CONTRACT #C3076
CONTRACT BETWEEN
THE FLORIDA DEPARTMENT OF CORRECTIONS
AND
CENTURION OF FLORIDA, LLC
This Contract is between the Florida Department of Corrections (“Department”) and Centurion of Florida, LLC
(“Contractor”), which are the parties hereto.
WITNESSETH
WHEREAS, the Department is responsible for the operation of, and supervisory and protective care, custody, and
control of, all inmates, buildings, grounds, property, and matters connected with the correctional system in
accordance with Section 945.04, Florida Statutes (F.S.);
WHEREAS, per Section 945.6034 (1), F.S., the Department “is responsible for developing a comprehensive health
care delivery system and promulgating all department health care standards. Such health care standards shall
include, but are not limited to, rules relating to the management structure of the health care system and the provision
of health care services to inmates, health care policies, health care plans, quality management systems and
procedures, health service bulletins, and treatment protocols;”
WHEREAS, it is necessary that budget resources be allocated effectively, and the Department will work closely
with the Contractor to ensure care is provided to the inmate population in a manner that meets constitutional
requirements while finding operational efficiencies that optimize the use of available funding;
WHEREAS, this Contract is entered into pursuant to competitive solicitation FDC ITN-22-042, Comprehensive
Health Care Services, authorized under Section 287.057(1)(c), F.S.; and
WHEREAS, the Contractor is a qualified and willing participant to provide Comprehensive Health Care Services
to the Department’s inmates housed at the Department’s correctional institutions and their assigned satellite
facilities, including annexes, work camps, road prisons, and work release centers (hereinafter together referred to
as Contracted Services).
THEREFORE, in consideration of the mutual benefits to be derived hereby, the Department and the Contractor
agree as follows:
I. CONTRACT TERM, RENEWAL, AND REFERENCES
A. Contract Term
This Contract shall begin on July 1, 2023, or the date signed by both parties, whichever occurs later, and
shall end at midnight on June 30, 2028.
B. Contract Renewal
The Department has the option to renew this Contract, in whole or in part, for up to an additional five (5)
year period, or portions thereof, beyond the initial Contract term upon the terms and conditions contained
herein. Exercise of a renewal option is the Department’s exclusive option and shall be conditioned, at
minimum, upon the Contractor’s satisfactory performance of this Contract and subject to the availability of
funds. The Department, if it desires to exercise its renewal option, will provide written notice to the
Contractor no later than 180 Days prior to the Contract expiration date.

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C. Contract References
This Contract makes both general and specific references to policies, rules, laws and other guidance. Where
specific references are made, they are made subject to any updates or amendments. In addition, references
to specific Department Policies are not made to the exclusion of other Department Policies which may also
apply.
II.

CONTRACT
A. Order of Precedence
Together with the following Attachments and Exhibits, this Contract sets forth the parties' entire
understanding and supersedes all prior agreements, whether written or oral, concerning such subject matter.
All Exhibits incorporated by reference to this Contract are incorporated in their entirety as part of this
Contract.
In case of conflict, the documents shall have priority in the order listed below:
1. This Contract and all Attachments;
2. Exhibit 1*, Second Revised BAFO dated 3-17-23, First Revised BAFO dated 3-9-23, and Contractor’s
BAFO dated 3-5-23;
3. Exhibit 2, FDC ITN-22-042, and all Addenda in reverse order of issuance; then
4. Exhibit 3, Contractor’s Original ITN Reply.
*Where there is conflict between the documents, the most recently submitted BAFO document that
addresses the subject matter of the conflict controls.
B. Definitions
The capitalized terms used in this Contract, unless the context otherwise clearly requires a different
construction and interpretation, have the following meanings:
1. Administrative Confinement: The temporary separation of an Inmate from Inmates in General
Population in order to provide for security and safety until such time as a more permanent Inmate
management decision process can be concluded, such as a referral to Disciplinary Confinement, Close
Management, Protective Management, or a transfer.
2. American Correctional Association (ACA): An international accreditation entity that establishes
standards for and conducts audits of correctional programs to assess their administration and
management, facilities, operations and services, Inmate programs, staff training, medical services,
sanitation, use of segregation and detention, incidents of violence, crowding, offender activity levels,
and provision of basic services which may impact the life, safety, and health of Inmates and staff.
3. Americans with Disabilities Act (ADA): Legislation which prohibits discrimination based on
disability, which can be found in the Americans with Disabilities Act and in the Code of Federal
Regulations (C.F.R.).
4. Bio-Psycho-Social Assessment (BPSA): An assessment including a summary of factors essential to
diagnosing mental health disorders and is the first step in the treatment planning process. The BPSA is
completed before the Individualized Service Plan.
5. Business Day: 8:00 a.m. to 5:00 p.m., Eastern Time (ET), excluding weekends and State holidays.
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CONTRACT #C3076
6. Certified Nursing Assistant (CNA): An individual who works under a Registered Nurse or Licensed
Practical Nurse, as described in Attachment A.
7. Close Management (CM): The Confinement of an Inmate apart from the General Population for
reasons of security, or to maintain the order and effective management of the Institution; the Inmate,
through his/her own behavior, has demonstrated an inability to live in General Population without
abusing the rights and privileges of others.
8. Cognitive Treatment Unit (CTU): An outpatient level of mental health care for Inmates who exhibit
an impairment of cognitive functioning due to dementia, traumatic brain injury, or other neurocognitive
disorder that substantially interferes with their ability to meet the ordinary demands of daily living.
9. Comprehensive Health Care Services: Providing the full range of medical, dental, and mental health
services, to include diagnosis, treatment, follow-up, rehabilitation, and ancillary duties regarding
delivery of care for Inmates at designated Institutions, RMC Hospital, outside hospitals, or other
specialty providers as clinically indicated.
10. Confinement: Administrative Confinement or Disciplinary Confinement.
11. Contract: The resulting agreement between the Contractor and the Department identified as C3076.
12. Contract Manager: The Department’s employee, or his/her designee, responsible for performance
oversight and operational management of the Contract.
13. Contract Monitor(s): The Department’s employee(s) designated to monitor Contract compliance and
to coordinate actions and communications between the Department and the Contractor as related to
Contract performance.
14. Contract Non-Compliance: Failure to meet or comply with any requirement or term of the Contract.
15. Correctional Institution or Institution (CI): Any Department operated prison or other correctional
facility, temporary or permanent, in which Inmates are housed under the custody of the Department to
include, main units, annexes, road prisons, work camps, forestry camps, community release centers, reentry centers, and any other satellite facilities.
16. Correctional Medical Authority (CMA): An independent oversight group established in Sections
945.601-945.6036, Florida Statute (F.S.), to assist with the delivery of health care services for Inmates
through an advisory role, and by assuring adequate standards of medical and mental health services are
maintained by the Department.
17. Corrections Mental Health Treatment Facility (CMHTF): Any extended treatment or
hospitalization-level unit that the Department’s Assistant Secretary for Health Services specifically
designates by Rule 33-404.201, Florida Administrative Code (F.A.C.) to provide psychiatric care,
which may include involuntary treatment and therapeutic interventions in accordance with Sections
945.40-945.49, F.S.
18. Corrective Action Plan (CAP): The Contractor’s written comprehensive plan to remedy deficiencies
in Contractor performance discovered during the Contract term.
19. Crisis Stabilization Unit (CSU): An inpatient mental health treatment unit that provides intensive
management, observation, and treatment intervention, while seeking rapid stabilization of acute
symptoms and conditions.
20. Day: Calendar Day, unless otherwise stated.
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21. Death Row: A class of custody, also known as Maximum Custody (different from Maximum
Management), wherein the Inmate is under a sentence of death.
22. Deliverables: Those services, items, or materials provided, prepared, and delivered to the Department
in the course of Contract performance.
23. Dentist: A dental practitioner holding an active Florida Dental License under Chapter 466, F.S., or
Dental Temporary Certificate (DTC) from the Florida Department of Health’s Board of Dentistry, as
described in Attachment A, who is certified in cardiopulmonary resuscitation (CPR).
24. Department or FDC: The State of Florida Department of Corrections.
25. Department Policy(ies): Department Procedures, Health Services Bulletins (HSBs), Department
healthcare manuals, including the Nursing Manual, Infection Control Manual, and Bloodborne
Pathogens Exposure Control Plan.
26. Disabled Inmate: An Inmate who has a physical or intellectual disability that substantially limits one
(1) or more major life activities.
27. Disabled Inmate Committee: A multi-disciplinary team that works together for the development,
implementation, and monitoring of an individualized management and services plan for each Disabled
Inmate.
28. Disciplinary Confinement: A form of punishment in which Inmates found guilty of committing
violations of Department rules are confined for specified periods of time to individual cells based upon
authorized penalties for prohibited conduct.
29. Diversion Treatment Unit (DTU): An outpatient level of mental health care for Inmates who exhibit
an impairment(s) associated with the diagnosis of a serious mental illness that hinders their ability to
function in the General Population.
30. Electronic Medical Record (EMR): An enabling technology that allows health care providers and
administrators access to, and the ability to update Inmates’ health care records, providing operational
efficiencies for both inpatient and outpatient services.
31. End of Sentence (EOS): When an Inmate reaches the end of their court-mandated sentence of
incarceration and is released from a Department Institution, ending their eligibility for coverage for
Comprehensive Health Care Services covered under this Contract.
32. General Population: The population of Inmates who are not in a Special Housing status or inpatient
mental health or medical unit(s).
33. Health Care Equipment: Any piece of equipment with a unit cost exceeding $5,000 used to provide
health care services.
34. Health Care Records: A comprehensive medical file, either electronic or paper (including medical,
dental and mental health components), on every person committed to the custody and care of the
Department. Information included in the Inmate’s medical file is protected health information and shall
be used or disclosed in accordance with the Health Insurance Portability and Accountability Act Privacy
Rule of 1996, (HIPAA) and Florida law. Information included in the Inmate’s medical file regarding
substance abuse is confidential in accordance with 42 C.F.R. Part II, the Health Insurance Portability
and Accountability Act Privacy Rule of 1996 (HIPAA), and Florida law.
35. Health Care Supplies: All health care equipment and consumable items utilized in the provision of
comprehensive health care services with an individual unit cost under $5,000.
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36. Health Classification Grade: A designation of overall functional capacity in various areas including
medical, mental health, work, transportation, work camp eligibility, and impairment status, provided to
each Inmate upon reception and revised as necessary throughout their incarceration.
37. Health Services Bulletin (HSB): The Department’s guidelines for the provision of Inmate health care,
created pursuant to Section 945.6034, F.S. Health Services Bulletins do not override rules or procedures
but provide additional guidance for health services staff and are considered Department Policies. HSBs
are published under the authority of the Director of Health Services.
38. HIPAA: The federal law known as the Health Insurance Portability and Accountability Act of 1996
(HIPAA, Title II), which established standards for the security and privacy of health data, and related
rules.
39. HITECH Act: The Health Information Technology for Economic and Clinical Health Act, enacted as
part of the American Recovery and Reinvestment Act of 2009 and related rules. HITECH generally
establishes new requirements for notification of protected health information breaches, makes business
associates directly liable for compliance with HIPAA security and privacy requirements, modifies
disclosure accounting rules and enhances the civil and criminal enforcement of HIPAA.
40. Impaired Inmate: Any Inmate who has a professionally determined limitation, in accordance with
HSB 15.03.13, in the performance of daily living activities, work, or participation in the programs and
services available to the general Inmate population.
41. Impaired Inmate Committee: The institutional staff members functioning as a multi-disciplinary
team working together for the development, implementation, and monitoring of an Individualized
Service Plan for each Impaired Inmate.
42. Individualized Service Plan (ISP): A written description of an Inmate’s current problems, goals, and
treatment.
43. Inmate(s): An individual who is incarcerated by the Department.
44. Inmate Assistant: An Inmate whose work assignment is to assist another Inmate with his/her activities
of daily living, and who has received the training required in the Department’s Nursing Manual in
relation to the performance of their assistance.
45. Isolation Management Room (IMR): A cell in an infirmary area or inpatient mental health care unit
that has been certified as being suitable for housing those with acute mental impairment or those who
are at risk for self-injury.
46. Licensed Nurse: A Registered Nurse (RN) or Licensed Practical Nurse (LPN), with an active license
in the State of Florida, as described in Attachment A.
47. Licensed Practical Nurse (LPN): A Licensed Practical Nurse, with an active license in the State of
Florida, as described in Attachment A.
48. Major Institution(s) or Parent Institution(s): A Correctional Institution designated to provide
oversight and limited classification services to smaller Satellite Facilities.
49. Maximum Management: A temporary status for an Inmate, who through a recent incident, or series
of incidents, has been identified as being an extreme security risk to the Department, and requires an
immediate level of control beyond that available in Confinement, Close Management, or Death Row.

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50. Medical Provider: A Florida-licensed MD/DO, Autonomous Advanced Practice Registered Nurse
(AAPRN), Advanced Practice Registered Nurse (APRN), Physician’s Assistant (PA), Psychiatrist,
Psychiatric APRN as qualified in Attachment A.
51. Multi-Disciplinary Services Team (MDST): A group of individuals representing different
professions, disciplines, or service areas, which has the responsibility for ensuring access to necessary
assessment, treatment, continuity of care, and services to Inmates in accordance with their identified
mental health needs, and which collaboratively develops, implements, reviews, and revises an
Individualized Service Plan, as needed.
52. Observation Cell (OC): A Confinement cell that has been certified as meeting the housing and safety
criteria of an Isolation Management Room.
53. Offender Based Information System (OBIS): The Offender Based Information System that serves as
the Department’s official record-keeping system of Inmates.
54. Officer-in-Charge (OIC): The Department’s Correctional Officer Captain or Correctional Officer
Lieutenant responsible for the operations and activities of a shift.
55. Outside Hospital: A community-based hospital, not the Department’s Reception and Medical Center
Hospital.
56. Prison Rape Elimination Act (PREA): The Prison Rape Elimination Act of 2003 and related rules.
The Act provides for analysis of the incidence and effects of prison rape in federal, State, and local
institutions and for information, resources, recommendations, and funding to protect individuals from
prison rape.
57. Private Correctional Facilities: Facilities that house inmates under the Department’s custody and
control that are operated by private companies through contracts with the Florida Department of
Management Services (DMS). There are currently seven (7) Private Correctional Facilities in Florida.
58. Pro Re Nata (PRN): Latin for ‘when necessary or as needed,’ often used in healthcare regarding
medication administration, but in this Contract, also refers to temporary staffing.
59. Protective Management: Special management status for the protection of Inmates from other Inmates
in an environment as representative of that of Inmates in General Population as is safely possible.
60. Psychiatrist: A medical provider, as described in Attachment A, specializing in diagnosing and
treating mental illness; with an active license to serve as a Psychiatrist within Florida.
61. Psychiatric Provider: A Psychiatrist or Psych APRN, as described in Attachment A.
62. Psychologist: A mental health services provider, as described in Attachment A, with an active license
to provide psychological services within Florida.
63. Reception and Medical Center Hospital Policies & Procedures Manual: Department Managers
have developed policies & procedures and bylaws in accordance with Florida Statutes and Health
Service Bulletins (HSB)/Technical Instructions (TI), etc. specific to their area. Hospital policies &
procedures and bylaws issued shall contain only matters relating to the internal management of RMCH
and, as such will not be subject to the Administrative Procedure Act (Section 120.52(16)(a), F.S.).
Hospital Policies & Procedures and Bylaws in the Manual will supplement, not duplicate, HSB’s/TI’s,
and other federal and State laws. However, these Policies & Procedures may not be less restrictive than
Department Policies, and they must be approved through RMCH Administration and the Office of
Health Services.
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64. Registered Nurse (RN): Nursing services provider, as described in Attachment A, with an active
license to practice nursing as an RN in Florida.
65. Residential Continuum of Care Unit (RCCU): Specialized residential mental health units that
provide augmented outpatient mental health treatment and habilitation services in a protective
environment for Inmates with serious psychological impairments associated with a historical inability
to successfully adjust to daily living in the incarceration environment.
66. Satellite Facilities: Smaller units that house inmates under the Department’s custody and control,
including Work Camps, Re-Entry Centers, Road Prisons, and Community Release Centers. Satellite
facilities do not have a Warden and are supervised by an assigned Major Institution, also referred to as
their Parent Institution.
67. Secure Treatment Unit (STU): An outpatient level of mental health care for Inmates who exhibit an
impairment(s) associated with a diagnosis of serious mental illness and a marked inability to conform
their behavior to institutional standards.
68. Self-Harm Observation Status (SHOS): A clinical status ordered by a qualified Medical Provider
that provides safe housing and close monitoring of Inmates determined to be suicidal or at risk for
serious self-injurious behavior.
69. Serial Serious Self-Injurious Behaviors: Two (2) or more serious self-injurious behavior incidents in
a three (3) month period.
70. Service Location(s): Any site(s) where Contracted Services are performed under the Contract.
71. Sexually Transmitted Disease (STD): Diseases or infections passed to one person from another
through sexual or intimate physical contact
72. SOAP: A format of medical documentation utilizing the headings, “Subjective, Objective, Assessment,
and Plan.”
73. SOAPE: A format of medical documentation utilizing the headings, “Subjective, Objective,
Assessment, Plan, and Education.”
74. Special Housing: Administrative Confinement, Disciplinary Confinement, Protective Management,
Maximum Management, Death Row, and Close Management.
75. Structured Out-of-Cell Treatment Services (SOCTS): Weekly scheduled individualized treatment
services, psychoeducational groups, and therapeutic activities to ameliorate disabling symptoms of a
diagnosed mental illness and improve behavioral functioning as identified in the Individualized Service
Plans.
76. Subcontract: An agreement entered into by the Contractor with any other person or organization to
perform any requirements or performance obligation for the Contractor under the terms of this Contract.
77. Transitional Care Unit (TCU): An inpatient mental health unit that provides intermediate care for
Inmates transitioning from a more intensive level of inpatient care back to an outpatient setting, as well
as long term care for Inmates with chronic and severe mental illness.
78. Use-of-Force: The chemical or physical force used on an Inmate to control a situation, as permitted by law
and rule and only to the degree reasonably necessary to bring the situation back into control.
79. Vital Signs: This includes taking and documenting the Inmate’s body temperature, (T), pulse rate (P),
respiration rate (R), blood pressure, oxygen level (via pulse oximeter), and for diabetics, blood glucose
levels (using Accu-Check).
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80. Warden: The Department employee, or his/her designee, responsible for the management and
oversight of the Day-to-Day operations of a Correctional Institution.
81. Youthful Offender (YO): Any inmate who is sentenced by the court pursuant to Section 958.04, F.S.,
or is classified by the Department pursuant to Section 958.11, F.S.
III.

SCOPE OF SERVICE
A. General Service Description
The Contractor shall manage and operate a comprehensive inmate healthcare system by delivering
appropriate health care services that meet constitutional and community standards of care efficiently and
cost-effectively. Under this Contract, the Contractor shall assume total responsibility for any and all liability
of its provision of comprehensive health care services delivered to the Inmates under the Department's care
and supervision.
The Contractor shall aid the Department in achieving its strategic improvement goals for Inmate care,
including the following:
• Reducing Inmate mortality where early detection and appropriate, timely treatment could avoid
preventable mortality;
• Ensuring that Inmates in Special Housing have full access to and receive the same level of care as
Inmates in General Population;
• Improving the provision of assessment, development, and implementation of mental health treatment
at all levels and settings;
• Reducing Inmate grievances and litigation related to health care services;
• Continuing to improve waiting times for consultations, diagnostic testing, and treatment;
• Reducing the use of unsecured community hospital units and increasing the use of secured
community hospital units to alleviate the need for additional security staff resources and overtime;
• Ensuring Inmates are prepared for continued medical and mental health care and supportive services,
where appropriate, upon their release back into the community; and
• Maximizing technology and efficiencies to provide enhanced services at reduced costs, including the
establishment of new and expansion of existing academic partnerships.
B. Rules and Regulations
1. The Department is responsible for providing health care services per established standards of care. The
Contractor will be held accountable for providing care according to these standards. Section
945.6034(1), F.S., outlines the general requirements of these standards:
“The Assistant Secretary for Health Services is responsible for developing a comprehensive health care
delivery system and promulgating all Department health care standards. Such health care standards
shall include, but are not limited to, rules relating to the management structure of the health care system
and the provision of health care services to inmates, health care policies, health care plans, quality
management systems and procedures, health service bulletins, and treatment protocols.”
2. The Contractor shall provide all services in compliance with all applicable federal and State laws,
Florida Administrative Code (F.A.C.) Rules, Department Policies, and settlement agreements, consent
decrees and court orders relating to any past, present, or future litigation involving the delivery of health
care services in the Department. All such laws, rules, Department Policies, decrees, orders, and
agreements, current and/or as revised, are incorporated herein by reference and made a part of the
Contract. The Contractor and the Department shall work cooperatively to ensure service delivery is in
complete compliance.
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3. The Contractor shall be responsible for all pre-existing health care conditions of those Inmates covered
under this Contract as of 12:00 a.m. on the first day of Contract implementation. The Contractor shall
be responsible for all health care costs incurred for services provided after 12:00 a.m., on the first day
of the Contract, without limitation as to the cause of an injury or illness requiring health care services.
4. The Contractor shall draft and implement a written comprehensive health care work plan with clear
objectives outlining how the Contractor will:
• Develop and implement policies and procedures;
• Comply with all state licensure requirements and standards regarding the delivery of
comprehensive health care services;
• Maintain full reporting and accountability to the Department; and
• Keep an open, collaborative relationship with the Department’s Senior Leadership, Office of
Health Services, Department staff, Regional Directors, Wardens, and institutional staff.
5. The Contractor shall ensure all its staff providing services under the Contract comply with prevailing
ethical and professional licensure standards and all laws, rules, procedures, regulations, and court orders
pertaining to Contracted Services.
6. The Contractor shall ensure that the Contractor’s staff adhere to all Department Policies regarding care,
transportation, security, custody, and control of Inmates.
7. The Contractor shall maintain the confidentiality of individual Inmates receiving services in accordance
with applicable local, State, and federal laws, rules, and regulations. The Department and Contractor
agree that all information and records obtained or created in the course of Contract performance shall
be subject to confidentiality and the disclosure provisions of applicable federal and State statutes and
regulations.
8. The Contractor shall pay for all costs associated with local, State, and federal licenses, permits, and
inspection fees required to provide services. All required permits and licenses shall be current,
maintained on site. Copies shall be submitted to the Contract Manager, upon request. The Contractor
shall pay any fees or fines assessed by a State licensing entity for non-compliance, and shall not be
reimbursed by the Department for those fees or fines.
9. The Contractor must also ensure that health care services are provided in accordance with the national
American Correctional Association (ACA) standards, and prevailing professional practice standards
and guidelines. The performance of the Contractor’s personnel must meet or exceed standards
established by ACA as they currently exist and/or as they may be amended.
10. From time to time, the Governor, State Surgeon General, or FDC Secretary may issue Executive Orders
or Directives that impact the Department’s health services operations. The Contractor must comply
with the terms and conditions of any Executive Orders or Directives issued.
11. The Contractor agrees to modify its service delivery as requested by the Department, including the
addition or expansion of services provided to meet changes required by law, standards, the
Department’s mission, regulations, or as a result of a legal settlement agreement or consent order with
a third party. Any changes in this Contract required to ensure continued compliance with State or federal
laws, statutes, regulations, legal settlement agreements, consent orders, or Department Policies, will be
made in accordance with Section VI., CONTRACT MODIFICATION.
12. Department Policy language will take precedence and control over the Contractor’s policies and
procedures in the event of any conflict.
C. Program Management

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The Contractor shall provide administrative oversight to ensure all program management functions are
carried out in accordance with federal and State laws, Department Policies, and the requirements outlined
in the Contract. As an overview, the Contractor’s responsibilities include the following:
• Maintain the ability to, and provide, all Comprehensive Health Care Services to Inmates.
• Impact Analyses – Perform and deliver impact analyses, within a time frame specified by the
Department, on how potential rule or statute changes may impact the health services program, its
cost, and success.
• Analytics – Compile and maintain statistical information related to Inmate health care which the
Department can use to make changes and improvements to the delivery of health care services. No
data or statistical information shall be released externally without prior written approval from the
Department’s Office of Communications and Office of Health Services.
• Contract Compliance – Monitor Contract responsibilities, ensure compliance, and report metrics,
monthly, or as required.
• Comprehensive Health Care Services Oversight and Success – Provide oversight of each of the
following service functions, described in detail in the following Contract sections:
o Program Management
o Institutional Care
o Dental Care
o Mental Health Assessments, Services, and Outpatient Services
o Inpatient and Infirmary Services
o Re-Entry and Aftercare Planning
o Hospital Administration and Care
o Pharmaceutical Services
o Utilization Management and Specialty Care
o Quality Management
o Electronic Medical Records (EMR)
o Information Technology
Oversight includes, but is not limited to the following areas:
o Resource Planning and Management
o Risk and Issue Management
o Change Control
o Budget Control
o Quality Assurance
o Problem Resolution
The Department will look to the Contractor’s leadership to ensure a smooth and successful operation as
part of Program Management. At minimum, unless approved by the Contract Manager, the Contractor shall
have the following Program Management positions:
* Statewide Leadership positions requiring approval by the Department
Statewide Leadership Positions
Position Title
(or equivalent title)
Corporate Officer

