and returned to the Central Office Benefits Department within 30 days of the effective date of coverage – initial eligibility. It is the employee’s responsibility to complete the forms
and insure that they arrive in the Corizon Central Office Benefits Department. Enrollment forms received after the required date will be treated as late applications and enrollment in most plans will not be allowed until the next Annual
Open Enrollment period (fall of each year with an effective date of January 1).
08/2011
*Tobacco Surcharge - $50 per month will be charged per individual covered under the medical plan, for use of tobacco within the last six (6) months. (I.e. Employee - $50 and/or Spouse/Domestic Partner - $50. So if an employee and their spouse/domestic
partner are tobacco users, the monthly charge would be $100.)
Q-2
Appendix R
R-1
R-2