Vice-President of Operations (VPO)*

Purpose
Overall Contract
program management
liaison
Contract oversight and
management

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Department
Liaison(s)
• Health Services
Director
• Deputy Director
Health Services
Administration
• Contract Manager

# of
Positions
1

1

CONTRACT #C3076
Position Title
(or equivalent title)
Statewide Medical Director (MD/DO)
*
Statewide Director of Nursing (DON)
(Registered Nurse) *
Statewide Dental Director (Dentist) *

Statewide Mental Health Director
(Psychologist) *
Statewide Psychiatric Advisor
(Psychiatrist)
Statewide Mental Health Re-entry
Coordinator
Statewide Mental Health Training
Coordinator
Statewide Pharmacy Program Director
(Florida Consultant Pharmacist
License) *

Statewide Medical Re-entry
Coordinator (located at RMC)
Statewide Female Health Services
Coordinator

Continuous Quality Improvement
(CQI) Coordinator

Purpose
Statewide responsibility
for clinical oversight of
medical services
Statewide responsibility
for all nursing services
Clinical oversight of all
dental care, both on and
off-site, dental
utilization management,
and the supervision of all
dental staff members
Oversee mental health
services statewide
Oversee all psychiatric
services statewide
Discharge planning for
Inmates with serious
mental health issues
Training management
and coordination for
mental health topics
Direct overall pharmacy
service including
management of all
pharmacy staff, all
pharmacy licenses,
coordinating pharmacy
services with other
health care providers
Discharge planning for
Inmates with challenging
health issues
Oversee female health
services and evolving
medical standards of
care addressing specific
needs for an incarcerated
population.
Responsible for quality
assurance, quality
management, utilization
management, and risk
management within each
discipline

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Department
Liaison(s)
• Chief Clinical
Advisor
• Chief of Medical
Services
• Chief of Nursing
Services
• Chief of Dental
Services

# of
Positions
1

1
1

• Chief of Mental
Health Services
• Chief of Mental
Health Services
• Central Office Mental
Health Re-Entry
Manager
• Assistant Chief of
Mental Health

1

• Chief of Pharmacy
Services

1

• Statewide Medical
Reentry Coordinator
(Office of
Institutions)
• Female Services
Administrator, Office
of Institutions

1

• Chief of Pharmacy
Services
• Chief of Dental
Services
• Chief of Mental
Health Services
• Chief of Medical
Services
• Chief of Nursing
Services

1
1
1

1

1

CONTRACT #C3076
Position Title
(or equivalent title)
Statewide EMR Director

Statewide EMR Project Manager
Statewide Recruitment Coordinator

Statewide Disabled/Impaired Inmate
Coordinator

Purpose
To support ongoing
EMR improvements,
maintenance, and
training
Oversee EMR helpdesk,
training, and education
Oversee statewide
recruiting efforts, and
plan for short-term
staffing solutions during
staff turnover, transition,
or extended staff leave
Oversee
Disabled/Impaired
Inmate services

Department
Liaison(s)
• Deputy Director
Health Services
Administration

# of
Positions
1

• Deputy Director
Health Services
Administration
• Deputy Director
Health Services
Administration
• Contract Manager

1

• Impaired Inmate
Services Coordinator
(OHS)

1

1

* Statewide Leadership positions requiring approval by the Department
Reception and Medical Center Hospital (RMCH) Leadership Positions
Position Title
Purpose
Department Liaison
(or equivalent title)
RMC Hospital Administrator
Manage all hospital
• Deputy Director Health
operations (the RMCH
Services Administration
Governing Body must
approve this candidate
before employment)
RMC Hospital Chief Medical Officer
Oversee clinical
• Chief Clinical Advisor
(Florida-licensed MD/DO with
services at RMC
• Chief of Medical
experience as a Hospitalist)
Hospital (RMCH)
Services
RMC Hospital Executive Nursing
Oversee nursing
• Assistant Chief of
Director (Registered Nurse)
services at RMCH and
Nursing Services
RMC(this position is
in addition to the DON
position at RMC as an
Institution)
RMC Hospital Director of Nursing
Oversee nursing
• Assistant Chief of
(Registered Nurse)
services for RMCH
Nursing Services
RMC Hospital Infection Control Nurse Oversee infection
• Statewide Infection
(Registered Nurse)
control within RMC
Control Coordinator
Hospital (this position
is in addition to the
Infection Control
Nurse position at
RMC as an Institution)

Page 12 of 146

# of
Positions
1

1
1

1
1

CONTRACT #C3076
Position Title
(or equivalent title)
RMC Hospital Pharmacy Consultant
(Florida Consultant Pharmacist
License), this position may be
contracted by Contractor to an
independent consultant

RMCH Health Information Specialist
RMCH Risk Manager (FloridaLicensed Risk Manager)

RMCH EMR Specialist

Regional Leadership Positions
Position Title
(or equivalent title)
Regional Directors of Operations

Purpose
Serve as the
Consultant Pharmacist
of Record for the
RMC institutional
pharmacy permit(s),
and will provide
clinical oversight of
the institutional
pharmacy services at
RMC
Manage all medical
records and record
requests at RMC
Oversee the
comprehensive risk
management program
for RMC Hospital
health care operations
Provide EMR support
training,
troubleshooting, and
acting as a liaison to
the EMR team

Department Liaison
• Chief of Pharmacy
Services

• Deputy Director Health
Services Administration

1

• Chief of Medical
Services

1

• Deputy Director Health
Services Administration

1

Purpose

Regional Medical Directors (RMD)
(MD/DO)

Responsible for the health
care operations and
administration in each
region
Responsible for the clinical
care in each region

Regional Mental Health Directors
(Psychologists)

Responsible for all mental
health care in each region

Regional Dental Directors (Dentists)

Responsible for all clinical
dental care in each region
(The Regional Dental
Director may provide
clinical services at an
Institution they manage if
needed.)
Responsible for all nursing
services in each region
Oversee institutional
infection control in each
region

Regional Directors of Nursing
(Registered Nurses)
Regional Infection Control Nurses
(Registered Nurses)

Page 13 of 146

# of
Positions
1

Department
Liaison
• Regional Directors
of Institutions

# of
Positions
4

• Chief of Medical
Services
• Regional Directors
of Institutions
• Assistant Chief of
Mental Health
• Regional Directors
of Institutions
• Assistant Chief of
Dental Services

4

• Chief of Nursing
Services
• Statewide
Infection Control
Coordinator

7

4

4

4

CONTRACT #C3076
Position Title
(or equivalent title)
Regional QM Program Coordinators
Regional Recruitment Coordinators

Region 2 American Sign Language Staff
Interpreter, these positions may be
contracted by Contractor to independent
consultants

Regional EMR Specialists

Purpose
Responsible for the QM
program within each region
Oversee and support
regional recruiting efforts,
and plan for short-term
staffing solutions during
staff turnover, transition, or
extended staff leave
Responsible for
interpreting medical
evaluations and treatment
of Inmates who are deaf,
hard-of-hearing, or
otherwise non-verbal
Provide EMR support
training, troubleshooting,
and acting as a liaison to
the EMR team

Department
Liaison
• QM Program
Manager
• Regional Directors
of Institutions
• Institution
Wardens

# of
Positions
4

• Impaired Inmate
Services
Coordinator
• Regional Directors
of Institutions
• Institution
Wardens
• Deputy Director
Health Services
Administration

1

4

4

The Contractor shall add other regional positions as needed, approved by the Department, and within the
Contract Compensation Cap to ensure the appropriate oversight of health care operations within each
region.
** With Department approval, the Contractor may use an AAPRN, as qualified in Attachment A, as the
lead health care provider at smaller facilities that have less complex medical missions, only when a MD/DO
(excluding the State Medical Director) is assigned as CHO/SMD who may oversee more than one
Institution. An AAPRN may not provide health care services when those services are Statutorily designated
to be performed by an MD/DO.
Institutional Leadership Positions
Position Title
Purpose
(or equivalent title)
Health Services Administrator
Responsible for the
(HSA) (Administrator or
program management of
Registered Nurse)
health care operations
within their Institution,
including issue resolution

Page 14 of 146

Department
Liaison
• Warden

# of Positions
1 per Major Institution,
unless a Nurse
Manager is approved
by the Contract
Manager, and a Senior
HSA with a second
HSA position at the
satellite unit. RMC
shall have at least one
(1) Senior HSA and
one (1) HSA in
addition to the Hospital
Administrator to
provide administrative
oversight over nonhospital health care
operations at RMC

CONTRACT #C3076
Position Title
(or equivalent title)
Medical Records Supervisor

Chief Health Officer (CHO)/
Site Medical Director (SMD)
(MD, DO) **

Purpose
Responsible for, at a
minimum, the
management of all paper
medical records within
their institution and for
carrying out all
responsibilities in HSB
15.12.03, III. E. and F.
Responsible for the
clinical care at each
Institution and their
associated satellite sites

Psychological Services Director
(Psychologist)

Serve as the single point of
accountability for the
delivery of mental health
services

Director of Nursing (Registered
Nurse)

Responsible for all nursing
services in their assigned
Institution

Assistant Director of Nursing
(Registered Nurse)

Oversee institutional
inpatient mental health
nursing services in their
assigned Institution

Nurse Manager (Registered
Nurse)

Oversee institutional
inpatient mental health
nursing services in their
assigned Institution and
Department liaison

Page 15 of 146

Department
Liaison
• Warden

• Warden for
administrative
issues
• Chief of
Medical
Services for
clinical issues
• Warden for
administrative
issues
• Chief of
Mental
Health
Services for
clinical issues

# of Positions
1 per Major Institution
and 1 per Institutional
Annex

1-2 per Major
Institution depending
upon physical layout
(annex) of the facility
and its mission

1 per Major Institution
(to include those with 2
or more psychologists)
with either an:
• inpatient services
• Close Management
unit
• reception center
(excluding Sumter
CI)
• an S-3 population of
400+
• RCCU
1 per Major Institution,
• Warden for
administrative depending on physical
layout of the facility
issues
and its mission
• Chief of
Nursing
Services for
clinical issues
1 per Institution with
• Warden for
administrative an inpatient mental
health unit
issues
• Chief of
Nursing
Services for
clinical issues
1 per re-entry center
• Warden for
administrative
issues
• Chief of
Nursing
Services for
clinical issues

CONTRACT #C3076
Position Title
(or equivalent title)
Infection Control Nurse
(Registered Nurse)
Social Services Team (Lowell
CI & Florida Women’s
Reception Center)

Dentist (Florida-licensed or
Board of Dentistry-approved
with Dental Temporary
Certificate (DTC)

Oral Surgeon (Florida-licensed)

Department
Liaison
Oversee institutional
• Clinical
infection control in each
Contract
region
Monitor for
Public Health
Liaison to
• Warden for
family/friends/stakeholders
administrative
regarding care issues and
issues
other inquiries, tracking
• Statewide
system for inquiries,
Female
provide pre-release
Services
planning for medical
Administrator
and/or mental health
aftercare needs
Responsible for all dental
• Warden for
care and related issues
administrative
issues
• Chief of
Dental
Services for
clinical issues
Purpose

Responsible for all dental
care and related surgical
issues

# of Positions
1 per Institution (This
is a role, not a
dedicated position)
1 Social Services
Coordinator and
2 Social Services
Specialists

Based on population as
follows for Institutions
<600=0.5 – 1 FTE
600 – 1,200 = 1 FTE
1200 – 1500 = 1.5 FTE
1,500+ = 2 FTE
NWFRC, CFRC,
SFRC 3 FTE per
location
FWRC = 2 FTE
1 FTE or contracted
• Warden for
provider equivalent
administrative
issues
• Chief of
Dental
Services for
clinical issues

** With Department approval, the Contractor may use an AAPRN, as qualified in Attachment A, as the
lead health care provider at smaller facilities that have less complex medical missions, only when a
MD/DO (excluding the State Medical Director) is assigned as CHO/SMD who may oversee more than
one Institution. An AAPRN may not provide health care services when those services are Statutorily
designated to be performed by an MD/DO.
Program Management staff must be available by phone for assistance with health care service delivery and
Contract management issues, Monday through Friday, during regular business hours. After regular business
hours, the Contractor must have on-call telephone coverage for emergent or urgent purposes.
Program Management Requirements
1. The Contractor shall establish and maintain office space to house its leadership team in Florida. The
Contractor will be responsible for all costs associated with this facility, including rent, utilities,
equipment, supplies, computers, phone, and other electronics and communication devices, services, or
programs. As requested from time to time by the State, the Contractor’s statewide leadership team will
be available in Tallahassee, Florida unless otherwise approved by the Department. Regional leadership
would be located within the region(s), preferably near the Department’s regional offices.
2. The Contractor shall work with the Contract Manager to establish and maintain communication
protocols for the handling of routine, urgent, and emergent Contract issues.
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CONTRACT #C3076
3. The Contractor shall establish a secure online collaboration site (e.g., SharePoint) for sharing
documents and other program information between it and the Department.
4. The Contractor shall establish and maintain a system to ensure staff and subcontractors working under
the Contract are knowledgeable of and adhere to all applicable federal and State laws, Department
Policies, and forms covering the delivery of health care services, Institutional security operations, and
staff conduct in the institutional health services units. Staff and subcontractors shall be trained on, and
given routine access to, all Department Policies that pertain to their job responsibilities, including any
specific training requirements related to litigation.
5. The Contractor shall develop and implement a Department-approved Staffing Plan that identifies all
positions at the State, regional, and institutional levels and ensures compliance with the requirements
outlined in this Contract, including timely service delivery. The Contractor shall review its Staffing
Plan at least once per quarter and maintain the flexibility to respond to institutional mission changes
over the Contract term. If there are mission changes that impact health services functions and
responsibilities at service locations, the Department will advise the Contractor of such modifications in
writing. If these modifications require the Contractor to make changes that impact cost, the Department
and Contractor will work together on the changes and implement them through a formal Contract
amendment. The Department must approve any changes to the Staffing Plan prior to change
implementation.
6. At all times, the Contractor shall ensure appropriate staffing levels under the Contract in accordance
with its Department-approved Staffing Plan, which shall note the positions necessary to fulfill the
Department’s health care requirements. The Contractor shall ensure that it maintains staffing and
personnel levels sufficient to cover the hours required in its Final Staffing Plan, even if coverage is
secured by trained and qualified subcontracted providers. The Contractor shall ensure that staff
providing services have the requisite training, licenses, certifications, and knowledge to provide
services at the level of professional competency required for each position.
7. The Contractor shall develop and implement a Department-approved written comprehensive Health
Care Work Plan with clear objectives outlining how the Contractor will:
a. Carry out Department Policies;
b. Comply with all State licensure requirements and standards regarding the delivery of
comprehensive health care services;
c. Ensure seamless EMR operations, including a help desk (HD) and systems development team;
d. Maintain full reporting and accountability to the Department; and
e. Keep an open, collaborative relationship with the Department’s Senior Leadership, Office of Health
Services, Department staff, Regional Directors, Wardens, and institutional staff.
8. The Contractor shall ensure institutional health services staff (including Contractor staff and
subcontractors) adhere to all requirements, including the schedule for running reports necessary to meet
requirements outlined in federal and State laws, and Department Policies.
9. The Contractor shall ensure EMR and other FDC database training requirements (when necessary) are
delivered in accordance with Sections III., N., O, and P. of this Contract.
10. Committees and Meetings

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CONTRACT #C3076
The Contractor shall ensure appropriate staff attends all required Department meetings, including, but
not limited to institutional meetings, regional meetings, and statewide meetings planned by the
Department, as follows:
a. Institutional Meetings
i. Disabled Inmate Committee: Institutional staff multidisciplinary team working together for
the development, implementation, and monitoring of an Individualized Service Plan for each
Disabled Inmate.
ii. Institutional Health Services Leadership Meeting with Warden: Held weekly, or as
needed, to discuss issues related to health care services delivery.
iii. Institutional Quality Management (QM) Meeting: Held monthly to evaluate and help
improve the quality of health care services provided to Inmates at each Institution.
iv. Nursing Staff Meeting: Conducted by the DON monthly with all nursing staff to provide
education on at least one (1) nursing protocol and all updated HSBs and procedures.
b. Regional Meetings
The Department’s Regional Directors of Institutions and the Contractor’s regional leaders will
discuss issues that impact multiple Institutions within the region and escalate any issues or concerns
related to security.
c. Statewide Meetings
i. Semi-annual Reviews with the FDC Senior Management: The Contractor shall lead a semiannual review with the FDC Senior management on service operations, including key
statistics, challenges and successes, and policy improvement recommendations. The
Contractor shall develop and deliver the agenda to the Contract Manager at least five (5)
Business Days before the meeting.
ii. Weekly Contract Management: This weekly meeting is an opportunity for the Contractor
and the Contract Manager to review operational issues, discuss best practices, and resolve
problems.
iii. Pharmacy Services Committee: This committee comprises representatives from the FDC
and the Contractor’s medical, mental health, and dental disciplines. The Contractor shall have
at least two (2) representatives on the committee. The Department’s Health Services Director
appoints committee members who must be prescribing Medical or Psychiatric Providers for
their disciplines. This group meets at least four (4) times per year. The group is responsible
for, but not limited to, the following:
• Establishment and maintenance of a comprehensive drug formulary;
• Approval of policies and procedures relating to the selection, distribution, handling, use,
and administration of drugs;
• Evaluation of clinical data concerning new drugs or preparations requested for addition
to the formulary; and
• Assistance and consultation on matters related to the oversight and management of the
Department’s pharmacy budget.
iv. Statewide QM: Held at least twice yearly, the QM Program evaluates and makes
recommendations to improve the quality of health care services provided to Department
Inmates.
v. Statewide Operational: Held in conjunction with the Statewide QM meetings, the Statewide
Operational Meeting is used to discuss and resolve issues related to the overall operation of
the Inmate health care system.
vi. Statewide Recruitment and Retention: To ensure appropriate staffing, as needed, or
requested by the Department.
11. Collaboration with Regional and Institutional Leadership

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CONTRACT #C3076
a. The Department’s Regional Directors of Institutions are responsible for overseeing every
Institution within their assigned region. The Contractor’s regional leadership team shall maintain
regular and open communication with each respective Regional Director and hold a minimum of
one (1) in person meeting per quarter. These communications will involve discussion on issues
such as the following:
i. Interpretation of Department Policies pertaining to security;
ii. Monitoring results, with an emphasis on Institutions that are not meeting performance
standards and trends involving findings at multiple Institutions within the region;
iii. The Contractor’s proposed solutions to resolving problems involving health care trends;
iv. Plans for new or expanded programs (such as telehealth);
v. Best practices that could be replicated in other Institutions or other areas of the State; and
vi. General problem-solving.
b. The Department will provide security while the Contractor’s staff are present in State facilities to
the same extent security is provided throughout the Institution.
The Contractor shall be required to work collaboratively with Department staff in delivering health
care services at each Institution covered under the Contract. All Contractor staff working under the
Contract shall be required to follow all federal and State laws, and Department Policies.
The Warden at each Institution has full responsibility for the Institution's operation and all
associated satellite facilities. The Contractor will obtain and review the security requirements
specific to that Institution and establish a schedule of regular meetings with the Warden to include
the designated institutional health services leadership team. These meetings shall provide a forum
for the Contractor to:
i. Provide status reports to the Warden;
ii. Provide staffing schedules and address any vacancy concerns;
iii. Discuss preparations for upcoming surveys and monitoring visits;
iv. Track corrective action related to surveys; and
v. Engage in problem-solving.
The Contractor shall maintain an open and honest dialogue with the Warden and advise them of
any possible barriers to effective care delivery. The Contractor’s dialogue should include a daily,
or as requested by the Warden, communication of vacancies and recruitment efforts, and a
discussion of the Contractor’s plans to ensure service delivery. The Contractor shall also be
responsive to the Warden on any issues between the regularly scheduled meetings.
12. The Contractor shall:
a. Possess and maintain documents material to the Contract such as current copies of required State
and federal licenses, permits, registrations, and the insurance policy face-sheet showing sufficient
coverage;
b. Ensure all required compliance inspections, environmental permitting designs, and any experts
required by the Department to review specialized medical requirements are acquired or maintained
throughout the Contract term;
c. Ensure all required operating licenses, permits, registrations, and insurance are acquired and
maintained at each Institution; and
d. Post licenses and permits at each Institution, in accordance with statutory requirements and
Department Policy.
13. Equipment and Supplies
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CONTRACT #C3076
a. The Department will not provide any administrative functions or office support for the Contractor
(e.g., clerical or data entry assistance, office supplies, copiers, fax machines, and preparation of
documents).
b. Space and Fixtures: The Department will provide office space within each health services unit of
each Institution. The Institution shall provide and maintain presently available and utilized health
space, building fixtures, and other items for the Contractor’s use to ensure the Contract's efficient
operation. The Institution shall also provide or arrange for non-hazardous waste disposal services,
not including medical waste disposal, which is the Contractor's responsibility. The Department will
maintain and repair the office space assigned to the Contractor, if necessary, and provide building
utilities necessary for the Contract's performance as determined necessary by the Department. The
Contractor shall operate the space provided in an energy-efficient manner.
c. Furniture and Non-Health Care Equipment: The Department will allow the Contractor to utilize the
Department’s furniture and non-health care equipment currently in place in each health services
unit. The Contractor shall lease or purchase office equipment such as scanners, copiers, etc. The
Contractor shall be liable for their utilization of associated non-health care equipment, including
all telephone equipment, telephone lines, and service, including all long-distance service and
dedicated lines for EKGs or lab reports, copy machines, or fax equipment, and is responsible for
all costs, including the installation of any phone, fax, or dedicated lines requested by the Contractor.
The Contractor shall maintain any furniture and non-health care equipment identified on the
provided inventory, including repair and replacement (including installation) of Department-owned
equipment. Any equipment damaged or otherwise found to be beyond economical repair after the
Contract start date will be repaired or replaced by the Contractor and placed on the Contractor’s
inventory list. All inventoried furniture and non-health care equipment identified on the inventory
sheet shall remain the Department's property upon expiration or termination of the Contract. All
furniture and non-health care equipment purchased by the Contractor in support of the Contract
shall become the Department's property upon Contract expiration or termination.
d. Health Care Equipment: The Contractor may utilize the Department’s existing medical equipment,
including all ancillary equipment in medical and dental units. The Contractor shall maintain all
equipment and replace any equipment used by the Contractor that becomes non-functional during
the Contract term. All health care equipment, including Contractor replacements, shall remain the
Department's property upon Contract expiration or termination. Any health care equipment
damaged or otherwise found to be beyond economical repair after the Contract’s effective date will
be repaired or replaced by the Contractor and added to the Department’s inventory list. Within 30
Days of Contract execution, the Contractor shall advise the Department of any existing health care
equipment that it does not need.
e. Additional Equipment: If the Contractor identifies necessary health care equipment not already in
the Department’s inventory, the Contractor shall submit a request for approval to the Contract
Manager. If approved, the Contractor shall purchase, install, and maintain such equipment per the
Department’s functionality, sanitation, and security requirements. Any additional equipment
purchased by the Contractor for the Contract that the Department does not reimburse shall be
maintained by the Contractor and shall remain its property upon Contract expiration or termination.
Such equipment reimbursed by the Department shall become the Department’s property upon
Contract expiration or termination. Additional equipment purchased by the Department for use in
the medical or dental unit(s) shall be coordinated and maintained by the Contractor and replaced
should it become nonfunctional.

Page 20 of 146

CONTRACT #C3076
f.

IT Equipment: The Contractor shall have adequate computer hardware and software for staff to
perform care, enter information into the EMR system timely, provide required reports, and perform
essential functions required by the Contract. The Contractor must maintain all computer equipment
in compliance with the Department’s information technology standards.

g. Health Care Supplies: The Contractor shall provide all health care supplies required to render health
care services. The Contractor shall have at least a 30 Day-supply of health care supplies upon its
assumption of responsibility for service implementation at the Institutions.
h. Within 14 Days of expiration or termination of the Contract, the Contractor shall ensure a physical
inventory be conducted of all equipment, pharmaceuticals, and health care supplies. All equipment,
pharmaceuticals, and supplies reimbursed by the Department will become the Department’s
property.
i.

Forms: The Contractor shall utilize Department Forms (written and within the EMR), as specified,
to carry out the provisions of the Contract. The Department will provide an electronic copy of each
form in a format that the Contractor may duplicate for use. The Contractor shall request prior
approval from the Contract Manager to modify or develop additional forms.

j.

The Contractor shall not be responsible for housekeeping services, building maintenance, bed
linens, routine Inmate transportation, and security. However, the Contractor shall be responsible
for maintaining the health services unit in compliance with Department Policy, including sanitation,
infection control, and specialty garments required by Department Policy. The Contractor is
responsible for health care specialty items used in the infirmary, including, but not limited to,
treated (flame-retardant) mattresses, medical/psychiatric restraint materials and devices, suicide
garments, and infirmary clothing.

14. The Contractor shall establish and maintain a provider network that provides cost-effective quality
health care and establishes a sufficient provider base to meet industry standards in all Regions,
including through use of telehealth, as approved by the Department. The network should be robust to
ensure sufficient coverage for all necessary health care services and specialties. The Contractor shall
execute subcontracts with community health providers, including hospitals, clinics, health care
providers, agency and locum tenens staffing services specialty care services, diagnostic testing,
laboratory services and other ancillary services to ensure provision of Comprehensive Health Care
Services.
15. The Contractor shall develop and maintain a Biomedical and Pharmaceutical Waste Plan (BMWP),
which addresses the definition, collection, storage, decontamination, and disposal of regulated waste.
The Contractor shall provide its BMWP to the Contract Manager within 30 Days of Contract execution
and shall submit any updates to the BMWP to the Contract Manager within 30 Days of the proposed
update. The Contractor shall provide biomedical waste handling training to staff and Inmates as
required.
16. To support this BMWP, the Contractor shall execute subcontracts for the disposal of regulated waste
and provide a list of any new or updated BMWP subcontracts to the Contract Manager within 30 Days
of such changes.
17. The Contractor shall develop and maintain an Emergency Medical Services (EMS) plan to ensure the
provision of all medically necessary Inmate transportation by ambulance or other life-support
conveyance, either by ground or air, for all Service Locations covered by the Contract. The Contractor
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CONTRACT #C3076
shall submit any updates to the existing plan to the Department within 30 Days of the proposed changes
to the Contract Manager.
Per Florida Statutes, county EMS are solely responsible for determining the need for air transport (ie.
Life Flight); however, the Contractor shall cover such services' costs.
18. The Contractor’s Institutional CHO/SMD shall work closely with the Warden to support the overall
Institution emergency plan's health services components.
The Contractor shall develop and implement Medical Emergency Care Plans for each Institution and
satellite facility covered by the Contract, in accordance with the requirements outlined in HSB 15.03.22,
Medical Emergency Care Plan and Guidelines.
19. The Contractor shall provide and maintain first aid kits in all specified locations in Institutions and
satellite facilities, including dental clinics, in accordance with Procedure 403.005, First Aid Kits.
20. The Contractor shall provide and maintain the following in all institutional dental clinics:
a. An Automatic External Defibrillator (AED), as required by Rule 64B5-17.015, F.A.C. (Office
Safety Requirements) and Chapter 466, F.S.;
b. A portable oxygen tank with tubing and mask(s);
c. An Emergency Kit, as outlined in HSB 15.04.13, Dental Services/Standard Operating Procedures;
Supplement A, Dental Office Emergency Treatment Protocols; and
d. Sufficient supply of Personal Protective Equipment (PPE) for all dental staff with Inmate contact.
21. The Contractor must ensure crash carts are in all nursing stations within the RMCH. A list of contents
must be displayed on the front of each drawer, and a list of medical supplies must be attached to the
top right front of each crash cart.
22. Emergencies
a. The Contractor shall ensure Licensed Nurses are available onsite at all Institutions to respond to
urgent and emergent outpatient needs, 24 hours a Day, seven (7) Days a week, in accordance with
Procedure 403.006 and HSB 15.03.22, unless an exception is approved by the Department.
b. The Contractor shall ensure a Medical Provider or Licensed Nurse responds to all medical
emergencies immediately after notification (a First Responder may fulfill this requirement), in
accordance with Department Policy. If determined necessary, the Contractor shall ensure the
Inmate’s transport via local ambulance services to the nearest community hospital offering 24-hour
emergency services.
c. The Contractor shall participate in the annual disaster drill and perform quarterly mock codes.
d. The Contractor shall provide health care staff qualified as described in Attachment A to respond
to Department staff, contractors, volunteers, and visitors for emergencies at Institutions and provide
Basic First Aid and Basic Life Support to stabilize them while awaiting emergency medical services
and transportation to the nearest community hospital offering 24-hour emergency services.
23. The Contractor shall ensure compliance with HIPAA administration, privacy and security requirements
and ensure compliance with all provisions outlined in the Business Associate Agreement for HIPAA
(Attachment B), and shall:
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CONTRACT #C3076
a. Ensure all staff (including subcontractors) are trained on Procedures 102.006, HIPAA Privacy
Policy, and 206.010, Information Technology Security Relating to HIPAA.
b. Ensure a Release of Information (ROI) (Form DC4-711B, Consent and Authorization for Use and
Disclosure Inspection and Release of Confidential Information) is obtained to release all Protected
Health Information (PHI), except under the conditions outlined in Procedure 102.006, HIPAA
Privacy Policy.
24. The Contractor shall develop, implement, and manage a system for tracking and responding timely to
all care inquiries or complaints made by Inmates and requesters. When the Department requests copies
of health care records, health care summaries, or any other Inmate clinical information on Inmates, the
Contractor shall provide the documentation to the Department’s Health Services Director, per the
following schedule:
a. Urgent Care Issues (examples: cancer, cardiac, or neurological) – requires a response within 24
hours; and
b. Routine Care Issues – requires a response within 72 hours.
In accordance with HIPAA and Section 945.10, F.S., the Contractor shall ensure a valid Release of
Information (ROI) before allowing the requester access to the Inmate’s PHI. If the Inmate refuses to
sign an ROI, the information shall not be provided to the requester. Requests for information by
authorized Department staff do not require an ROI since the Department is the medical and mental
health records custodian. Additionally, requests for PHI authorized in Florida Statutes, court-orders, or
in response to a valid HIPAA-compliant subpoena do not require an ROI.
25. The Contractor shall process all Inmate requests and informal and formal grievances following Chapter
33-103, F.A.C., Form DC6-236, Inmate Request, Form DC1-303, Request for Administrative Remedy
or Appeal, HSB 15.02.01, Medical and Mental Health Care Inquiries, Complaints, and Informal
Grievances, and HSB 15.04.05, Dental Care Requests, Complaints, and Informal Grievance.
26. The Contractor shall notify the Contract Manager via email of its receipt of any of the following related
to services provided under the Contract within 24 hours (or the next Business Day, if the deadline falls
on a weekend or holiday):
a. Notice of any audit or investigation;
b. Notice of intent by any State or federal regulatory or administrative body of imposing disciplinary
action; and
c. Any other legal actions or lawsuits filed against the Contractor.
27. The Contractor shall provide copies of the below reports or documents within seven (7) Business Days
of the Contractor’s receipt:
a. Audit reports for any reportable condition, complaints, or files;
b. Notices of investigation from any State or federal regulatory or administrative body;
c. Warning letters or inspection reports issued, including reports of “no findings,” by any State or
federal regulatory or administrative body;
d. All disciplinary actions imposed by any State or federal regulatory or Administrative body for the
Contractor or any of the Contractor’s employees; and
e. Notices of legal actions and copies of claims.
The Contractor shall cooperate with the Office of the Attorney General, State Attorney, or any outside
counsel designated by the Department on cases that involve Inmates who are under the Contractor’s
care through the Contract.

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28. The Contractor shall process public records requests, in accordance with Chapter 119 and Section
945.10, F.S., Confidential Information, Rule 33-102.101, F.A.C., Public Information and Inspection of
Records, Rule 33-401.701, F.A.C., Medical and Substance Abuse Clinical Files, Rule 33-601.901,
F.A.C., Confidential Records, and Procedure 102.008, Public Records Requests.
Specifically, the Contractor shall:
a. Allow the Department and the public access to any documents, papers, letters, or other materials
subject to the provisions of Florida Statutes, made or received by the Contractor in conjunction
with services provided under the Contract, which are not otherwise exempt from disclosure;
b. Train all Contractor employees and subcontractors on the provisions of Procedure 102.008;
c. Provide specialized training to all Health Information Specialists on their role as the record
custodian for health services records of active Inmates at their Institution or health services unit;
and
d. Develop and implement a tracking system for all public records requests received and processed.
Note: Florida has a very broad public records law. No requirement in Florida Law requires public
records requests to be submitted in writing.
29. The Contractor shall provide health care services to Inmates with impairments in accordance with HSB
15.03.25, Services for Inmates with Auditory, Mobility, or Vision Impairments and Disabilities,
Procedure 403.013, Inmate Impairment and Disabilities Services, HSB 15.03.25.01, Auditory Services,
HSB 15.03.25.02, Mobility Services, HSB 15.03.25.03, Vision Services, and all appendices.
The Contractor shall respond to all disabilities that qualify for consideration under the Americans with
Disabilities Act (ADA) in accordance with Rule 33-210.201, F.A.C., ADA Provisions for Inmates, and
Procedure 604.101, Americans with Disabilities Act Provisions for Inmates.
30. The Contractor shall ensure the RMCH nursing services are appropriately credentialed, organized,
staffed, and equipped to provide competent nursing care according to the level of acuity of patient care
provided, and in accordance with Florida hospital licensure requirements.
31. The Contractor shall determine the need for new Inmate Assistants. The Contractor shall provide
Inmate Assistants the required training, upon initial assignment and annually, in accordance with
Procedure 403.011, Inmate Assistants for Impaired Inmates. Inmates are not permitted to provide health
services to other Inmates.
32. The Contractor shall follow and enforce the Department’s Prison Rape Elimination Act (PREA)
policies which mandate reporting and treatment for abuse or neglect of all Inmates in secure Institutions.
PREA is federal law, Public law 108-79, and is designated as 34 U.S.C. 30301-30309. Following
PREA, the Department has a zero-tolerance standard against sexual assaults and rapes of incarcerated
persons of any age.
The Contractor shall:
a. Ensure compliance with Procedure 602.053, Prison Rape: Prevention, Detection, and Response,
and HSB 15.03.36, Post Sexual Battery Medical Action;
b. Complete all documentation, reporting, and referral requirements outlined in HSB 15.03.36,
Section III;
c. Train all health care staff on PREA requirements outlined in HSB 15.03.36, Section IV, Specialized
Training; and
d. Ensure compliance with the applicable PREA standards as required by 28 C.F.R. Part 115.
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33. The Contractor shall implement and oversee a health care Quality Management program in accordance
with HSB 15.09.01, Quality Management Program.
34. The Contractor shall ensure all newly employed Licensed Nurses and CNAs receive an orientation that
includes, but is not limited to:
a. A review of HSB 15.11.01, Health Services Personnel Orientation and associated Appendices A,
B, and C, completing Form DC4-654C, Nursing Personnel Orientation Process Checklist;
b. Completion of skills assessment, DC4-678, Emergency Procedures Skills Checklist;
c. Information on where to access and review Chapter 33, F.A.C., Department Policies, and associated
forms;
d. OBIS training, as applicable;
e. EMR training; and
f. Job-specific information and expectations.
New staff must also complete the FDC New Employee Orientation, and the training required in the
FDC Master Training Plan, totaling 40 training credits annually.
35. The Contractor’s nursing staff must demonstrate ongoing professional competency, including records
and documentation requirements, through competency assessments annually, quarterly, and as needed.
The Contractor’s Licensed Nurses shall complete a quarterly mock code response that includes:
a. A man-down drill simulating an emergency affecting one (1) individual who needs immediate
medical intervention in a life-threatening situation commonly experienced in a correctional setting.
Use Forms DC4-679, Med Code 99 Emergency Resuscitation Flowsheet and DC4-677, Med Code
99 Critique to document the team’s performance;
b. Completing Form DC4-678, Emergency Procedures Skills Checklist; and
c. Training on inventory and use of the Jump Bag, emergency equipment, and emergency
medications.
36. The Contractor must maintain nursing orientation, competency assessments, and emergency training
documentation on-site in the HSA or DON’s office.
37. The Contractor must provide their staff with unimpeded access to all current Department Policies, and
forms.
38. The Contractor’s Statewide Medical Director and the Statewide DON shall sign the acknowledgment
receipt in the Department’s Nursing Manual and the Statewide DON shall maintain the receipt.
39. The Contractor’s Statewide DON must review updates to laws, rules, Department Policies, and forms
within one (1) week of being provided by the Contract Manager.
40. The Contractor shall ensure that all its staff review all associated updates of federal and State laws,
Department Policies, and forms related to their work assignments.
41. The Contractor shall maintain an acknowledgment sheet with employee signatures to affirm that they
have read and understand the information noted in Program Management subsection 40.
42. The Contractor shall ensure that its nursing staff attend education programs to increase their knowledge
of infection control practices, including care of tuberculosis (TB) patients, hepatitis, outbreaks, wound
care, mental disorders, and mental health nursing interventions.
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43. The Contractor shall do the following:
a. Ensure Inmate PHI is maintained confidential, as required in the Contract;
b. Provide access to care by posting sick call sign up times and sick call hours in medical areas and
Inmate dormitories, in accordance with Procedure 403.006, Sick-Call Process and Emergencies;
c. Honor an Inmate’s expressed wishes to refuse medical and mental health care, in accordance with
Rule 33-401.105, F.A.C, Refusal of Health Care Services. Document all refusals on Form DC4711A, Refusal of Health Care Service, and document the refusal in the Inmate’s medical record, in
accordance with Rule 33-401.105(3), F.A.C.;
d. Honor an Inmate’s right to refuse medications, in accordance with Procedure 403.007, Medication
Administration and Refusals, and document medication refusals, in accordance with Procedure
403.007(4);
e. Educate and encourage Inmates to exercise their self-determination rights to establish written
instructions regarding incapacity planning, in accordance with HSB 15.02.15, Health Care
Advance Directives; and
f. Ensure the administration of psychotropic medications by a Medical or Psychiatric Provider
without an Inmate’s informed consent is restricted to emergencies in accordance with HSB
15.05.19, Psychotropic Medication Use Standards and Informed Consent, and Florida law.
44. Upon request and approval from the Department’s Chief of Mental Health Services, the Contractor
shall develop and provide mental health-related training to FDC staff to improve clinical and
operational efficacy. Training may cover any mental health-related topic required in Department
Policies and the Department’s Staff Development curriculum.
45. Health education services are an essential and required component of the total health care delivery
system. The Contractor shall ensure, as requested by the Department’s Regional Directors, Wardens,
or the Contract Manager, that specialized training is provided to security staff, institutional staff, and
Inmates on health care-related topics, such as the following:
a. First aid training;
b. Cardiopulmonary resuscitation (CPR) certification training;
c. AED Training for selected staff;
d. Sprains;
e. Casts;
f. Seizures;
g. Minor burns;
h. Dependency on drugs;
i. Health seminar;
j. Lifts and carries;
k. Suicide Prevention and Emergency Response Training; and
l. Universal Precautions.
This training does not replace any health care services offered by the Contractor but augments the
Contractor's services.
The Contractor’s nursing staff shall orient Inmates on access to care procedures immediately upon
arrival at reception and at new facilities, per Procedure 403.008, Inmate Health Services Orientation
and Education.
46. The Contractor shall ensure that all health services information and care (written and oral) is provided
in a language understood by the Inmate, including American Sign Language (ASL). ASL interpreters
shall be provided by the Contractor when needed. When selecting an interpreter, every reasonable effort
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should be made to use ASL interpreters who hold a certification from the National Registry of
Interpreters for the Deaf or the National Association of the Deaf.
When a literacy problem exists, a staff member with the necessary literacy skills shall assist the Inmate
in understanding the training. Physically or mentally challenged Inmates will receive health education
and health-related communication based on their individual needs. Inmates may not provide
interpretation services for fellow Inmates.
47. The Contractor shall actively participate in Department Contract and QM monitoring reviews,
Correctional Medical Authority (CMA) surveys, and American Correctional Association (ACA)
accreditations reviews.
The Contractor shall:
a. Maintain the health services area of each Institution in a state of readiness at all times;
b. Cooperate with monitors/surveyors on requests for information that are made before, during, and
after visits;
c. Develop Corrective Action Plans (CAP) to address all findings and recommendations, following
Department Policy and Contract monitoring requirements, CMA policy, and ACA policy, as
applicable;
d. Develop and manage a Microsoft SharePoint site (or similar) that the Department and the CMA
can access to upload corrective action documentation; and
e. Manage and track their progress on all CAPS to ensure actions are fully completed within the CAP's
timelines.
Following its initial surveys, CMA conducts CAP assessments to determine if corrective action is being
taken per the approved CAP. CMA findings shall be closed no later than the second on-site CAP
assessment visit.
48. The Contractor shall collaborate with the Federal Bureau of Prisons, county jails, private correctional
facilities, and other correctional jurisdictions on intakes, transfers, and discharges. The Contractor shall
provide health care services for Inmate Patients referred from the following programs to Institutions
covered by the Contract:
a. Interstate Compact Inmates - Assume all responsibility for the coordination, provision of care, and
reimbursement processing for Interstate Compact Inmates, under established Interstate Compact
Agreements. The Contractor shall coordinate all interstate compact medical requests through the
Department’s designee to ensure they are appropriately processed.
b. County Jail Work Programs - The Department sometimes houses Inmates in certain county jails
where they participate in work programs. Inmates in these programs receive health care at the
closest Institution. The Contractor is responsible for coordinating the transfer and medical care of
these Inmates.
c. Federal Inmates – The Contractor shall coordinate medically-related transfers to and from federal
prisons. The Department has a small number of federal Inmates in our custody, and there is no cost
exchanged with the Federal Bureau of Prisons.
d. Private Correctional Facilities – The Contractor shall provide and coordinate health care services
for all Inmates transferred from private facilities to the Department-operated Institutions. Inmates
from private correctional facilities may be scheduled for medical care at RMCH. The Contractor
will work with the private prison operators to coordinate reimbursement based on the Office of
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Health Services’ established rate schedule. The Contractor shall work cooperatively with private
facility staff on transfers to and from these facilities.
There are currently approximately 10,000 Inmates housed in seven (7) private correctional facilities.
The Department retains final decision-making authority regarding the transfer of Inmates between the
Department-operated Institutions and private correctional facilities. The number of Inmates housed at
Private Correctional Facilities and the number of Private Correctional Facilities are subject to change.
49. In accordance with HSB 15.05.21, Mental Health Re-Entry Aftercare Planning Services, when an
Inmate with a serious medical issue is released from an Institution, the Contractor must identify their
health care conditions during the pre-release stage and then identify community resources to meet the
Inmate’s individualized needs. Planning should include, at a minimum, continuing medication with a
14-Day supply (except for HIV medications, which shall be a 30-Day supply), provided upon release,
unless clinically contraindicated or earlier appointments with outside providers have been scheduled
for follow-up care.
In accordance with HSB 15.03.29, Prerelease Planning for Continuity of Health Care, the Contractor
shall:
a. Provide adequate staffing to coordinate discharge planning at each Institution. Discharge planning
includes making referrals to appropriate community health care providers and organizations and
participating in the institutional discharge planning process to promote continuity of care. As part
of discharge planning, the Contractor is responsible for referring releasing Inmates meeting the
criteria in Section 945.46, F.S., for commitment under Chapter 394, F.S.
b. Develop, implement, and coordinate a comprehensive discharge plan for Inmates with acute or
chronic illness who are difficult to place due to their offense and are within six (6) months of EOS.
c. Coordinate Inmate release issues with the Department’s Office of Health Services, Division of
Development: Improvement and Readiness, and Bureau of Admission and Release to help assist
Inmates as they prepare to transition back into the community.
d. Coordinate the health care portion of the Department’s re-entry initiative.
50. The Contractor shall provide staff and a system for timely review, verification, processing, and payment
of all claims and invoices for services provided under the Contract.
51. The Contractor may use telehealth services to augment direct health care services, with approval by the
Department. Any use of telehealth services must follow Section 456.47, F.S., HSB 15.06.12, and the
Department’s Information Technology and Security requirements for telehealth.
52. The Department has interagency agreements with the Florida Department of Health (DOH) and five
(5) county health departments (CHDs) to treat Inmates with HIV/AIDS and other Sexually Transmitted
Diseases. Under these agreements, approved by the Federal Centers for Disease Control and Health
Resources Services Administration, the Department pays the CHDs to provide medical services at
designated Institutions. The CHD Medical Provider prescribe the drugs, which the DOH State
Pharmacy dispenses. This model allows the Department to be eligible for Federal 340B drug pricing.
The CHD services cover the Department’s routine Immunity Clinic visits (see HSB 15.03.05, Chronic
Illness Monitoring and Clinic Establishment Guidelines and Attachment 6, Immunity Clinic).
53. Under Section 945.355, F.S. and Rule 33-401.105, F.A.C., Refusal of Health Care Services, the
Department is responsible for providing various transitional services to HIV positive Inmates who are
reaching EOS, including educational assistance, an Individualized Service Plan, HIV testing, and a 30Day supply of HIV medications at release unless clinically contraindicated (reference HSB 15.03.08,
Human Immunodeficiency Virus (HIV) Disease and Continuity of Care). As continuity of medications
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is critical to the care of HIV Patients, the medications should be ordered far enough in advance, so they
can be hand-delivered to the Inmate before they release from the Institution.
The pre-release planning services required under Florida Statutes are funded through a Pre-Release
Planning grant from the Department of Health (DOH). This program has been in effect since 1999 and
is 100% funded through federal Ryan White Title B funds. HIV Pre-Release Planners, who are
Department employees, work with Inmates and corrections staff in other Institutions to coordinate
referrals and linkages to medical care, case management, medication assistance, and other supportive
services. They coordinate with local Ryan White providers to ease the transition post-release back into
the community and ensure clients continue to seek necessary care and treatment. Also, the Department
has a separate Peer Educator grant from DOH. Under this program, a Department employee trains
Inmates to provide other Inmates with education on preventing the transmission of HIV and HCV to
others and on the importance of receiving follow-up care and treatment. This program is currently
serving Inmates at Central Florida Reception Center and Florida Women’s Reception Center.
The Department will provide the following support for the program:
a. Pre-release planners in each region to plan and coordinate resources and activities with each Inmate
before release.
b. A linkage coordinator in South Florida and Central Florida to follow up with Inmates post-release.
c. A Peer Educator at Central Florida Reception Center and Florida Women’s Reception Center
(which also provides services to Inmates at Lowell CI) to train Inmates to become HIV/HCV
Educators to their Inmate peers.
The Contractor shall also follow the requirements in HSB 15.03.05, Appendix 6, Immunity Clinic.
54. The Department has a Doctoral Psychology Internship program accredited by the American
Psychological Association (APA), which is a member of the Association of Psychology Postdoctoral
and Internship Centers (APPIC). The internship mission is to provide training that will produce
postdoctoral, entry-level Psychologists who have the requisite knowledge and skills for successful entry
into the practice of professional psychology in general clinical or correctional settings and eventually
become licensed Psychologists. The internship uses a Practitioner-Scholar Model where scientific
training is integrated into the practice training component. The internship consists of 2,000 hours per
year.
The Department also has a Psychology Post-Doctoral Residency program that is a member of the
Association of Psychology Postdoctoral and Internship Centers (APPIC) and has obtained accreditation
by the American Psychological Association. The Residency program’s mission is to prepare the
Psychology Residents for the advanced practice of professional psychology, emphasizing correctional
psychology.
The Contractor shall incorporate the Department’s Program Director of Internship and Residency
Training, the Assistant Director of Internship and Residency Training, four (4) Interns, four (4)
Residents and a staff assistant into the mental health service delivery system to satisfy the internship
and residency requirements as determined by the Program Director. The Program Director will assign
the interns’ and residents’ workload and duties to meet program requirements. The interns and residents
complete rotations at different facilities during the year. The Contractor will ensure that at least three
(3) different Florida-licensed Psychologists are consistently available to provide supervision to the
interns and residents, as determined by the Program Director. This Program is currently administered
from Zephyrhills CI.

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55. The Contractor shall develop or continue working relationships with academic institutions to provide
interns, residents, and students at FDC facilities and to encourage Florida students to consider careers
in correctional health care. The Contractor will ensure the interns' and residents' supervisory and
educational requirements are consistent with the accrediting organization requirements.
56. The Contractor shall assist the Department in processing transfers for Inmates with complex medical
needs. The Department must approve all Inmate transfers to the Department’s specialty care Institutions
that serve Inmates with complex medical needs such as step-down care, long-term care, and palliative
care. Currently, the Department has specialty dorms at Zephyrhills CI (A-Dorm and J-Dorm), Central
Florida Reception Center (South Unit Infirmary); South Florida Reception Center (F-Dorm), and
Lowell CI (Main unit, I-Dorm). Specialty care Institutions are subject to change. Transfers to these
facilities shall be made following HSB 15.09.04, Utilization Management Procedures, Section VII.
57. The Contractor shall provide health care services to Inmates at satellite facilities, in accordance with
HSB 15.07.02, Health Services for Inmates in Community Facilities. Health records for Inmates at
satellite facilities shall be maintained in accordance with HSB 15.12.03, Health Records, and HSB
15.07.02.
58. The Warden has full operational control of the Institution and designated satellite facilities. The
Contractor shall ensure its staff, including subcontractors, are required to follow all Department Policies
and security directives, including but not limited to requirements for entering and exiting Institutions,
counts, lockdowns, use of restraints, and incident reporting.
59. The Contractor shall coordinate outside referrals with the Department for security and transportation
arrangements. The Contractor’s staff shall not provide personal transportation services to Inmates. Offsite services (including specialty consults and hospital care) should occur close to the Institution, to the
extent possible.
60. When Department staff become aware of an Inmate experiencing an emergent or urgent health problem,
the Contractor’s health care personnel must immediately address the issue by permitting the Inmate to
be escorted to medical or the Infirmary for an evaluation or sending Contractor staff to the Inmate’s
location. The Contractor must plan, in advance, for the management of emergency services and must
maintain an “open” system capable of responding to emergency circumstances as they occur.
61. The Contractor shall certify Isolation Management Rooms (IMR) and Observation Cells (OCs) in
accordance with Procedure 404.002, Isolation Management Room and Observation Cells.
62. Contractor staff are required to report various incidents in accordance with Procedure 602.008, Incident
Reports-Institutions. The Contractor shall purchase and maintain approved suicide mattresses, blankets,
and garments needed for use in the IMRs and OCs.
63. The Contractor shall ensure its staff are familiar and comply with their responsibilities noted in the
specific Department Policies below. Procedure:
a. 607.001 Security Threat Management Program (STG) *Restricted*
b. 602.009 Emergency Preparedness *Restricted*
c. 602.010 Drug Testing of Inmates*Restricted*
d. 602.011 Escape/Recapture*Restricted*
e. 602.016 Entering/Exiting FDC Institutions *Restricted*
f. 602.018 Contraband and Searches of Inmates *Restricted*
g. 602.023 Personal Body Alarms*Restricted*
h. 602.024 External Inmate Transportation and Security *Restricted*
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i.
j.
k.
l.
m.
n.
o.
p.
q.

602.028 Special Management Spit Shield *Restricted*
602.037 Tools and Sensitive Item Control *Restricted*
602.039 Key Control and Locking Systems*Restricted*
602.049 Forced Hygiene Compliance *Restricted*
602.053 Prison Rape: Prevention, Detection, and Response *Restricted*
602.054 Escort Chair *Restricted*
602.056 Identification Cards *Restricted*
Rule 33-602, F.A.C., Security Operations *Restricted*
DC1-211, Non-Security Staff Instructions for Reporting Inappropriate Inmate Behavior
*Restricted*

64. The Contractor shall comply with Procedure 602.037, Tools & Sensitive Item Control for items
including, but not limited to, hypodermic needles, syringes, and medical tools.

65. Mental Health Clinical Review, Supervision, and Training
The Contractor shall ensure that all non-psychiatric mental health services provided are supervised by
the Contractor’s Psychologist who assumes clinical responsibility and professional accountability for
the services provided. In doing so, the Psychologist, or designee approved by the Department, reviews
and approves reports, intervention plans, and strategies. The review is documented by co-signing BioPsycho-Social Assessments (BPSAs), Individualized Service Plans (ISPs), treatment summaries, and
referrals for psychiatric services and clinical consultations. Regardless of an Inmate’s mental health
grade, only a Psychologist can approve testing protocols or conduct a psychological evaluation.
The Contractor shall ensure if a Behavioral Health Specialist (Mental Health Counselor) is a Registered
Mental Health Intern, supervision will be provided and documented in accordance with the
requirements of the Chapter 491, F.S. Supervision for provisional licensed Psychologists will be
provided and documented in accordance with the requirements of the Chapter 490, F.S.
One (1) hour of relevant in-service training shall be provided monthly by a Psychologist or RMHD to
institutional clinical staff.
66. The Contractor shall provide staff support for the RMCH Governing Body and ensure compliance with
all requirements outlined in the Governing Body By-Laws. The Department will coordinate
appointments to the Governing Body and provide orientation for new members.
67. Conduct and Safety Requirements
The Contractor shall ensure all staff adhere to the standards of conduct prescribed in Chapter 33-208,
F.A.C, and as prescribed in Department Policies, particularly rules of conduct, employee uniform,
employee grooming and clothing requirements (as applicable), security procedures, and any other
applicable rules, regulations, policies and procedures of the Department. The Contractor acknowledges
and accepts, for itself and any of its agents, that all or some of the services to be provided under the
Contract shall be provided in a correctional setting with direct and/or indirect contact with the Inmate
population and that there are inherent risks associated with the correctional environment. Staff conduct
requirements are as follows:
a. The Contractor’s staff shall not display favoritism to or preferential treatment of one Inmate or
group of Inmates over another.
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b. The Contractor’s staff shall not deal with any Inmate except in a relationship that supports services
under the Contract. Specifically, staff members must never accept for themselves or any member
of their family, any personal (tangible or intangible) gift, favor, or service from an Inmate, an
Inmate’s family, or close associate, no matter how trivial the gift or service may seem. The
Contractor shall report to the Contract Manager any violations or attempted violation of these
restrictions. In addition, no staff member shall give any gifts, favors, or services to Inmates, their
family, or close associates.
c. The Contractor’s staff shall not enter any business relationship with Inmates or their families
(example – selling, buying or trading personal property), or personally employ them in any
capacity.
d. The Contractor’s staff shall not have outside contact (other than incidental contact) with an Inmate
being served or their family or close associates, except for those activities that are to be rendered
under the Contract.
e. The Contractor’s staff shall not engage in any conduct which is criminal in nature or which would
bring discredit upon the Contractor or the State. In providing services pursuant to this ITN, the
Contractor shall ensure that its employees avoid both misconduct and the appearance of
misconduct.
f.

At no time shall the Contractor or Contractor’s staff, while delivering services under the Contract,
wear clothing that resembles or could reasonably be mistaken for an Inmate’s uniform or any
correctional officer’s uniform, or bears the logo or other identifying words or symbol of any law
enforcement or correctional department or agency.

g. Any violation or attempted violation of the restrictions referred to in this section regarding
employee conduct shall be reported by phone and in writing to the Contract Manager, including
proposed action to be taken by the Contractor. Any failure to report a violation or take appropriate
disciplinary action against the offending party or parties shall subject the Contractor to appropriate
action, up to and including termination of the Contract.
h. The Contractor shall report any incident described above or requiring investigation by the
Contractor, in writing, to the Warden and the Contract Manager within 24 hours of the Contractor’s
knowledge of the incident.
i.

Contractor shall participate, as needed, with FDC security audits to ensure compliance with tool
control and other security-related policies and procedures.

68. The Contractor shall maintain acknowledgement sheets with employee signatures to affirm that they
have read and understand Department Policies.
69. Medical Disaster Plan
The Contractor shall participate in the Department’s disaster plan for the delivery of health services in
the event of a disaster, such as an epidemic, riot, strike, fire, tornado, or other acts of God or social
unrest. The Contractor shall implement and emergency plan in accordance with HSB 15.03.06, Medical
Emergency Plans, and Procedure 602.009, Emergency Preparedness, and shall update its plan annually,
or as indicated.

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70. The Contractor shall ensure its staff performing services under the Contract at institutional sites are
vaccinated against Hepatitis B in accordance with the Department of Health’s guidelines prior to the
start of service delivery. The Contractor shall provide the Contract Manager with proof of vaccination
prior to the start of service delivery by the staff member. The Contractor shall bear all costs associated
with the vaccination of their staff or subcontractor staff.
Additionally, the Contractor is responsible for vaccinating the Department’s institutional staff. The
Department will supply the vaccine for Department staff.
71. To accomplish its operational mission, the Department must communicate with parties outside of its
internal email and information systems. These communications may include electronic protected health
information (ePHI) or other confidential information governed by HIPAA, HITECH, Section 945.10,
F.S., or Chapter 60GG-2, F.A.C. These and other regulations require that electronic transmission of
ePHI or confidential information be encrypted.
The Contractor must follow all State and federal laws, and Department Policies relating to storage,
access to, and confidentiality of health care records. The Contractor shall ensure secure storage to
ensure the safe and confidential maintenance of active and inactive Inmate health records and logs, in
accordance with HSB 15.12.03, Health Records. In addition, the Contractor shall ensure the transfer of
Inmate health records and medications required for continuity of care in accordance with Procedure
401.017, Health Records and Medication Transfer. Health records will be transported in accordance
with HSB 15.12.03.
72. The Contractor shall ensure that its personnel document in the Inmate’s health record all health care
contacts in the proper format in accordance with standard health practice, ACA standards, and any
relevant Department Policies.
73. The Contractor shall be responsible for the orderly maintenance and timely filing of all health
information.
74. The Department shall provide security and security procedures to protect the Contractor’s equipment
as well as FDC medical equipment. FDC security procedures shall provide direction for the reasonably
safe security management for transportation of pharmaceuticals, medical supplies and equipment. The
Contractor shall ensure that the Contractor’s staff adheres to all Department Policies regarding
transportation, security, custody, and control of Inmates.
75. The Department shall provide security escorts to and from clinic appointments whenever necessary as
determined by security regulations and procedures outlined in Department Policies.
76. Data Entry and Data Exchange
The Contractor shall ensure information is available for input or via interface into the Department’s
existing information systems including but not limited to OBIS. Data includes, but is not limited to
information or reports, billing information, and auditing data to ensure accuracy of medical records
plus any other Department system or component developed for Health Services or any Department
system or component deemed necessary for Health Service operations. When requested, the Contractor
shall provide the Department data that can be uploaded into the medical record system. The data will
meet all the parameters of the Department and will be provided at no cost to the Department. This data
shall conform to all Department, State, and federal rules, guidelines, procedures, and laws covering
data transfer.

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77. The Contractor shall provide a method to interface and submit data in a format required by the
Department for uploading to the OBIS or other system as determined by the Department. The
Contractor shall also provide a web-based method for reviewing the reports.
78. Legal Health Services Requirements
The Contractor shall provide its own legal services in support of those expended by the Department in
relation to health care litigation. The Contractor shall provide its own legal services to support the
requirements in the Contract or as related to the provision of services (i.e., guardianship).
79. The Contractor shall provide a Transition Plan detailing the activities and timeframes for transitioning
various aspects of service delivery to a new provider upon termination or expiration of the Contract.
Transition activities should occur over four (4) to six (6) months.
D. Institutional Care
Institutional care consists of many different facets of health care delivery within the secure correctional
environment. This includes services provided to Inmates during the reception process and at their permanent
Institution, including sick call, use-of-force examinations, physical assessments, and specialty care such as
palliative care, geriatric medicine, female care, health education, and infirmary services.
The Contractor’s staff is involved in all elements of care “behind-the-fence.” These services are critical to
the success of health care delivery. The fundamental right of Inmates to access health care begins with the
health care staff at their Institution. It is critical that the Contractor’s institutional teams ensure that quality
care is given to Inmates, with special attention given to follow-up of diagnostic tests and specialty
consultations.
The Contractor’s staff must understand how to interact with Inmates and often are required to provide
clinical care at an Inmate’s location, such as in Special Housing, rather than just in the designated health
services area. The Contractor shall take into account the staffing required to not only appropriately staff the
health services/infirmary area, but also to ensure that Inmates in annexes, work camps, and other areas,
which may not be located within walking distance of the main health services area, are afforded appropriate
care.
The Contractor shall provide all institutional care services in accordance with Department Policies. The
Policies include routine and specialized care for new commitments and the currently incarcerated.
Institutional Care Requirements
1. The Contractor shall provide all care in accordance with applicable federal and State laws, and
Department Policies.
In addition, the Contractor shall provide nursing care in accordance with National Nursing and Health
Care Standards including, but not limited to:
a. National Council of State Boards of Nursing;
b. The American Nurses Association Correctional Nursing Scope and Standards of Practice;
c. The American Nurses Association Nursing Scope and Standards of Practice;
d. The American Nurses Association Psychiatric Mental Health Nursing Scope and Standards of
Practice;
e. The American Nurses Association Nurses Code of Ethics; and
f. American Correctional Association.
2. The Contractor’s nursing services shall be organized, staffed, and equipped to provide competent
nursing care, according to the level of acuity of patient care provided at each Institution.
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3. The Contractor’s Registered Nurses shall provide coverage 24 hours per Day, seven (7) Days per week
at Institutions with 600 or more Inmates designated to house Inmates classified as medical grades M-3
or M-4.
4. The Contractor shall ensure its Licensed Nurses are available on-site at Major Institutions at all times
to provide services within the scope of their licenses and certifications under the direction of an RN, if
the Licensed Nurse is not an RN, unless approved in advance by Department.
5. The Contractor shall ensure where levels of inpatient care are provided (Infirmary, Palliative Care,
Intensive Medical Unit, etc.), a Registered Nurse(s) is available on-site to oversee inpatient nursing
care at all times.
6. The Contractor shall ensure certified nursing assistants (CNAs) are utilized, as appropriate, within the
scope of their practice.
7. The Contractor shall ensure each Institution’s Director of Nursing or RN Supervisor is available onsite during regular business hours and available after hours and on weekends and holidays, either inperson or by telephone or telehealth.
8. The Contractor shall ensure its Medical Providers provide clinical assistance to the nursing staff during
their daily activities including, but not limited to wound care, infirmary care, insulin line, and EKG.
9. Intake and Reception Process
In accordance with HSB 15.01.06, Health Care Reception Process for New Commitments, Inmates
entering the Florida Department of Corrections’ system prior to transfer to permanent facilities shall
receive proper medical health appraisal, dental and mental health screening, and evaluation. All
screenings and evaluations will be conducted in accordance with Procedure 401.014 Health Services
Intake and Reception Process and Procedure 403.008 Inmate Health Services Orientation and
Education.
10. Inmate Transfers
The Contractor shall provide services in accordance with Procedures 401.017, Health Records and
Medication Transfer and 401.016, Medical Transfers, HSB 15.14.02, Prescription Orders, and the
Department’s Nursing Manual.
The Contractor shall ensure a Licensed Nurse administers morning medications to transferring Inmates
on DOT before their departure. A Licensed Nurse shall place the Inmate’s prescription(s) in a plastic
bag and send with the officers managing the Inmate’s transfer.
The Licensed Nurse shall transfer:
a. A seven (7) Day supply of medication for scheduled transfers to another Institution, U.S.
Immigration and Customs Enforcement, Court, or a County Jail;
i. If a seven (7) Day supply of medication(s) is not available, the sending Institution will
forward the amount of medication the Inmate has on hand;
b. A 30-Day supply of medication for scheduled transfers to an FDC satellite facility; and
c. All KOP medications will remain with the Inmate in the quantity they have on-hand.
The Contractor shall ensure a Licensed Nurse notify the pharmacy if there are insufficient quantities
on hand to transfer the appropriate amount. A Licensed Nurse shall send new or refill prescriptions for
Inmates who have transferred to their new location within 24 hours of receiving medication and notify
the receiving facility that the Inmate’s medications have been forwarded.
11. Sick Call
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The Contractor shall provide services in accordance with Procedure 403.006, Sick-Call Process and
Emergencies, Procedure 403.003, Health Services for Inmates in Special Housing, and the Nursing
Manual.
12. Periodic Screening Encounter
The Contractor shall perform a Periodic Screening Encounter every five (5) years until the Inmate is
50 years of age and annually thereafter in accordance with HSB 15.03.04 Periodic Screenings.
13. Female Health Examinations
The Contractor shall perform female health examinations following HSB 15.03.04, Periodic Screening.
14. Pregnant Inmates
The Contractor shall provide services for pregnant Inmates in accordance with HSB 15.03.39, Health
Care for Pregnant Inmates.
Testing and counseling shall be provided in accordance with Rule 64D-3.042, F.A.C. An APRN trained
to perform Gynecological examinations may manage such exams in consultation with, and appropriate
referral to a Gynecologist when clinically indicated.
15. In accordance with Department Procedure 403.008, Inmate Health Services Orientation and Education,
the Contractor shall provide health education including Sexually Transmitted Diseases, Tuberculosis,
Blood Borne Pathogens, infectious diseases, personal hygiene, exercise, weight control and nutrition.
16. The Contractor shall provide health care to Inmates with impairments and disabilities, in accordance
with the ADA, Florida laws, and Department Policies, including but not limited to HSB 15.03.25,
Services for Inmates with Auditory, Mobility, or Vision Impairments and Disabilities.
17. Chronic Illness Clinics
The Contractor shall establish chronic illness clinics and enroll Inmates into such clinics according to
their diagnoses. The Contractor shall evaluate, monitor, and provide continuity of care to all Inmates
enrolled in those clinics listed below, in accordance with HSB 15.03.05, Chronic Illness Monitoring
and Clinic Establishment Guidelines, and all attachments pertaining to their diagnosed illness.
18. Specialty Care
In accordance with HSBs 15.04.01, Referral of Patients to Outside Dental Specialists and 15.09.01,
Quality Management Program, when an Inmate’s medical condition requires specialty care, the
Contractor’s Medical Provider will refer the Inmate to a specialty clinic.
19. Dialysis
The Contractor shall provide a board-certified nephrologist to supervise/oversee the operation of the
Dialysis Clinic at RMC, Florida State Prison (FSP), and Lowell CI or alternate locations approved by
the Department. The Nephrologist also monitors and provides care for Inmates who require dialysis.
20. Inmate Post Use of Force Assessment
The Contractor shall provide services to Inmates after a use-of-force incident, in accordance with Rule
33-602.210, F.A.C.
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21. Staff Care Post Use of Force
The Contractor’s Clinician or Licensed Nurse shall offer all Department or Contractor staff involved in
a use-of-force event a medical examination. If an examination is conducted, it should be documented
on Form DC4-701C, Emergency Room Record, including all injuries claimed by the staff member or
observed by the medical staff. Should the staff member decline a post-use-of-force medical
examination, the Contractor’s medical staff will have the employee sign Form DC4-711A, Refusal of
Health Care Services, indicating an examination was offered but declined and provide such records to
the Department for use and storage.
22. Post Sexual Battery Examination
The Contractor shall provide services following reported sexual battery in accordance with Procedure
602.053, Prison Rape: Prevention Detection, and Response and HSB 15.03.36, Post Sexual Battery
Medical Action.

23. Pre-Special Housing Health Evaluation
The Contractor shall provide evaluations before an Inmate is moved into Special Housing in accordance
with Rule 33-601.800, F.A.C., Close Management, HSB 15.05.08, Mental Health Services for Inmates
who are Assigned to Confinement, Protective Management, or Close Management Status and Procedure
403.003, Health Services for Inmates in Special Housing.
24. Special Housing
The Contractor shall ensure a Medical Provider visits Special Housing at least once a month to assess
overall conditions of the housing and ensure that Inmates in Special Housing have access to and receive
adequate health care. Inmates scheduled to see Medical Providers will be seen in the Exam Room in
each Special Housing unit, as defined in Procedure 403.003, Health Services for Inmates in Special
Housing, and related FDC forms.
The Contractor shall ensure medications for Inmates in Special Housing be reviewed by health care
staff during the Pre-Special Housing Health Evaluation to verify a current (valid) order on DC4-714B,
Clinician’s Order Sheet, for the medication.
a. Single-dose medications shall be delivered and administered by the Licensed Nurse to Special
Housing. Single-dose medications will be taken to the Special Housing unit(s) and administered by
licensed nursing staff. A “no-show” shall not occur in Special Housing.
b. KOP medications will be returned to the Inmate for self-administration unless determined
otherwise by health care staff. Inmates in Special Housing may be allowed to have KOP medication
in their cells and self-administer as prescribed. Special circumstances will be addressed
individually.
25. Infirmary Care
The Contractor shall provide infirmary services in accordance with HSB 15.03.26, Infirmary Services
and Nursing Manual.
26. Palliative Care
The Contractor shall provide palliative care in accordance with HSB 15.02.17, Palliative Care Program
Guidelines and the Department’s Nursing Manual. The Contractor’s Medical Provider shall work
closely with its nursing staff and mental health staff, along with the FDC’s chaplain, security staff, and
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classification staff, as a member of the Interdisciplinary Team to provide compassionate care for
Inmates with advanced stage terminal illnesses in the last phase of his/her life in accordance with HSB
15.02.17.
The primary goals are to provide comfort care to alleviate pain while continuing maintenance
medication regimens. A Licensed Nurse shall provide direct nursing services, provide case management
services, and give supportive care to palliative Inmates. A Licensed Nurse shall complete an assessment
of the Inmate at the beginning of each eight-hour shift and documented on Form DC4-701,
Chronological Record of Health Care.
27. Self-Harm Observation Status
The Contractor shall provide care in accordance with Procedures 404.001, Suicide and Self-Injury
Prevention and 404.002, Isolation Management Rooms and Observation Cells and HSB 15.05.18,
Outpatient Mental Health Services.

28. Psychiatric Restraint Use
The Contractor shall provide care in accordance with HSB 15.05.10, Psychiatric Restraint. For
Institutions with a mental health inpatient unit, these services shall be provided by the Contractor’s
mental health staff.
29. Therapeutic Diets
The Contractor shall prescribe any necessary therapeutic diets in accordance with Procedure 401.009,
Prescribed Therapeutic Diets.
30. Hunger Strikes
The Contractor shall provide care of hunger strikes in accordance with Procedure 403.009,
Management of Hunger Strikes. Nursing staff are to perform an initial assessment of the Inmate on
form DC4-683RR, Hunger Strike Protocol, within 30 minutes of being notified of the Inmate’s hunger
strike.
The Contractor’s Medical Provider will determine if placement in the infirmary is necessary based upon
the Inmate’s medical history and clinical findings. If clinically indicated, a Medical Provider shall admit
the Inmate to the infirmary as an acute admission.
31. EKG Services
The Contractor shall ensure EKG Services are available at the Major Institutions and annexes at all
times. EKG equipment shall be properly and safely maintained.
32. Laboratory Testing
The Contractor shall be responsible for all laboratory and phlebotomy services, supplies, and
equipment, in accordance with Department Policy. The Contractor shall provide or subcontract for
laboratory services that are not available on-site.
33. The Contractor shall perform all genetic testing, as outlined in HSB 15.02.18, Genetic Testing.
34. Radiology
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The Contractor shall provide radiology services for the detection, diagnosis, and treatment of injuries
and illnesses. All x-rays must be provided in a digital format. Referral for specialized diagnostic
imaging shall be available and completed as clinically necessary. The Contractor shall ensure radiology
services comply with all applicable State and federal law.
35. Discharge Planning
The Contractor shall provide discharge planning in accordance with HSB 15.03.29, Prerelease
Planning for Continuity of Health Care.
36. Tuberculosis Discharge Planning
The Contractor shall comply with HSB 15.03.18, Identification and Management of Latent
Tuberculosis Infection (LTBI) and Tuberculosis Disease, and notify the DOH as part of discharge
planning and to ensure continuity of care for Inmates currently receiving treatment for Tuberculosis
Disease or Infection.
37. HIV Pre-Release Planning
The Contractor shall provide care in accordance with HSB 15.03.08, Human Immunodeficiency Virus
(HIV) Disease and Continuity of Care.
38. Mandatory HIV End of Sentence (EOS) Testing
The Department is required by Section 945.355, F.S., to test all Inmates for HIV prior to the end of
their sentences. Accordingly, all Inmates shall be scheduled for an HIV test 180 Days prior to their date
of EOS. If the Inmate refuses the test, they will be advised of the possible benefits of having such testing
performed and the requirement by the Florida Statutes. The Contractor will ensure the Inmate signs a
DC4-711A, Refusal of Health Care Services within 60 Days of EOS if they still wish to refuse.
Inmates with a previous positive HIV test are exempt from this requirement. Inmates with a negative
HIV test within one (1) year from their EOS date are also exempt from this requirement.
If an Inmate’s HIV status is unknown to the Department, the Contractor staff shall perform an HIV test
on the Inmate no less than 60 Days prior to the Inmate’s release date.
The Contractor shall record the results of the HIV test in the Inmate’s medical record on Form DC4710, Communicable Diseases Record.
39. The Contractor shall take proper precautions and promptly transmit the appropriate reports to the DOH,
outside hospitals, and health care delivery facilities. The Contractor shall notify the Department’s
Office of Health Services when communicable diseases are diagnosed.
40. The Contractor shall implement an Infection Control Program, which includes concurrent surveillance
of Inmates and staff, preventive techniques, treatment, and reporting of infection in accordance with
local and State laws. The program shall be in compliance with CDC guidelines on universal precautions
and OSHA regulations.
41. The Contractor shall administer a Bloodborne Pathogen Control Program according to National
Guidelines and Department Policy. The Contractor must comply with all provisions of this plan.
42. Infection Control Nurse Orientation Training
The Contractor shall provide infection control orientation and training to each institutional Infection
Control Nurse (ICN) and, upon completion, provide the Office of Health Service with a written
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documentation of their training completion (certificate) and maintain the Certificate on file for each
ICN at the appropriate Institution.
43. The Contractor shall ensure as part of the Infection Control Program, the Contractor administers an
Immunization Program, according to the National Recommendations of Advisory Committee on
Immunization Practices (ACIP), a Tuberculosis Control Program according to CDC guidelines and YO
Institutions shall participate in the Federal Vaccines for Children Program (VFC). This program
provides all vaccines used in youth settings, including but not limited to HBV, at no cost to the
Department. The Contractor’s personnel shall register for this program.
44. Employee Health Program
The Contractor shall be responsible for an employee health program for each Institution, which includes
the Contractor’s completion of the following for FDC staff:
a. TB screening and testing;
b. Hepatitis B vaccination series or any other vaccinations provided by the Department;
c. Immediate review and initial treatment of exposure incidents; and
d. Completion of the appropriate records and forms (actual records are to be made available to the
Department’s Human Resource office upon verifiable request).
45. The Contractor shall treat all hernias as required in HSB 15.03.47, General Guidelines for Management
of Hernias; and shall respond promptly to inquiries received from the Department regarding the status
of individual Inmate patient cases.
46. The Contractor shall treat Inmates with Hepatitis C in accordance with HSB 15.03.09, Management of
Viral Hepatitis, Supplement 3, Management of Hepatitis C, and the Department’s provided treatment
plan; and shall respond promptly to inquiries received from the Department regarding the status of
individual Inmate patient cases.
47. Keep on Person (KOP) Medication Pick Up
The Contractor shall follow all Department Policies regarding KOP.
48. Intravenous (IV) Therapy
The Contractor shall ensure IV therapy be initiated, maintained and discontinued under the authority
of a licensed Medical Provider. IV therapy shall be provided by an RN or an IV-certified LPN under
the direction of an RN.
An LPN may provide IV therapy, if he/she is licensed in the State of Florida pursuant to the guidelines
in Chapter 64B9-12, F.A.C., Administration of Intravenous Therapy by LPNs, if he/she has completed
an approved IV training course, and has demonstrated competency.
49. Medication No-Shows
The Contractor shall comply with Procedure 403.007, Medication Administration and Refusals.
E. Dental Services
The Contractor is responsible for the delivery of comprehensive dental services to Inmates, meeting
constitutional requirements, federal and State laws, including Chapter 33-402, F.A.C., Dental Services, and
applicable Department Policies, both on-site at the Department’s Correctional Institutions and off-site at
hospitals, dental offices, and specialty care offices/centers. Services include routine, urgent, and emergency
dental care, available to all Inmates, with an emphasis on preventative dental practices. The Contractor shall
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provide dental care according to an Inmate’s treatment plan, as developed and determined appropriate by a
Dentist.
The Contractor must employ a full-time Florida licensed Director of Dental Services with an active
unrestricted Florida Dental License. The Director of Dental Services will oversee all clinical dental care
services, and must be able make all clinical dental decisions including utilization management, dental
equipment repair/purchasing, supplies, staffing, and laboratory issues.
Institutional dental care consists of many different facets, delivered within the secure environment of the
Department’s Correctional Institutions, both in the reception process and at permanent Institutions,
including dental sick call – urgent, emergent, and routine dental care, as described in HSB 15.04.13, Dental
Services/Standard Operating Procedures, Supplement H, General Information, Section O, Refusals. Dental
care services are available to Inmates based on four (4) levels of care required in HSB 15.04.13, Supplement
C, Clinical Dentistry.
Level I
This level of dental care shall be provided to Inmates during the reception process. It includes, but is not
limited to, intake examinations, necessary extractions as determined by the intake dental examination, Class
II extractions, and emergency dental treatment, including soft tissue pathology. This level of care also
includes the development of a provisional treatment plan using Form DC4-735, Dental Clinical
Examination Report.
Level II
This level of dental care shall be provided to Inmates with less than six (6) months of Department
incarceration time. It includes, but is not limited to, all Level I care, caries control (reversible pulpitis) with
temporary restorations, gross Cavitron debridement of symptomatic areas with an emphasis on oral hygiene
practices, and complete or partial denture repairs, provided the Inmate has sufficient Department
incarceration time remaining on his/her sentence to complete the repair. This level of care also includes
Inmates who are edentulous in one (1) or both arches and who have requested dentures. That Inmate is to
be placed on the appointment waiting list at his/her permanent facility and is not required to wait six (6)
months for Level III care. However, to receive dentures, the Inmate must have at least four (4) months of
continuous incarceration time remaining on his/her sentence. In case of medical referral, Inmates are to be
scheduled as soon as possible, but no later than three (3) weeks, for evaluation of dental care.
Level III
This level of dental care shall be provided to Inmates who have served six (6) months or more of continuous
Department incarceration time. It includes, but is not limited to:
• All Level I and Level II care;
• Complete dental examination(s) with full mouth radiographs, Periodontal Screening and Recording
(PSR) and development of an individualized dental treatment plan using DC4-764;
• Complete denture(s) provided the Inmate has least four (4) months of continuous Department
incarceration time remaining on their sentence;
• Prophylaxis with definitive debridement, periodontal examination, as indicated by the PSR, and oral
hygiene instructions with emphasis on preventative Dentistry;
• Restorative Care, after the Inmate has received a complete prophylaxis with definitive debridement,
including amalgams, resins, glass ionomers, temporary crowns, chair-side post and cores, single unit
crowns if the Inmate is not missing any other teeth in that quadrant and the tooth in question is in
occlusion (at the discretion of the treating Dentist);
• Removable prosthetics, including acrylic partial dentures (provided the Inmate has at least four (4)
months of continuous Department incarceration time remaining on his/her sentence), anterior
flippers, and relines and rebases (provided the Inmate has enough continuous Department
incarceration left on his/her remaining sentence to complete the procedure(s));

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•
•

•

Anterior endodontics (canine-canine), provided the tooth in question has adequate periodontal
support (early to moderate periodontitis), and has good prognosis of restorability and long-term
retention;
Posterior endodontics, which may be performed at either the local facility or by referral to an
endodontist, provided the tooth is crucial to arch integrity (no missing teeth in the quadrant or
necessary as a partial denture abutment), has adequate periodontal support (early to moderate
periodontitis), and has good prognosis of restorability and long-term retention; and
Basic non-surgical periodontal therapy, as necessary.

Level IV
This level of care represents advanced dental services to be provided to Inmates on an as-needed basis after
completion of Level III services and successful demonstration of a Plaque Index Score (PIS) of 90% or
better, for two (2) consecutive months. If an Inmate does not achieve the required PIS, he/she shall be
rescheduled in three (3) months for a follow-up PIS evaluation. If the required score is still not obtained,
advanced dental services will not be provided.
Dental care and follow-up of highly specialized procedures, such as orthodontics and implants, placed
before incarceration, shall be managed on an individual basis after consulting with the Department’s Chief
of Dental Services. The Contractor’s dental staff shall provide follow-up care for oral surgery and
pathology-related issues in accordance with the appropriate HSBs.
This level also includes all other advanced dental services exceeding Level III. This can include fixed
prosthetics (multiple units), periodontal surgery (including, but not limited to, grafts, specialized endodontic
care, orthodontics placed pre-incarceration, implants (most of which would be placed pre-incarceration),
and specialized oral surgery). The Contractor shall follow HSB 15.04.13, Supplement C, Section B, Levels
of Dental Care.
Institutional Dental Care Requirements:
1. The Contractor shall be responsible for all on-site and off-site dental care for Inmates, and all other
specialty dental care, as necessitated. Any necessary dental care that the Contractor cannot provide onsite must be made available by referral to an outside provider. The Contractor must ensure that an
Inmate receives the necessary services timely after the Inmate has been referred to an outside provider.
2. The Contractor shall provide dental care in accordance with Rule 33-402.101, F.A.C., Dental Services,
and the 15.04 series of HSBs, including the establishment of an Inmate’s level of care, and
determination whether an Inmate’s dental sick call request is emergent, urgent, or routine.
3. The Contractor shall answer directly to the Warden to coordinate and ensure the provision of all
institutional dental care. Questions or issues arising during daily activities that cannot be resolved at
the Institution will be referred to the Contract Manager.
4. The Contractor’s Dentists shall develop an individualized treatment plan for each Inmate in accordance
with his/her level of care. The Contractor shall not refuse to treat an Inmate seeking emergent, urgent,
or routine dental care.
5. The Contractor shall ensure emergency dental care is available on a 24-hour basis, using on-duty dental
staff during working hours, and referring to the appropriate medical staff during non-working hours. In
the event a Dentist is not available at a facility to treat a dental emergency, the emergency will be
referred to the Contractor’s institutional medical care staff, in accordance with the dental industry’s
accepted dental emergency protocols.
There shall be no waiting list for dental emergencies.
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The Contractor shall ensure its staffing levels are appropriate to respond to an emergency within 24
hours of occurrence.
The Contractor shall have back-up dental coverage when the Institution’s assigned Dentist is not
available. The Contractor’s list of back-up Dentists must include a location for emergent/life
threatening care.
The Contractor shall ensure its medical staff have a Dentist on-call list, in the event a Dentist should
need to be contacted when an emergent/urgent dental situation arises, and no Dentist is available at the
Institution. If required, the on-call Dentist must travel to another Institution if that Institution’s Dentist
is unavailable to cover a call.
6. The Contractor shall ensure dental clinics hold daily sick call for urgent care five (5) Days per week,
Monday through Friday, to provide dental access to those Inmate patients who cannot wait for a routine
appointment, but who do not yet meet the criteria for emergency care. Inmates signing up for dental
sick call must be evaluated, triaged, or treated within 72 hours. If an Inmate needs urgent dental care
and the necessary dental treatment cannot be completed that Day, the Inmate is to be treated palliatively
and treatment rescheduled as soon as possible, but no later than 10 Days.
Some Institutions may have a small population requiring less than one (1) full-time Dentist. In the event
the Institution does not have an assigned Dentist available for dental sick call, the Contractor must
ensure an alternate Dentist is assigned to complete dental sick call, a minimum of three (3) Days per
week.
7. The Contractor shall ensure the appointment waiting time between an initial request for routine dental
care and the dental treatment plan appointment not exceed six (6) months. This is defined as the time
between the Inmate’s initial request for routine, comprehensive, dental care, and the actual development
of the Dental Diagnosis and Treatment Plan (Form DC4-764), signed by a Dentist.
The Contractor shall ensure wait times between routine dental appointments does not exceed three (3)
months.
8. The Contractor shall complete immediate reviews of incidents involving possible exposure to
pathogens (post-exposure follow-up treatment and care is the responsibility of the Contractor).
9. The Department emphasizes preventative Dentistry that strives to restore and maintain the Inmate’s
dentition to an acceptable level of masticatory function within appropriate Department guidelines.
Preventative Dentistry shall be taught to all Inmate patients in two (2) ways:
a. The Contractor shall provide prevention training with oral hygiene instructions to each Inmate, as
part of his/her orientation to the Institution. This training is to include instructions in the proper
usage of essential oral hygiene aids (toothbrush, toothpaste, and floss). This training shall be
coordinated with the institutional orientation and may be accomplished either through a direct
presentation or any other method approved by the Department; and
b. The Contractor shall provide personal preventative training, including oral hygiene instructions, as
part of an Inmate’s current dental treatment plan. Oral hygiene instructions shall be reinforced
throughout the Dental Treatment Plan.
10. The Contractor shall ensure every Inmate receives an intake dental examination at a reception center
by a Dentist. The intake dental examination shall take place within seven (7) Days of arrival and must
include, at a minimum:
a. A visual clinical exam of the head, neck, and intraoral areas for any pathology or cancer;
b. Charting of any missing teeth, restorations present, fixed or removable prosthetics, gingival
conditions, and deposits;
c. An evaluation of masticating efficiency; and
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d. Any treatment indicated (provisional treatment plan).
Class II extractions identified at the initial intake dental examination during the reception process
should be scheduled as soon as possible, but no later than seven (7) Days from the date the need for an
extraction is identified during the intake examination.
11. The Contractor shall ensure each Inmate receives an orientation to dental services upon arrival at his/her
permanent Institution. The Contractor shall provide this orientation within seven (7) Days of arrival
and include how to access dental services and availability hours. Prior to treatment, a Dentist shall
review and Inmate’s prior dental treatment record for emergency/urgent dental needs and follow-up
care requirements. If an Inmate’s prior dental treatment record has not been received at the time of
orientation, or the Inmate has not had a dental examination in accordance with established Department
Policy, then a dental exam shall be completed within seven (7) Days, and a replacement dental record
established.
12. The Contractor shall ensure each Inmate receives a periodic dental examination in accordance with
HSB 15.04.03, Guidelines for Dental Periodic Oral Examinations. At a minimum, periodic dental
examinations must include a visual clinical exam of the head, neck, and intraoral areas for any
pathology or cancer.
13. When necessary, the Contractor’s Dentists shall perform dental examinations, assessments, and
treatment for Inmates in Confinement units.
14. Before commencing with a routine comprehensive dental treatment, the Contractor shall ensure a
diagnosis and treatment plan is developed for each Inmate using Form DC4-735, Dental Clinical
Examination Report, or Form DC4-764, Dental Diagnosis and Treatment Plan, as applicable. The
following information shall be used to formulate this plan: a complete clinical examination,
pathology/cancer examination, full mouth radiographs, periodontal screening and recording (PSR),
periodontal charting when indicated, a plaque evaluation, all appropriate charting to record findings,
and health history.
15. The Contractor shall ensure the topical application of fluoride be included in the dental treatment plan
as deemed necessary by the treating Dentist. The topical application of fluoride shall be included as
part of the dental treatment plan for all Inmates less than 18 years of age.
16. The Contractor shall provide comprehensive dental care, including:
• Reception/Intake Examinations;
• Reception Class II Dental Extractions;
• Diagnostics;
• Radiographs;
• Preventative care;
• Periodontics;
• Restorative;
• Endodontics;
• Removable Prosthetics-Partial and Complete Dentures, Partial and Compete Denture Repairs,
Rebases, Relines, and Palatal Obturators;
• Fixed prosthetics;
• Oral Surgery;
• Treatment of pre-existing implants;
• Treatment of pre-existing orthodontics; and
• Treatment of Temporomandibular Disorders.

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17. The Contractor shall be responsible to answer and respond to consults and referral requests from the
Contractor’s medical and mental health staff, within three (3) weeks of referral, unless needed more
urgently, as determined by a Medical Provider.
18. The Contractor’s dental staff shall be responsible for completing infirmary/hospital rounds for all
Inmate patients admitted for dental reasons or at the medical staff's request.
19. The Contractor shall coordinate and provide all specialty dental care services required by Inmates.
Specialty dental care services include, but are not limited to, trauma care, cancer care, oral medicine,
oral surgery, treatment of temporomandibular disorders, endodontics, periodontics, orthodontics,
obturators, fixed prosthetics (multiple units as approved by Contractor and Department dental
leadership), and the treatment of dental implants. Additionally, the Contractor must provide all
diagnostic testing, laboratory services, pathology, and radiology required to complete dental care for
Inmates.
20. The Contractor shall manage specialty dental care services using an electronic utilization management
process, to avoid unnecessary off-site travel while also ensuring necessary consultations and off-site
services are provided.
21. The Contractor shall forward all referral denials of dental service(s) to the Department’s Chief of Dental
Services within one (1) week of determination for review.
22. If a Dentist establishes an alternative treatment plan (ATP), the Contractor shall ensure the ATP is
forwarded to the Department’s Utilization Management liaison and Chief of Dental Services within
one (1) week of ATP creation.
23. The Contractor shall be responsible for the completion of all invasive dental treatment(s) necessary
prior to the initiation of radiotherapy. These must be completed within five (5) Business Days of the
referral.
24. The Contractor shall be responsible for placing and removing dental implants, when indicated.
25. The Contractor shall be responsible for providing palatal obturators.
26. The Contractor shall be responsible for treatment using hyperbaric oxygen and/or dives necessitated by
an Inmate’s previous head and neck radiation treatment.
27. The Contractor shall evaluate and treat (surgically or non-surgically) temporomandibular disorders and
diseases.
28. The Contractor shall be responsible for the treatment of intra-oral alveolar fractures.
29. The Contractor shall be responsible for all intra-oral, alveolar, and lip biopsies to evaluate oral
pathology. The Contractor shall follow general dental treatment standards, which call for a biopsy of
oral lesions or suspected lesions, if they’ve not healed within 10 Days of when they were first observed.
A biopsy shall be taken no later than 10 Days after the verification that a lesion has not healed.
30. If necessary, the Contractor shall refer Inmates to the Contractor’s medical staff for:
a. Medical clearance prior to dental treatment;
b. The evaluation of possible allergies to local anesthetics; and
c. Blood draws for samples requiring analysis prior to dental treatment.
31. The Contractor shall be responsible for all intra-oral soft tissue grafting and reconstruction of the
dentition, as needed, following surgical procedures, or other issues relating to oral trauma.
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32. At a minimum, the Contractor shall provide the following information to the Department by the 10th
Business Day of the month following the month service was rendered:
a. 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; and
b. 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 shall be
included with the material describing the individual case.
33. The Contractor shall ensure urgent oral surgery referrals are treated within four (4) weeks.
34. The Contractor shall ensure routine oral surgery referrals are treated within three (3) months.
35. The Contractor shall ensure routine endodontic referrals are treated within three (3) months.
F. Mental Health Services
Mental health services consist of many different facets of mental health care delivery within the secure
correctional environment. This includes services provided to Inmates, during the reception process and at
their permanent Institution, including but not limited to observations, assessments, psychological
evaluations, and treatment interventions, delivered in a spectrum of care from minimal outpatient to
intensive inpatient settings.
The Contractor’s qualified mental health staff shall provide comprehensive mental health services,
delivered in a humane, respectful manner, ensuring all Inmates within Department-operated facilities have
proper access to care, in accordance with federal and State laws, including but not limited to Chapter 33404, F.A.C., and Department Policies. Mental health services include observations, assessments,
psychological evaluations, and treatment interventions, delivered in a spectrum of care from minimal
outpatient to intensive inpatient settings. Inpatient settings include infirmary mental health services,
Transitional Care Units (TCU), Crisis Stabilization Units (CSU), and Corrections Mental Health Treatment
Facilities (CMHTF). The Department has also implemented the Residential Continuum of Care Unit
(RCCU) and residential intensive outpatient programs. The Department’s Chief of Mental Health Services
serves as the Department's principal advisor on mental health matters and is responsible for overseeing the
mental health delivery system.
Inmate Orientation to Mental Health Service
The Contractor shall ensure all newly arriving Inmates, regardless of assigned S-grade and whether received
from a reception center or transferred from another Institution, shall be oriented specifically to mental health
services at the receiving Institution, in accordance with HSB 15.05.18, Outpatient Mental Health Services
and Procedures 403.008, Inmate Health Services Orientation and Education and 404.004, Mental Health
Inpatient Multidisciplinary Treatment and Services.
Mental Health Inmate Classification System
•

The Department’s mental health classification system ensures access to appropriate levels of care,
following Chapter 33-404, F.A.C., by utilizing a mental health profiling system that assigns an “S
grade” (mental health grade) to each Inmate based on the Inmate’s ability to function in various prison
settings. The S-grade is initially assigned at reception and is documented on DC4-706, Health
Services Profile, within the EMR.

•

HSB 15.03.13, Assignment of Health Classification Grades to Inmates, and HSB 15.05.18,
Outpatient Mental Health Services govern the Inmate classification system and associated care levels.
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•

Institutions within the Department support different populations or “missions.” Part of this
classification identifies the highest care level of mental health care services an Institution can provide.
Population management uses an Inmate’s assigned S-grade to determine, in part, which Institution
will house the Inmate to ensure the Inmate receives the appropriate level of care to match their clinical
needs. For example, an Institution classified as S-2 can house Inmates classified no higher than an S2 (which includes S-1). An Institution classified as an S-6 can house Inmates classified as up to S-6
(including S-1, S-2, S-3, S-4, or S-5). Inmates move among five (5) different mental health care levels
depending upon the seriousness of the Inmate’s mental symptoms and associated impairment at the
time.

Residential Continuum of Care Units (RCCUs)
•

In addition to the Mental Health Classification System, the RCCUs are specialized residential mental
health units that provide augmented outpatient mental health treatment and habilitation services in a
protective environment for Inmates with serious psychological impairment associated with a
historical inability to successfully adjust to daily living.

•

Procedure 404.005, Residential Continuum of Care Units, in conjunction with HSB 15.03.13,
Assignment of Health Classification Grades to Inmates, governs the assignment and use of residential
housing grades (R-grades) to denote the type of treatment needed. These are used in conjunction with
S-grades on a small sub-set of the population.

In addition to testing and evaluation during the reception process, mental health testing and assessments are
required in several other settings. Within the RCCU, testing is required in accordance with Procedure
404.005, Residential Continuum of Care Units, to assist in clarifying diagnostic and treatment plan issues.
Within the inpatient units, violence risk assessments (currently the HCR-20) are completed in accordance
with Rule 33-404, F.A.C.
Inmate Eligibility for and Access to Mental Health Services
The Contractor is responsible for providing access to necessary mental health services, which are those
services and activities provided primarily by mental health staff and secondarily by other health care staff.
Access to necessary mental health services must be available to all Inmates within the Department and
provided in a non-discriminatory way, following prevailing community and correctional care standards. All
Inmates are eligible to receive mental health screenings and evaluations as necessary.
The conditions for Inmate eligibility for ongoing mental health treatment and services are outlined in HSB
15.05.14, Mental Health Services. Inmates who display symptoms of a mental disorder that interferes with
their adjustment to incarceration, as determined by mental health staff and defined in the current Diagnostic
and Statistical Manual of Mental Disorders, are eligible to receive ongoing mental health treatment.
Outpatient Mental Health Services (OS)
Outpatient services are provided primarily by following HSB 15.05.18, Outpatient Mental Health Services;
HSB 15.05.08, Mental Health Services for Inmates Who are Assigned to Confinement, Protective
Management, or Close Management Status; HSB 15.05.19, Psychotropic Medication Use Standards and
Informed Consent, and Procedure 404.005, Residential Continuum of Care Units.
Mental Health Services Requirements
1. Risk Assessment
The Contractor shall ensure a violence risk assessment will be completed in accordance with Rule 33404.112, F.A.C., for all Inmates residing in an inpatient unit. Psychologists will be responsible for
completion of risk assessments utilizing a validated violence risk assessment instrument, currently the
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HCR-20, which includes a clinical interview and record review. Complete risk assessments must be
completed:
a. Within three (3) Business Days of admission to the CSU;
b. Within seven (7) Business Days of admission to TCU or CMHTF; and
c. Shall occur at least every 90 Days thereafter while in the inpatient system.
2. Referrals for Victims of Sexual Battery
The Contractor shall complete Form DC4-529, Staff Request Referral, to initiate a Mental Health
Referral to the Contractor’s staff for victims of sexual battery.
The Contractor’s mental health staff shall see the Inmate no later than the next Business Day.
3. Consent to Mental Health Evaluation and Treatment
Express and informed consent means consent voluntarily given, in writing, after provision of a
conscientious and sufficient explanation. The Contractor shall ensure all Inmates undergoing treatment
or evaluation, including Confinement assessments and new screenings, have a valid signed Form DC4663, Consent to Mental Health Evaluation or Treatment, in accordance with HSB 15.05.18, Outpatient
Mental Health Services. The Contractor shall advise Inmates of the limits of confidentiality before
receiving any mental health services.
Consent for pharmacotherapy is described in HSB 15.05.19, Psychotropic Medication Use Standards
and Informed Consent, and is routinely completed by psychiatry staff. The Psychiatric Provider shall
obtain fully informed consent for pharmacological intervention before initiating the intervention. Each
of the prescribed medications requires a separate informed consent form.
The Contractor shall ensure when admitted to an IMR, TCU, or CSU, a health care professional will
request that the Inmate give written informed consent to treatment using Form DC4-649, Consent to
Inpatient Mental Health Care. The Inmate may refuse to consent to treatment; however, the Inmate
cannot refuse placement.
4. Confidentiality
The limits of confidentiality are delineated using Form DC4-663, Consent to Mental Health Evaluation
or Treatment. The Contractor shall explain these limits to the Inmate and the Inmate must indicate
informed consent by signing Form DC4-663 before receiving non-emergency mental health services.
The limits of confidentiality are delineated using Form DC4-663.
Inmate disclosures made to a health care professional while receiving mental health services are
considered confidential and privileged, except for the following:
a. Threats to physically harm self or others;
b. Threats to escape or otherwise disrupt or breach the security of the Institution; or
c. Information regarding the physical or sexual abuse or neglect of an identifiable minor child, elderly,
or disabled person.
The confidentiality of mental health records, psychological testing protocols, and data is ensured
pursuant to federal and State law and professional guidelines. Therefore, health care providers must
safeguard health records from wrongful disclosure, alteration, falsification, unlawful access, or
destruction following Procedure 102.006, HIPAA Privacy Policy. All information obtained by a mental
health care provider retains its confidential status unless the Inmate specifically consents to its
disclosure by initialing the appropriate areas listed on Form DC4-711B, Consent and Authorization for
Use and Disclosure Inspection and Release of Confidential Information. An ROI is not required if the
release of the requested information is authorized in Florida Statutes, court-order, or in response to a
valid HIPAA-compliant subpoena. Requests for copies of mental health records are referred to the
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Contractor’s institutional Health Information Specialist. A signed Form DC4-711B shall accompany
any release of confidential health records.
5. Refusal of Mental Health Care
The Contractor shall ensure if an Inmate refuses treatment that is deemed necessary for their appropriate
care and safety, such treatment may be provided without consent only under the following
circumstances:
a. In an emergency situation in which there is immediate danger to the health and safety of the Inmate
or others. Emergency treatment may be provided at any Major Institution. Emergency Treatment
Orders (ETO) are issued, as indicated in HSB 15.05.19 and Florida law; and
b. When court-ordered commitment for on-going involuntary treatment at a CMHTF. The criteria for
court petition for involuntary treatment at a CMHTF is based on Sections 945.40-945.49, F.S.
6. Multi-Disciplinary Services Team (MDST)
The Contractor shall ensure all members of an MDST are available for the provision of services as
required by Department Policies. The MDST is a group of staff members representing different
professions, disciplines, and service areas that provide assessment, care, and treatment based on the
individual needs of the Inmate and develops, implements, reviews, and revises each Inmate’s
Individualized Service Plan (ISP) in accordance with HSB 15.05.11, Planning and Implementation of
Individualized Mental Health Services and HSB 15.05.13, Mental Health Staff on Disciplinary Teams.
7. Assessment and Treatment for Suicidal and Serious Self-injurious Behavior
The Contractor shall provide suicide and self-injury prevention and mental health crisis services in
accordance with Procedure 404.001, Suicide and Self-Injury Prevention and Procedure 404.004, Mental
Health Inpatient Multidisciplinary Treatment and Services.
Identification, intervention, treatment, and management of Inmates at risk of suicide or serious selfinjurious behavior shall follow Procedure 404.001, Procedure 404.002, Isolation Management Rooms
and Observation Cells, Procedure 404.004, and HSB 15.05.11, Planning and Implementation of
Individualized Mental Health Services.
8. Psychological Emergencies
The Contractor is responsible for the mental health evaluation and treatment of all psychological/mental
health emergencies in accordance with Procedures 404.001, Suicide and Self-Injury Prevention.
9. Routine Staff Referrals
The Contractor shall ensure, in accordance with HSB 15.05.18, Outpatient Mental Health Services,
mental health staff shall respond to routine staff referrals.
10. Inmate Requests and Informal Grievances
The Contractor shall ensure Inmate requests and informal grievances are handled in accordance with
HSB 15.02.01, Medical and Mental Health Care Inquiries, Complaints, and Informal Grievances.
11. Psychological Evaluations and Referrals
The Contractor’s mental health staff shall provide psychological evaluations in accordance with
Department Policy requirements and for Inmates referred by various program areas. The Contractor
shall ensure only Florida-licensed Psychologists conduct psychological evaluations pursuant to Chapter
490, F.S.
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12. Screening and Treatment for Sex Offenders
The Contractor shall provide screening and necessary treatment for Inmates currently serving a
sentence for a sex offense, in accordance with Rule 33-404.102(7), F.A.C. The purpose of the screening
is to identify those who suffer from a sexual disorder, as defined by the current Diagnostic and
Statistical Manual of Mental Disorders, and who are amenable and willing to participate in treatment.
The Contractor shall provide screening and treatment services for sex offenders in accordance with
HSB 15.05.03, Screening and Treatment for Sexual Disorder, and offer and provide aftercare assistance
in accordance with HSB 15.05.21, Mental Health Re-Entry Aftercare Planning Services.
13. Inmates with Diagnosis of Intellectual Disability
The Contractor shall ensure Inmates diagnosed with an intellectual disability who have minimal to mild
impairment in ability to function within the general Inmate population are assigned to Institutions
having Impaired Inmate services. These Inmates will be assessed, identified and treated according to
the Department’s related procedures and HSBs.
The Contractor’s mental health staff shall track all Inmates diagnosed with an intellectual disability to
ensure proper discharge planning occurs at least 180 Days before release in accordance with HSB
15.05.21, Mental Health Re-Entry Aftercare Planning Services.
14. Psychological Record Jacket (Form DC4-761)
The Contractor shall ensure the psychological record contains psychological test forms and protocols,
and raw test data and is kept separately from the EMR or health record. It must be in a secure location
in the mental health services area and the Contractor must protect the confidentiality of test items and
protocols.
15. Record Keeping
The Contractor shall ensure mental health staff shall record all significant observations pertinent to
Inmate care and treatment at the time services are rendered. Accurate and complete documentation is
required of all mental health staff and record entries shall reflect the ISP and contain sufficient detail
to follow the course of treatment. The Contractor shall ensure an Inmate’s mental health record,
especially services, events, and encounters occurring between visits, be reviewed each time they appear
for a mental health encounter.
16. Service Delivery Logs
The Contractor shall ensure each Institution’s mental health programs maintain a set of logs as detailed
in HSB 15.05.17, Intake Mental Health Screening at Reception Centers. Logs may be kept in written
or electronic format.
17. Problem List
The Contractor must comply with HSB 15.05.11, Planning and Implementation of Individualized
Mental Health Services, in identifying and documenting problems.
18. The Contractor’s mental health staff shall routinely attempt to obtain records of past evaluation and
treatment performed outside the Department. The Contractor shall ensure any attempts to obtain records
of past evaluation and treatment be documented as an incidental note. The case manager has the primary
responsibility for requesting past mental health records.

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19. The Contractor’s institutional mental health leadership will communicate frequently with the Warden,
or designee, keeping him/her informed of all significant events involving mental health care issues that
may affect the normal operation of the Institution (out of cell activities, self-injurious behavior,
emergencies, suicide) or teamwork issues (security assistance, medical escort, transportation). At
inpatient mental health units, the Psychological Services Director will attend regular meetings with the
Warden (weekly and quarterly) and with the Regional Mental Health Director (monthly).
20. Case Manager Assignment
The Contractor shall ensure all newly arriving S-2 through S-6 Inmates have a Case Manager assigned
and documented in the EMR in accordance with HSB 15.05.11, Planning and Implementation of
Individualized Mental Health Services.
21. Outpatient Mental Health Nursing Services
The Contractor shall be responsible for providing nursing services to support the required outpatient
psychiatric services at S-3 Institutions in accordance with HSB 15.05.18, Outpatient Mental Health
Services.

22. Outpatient Psychiatric Consultation for Inmates
The Contractor shall be responsible for providing outpatient psychiatric consultation services, in
accordance with HSB 15.05.19, Psychotropic Medication Use Standards and Informed Consent.
Telepsychiatry services will be governed by HSB 15.06.12, Telemedicine.
23. Cognitive-Behavioral Therapy/Counseling Services
The Contractor shall provide therapy and counseling services in accordance with HSB 15.05.18,
Outpatient Mental Health Services.
24. Confinement Mental Health Rounds and Evaluations
The Contractor shall provide mental health services for Inmates in restrictive housing in accordance
with HSB 15.05.08, Mental Health Services for Inmates who are Assigned to Confinement, Protective
Management or Close Management Status and Procedure 403.003, Health Services for Inmates in
Special Housing.
G. Inpatient and Infirmary Mental Health Care (IIC)
Infirmary Mental Health Care is provided at most Institutions, following the standards of care outlined in
Procedure 404.001, Suicide and Self-Injury Prevention and HSB 15.03.26, Infirmary Services. Inpatient
mental health care is provided at a limited number of Institutions, following the time frames and guidelines
in Procedure 404.004, Mental Health Inpatient Multidisciplinary Treatment and Services. Other pertinent
Department Policies for inpatient mental health care delivery include Procedure 404.003, Mental Health
Transfers, HSB 15.05.11, Planning and Implementation of Individualized Mental Health Services, HSB
15.05.19, Psychotropic Medication Use Standards and Informed Consent, Procedure 404.001, HSB
15.02.02, Health Care Clearance/Holds, HSB 15.05.21, Mental Health Re-Entry Aftercare Planning
Services, HSB 15.05.13, Mental Health Staff on Disciplinary Teams, HSB 15.05.20, Medical and Dental
Care for Mentally Disordered Inmates, and the Nursing Manual. Inpatient mental health services are
provided in Transitional Care Units (TCU), Crisis Stabilization Units (CSUs), and Corrections Mental
Health Treatment Facilities (CMHTF).
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1. Referral/Transfer to TCU/CSU/CMHTF
The Contractor shall ensure mental health transfers for inpatient care follow established Department
Policies and Sections 945.40-945.49, F.S. (The Correctional Mental Health Act), as applicable.
Transfer criteria and procedures are fully described in Procedure 404.003, Mental Health Transfers.
The Contractor shall ensure all transfers be coordinated with the Department’s Mental Health Transfer
Coordinator in the Office of Health Services.
Per Section 945.43(2)(a), F.S., an Inmate may be placed in a mental health treatment facility after notice
and hearing, upon the recommendation of the Warden of the Institution where the Inmate is confined.
The recommendation shall be entered on a petition and must be supported by the expert opinion of a
psychiatrist and the second opinion of a psychiatrist or psychological professional. One of the
Contractor’s experts whose opinion supported the petition for placement shall be present at the hearing
for information purposes.
2. Inpatient Treatment and Services
The Contractor shall ensure all Inmates admitted to an inpatient mental health unit are provided
recovery and discharge readiness planning and levels of care that comprise the inpatient mental health
delivery system in accordance with Procedure 404.004, Mental Health Inpatient Multidisciplinary
Treatment and Services and HSB 15.05.11, Planning and Implementation of Individualized Mental
Health Services.
3. Individual Therapy, Clinical Group Therapy, and Case Management
The Contractor shall ensure clinical encounters by the Mental Health Provider are targeted to address
the identified problems and treatment goals on the Inmate’s ISP. Inpatient case management services
and individual counseling shall be provided and documented in accordance with Procedure 404.004,
Mental Health Inpatient Multidisciplinary Treatment and Services.
4. Structured Out-of-Cell Treatment Services (SOCTS)
The Contractor shall ensure each level of inpatient mental health care offers a range of out-of-cell
structured therapeutic services (e.g., individual and clinical group therapy, psychoeducational groups,
medication education groups, therapeutic community, activity therapy, preparation for discharge to
outpatient or community) by the requisite staff, as specified in Procedure 404.004, Mental Health
Inpatient Multidisciplinary Treatment and Services.
The Contractor shall ensure a minimum of 10 hours of structured out-of-cell therapeutic service hours
are offered weekly for each Inmate in the CSU, TCU, and CMHTF.
5. Behavioral Management Progress System (BMPS)
The Contractor shall ensure inpatient mental health services incorporate a structured, behavioral level
system consisting of performance-based behavioral incentives and consequences, in accordance with
Procedure 404.004, Mental Health Inpatient Multidisciplinary Treatment and Services, and Form DC4664B, Behavioral Management Progress System.
6. Discipline of Inmates in Inpatient Units
The Contractor shall ensure the discipline of Mentally Disordered Inmates in CSU, TCU, and CMHTF
shall be affected, in accordance with Rule 33-404.108, F.A.C., Discipline and Confinement of Mentally
Disordered Inmates, and HSB 15.05.13, Mental Health Staff on Disciplinary Teams.
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7. The Department has a Statewide Ombudsman Program, guided by HSB 15.05.22, Mental Health
Ombudsman Program with eight (8) staff to include the Central Office Ombudsman. Additionally,
Institutions have an Assistant Warden of Mental Health: Suwannee CI, Lake CI, Dade CI, Santa Rosa
CI, RMC, and Wakulla CI. The Contractor shall work collaboratively with the Ombudsman Program
staff and Assistant Wardens, both those working in Central Office and on-site at designated Inpatient
Mental Health Units.
H. Mental Health Reentry and Aftercare Planning (RAP)
The Contractor shall provide continuity of care planning services to assist mentally ill Inmates with the
transition from incarceration to release. These aftercare services range from arranging outpatient services
with community providers, assistance with applying for SSI/SSDI benefits, and commitment to psychiatric
hospital care. As part of a Memorandum of Agreement, the Department and the Florida Department of
Children and Family Services (DCF) utilize a web-based referral system to obtain an intake appointment at
a community mental health center (CMHC) for Inmates under psychiatric care at the time of their release.
The Contractor shall provide continuity of care services in accordance with HSB 15.05.21, Mental Health
Re-Entry Aftercare Planning Services.
The Contractor shall coordinate Inmate release issues with the Department’s Office of Health Services,
Office of Programs and Re-entry, and the Bureau of Admission and Release, to help Inmates prepare to
transition back into the community. The Contractor shall be responsible at each Institution for coordinating
the mental health care portion of the Department’s re-entry initiative. The Contractor shall develop,
implement, and coordinate a comprehensive discharge plan for Inmates with acute or chronic mental illness
who are difficult to place, due to their offense, and are within six (6) months of EOS.
The Contractor shall ensure Inmates housed in inpatient units (S4-S6) be reviewed by the Institution’s
MDST at least 120 Days prior to EOS date to determine if criteria for an involuntary examination (BA52)
or an involuntary placement (BA32) is present pursuant to Chapter 394, Sections 463 and 467, 945.46, F.S.
If the MDST determines that the Inmate will require either action, then the Institution’s re-entry staff will
complete the referral process to DCF in accordance with HSB 15.05.21.
I.

Hospital Administration and Care at RMC Hospital (RMCH)
The Contractor shall provide the management and operation of a 120-bed licensed hospital at the Reception
and Medical Center (RMC) in Lake Butler, Florida. The mission of the RMCH is to:
• Provide primary and secondary health and hospital care with efficient use of resources in a secure
environment;
• Coordinate community hospitalization of Inmates requiring highly specialized, acute, chronic, and
tertiary care beyond the capabilities of institutional infirmaries;
• Provide chronic care services for Inmates requiring skilled nursing services or medical isolation in
an extended care setting;
• Provide ancillary services such as radiology, laboratory, chemotherapy, radiation therapy, physical
therapy, and specialty consultations for the Department’s Inmate population and Inmates under the
Interstate Compact Agreement;
• Coordinate with the outpatient clinic to provide follow-up services for Inmates discharged from the
RMCH; and
• Identify Inmates who require infirmary placement upon discharge from the acute care setting.
The Contractor’s administrative and management staff shall supervise, oversee, and direct health care and
hospital services at RMCH in accordance with federal and State laws, and Department Policies.

J. Hospital Care (HC)
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RMCH was built in 1968 and lacks many amenities of a modern medical facility. Nevertheless, it contains
eight (8) inpatient hospital bed wards to maintain appropriate staff to patient care ratios, and single bed
dorms for inpatient mental health care Inmates. There are also larger areas of space available for setting up
mechanical ventilators. The successful operation of RMCH is vital to the Department’s provision of
efficient and appropriate inpatient hospital care within the constraints of a secure correctional environment.
The Contractor must provide quality and timely health and hospital services to the Department’s Inmates
in compliance with Chapter 395, F.S. and Rule 59A, F.A.C. These services are necessary to protect life,
prevent significant illness or disability, or alleviate significant pain. Short-term and long-term nursing care
is provided, including care of Inmates with communicable diseases. RMCH does not provide ICU or stepdown unit care for Inmates requiring cardiac monitoring.
The Contractor must operate RMCH in accordance with all applicable federal and State laws and the
Reception and Medical Center Hospital Policies & Procedures Manual and Bylaws.
The Contractor shall ensure the majority of providers within the following specialties are available on-site
at RMCH or via telehealth, as approved by the Department; however, additional specialty services may be
required: Oral Surgery, Internal Medicine, Gastroenterology, Surgical Services, Orthopedic Services,
Physiotherapy, Otolaryngologic Services, Podiatry, Dermatology, Urology, Neurology, Internal Medicine,
Audiology, Neurosurgery, Oncology, Nephrology, Endocrinology, Infectious Disease, Ophthalmology,
Optometry, Respiratory Therapy, Cardiology, Physical Therapy, Radiology (including CT/MRI), Nuclear
Scans, and Orthotics.
The Department currently maintains a contract for radiotherapy services with CCCNF-Lake Butler,
LLC/E+ Cancer Care (contract C2573). The Contractor shall use the CCCNF-Lake Butler, LLC (under the
referenced contract), or a Department designated substitution, for all radiotherapy services provided under
the Contract. The Department shall pay CCCNF-Lake Butler, LLC directly. The Department shall provide
supporting services, outlined in contract C2573, to CCCNF-Lake Butler, LLC. These services will be paid
directly from the Department to CCCNF-Lake Butler LLC.
The Department also maintains an Ambulatory Surgical Center (ASC) on the grounds of RMC. The
Contractor shall provide and maintain a licensed Ambulatory Surgical Center (ASC) at RMCH in
compliance with Chapter 395, F.S. This requirement includes, but is not limited to providing all equipment,
instrumentation, supplies, and licenses required to operate each ASC successfully, in compliance with
Florida law. The Contractor shall provide all clinical and operational staff within each unit sufficient to
provide all types of surgeries, including but not limited to, general, orthopedic, colorectal, ENT, oral,
podiatric, and urological. The Contractor shall provide surgeons to perform appropriate and successful
surgical procedures.
K. Pharmaceutical Services
The Department operates four (4) pharmacies that dispense prescriptions to their assigned Institutions
throughout the State. The Department will continue to provide dispensing pharmaceutical services from
these pharmacies. Region I Pharmacy is located in Marianna, Florida; Region II Pharmacy is located at
Union CI in Raiford, Florida; Lowell CI Pharmacy is located in Ocala, Florida; and the RMC Pharmacy is
at RMC in Lake Butler, Florida. The Department’s pharmacy dispensing services, prescription records, the
cost of formulary Inmate prescriptions and formulary non-prescription medications dispensed from the
Department’s pharmacies or specialty pharmacies, contracted by the Department, shall be the responsibility
of the Department. The Department will be responsible for the cost of all formulary stock medications
maintained at the Institutions. All stock medications and stock supplies supplied by the Department shall
remain the Department’s property.
The Contractor shall be responsible for a medication management program following federal and State laws
and Department Policies, including but not limited to, HSBs 15.02.03, Medication-Assisted Treatment for
Substances Use Disorders, 15.04.15, Standardized Dental Medications, 15.14.01, Return of Certain UnitPage 54 of 146

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Dosed Medications, 15.14.02, Prescription Orders, 15.04.03 Drug Formulary Process, 15.04.04,
Pharmacy Operations, and 15.14.05, Inmate Prescription Refills/Legend Stock Medication, and HSB
15.05.19, Psychotropic Medication Use Standard.
The Contractor shall be responsible for the management and cost of all non-formulary medications not
provided by the Department’s pharmacies (except Direct Acting Antivirals [DAAs] and therapies used to
treat HIV), including ordering, purchasing, and delivery/pick-up for all pharmaceuticals unless otherwise
directed by the Department, up to an annual cost of $1,750,000.
L. Utilization Management Services
The goal of Utilization Management (UM) and Specialty Care is to promote quality specialty health care
services in a correctional setting’s unique constraints in the most efficient, timely, and cost-effective
manner. The Utilization Management (UM) program is an essential component of Quality Management
(QM) which effectively manages the utilization of specialty health care services including consultations,
durable medical equipment, surgical procedures, diagnostic imaging, emergency room visits, and outside
hospital admissions.
It is vital that the Department and Contractor work together to ensure that appropriate care is provided to
the Inmate population. Scheduled consultations or ordered diagnostics must be completed timely, but
subsequently reviewed by the referring Medical Provider to ensure that care is rendered.
The Contractor shall service all Institutions and employ Utilization Management in accordance with federal
and State laws, Section 945.6034(1), F.S., Procedure 102.006, HIPAA Privacy Policy, and Department
Policies, including but not limited to, HSBs 15.09.01, Quality Management Program, 15.09.04, Utilization
Management Procedures, and 15.09.04.01, Specialty Health Services at Reception and Medical Center or
Staging Facilities. Medical requests from the sites are submitted via the EMR. The sites and the medical
schedulers are notified of UM decisions through the EMR. Dental referrals for specialized care must be
routed for review and approval by a Florida licensed Dentist. The majority of medical and dental specialty
services are provided “behind-the-fence” through contracted specialists who see Inmates at RMC, CFRC,
and Lowell CI.
The Contractor shall contract with HCA Florida Healthcare’s Memorial Hospital in Jacksonville, FL to
utilize a secure medical/surgical wing of 14 beds, in addition to a nine-bed med-surg overflow unit for a
total of 23 secure beds and shall contract with North Shore Medical Center, Inc. in Miami, FL to provide a
secure medical/surgical unit that has sixteen (16) beds. Community hospital admissions are managed by
the inpatient UM nurses through concurrent daily reviews with the hospital case managers. The
appropriateness of the admission, intensity of services, length of stay, need for continued stay and discharge
planning are determined through evidenced-based criteria and input from their multi-disciplinary medical
team.
Utilization Management and Specialty Care Requirements
1. The Contractor shall ensure a full network of specialty service providers covering a comprehensive
scope of care is in place on or before the Contract effective date to ensure that there are no delays in
providing specialty care services.
2. In accordance with Procedures 401.005, Utilization Management Services for Inmates in Private
Correctional Facilities and 401.016, Medical Transfers, the Contractor shall ensure specialty care will
be available.
M. Quality Management Services
In accordance with federal and State laws, Section 945.6031, F.S., and Department Policies, including but
not limited to, HSBs 15.09.01, Quality Management Program, 15.09.05, Credentialing and Peer Review
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Program, 15.09.08, Risk Management Program, and 15.09.09, Mortality Review Program, the Contractor
shall be responsible for, and participate in, quality management and assurance activities at the institutional,
regional, and statewide levels.
N. Health Care Records
1. The Contractor shall be responsible for the maintenance and control of active inmate health care records
according to Rule 33-401.701, F.A.C., HSB 15.12.03 Health Records and HSB 15.04.13, Supplement
D.
2. All health care records are the Department's property and shall remain with the Department upon the
Contract’s expiration or termination. The Contractor will supply, upon request, to the Department’s
Office of Health Services all records relating to the care of the inmates who are in the Contractor’s
possession. A copy of the discharge summary of services provided off-grounds shall be incorporated
into the EMR.
3. All nonproprietary records kept by the Contractor regarding this Contract, or services provided under
this Contract, including records specifically mentioned in this Contract, shall be made available to the
Department for lawsuits, monitoring, Contract evaluation, and other statutory responsibilities of the
Department or other State agencies. These records shall be provided at the Contractor's cost when
requested by the Department during the term of the Contract, or after the expiration or termination of
the Contract for the period specified, beginning upon the Contract’s effective date. The Department
agrees that costs related to the production of records responsive to extraordinary requests will be
through a separate agreement of the parties.
4. The Contractor must follow all State and Federal laws, and Department Policies and Procedures relating
to storage, access to, and confidentiality of health care records. The Contractor shall provide secure
storage to ensure the safe and confidential maintenance of active and inactive inmate health records
and logs, in accordance with HSB 15.12.03, Health Records. In addition, the Contractor shall ensure
the transfer of inmate health records and medications required for continuity of care in accordance with
Procedure 401.017, Health Records and Medication Transfer. Health records will be transported in
accordance with HSB 15.12.03, Appendix J (Post-Release Health Record Retention and Destruction
Schedule).
5. The Contractor shall ensure that its personnel document in the Inmate’s health record all health care
contacts in the proper format in accordance with standard health practice, ACA standards, and any
relevant Department Policies and Procedures.
6. The Contractor shall be responsible for the orderly maintenance and timely filing of all health
information utilizing Contract and State employees, as staffing indicates.
7. The Contractor shall:
a. Ensure all inmates have an updated health record that complies with HSB 15.12.03;
b. Safeguard and secure health records and any other documents containing protected health
information, in accordance with Procedure 102.006, HIPAA Privacy Policy;
c. Employ at least one (1) Health Information Specialist at each major institution and each
institutional annex, and at least two (2) Health Information Specialists (one at the RMCH and one
for all Outpatient Units), to ensure compliance with the standards outlined in HSB 15.12.03,
Section III., F., and to serve as records custodian for all active inmates;
d. Employ a sufficient number of trained medical records clerks to ensure clinical information,
significant to an inmate’s health, is filed in each health record within 72 hours of receipt;
e. Process health record transfers following Procedure 401.017, Health Records and Medication
Transfer;
f. Perform health record vault audits, in accordance with the schedule outlined in HSB 15.12.03;
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g. Secure and transport records of inmates who have reached EOS, in accordance with HSB 15.12.03,
Section XII, Post-Release (EOS) and Deceased Inmates - Health Record Retention and Destruction
Schedule; and
h. Incorporate into the EMR any loose document, following Procedure 401.017 or HSB 15.12.03, as
applicable.
8. Health Record Retention Periods
a. Unless otherwise governed explicitly by Department regulations, all health records shall be kept
for seven (7) years or for the retention period required for records of the same type according to
Florida Statutes, whichever is longer. All retention periods start on the first day after expiration or
termination of the Contract.
b. If any litigation, claim, negotiation, audit, or other action involving the records referred to has been
started before the expiration of the applicable retention period, all records shall be retained until
completion of the action and resolution of all issues, which arise from it, or until the end of the
period specified for, whichever is later.
c. To avoid duplicate recordkeeping, the Department may make special arrangements with the
Contractor for the Department to retain any records, which are needed for joint use. The
Department may accept the transfer of records to its custody when it determines that the records
possess long-term retention value. When records are transferred to or maintained by the
Department, the retention requirements of this paragraph are not applicable to the Contractor for
those records.
d. The Department’s retention program complies with guidelines established by the Florida
Department of State, Division of Library and Information Services Records Management program.
The following medical record retention and destruction practices are followed:
i. Records of inmates presently on extended parole will be maintained until release from such
Department of Corrections responsibility. After seven (7) consecutive years of inactivity, the
Department shall authorize destruction/recycling procedures in accordance with law.
ii. Hard copies of health records will be securely stored at the Statewide Records Retention
Center in Raiford. All health records received at the record archives will be checked to ensure
that the color-coded year band is properly attached before filing.
O. Electronic Medical Record (EMR)
An Electronic Medical Record (EMR) is a digitized version of an Inmate’s health information that supports
consistent treatment pathways and provides templates in which to record patient demographics and
pertinent health information including but not restricted to patient history, active problems, medications,
allergies, immunizations, laboratory test results, radiology images, medical procedures, vital signs and
personal statistics such as height and weight. The Contractor shall maintain the EMR system, reducing the
Department’s dependence on paper and improving visibility into the Inmate’s health record.
The Department utilizes an Electronic Medical Record system in place at the time of execution of this
Contract, currently hosted in the Contractor’s data center. A change in the EMR system will require
Department approval.
All health care records are the property of the Department and shall remain with the Department upon
termination of the Contract. Upon request, the Contractor shall provide the Office of Health Services any
and all records relating to the care of the Inmates that are in the Contractor’s possession. A record of all
services provided off-grounds must be incorporated into each Inmate’s health care record.
Excluding the EMR, records the Contractor maintains on proprietary software must be converted to a
logical, widely-acceptable (universal) format and provided to the Department at no cost to the Department.
This requirement shall continue upon the expiration or termination of the Contract until the applicable
retention record schedule is met and records are properly destroyed. Records associated with this Contract
begin upon the date of award of the Contract to begin services.
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EMR Requirements
1.

The Contractor shall secure all modes of EMR data exchange in accordance with State and federal law.

2. The Contractor shall enforce the Department’s patient privacy rules as they apply to various parts of an
EMR through the implementation of security mechanisms.
3. The Contractor shall retain, ensure availability, and destroy health record information according to the
Department’s standards. This includes retaining all EMR data and clinical documents for the time
period designated by the Department’s requirements; retaining inbound documents as originally
received (unaltered); ensuring availability of information for the legally prescribed period and
providing the ability to permanently delete EMR data/records in a systematic way according to
Department Policies and upon the expiration of the legally prescribed retention period. The Contractor
shall maintain all appropriate licenses to effectuate use of the EMR by both the Contractor and
Department.
4. The Contractor shall proactively monitor all batch processes, interface connectivity, and file transfer
statuses. Issues that arise must be communicated to the Department according to a Support and
Communication Plan.
5. The Contractor shall identify relationships among providers treating a single Inmate and provide the
ability to manage Inmate lists assigned to a particular provider.
6. The Contractor shall ensure that data is protected per HIPAA Security Rule and industry standards, and
shall ensure that data is easily recoverable in the event of a technical issue. The Contractor is responsible
for the security, storage, and backup solutions for the EMR system.
7. The Contractor shall ensure that for staff present in the institutions, the EMR is only accessed from its
Department-approved desktop workstations, laptops, and tablet devices (including Android and iOS
operating systems). Staff working remotely, providing EMR support or otherwise may access the EMR
system from non-Department devices.
8. The Contractor shall ensure user training is provided as part of new employee orientation and annually
thereafter, using a train-the-trainer approach for all system users. Manuals and user guides will be made
available to all system users.
To support this requirement, the Contractor will develop a training plan and provide training that
ensures that all facilities staff including medical, dental, mental health, substance abuse, and
administrative staff are adequately trained to utilize the system for input of data and production of
reports. The proposed training plan should also address training for new staff after implementation of
the Contract, including other subcontractors and Department staff. The Contractor shall provide
additional Department-required training the Department determines as necessary.
9. The Contractor is responsible for ongoing system maintenance throughout the term of the Contract,
including any necessary patching, hardware/software updates (and certification, if needed), customer
service assistance, and support. This includes the EMR system and any equipment or hardware used to
access the system, such as desktops, laptops, and tablets.
10. The Contractor shall provide and maintain a Support and Communication Plan. This plan must include,
but not be limited to, a system overview, support procedures for system issues & maintenance,
communication matrix & escalation procedures, support roles matrix, equipment repair and warranties
(if any), data administration, interface administration, configuration and change management, business
continuity, disaster recovery procedures, and any appendix documentation. The Contractor and the
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Department will agree to the Support and Communication Plan within 15 Days of the Contract’s
effective date.
11. The Contractor must classify and respond to support calls by the underlying problem’s impact on the
Department’s ability to do business (e.g. critical, urgent or routine). The Contractor shall implement all
software updates and services packs and new releases and new versions, as requested by the
Department, at no additional charge.
12. The Contractor shall ensure support is available for the EMR system from at least 6:00 a.m. to 6:00
p.m. Eastern Time each Day and must ensure that there is adequate staffing for the volume of calls. The
Contractor shall also maintain a software support contract with GE Fusion for, at least, the same hours
indicated above.
13. The Contractor shall have a team available to accept, review, and implement change requests by the
Department. This team must have a process in place for the evaluation and implementation of necessary
system improvements within the EMR system. These evaluations must be completed in coordination
with the appropriate FDC professional discipline chief and analytics team member(s).
14. The Contractor shall establish and maintain a Service Level Agreement (SLA) with the EMR provider
to include the following: key performance indicators and metrics, service levels, rank and severity
levels, priority and response time expectations, exceptions, limitations, rules and responsibilities,
services availability, and escalations. The Contractor shall provide a copy to the Department’s Office
of Information Technology (OIT) for review and approval.
15. The Contractor shall ensure institutional health services staff (including Contractor staff and
subcontractors) adhere to all requirements, including the schedule for running reports, outlined in HSB
15.06.04, Electronic Medical Record. There must be sufficient data entry staff at each institution to
ensure clinical information is entered in the EMR appropriately.
16. OBIS training, technical assistance, and security access will be handled in a tiered approach. The
Contractor shall set up an IT support desk and designate “super users” to serve as the main OBIS/EMR
points of contact to Department staff. The Department will provide staff to coordinate security access
requests. The Contractor shall provide train-the-trainer sessions and technical assistance to the super
users. This training will be provided as needed and at least annually. The Contractor’s super users will
be responsible for providing training and technical assistance to regional and institutional health
services staff. The Contractor will be responsible for ensuring all Contractor staff who access
OBIS/EMR are trained on data display and reporting.
P. Information Technology
The Contractor shall comply with the Department’s Procedure 206.004, Internet Services, which covers
guidelines for internet usage, and Procedure 206.007, User Security for Information Systems, which covers
User ID requirements. The Department may immediately cancel access to this application if it is misused
by the Contractor’s staff or its agents.
IT Requirements
1.

The Contractor shall procure and provide any additional technology supplies, equipment, and network
connection(s) required to provide services under the Contract, including any additional inter-facility
network connections required for service provision. The Contractor’s technology supplies, equipment,
and network connection(s) include but are not limited to computers, software, printers, switches, and
mobile devices. The Contractor shall ensure all technology supplies, equipment, and network
connections, meet minimum specifications provided by the Department’s Office of Information
Technology (OIT).
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2. The Contractor shall ensure all networking equipment procured is approved by the Department prior to
its introduction to any Service Location. The Department will provide the Contractor networking
equipment specifications upon request.
3. The Contractor shall maintain equipment and software according to manufacturer-recommended
support levels, including but not limited to the operating system, security patches, and special software.
4. The Contractor shall not implement or change its network connection(s) without the prior written
approval from the Department’s OIT, as provided by the Contract Manager. The Contractor shall
provide written notification to the Contract Manager 24 hours prior to any modification to a system,
including any hardware, software, or cabling changes.
5. Should the Department permit Contractor to implement any wireless network, Contractor will follow
industry best practices and employing, at minimum, Active Wireless Intrusion Prevention (WIP)
capabilities and WPA- 2/3-Enterprise encryption with 802.1x EAP-TLS certificate-based
authentication.
6. The Department shall assume ownership of and retain any Contractor-provided technology supplies,
equipment, and network connections at the end of the Contract. The Contractor shall transfer all related
licensing to the Department at the end of the Contract. At the end of the Contract term, the Contractor
shall maintain and transfer all hardware, software, firmware, and middleware configurations in a
manner that ensures continuity of service and operations.
7. Any access to the Department’s network from an outside non-law enforcement entity must be done via
a Virtual Private Network (VPN). The Department will require a copy of the Contractor’s security
policies and a network diagram. After review by the Department’s network and information security
staff, the Chief Information Officer (CIO) will decide whether to grant access or not. Access will be
provided via a site-to-site VPN.
8. The Contractor shall not connect any Contractor-owned or managed equipment to the Department’s
internal network, logically or physically, in any way without the express written consent of the
Department’s Chief Information Officer and Information Security Manager.
9. Networking Services
The Department can provide the following network services:
a. Fiber optic cabling within the facility will be provided based on availability, a Contractor-initiated
site survey is recommended.
b. Wi-Fi – Aruba wireless access point and Intrusion prevention devices can be made available for
the Contractor’s use and management, approximately 245 APs.
c. Switching – Existing Aruba switching (2930F PoE+) will be available for the Contractor’s use and
management, approximately 300 switches.
d. VOIP
All Contractor-supplied networking equipment shall be:
e. Procured on the behalf or (in the name of) the Department to ensure manufacturer ownership and
maintenance agreements will remain intact outside of the Contract term;
f. Any new network infrastructure needs, including LAN wiring, building to building fiber, switching,
or Wi-Fi equipment will be the responsibility of the Contractor to procure and manage;
g. Any campus fiber installation initiatives shall be scaled to offer benefit to the Department.
Example: 12 strands minimum of fiber optic cable to be installed between buildings; and
h. Any equipment installations emitting Radio Frequencies RF such as indoor/outdoor Wi-Fi,
Cellular, Radar, Sonar, and HAM will adhere to a pre-approved RF plan or channel map agreement.

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WAN – Contractor shall procure data circuits that permit the transferability/ownership to another
vendor or entity; multi-circuit MPLS bundles will not be permitted.
10. The Contractor shall ensure authorized VPN connections must adhere to the FBI Criminal Justice
Information System (CJIS) Security Addendum (Attachment C) and HIPAA protections standards
(see Attachment B, Business Associate Agreement) where applicable and must otherwise support
industry best practice. The Contractor requesting or using these connections is financially responsible
for all required or related equipment and must adhere to all VPN service provider policies and
procedures and Department procedures. The VPN service provider will coordinate with the outside
entity in determining whether to use outside entity equipment to terminate that end of the VPN
connection or provide the necessary equipment.
11. The Contractor shall ensure when VPN access is requested, the person or entity requesting must also
present an accurate and complete description of their or its information network, including all
permanent and temporary remote connections made from and to the person’s or entity’s network
(required for CJIS compliance), for Department review. Any access or connection to the Department’s
network not approved by the Department’s OIT, Chief Information Officer, or designee is strictly
prohibited.
12. Contractor workstations accessing the Department’s information network via a VPN must operate a
fully Contractor-supported Windows-only operating system approved by the Department and protected
by all security measures/mitigations required by the CJIS Security Policy in effect.
13. Contractor workstations accessing the Department’s information network via a VPN must operate with
password-protected screen savers enabled and configured for no more than 15 minutes of inactivity.
14. The Contractor’s staff with VPN privileges must ensure the confidentiality of their credentials and that
unauthorized persons are not allowed access to the Department’s network by way of these same
privileges. At no time shall any authorized user provide their user ID or password to anyone, including
supervisors and family members. All users are responsible for their workstations' communications and
activities through the VPN connection to the Department.
15. The Contractor shall not attempt to fraudulently access, test, measure, or operate unapproved software
on the Department’s network, which is strictly prohibited. The use of any software capable of capturing
information network packets for display or any other use is prohibited without the Department’s Office
of Information Technology's expressed consent.
16. The Contractor shall ensure its staff maintain knowledge of and compliance with relevant and
applicable Department procedures.
17. Notice of planned events in the Contractor’s computing environment that may impact its secured
connection, in any way or at any severity level, to the Department must be submitted to the Department
at least one (1) week in advance of the event.
18. The Contractor shall ensure the Department receives notice, as soon as practicably possible, in
electronic and written form when an unexpected event of interest occurs in any way or at any level of
severity within or around the Contractor’s computing environment that may impact the Department’s
information security. Events including but not limited to malware (virus, Trojan, etc.) discovery,
network or system breaches, privileged account compromise, employee or workforce member
misconduct, etc., are examples of events of interest to the Department. Notification shall be made to
the Department’s Chief Information Officer, Information Security Manager, and the Contract Manager.
19. The Contractor shall be responsible for ensuring all equipment utilized to provide services under this
Contract meets the Department’s requirements, including but not limited to maintaining current
configurations, appropriate maintenance contracts, support contracts, upgrades, and replacements.
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20. The Contractor shall ensure all network traffic will be filtered to exclude inappropriate content (e.g.,
pornographic content), personally identifiable information, and any content the Department deems
confidential. The Contractor shall maintain compliance with all federal and State of Florida laws.
21. Contractor workstations shall not access any resource or download any software from the Department’s
information network without the Department's prior approval.
22. The Contractor will not grant local administrative privileges to its workforce members or
subcontractors.
23. The Contractor shall conform to applicable information security processes defined and referenced in
Department procedures, including, but not limited to, Procedure 206.010, Information Technology
Security relating to HIPAA.
24. Before connection and while connected to a VPN with the Department, the Contractor’s computing
environment (computing devices including workstations, servers, and networking devices) must be
operating the latest available software versions and applicable patches, and have the following
implemented with supporting policies or procedures available for review by the Department:
a. Active and effective network device, server and workstation operating system and layered software
patch or update processes; and
b. Department-approved up-to-date server and workstation anti-virus/malware software (all
components) installed with active and effective patches or update processes in place.
25. The Contractor shall not introduce any workload on the Department’s network, including video
conference, telemedicine, Software-as-a-Service (SaaS) systems, video streaming, and training
curriculum without the Department's prior written approval. Contractor staff with network access
privileges to the Department’s network shall not use non-Department and/or non-Centurion email
accounts (i.e., Hotmail, Yahoo, AOL), or other external information resources to conduct Department
business, except under the conditions as specifically approved by the Department ensuring a reduced
risk to Department data and that Department business is never confused with personal business.
26. When the Contractor uses VPN connections provided by Department-approved VPN providers, the
Department shall not be responsible for the installation of VPN software.
27. The Contractor shall protect (backing up) all data present on its computing and network equipment and
maintain compliance with all regulatory requirements. Contractor employees must adhere to all
Department Policies regarding data retention and destruction protocols. No data destruction shall occur
unless written authorization by the Department is granted.
28. Unless otherwise provided in this Contract, the Contractor shall not install, create, or use its own
network, including Local Area Network (LAN), Wide Area Network (WAN), Wireless Local Area
Network (WLAN), or cellular networks for any reason, unless approved in writing by the Department.
29. All computer workstations and network-connected devices for use at any local Correctional Institution
shall be provided by and maintained by the Contractor. This includes, but is not all-inclusive, hardware
such as personal computers and laptops (including software licenses), tablet PCs, thin clients, printers,
fax machines, scanners, and video conferencing (if approved). The Contractor may not install managed
or unmanaged switches onto the Department’s network without prior written approval from the
Department.
30. The Contractor’s staff shall not use mobile devices, whether work-issued or personal, behind a
Correctional Institution's secure perimeter or to access Department systems without the Department’s
written approval. The request must include a business justification submitted in writing along with a
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clear demonstration that the mobile devices fall within the Criminal Justice Information Systems (CJIS)
Security Policy and shall be centrally managed by a mobile device management (MDM) solution.
31. The Department reserves the right to implement email security for all types of devices, and the
Contractor shall comply with using these security requirements as dictated in the future.
32. The Contractor shall collaborate and consult with the Department’s OIT to achieve the electronic data
exchanges required between the Contractor managed EMR system and the Department’s other
applications. The Contractor shall develop its delivery mechanism for data and electronic reports in
consultation with the Department’s OIT. All electronic data exchanges established will be documented
with a data exchange agreement between the Department and Contractor, which includes
responsibilities and requirements for operational support.
All data exchanges between the Contractor and the Department shall:
a. Be protected by a LAN-2-LAN VPN compatible with the Department’s existing solution; or
b. Be presented to the Department via the open internet with the capability to permit access only from
the Department’s IPv4 address space.

33. Contractor Data Availability
The Contractor and their staff shall maintain the confidentiality, integrity, and availability in the
handling and transmission of any Department information, as represented in the following:
a. No disclosure or destruction of any Department data can occur without prior express consent from
the Department’s OIT or the Contract Manager;
b. The Contractor shall timely return all Department information in a format acceptable to the
Department when the contractual relationship effectively terminates, not to exceed 10 Business
Days;
c. The Contractor shall provide certification of its destruction of all of the Department’s data in its
possession in accordance with National Institute of Standards and Technology (NIST) Special
Publication 800-88 when the need for the Contractor’s custody of the data no longer exists;
d. The Contractor must maintain support for its services following an emergency that affects the
facilities and systems it maintains or those maintained by the Department. Following an emergency
that affects the Contractor’s facilities or production systems, the Contractor must provide access
and use of a backup system with the same functionality and data as its operational system within
24 hours. The Contractor must also guarantee the availability of data in its custody to the
Department within 24 hours following an emergency that may occur within the Contractor’s
facilities or systems. Following an emergency that affects the Department’s facilities or systems,
the Contractor must continue to provide access and use of its production systems once the
Department has recovered or re-located its service delivery operations; and
e. The introduction of wireless devices at facilities is subject to prior review and approval by the
Contract Manager, OIT, and the Office of Institutions. The Contractor is responsible for notifying
the Department before introducing wireless devices into facilities.
34. Information Security Requirements
a. The Contractor shall ensure all its staff or subcontractors providing services under the Contract are
trained in basic information security practices. If the Contractor has access to CJI, it shall ensure
all its staff or subcontractors with potential access to CJI attend CJIS Security Awareness training
in compliance with the FBI’s CJIS Security Policy, as provided by FDLE through the Department;
b. The Contractor shall secure all technology supplies, equipment, and network connections in a
manner where access by Inmates is prohibited or closely managed;
c. The Contractor shall notify the Department of any cyber security incident immediately, shall
provide the Department with regular status updates at intervals to be agreed upon by the Contractor
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d.
e.
f.

g.
h.

i.
j.
k.
l.
m.
n.

and Department, and shall provide a detailed after-action report upon resolution of the incident,
which shall include a root cause analysis;
The Contractor shall deploy a Department-approved network access control system (NAC);
The Contractor shall ensure any egress/ingress network connection to the facility is protected by a
Department-approved security appliance and configured to restrict access to non-mission necessary
destinations;
The Contractor shall maintain logs and monitor network communications in accordance with
National Institute of Standards and Technology (NIST) cyber security standards. The Contractor
shall provide the Department with documentation of such logs and communication monitoring
upon request;
The Contractor shall actively monitor its access logs and notify the Contract Manager of any
unauthorized access or attempts within 24-hours of occurrence;
If the Contractor’s logs are requested by the Department, the Contractor shall ensure its logging is
delivered to the Department in a digestible format as approved by the Department and
includes Authentication, Authorization, Accounting (AAA), syslog, and other logs that may be
deemed pertinent by the Department;
The Contractor shall ensure an appropriate backup method for hardware, software, custom
middleware, and any other component required for the successful operation of the system;
The Contractor shall actively patch security vulnerabilities identified by all hardware and software
vendors utilized, no less than 72 hours from its publication;
The Contractor shall update any other patching recommended by the Department or manufacturers;
The Contractor shall implement an approved anti-virus solution on all applicable endpoints;
In concert with the Department, the Contractor shall carefully assess the inventory of components
that compose their information systems to determine which security controls are applicable to the
various components; and
Auditing controls are typically applied to the components of an information system that provide
auditing capability, including servers, mainframe, firewalls, routers, switches.

35. Events
Events to be logged and audited include those required in the CJIS Security Policy, including but not
limited to the following:
a. Successful and unsuccessful system log-on attempts;
b. Successful and unsuccessful attempts to access, create, write, delete or change permission on a user
account, file, directory or other system resource;
c. Successful and unsuccessful attempts to change account passwords;
d. Successful and unsuccessful actions by privileged accounts; and
e. Successful and unsuccessful attempts for users to access, modify, or destroy the audit log file.
36. Content
The following content shall be included with every audited event:
a. Date and time of the event;
b. The component of the information system (e.g., software component, hardware component) where
the event occurred;
c. Type and description of event;
d. User/subject identity; and
e. Outcome (success or failure) of the event.
37. Response to Audit Processing Failures
The Contractor shall provide alerts to the Department’s CIO or designee in the event of an audit
processing failure. Audit processing failures include, for example: software/hardware errors, failures in
the audit capturing mechanisms, and audit storage capacity being reached or exceeded.
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38. Time Stamps
The Contractor shall provide timestamps for use in audit record generation. The time stamps shall
include the date and time values generated by the internal system clocks in the audit records. The agency
shall synchronize internal information system clocks on an annual basis.
39. Protection of Audit Information
The Contractor shall protect audit information and audit tools from modification, deletion, and
unauthorized access.
40. Audit Record Retention
The Contractor shall retain security audit records for at least two (2) years unless a longer period is
requested in writing by the Department.
41. Compliance Requirements
a. The Contractor shall meet or exceed all applicable federal and State laws and information security
policies, including but not limited to the Federal Bureau of Investigation’s (FBI’s) Criminal Justice
Information Services (CJIS) Security Policy and information security requirements in HIPAA and
Chapter 60GG-2, F.A.C, Florida Information Technology Resource Security Policies and
Standards, and all applicable Department information security policies.
b. To be compliant with the HIPAA and the HITECH Act, any service, software, or process to be
acquired by or used on behalf of the Department that handles or transmits electronic protected
health information (ePHI) must do so in full HIPAA compliance and with encryption provided as
a part of the service, software, or process. Also, the transmission and encryption scheme supplied
by the Contractor must be approved by the Department before acquisition. Confidential or personal
health information includes but is not limited to, all social security numbers, all health information
protected by HIPAA, and addresses of law enforcement officers, judges, and other protected
classes. Pursuant to Section 119.071(5)(a)5.g, F.S., social security numbers are confidential
information and therefore exempt from public record or disclosure.
c. Any service, software, or process used in service to the Department that includes a User ID and
password component must ensure said component includes capabilities for password expiration
and confidentiality, logging of all User ID activities, lockout on failed password entry, provisions
for different levels of access by its User IDs, and intended disablement of User IDs and can be
evidenced as such by the Contractor’s own security policies and Active Directory (AD) group
policy settings.
d. Any and all introductions or subsequent changes to information technology or related services
provided by the Contractor in the Department’s corrections environment must be communicated to
and approved by the Department and Office of Information Technology prior to their introduction.
As examples, the implementation of wireless (Bluetooth, cellular, etc.) technology or use of USBbased portable technology.
e. Subsequently, a separate Management Control Agreement (MCA) must be executed between the
Contractor and Department.
f.

The Contractor shall recognize the Department’s entitlement to all Department-provided
information, or any information related to the Department that is generated as a result of or in
participation with this service.

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g. The Contractor shall provide the timely and complete delivery of all Department information in an
appropriate and acceptable format before the contractual relationship effectively terminates.
h. The Department’s data and contracted services must be protected from environmental threats
(Contractor’s installation should have data center controls that include the timely, accurate,
complete, and secure backup (use of offsite storage) of all Department information, and other
controls that manage risks from fire, water/humidity, temperature, contamination (unwanted
foreign material, etc.), wind, unauthorized entry or access, theft, etc.).
i.

The Contractor shall guarantee the availability of Department data and its service during a disaster
regardless of which party is affected by the disaster.

j.

Correctional Institutions' site plans and plan components (electrical, plumbing, etc.) are exempt
from public record and must be kept confidential.

k. If applicable, the Contractor shall supply all equipment necessary to provide services outlined in
this solicitation. Any Contractor equipment that requires a connection to the Department’s
information network must be reviewed and approved by the Contract Manager and the
Department’s CIO.
l.

If applicable, the Contractor shall host the Department’s information and services provided in a
data center protected by appropriate industry best practice security measures/mitigations, including
but not limited to the following:
i. Controlled access procedures for physical access to the data center;
ii. Controlled access procedures for electronic connections to the Contractor’s network;
iii. A process designed to control and monitor outside agencies and other Contractors’ access to
the Contractor’s information network;
iv. A firewalling device;
v. Server-based antivirus/malware software;
vi. Client-based antivirus/malware software;
vii. Use of unique User IDs with expiring passwords;
viii. A process that involves a collection of User ID activities and regular review of these activities
for unauthorized access or privileges;
ix. A process that ensures up-to-date software patches and up-to-date malware signature files
are applied to all information resources; and
x. Compliance with the most recently published version of the CJI Security Policy.

m. The Contractor shall maintain an Information Security Awareness program. This program will be
designed to keep users knowledgeable on information security best practices and current threats to
the Contractor’s resources.
n. The Contractor shall adhere to all the Department’s OIT policies detailed in the Department’s
Procedures 206.001- 206.010, giving specific attention to the following:
i. Procedure 206.002, Mobile Computing Equipment and Wireless Communication;
ii. Procedure 206.004, Internet Services;
iii. Procedure 206.006, Information Technology Resources;
iv. Procedure 206.007, User Security for Information Systems;
v. Procedure 206.008, E-mail; and
vi. Procedure 206.010, Information Technology Security relating to HIPAA.
o. The Contractor shall permit the Department’s OIT staff to audit its network and any related
datacenter housing the EMR solution. Additionally, The Contractor shall permit online and on-site
visits by Department’s authorized employees, officers, inspectors, and agents during an
administrative or criminal investigation. The process can begin with either declaration of a
Computer Security Incident Response Team (CSIRT) from the Department's CIO or Information
Security Officer or directly from the Department’s Inspector General.
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42. Telehealth Technology
a. If the Contractor chooses to provide a telehealth solution to augment the delivery of services, the
Contractor shall manage all costs associated with the implementation, maintenance, licensing, and
support of telehealth. The Department must approve all sites and services to be provided via
telehealth.
b. In accordance with HSB 15.06.12, Telemedicine, the Contractor shall implement and maintain any
necessary telemedicine communication systems, equipment and consultations provided by
telemedicine. The Contractor will also be responsible for all telemedicine service line/data
management for communications related to the provision of health care to Inmates or for any
network workload that requires the Department to increase its network bandwidth. The proposed
solution must be approved by the Department's Office of Information Technology (OIT); must be
readily available to and compatible with the equipment and software in use by Department staff.

Q. Contractor’s Staffing Requirements
1. Recruitment and Retention
The Contractor shall develop and implement a Recruitment and Retention Plan that identifies all
recruitment and retention activities statewide, including plans for short-term staffing solutions during
staff turnover, or extended staff leave. The initial Recruitment and Retention Plan will be submitted
within 30 Days of Contract execution and updated plans shall be provided at least once per quarter.
The Contractor shall establish Statewide and Regional Recruitment Coordinators. The Statewide
Recruitment Coordinator shall provide the Department a quarterly report of all recruitment and
retention activities it undertakes to ensure staffing of the Contract. The Contractor shall provide this
report in a manner approved by the Department. The Regional Recruitment Coordinators shall provide
real-time updates to the Regional Directors and Warden of each Parent Institution when a Service
Location experiences vacancies greater than 20% within a pay period, per discipline. In addition,
Regional Recruitment Coordinators shall provide monthly Vacancy and Recruitment Action Reports
to the Regional Director and leadership at each Parent Institution in a manner and form approved by
the Department.
2. Criminal Justice Information Security
All Contractor employees shall review the Department’s FBI CJI Security Addendum and sign a related
certification. Completed forms shall be made available to the Contract Manager, who will provide a
copy to the Department’s Chief Information Officer and Information Security Manager. The
Department’s Information Security Manager will provide the access information for the CJIS Security
Awareness Training within 10 Days of Contract execution. The Contractor shall ensure all its
employees complete CJIS Security Awareness Training, as provided by FDLE through the Department,
within six (6) months of hire and renewed annually. The Contractor shall make a certificate of
completion available to the Contract Manager for each employee. The Contract Manager shall make
the copies available to the Department’s Chief Information Officer and Information Security Manager
upon request.
3. Conduct and Safety Requirements
The Contractor shall ensure all Contractor’s staff adhere to the standards of conduct prescribed in
Chapter 33-208, F.A.C, and as prescribed in the Department’s personnel policy and procedure
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guidelines, particularly rules of conduct, employee uniform, and clothing requirements (as applicable),
security procedures, and any other applicable rules, regulations, policies, and procedures of the
Department.
The Contractor acknowledges and accepts, for itself and any of its agents, that all or some of the services
to be provided under this Contract shall be provided in a correctional setting, with direct and/or indirect
contact with the inmate population, and that there are inherent risks associated with the correctional
environment.
In addition, the Contractor shall ensure that all staff adhere to the following requirements:
a. The Contractor’s staff shall not display favoritism to, or preferential treatment of, one inmate or
group of inmates over another.
b. The Contractor’s staff shall not interact with any inmate, except as related to services provided
under this Contract. Specifically, staff members must never accept for themselves or any member
of their family, any personal (tangible or intangible) gift, favor, or service from an inmate, an
inmate’s family, or close associate, no matter how trivial the gift or service may seem. The
Contractor shall report to the Department’s Contract Manager any violations or attempted violation
of these restrictions. In addition, no staff member shall give any gifts, favors, or services to inmates,
their family, or close associates.
c. The Contractor’s staff shall not enter into any business relationship with inmates or their families
(example – selling, buying, or trading personal property), or personally employ them in any
capacity.
d. The Contractor’s staff shall not have outside contact (other than incidental contact) with an inmate
being served or their family or close associates, except for those activities that are to be rendered
under this Contract.
e. The Contractor’s staff shall not engage in any conduct which is criminal in nature or which would
bring discredit upon the Contractor or the State. In providing services pursuant to this Contract, the
Contractor shall ensure that its employees avoid both, misconduct and the appearance of
misconduct.
f.

At no time, shall the Contractor or Contractor’s staff, while delivering services under this Contract,
wear clothing that resembles or could reasonably be mistaken for an inmate’s uniform, or any
correctional officer’s uniform, or that bears the logo or other identifying words or symbol of any
law enforcement, or correctional department, or agency.

g. Any violation or attempted violation of the restrictions referred to in this section regarding
employee conduct shall be reported by phone and in writing to the Contract Manager, including
proposed action to be taken by the Contractor. Any failure to report a violation or take appropriate
disciplinary action against the offending party or parties shall subject the Contractor to appropriate
action, up to and including termination of this Contract.
h. The Contractor shall report any incident described above, or requiring investigation by the
Contractor, in writing, to the Institutional Warden and the Contract Manager, within 24 hours, of
the Contractor’s knowledge of the incident.
i.

The Contractor shall participate, as needed, in Department’s security audits, to ensure compliance
with tool control and other security-related policies and procedures.

4. Tuberculosis (TB) Screening/Testing

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The Contractor shall ensure Contractor’s institutional staff, including FDC staff, subcontractors and
other services providers, performing services under this Contract, are screened and/or tested for
tuberculosis prior to the start of service delivery, as appropriate, and screened/tested annually thereafter,
as required by Procedure 401.015, Employee Tuberculosis Screening and Control Program. The
Contractor shall provide each institution’s Warden, or designee, with proof of TB screening/testing,
prior to the start of service delivery, for all staff members, and annually thereafter. The Contractor shall
be responsible for obtaining, administering, and processing the TB screening/testing. Initial
testing/screening of staff, previous documented testing, proof of documented treatment, or proof of a
chest x-ray completed within the previous 2 years must be completed upon reporting for job assignment.
5. Vaccinations
The Contractor shall ensure Contractor staff performing services under this Contract at institutional
sites, including subcontractors, have initiated the vaccine against Hepatitis B and any other vaccinations
required by the Department, following the Department of Health’s guidelines, prior to the start or
continuation of service delivery. The Contractor shall provide the Department’s Contract Manager, or
designee, with proof of vaccinations.
Additionally, the Contractor is responsible for administering any vaccines identified by the Department
to its institutional staff. The Department will be financially responsible for vaccines for Department
staff.
6. Staff Levels and Qualifications
a. Contractor staff providing services under this Contract shall meet the minimum qualifications
outlined in Attachment A. Staff members that do not meet these requirements are not approved to
work under this Contract.
b. The Contractor shall liaise with and maintain a good working relationship with the judiciary,
criminal justice system, FDC staff, and the community, as required to support the Contract.
c. The Contractor shall not allow individuals possessing “temporary work visas” to fill positions under
this Contract.
d. All Contractor/subcontractor staff providing services under the Contract shall have the ability to
understand, speak, and write English to allow for effective communication between Contractor
staff, Department staff, and inmates.
7. Staff Background/Criminal Record Checks
a. The Contractors’ staff assigned to this Contract shall be subject, at the Department’s discretion and
expense, to a Florida Department of Law Enforcement (FDLE) Florida Crime Information
Center/National Crime Information Center (FCIC/NCIC) background/criminal records check. This
background check will be conducted by the Department and may occur or re-occur at any time
during the Contract period. The Department has full discretion to require the Contractor to
disqualify, prevent, or remove any staff from any work under the Contract. The use of criminal
history records and information derived from such records checks are restricted pursuant to Section
943.054, F.S. The Department shall not disclose any information regarding the records check
findings or criteria for disqualification or removal to the Contractor. The Department shall not
confirm to the Contractor the existence or nonexistence of any criminal history record information.
In order to carry out this records check, the Contractor shall provide, (prior to commencing services
upon institution property) OR (prior to contract execution) OR (upon request), the following data
for any individual contractor or subcontractor’s staff assigned to the Contract: Full Name, Race,
Gender, Date of Birth, Social Security Number, Driver’s License Number, and State of Issue.
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b. The Contractor shall also ensure that the Contract Manager is provided the information needed to
have the FCIC/NCIC Level I background check and a Level II background screening (which
includes fingerprinting to be submitted to the Federal Bureau of Investigation [FBI]) conducted.
prior to any new Contractor staff being assigned to provide services on institution property. Upon
prior approval by the Contract Manager, and an approved Level I background check, the Contractor
may hire, train or allow Contractor staff to begin work other than providing direct health care
services for a period no longer than 30 Days, during the time the Department is conducting a Level
II background screening. The Contractor shall not assign any individual to work on institution
property until he/she has passed the Level II FCIC/NCIC background screening, or with specific
approval by the Warden or Regional Director. If a staff member meets all other requirements, all
hours worked by Contractor staff during the 30 Day period, as verified by Contractor time records
submitted to the Department, shall be reimbursed by the Department, regardless of whether the
Contractor staff member ultimately passes the Level II background screening.
c. No person who has been barred from any Department institution or other facility shall provide
services under this Contract.
d. The Contractor shall not permit any individual to provide services under this Contract who is under
supervision or jurisdiction of any parole, probation, or correctional authority. Persons under any
such supervision may work for other elements of the Contractor’s agency that are independent of
the contracted services.
e. Note that a felony or first-degree misdemeanor conviction, a plea of guilty or nolo contendere to a
felony or first-degree misdemeanor crime, or adjudication of guilt withheld to a felony or firstdegree misdemeanor crime does not automatically bar the Contractor from hiring the proposed
employee. However, the Department reserves the right to prior approval in such cases. Generally,
two (2) years with no criminal history is preferred. The Contractor shall make full written report to
the Department’s Contract Manager within three (3) calendar days whenever an employee has a
criminal charge filed against them, or an arrest, or receives a Notice to Appear for violation of any
criminal law involving a misdemeanor, or felony, or ordinance (except minor violations for which
the fine or bond forfeiture is two hundred dollars ($200) or less) or when Contractor or Contractor’s
staff has knowledge of any violation of the laws, rules, directives or procedures of the Department.
f.

To the extent any past or future criminal offense or civil complaint arises that disqualifies or
suspends a staff member from performance of their duties, the Contractor must take immediate
action.

8. Utilization of E-Verify
As of January 1, 2021, every public employer, contractor, and subcontractor shall register with and use
the E-Verify system to verify the work authorization status of all newly hired employees. A public
employer, contractor, or subcontractor shall not enter into a contract unless each party to the contract
registers with and uses the E-Verify system in accordance with Section 448.095, F.S.
9. Orientation and Training
The Contractor shall ensure Contractor’s staff performing services under this Contract at institutional
sites meets the Department’s minimum qualifications for their specific position/job class. The
Contractor is required to maintain a detailed position description for all positions. All employees should
be provided a copy of their position descriptions upon being hired or upon request. Both the
Department’s and the Contractor’s responsibilities with respect to orientation and training are listed
below:
a. The Department will determine what type and duration of orientation and training is appropriate
for the Contractor’s staff. Job-specific orientation/training regarding policies, procedures, rules and
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processes pertaining to the administration of health care at each institution where the Contractor
delivers services shall be coordinated between the Contractor and designated Department staff.
b. The Department will not compensate the Contractor for any costs incurred as a result of
Contractor’s staff attending orientation and training, not required by the Department, including any
wages paid.
c. The Department will provide the Department’s New Employee Orientation before the Contractor’s
staff provides services on-site. The Contractor shall coordinate with designated Department staff
at each institution to administer and schedule the Contractor’s staff new employee orientation.
d. The Contractor shall, at the Contractor’s expense, track and document all orientation and training
as indicated above. Documentation shall be provided to the Department’s Contract Manager, upon
request.
e. The Department is not responsible for, nor will they reimburse for, any required professional or
non-professional education/training required for the Contractor’s staff to perform duties under this
Contract.
f. The Contractor shall be responsible for ensuring that all contractor staff complete 40 hours of
required annual training. The nature, extent and content of the training will be determined by the
Department’s Office of Staff Development and published in the Department’s Master Training
Plan.
g. The Contractor shall provide trainers/instructors for training relevant to the Department, including,
but not limited to the following: peer support, psychiatric restraint, and suicide prevention.
10. Interaction with Other Health Care Service Providers
The Contractor shall provide comprehensive health care services at all Department Institutions
statewide. The Contractor is also required to cooperate fully with the Department and other providers
to ensure Inmate patients receive appropriate and timely health care services and that there are no
barriers to continuity of care due to a lack of collaboration.
R. Transition and Implementation
The Contractor shall develop and submit to the Department for approval a detailed Transition and
Implementation Plan within 15 days after Contract execution that includes a list of all major transition
activities, with responsible parties and timelines. The Contractor must have the capacity to fully implement
services on July 1, 2023. The plan shall include provisions for the following: oversight of program
management and clinical functions; human resources; setting up a provider network and ancillary services;
utilization management; quality management; financial management; claims/invoice processing; reporting;
licenses and permits; equipment and supplies; information technology; and target transition dates for each
Institution and associated satellite facilities covered in the Contract.
In addition to the requirements provided in Section III., S., 1., and 8., the Contractor shall, the Contractor
shall:
• Provide regular reports to the Department, not less than weekly, on the status of filling positions and
the transition in general;
• Commence provision of health care services to the Department’s Inmates consistent with the
approved Transition and Implementation Plan; and
• Within 90 Days of the Contract execution date, or on a date agreed upon in writing between the
Contractor and the Department, assume full responsibility for comprehensive health care service
delivery.
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During the transition period, the Department will provide access to all records, files and documents
necessary for the provision of health care services, including but not limited to Inmate records, utilization
management records, and financial reports. The Contractor shall collaborate with the Department to
complete any necessary exchanges in the storage of data relating to the EMR. The Department’s payment
for each facility shall begin at 12:01 a.m. on the implementation date, contingent upon actual
implementation of services. There will be no compensation provided before the implementation date at
each facility. The Department reserves the right to revise the timeline for transition and implementation or
Final Transition and Implementation Plan, as it determines to be in the Department’s best interest or in the
best interest of the State.
At the end of the Contract term, the Contractor shall cooperate with the Department in transitioning to a
new Contractor, as applicable. As the Contract’s expiration date approaches, this may include a reduction
in the locations or services provided, so a new Contractor can transition into providing services. This
reduction may be per Service Location and will be implemented at the Department's discretion to best meet
its needs upon Contract expiration or termination. The Department shall have sole discretion in determining
the best manner to transition services to a new Contractor, as applicable.

S. Deliverables
The following services or service tasks are identified as deliverables for the purposes of this Contract:
1. Comprehensive Health Care Services, including management of medical records, for inmates at
Department-operated institutions consisting of all requirements listed and referenced under Section III;
2. Staffing and Recruitment and Retention Plan; and
3. Reports as required in Section III., S., General Reporting Requirements.
T. General Reporting Requirements
The following services or service tasks are identified as required reports for the purposes of this Contract:
1. PGM – Program Management
a. Final Transition and Implementation Plan
Within three (3) Days of Contract execution, the Contractor shall meet with the Department to
finalize the implementation plan to ensure an orderly and efficient transition from the current
Comprehensive Health Care Contract. Within 15 Days after Contract execution, the Contractor
shall submit its Final Transition and Implementation Plan for approval in accordance with Section
III., Q. Transition and Implementation.
b. Contractor Organization and Staffing and Recruitment/Retention Plan
Within five (5) Business Days of Contract execution, and annually thereafter on the 5th Business
Day each July, the Contractor shall provide an overview of its organization, specifically those staff
assigned to the services included in this Contract, including an organization chart, staffing plan,
and other relevant organizational information.
c. Staff Review Report
Quarterly by the 10th Business Day of the month following the end of the quarter, the Contractor
shall provide a list of personnel on staff, including staff who have been added and/or removed since
the prior report, including titles, start date, date of required trainings, credentials (as applicable),
and date of successful background screening. Also, the report should list vacant positions and the
length of each vacancy.
d. Medical Emergency Plan
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Within 30 Days of Contract’s effective date, the Contractor shall provide a plan for the immediate
response and care of Inmates with medical, dental, and mental health emergencies for each
Institution. The Contractor is responsible for emergency care during Plan development.
e. Staff New Employee Orientation Report
Within 14 Days of Contract effective date, and annually thereafter, the Contractor shall provide
documentation that training that will be provided to Contractor and subcontractor staff prior to their
engagement on the Contract.
f.

Subcontractor List
Within five (5) Business Days of the Contract’s effective date, the Contractor shall provide a list
of all subcontracts and letters of agreement for hospitals, Medical Provider services, specialty care
services and ancillary services to the Contract Manager.

g. Biomedical and Pharmaceutical Waste Plan
Within 30 Days of Contract’s effective date, the Contractor shall provide a plan addressing the
definition, collection, storage, decontamination, and disposal of regulated waste.
h. Emergency Medical Services (EMS) Plan
Within 30 Days prior to the transition date at each Institution, the Contractor shall develop and
maintain this plan to ensure the provision of all medically necessary Inmate transportation by
ambulance or other life-support conveyance, either by ground or air, for all Institutions covered by
this Contract. Any changes to the EMS Plan must be reported in writing to the Contract Manager.
i.

End-of-Contract Transition Plan
Within 90 Days of Contract’s effective date, the Contractor shall provide a transition plan that
documents the Contractor’s plans for transitioning to another Contractor upon the expiration of the
Contract.

j.

Quarterly Cost Report
Quarterly by the 10th Business Day of the month following the end of the quarter, the Contractor
shall provide a quarterly report of its operating costs to include, at a minimum, employee salaries
and benefits, ancillary services, medication, and medical supplies used for each Institution. Costs
that are not able to be broken out by Institution may be provided in aggregate. These costs reports
should be submitted in a format approved by the Contract Manager. Any changes made to the
format of this report by the Department during the term of the Contract shall be incorporated by
the Contractor.

2. IC – Institutional Care
a. Quarterly Institutional Care Report
On or by the 10th Business Day of the month following the end of a quarter (for the prior quarter),
the Contractor shall provide the following:
i. Number of past due appointments for all chronic illness clinics, as of the last Day of the
previous month (listed by Institution);
ii. Number of Inmates referred to specialty clinics, as of the last Day of the previous quarter
(listed by Institution);
iii. Number of Inmates see in all specialty clinics, as of the last Day of the previous quarter (listed
by Institution); and
iv. Number of Inmates sent to the community for emergency care, as of the last Day of the
previous quarter (listed by Institution and reason for visit).
b. Monthly Dialysis Unit Infection Control Report
On or by the 10th Business Day of each month (for the prior month), the Contractor shall provide a
completed Form DC4-539E, in accordance with the Infection Control Manual.
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c. Monthly Health Care Associated Infections – Table I Report
On or by the 10th Business Day of each month (for the prior month), the Contractor shall provide a
completed Form DC4-539G, in accordance with the Infection Control Manual.
d. Monthly Infection Rates & Trends – Table II Report
On or by the 10th Business Day of each month (for the prior month), the Contractor shall provide a
completed Form DC4-539H, by each Institution, in accordance with the Infection Control Manual.
e. Immunizations Monthly Report – Table IV
On or by the 10th Business Day of each month (for the prior month), the Contractor shall provide a
completed Form DC4-539F, in accordance with the Infection Control Manual.
f.

Infectious Disease Outbreak Worksheet Report
Every Business Day by 3:00 p.m., E.T., until outbreak is resolved, the Contractor shall provide the
Infectious Disease Outbreak Worksheet Report (DC4-544C) daily from the Institution affected
until outbreak has resolved in accordance with Procedure 401.001, Movement Restrictions During
Communicable Disease Outbreaks.

g. Department of Health (DOH) Daily Infectious Disease Outbreak Report
Every Business Day by 3:00 p.m., E.T., until outbreak is resolved, the Contractor shall provide a
completed Form DC4-543 to the DOH, in accordance with the Infection Control Manual.
h. Summary of Infection Control Investigation – Table V Report
Within seven (7) Days of outbreak being resolved by the affected Institution, the Contractor shall
provide a completed Form DC4-539A, in accordance with the Infection Control Manual.
i.

Summary Tuberculosis EOS Health Information Report
Within three (3) Business Days of an applicable Inmate’s EOS, the Contractor shall complete and
provide a Form DC4-758, Tuberculosis EOS Health Information Summary for Inmates on, or who
have completed TB medications before EOS, by each Institution, in accordance with HSB 15.03.18,
Human Immunodeficiency Virus (HIV) Disease and Continuity of Care.

j.

Bloodborne Pathogen Exposure Report
Within 24 hours of exposure, the Contractor shall report any bloodborne pathogen exposure using
Forms DC4-799, Inmate Bloodborne Pathogens Exposure Report, and DC4-798, Bloodborne
Pathogens Exposure-Screening Incident Report, as applicable, by each Institution, in accordance
with HSB 15.03.43 and the Bloodborne Pathogen Manual.

k. Inmate Tuberculosis (TB) Suspects and Tuberculosis (TB) Cases Reporting
Within 24 hours of discovery, the Contractor shall provide the required documentation for a TB
case or suspected TB case per Institution, in accordance with HSB 15.03.18, Identification and
Management of Latent Tuberculosis Infection (LTBI) and Tuberculosis Disease, and local and State
laws.
3. IDC – Institutional Dental Care
a. On-Call Dentist List
Each week for the following week, the Contractor shall provide a Dentist on-call list to each
institutional medical department in the event a Dentist should need to be contacted when an
emergent/urgent dental situation arises and no Dentist is available at the Institution. When needed,
the Contractor must ensure that an on-call Dentist can travel to another Institution if that
Institution’s Dentist is unavailable to cover the call.
b. Monthly Dental UM Report
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CONTRACT #C3076
On or by the 10th Business Day of each month (for the prior month), the Contractor shall provide
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.
c. Monthly Dental Alternative Action Report
On or by the 10th Business Day of each month (for the prior month), the Contractor shall provide a
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 shall be
included with the material describing the individual case.
4. MHS – Mental Health Services
a. Mental Health Emergency Report
On or by the 10th Business Day of each month (for the prior month), the Contractor shall provide a
monthly report that includes mental health emergencies, incidents of self-harm behavior,
admissions/discharges from inpatient units, and admissions/discharges from infirmary care for
Inmates on SHOS.

b. Inmate Request/Staff Referral Log
On or by the 10th Business Day of each month (for the prior month), the Contractor shall provide a
monthly report (Form DC4-781H) that includes Inmate requests and staff referrals.
c. Self-Injury Summary Evaluation
Prior to discharge from SHOS or referral to a higher level of care, in accordance with Procedure
404.001, Suicide and Self-Injury Prevention, the Contractor shall provide a written mental health
summary evaluation in a format designated by the Department’s Chief of Mental Health Services
for all Inmates who engage in self-injurious behaviors that result in transportation to an outside
medical facility.
5. PS – Pharmacy Services
a. Consultant Pharmacist of Record
Within 30 Days of Contract effective date, the Contractor shall provide a list of each Institution’s
Consultant Pharmacist of Record and their phone number.
b. Policy and Procedure Manual for Pharmaceutical Operations
Within 30 Days of Contract effective date, and before offering services, the Contractor shall
provide a policy and procedure manual to all Institutions, the Contract Manager, and the Chief of
Pharmaceutical Services.
c. Monthly Consultant Pharmacist Inspection Report
On or by the 10th Business Day of each month (for the prior month), the Contractor shall provide a
copy of the Monthly Consultant Pharmacist Inspection Report for each facility which is licensed
by the State of Florida, Department of Health, and/or the Board of Pharmacy.
d. Annual Manual Review Log
Annually on January 15th, the Contractor shall provide a verification of annual review of the Policy
and Procedure Manual for Pharmaceutical Operations by each employee.
e. Pharmacy Permits
On or by the day of Transition, the Contractor shall provide a copy of their State of Florida Medical
Quality Assurance Board of Pharmacy Permit and United States DEA Controlled Substance Permit
(if applicable).
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CONTRACT #C3076
6. UM – Utilization Management
a. Daily UM Report
Each Business Day by 4:00 p.m., Eastern Time, the Contractor shall provide the following:
i. Report for Community Hospital Admissions - the report shall include the following elements:
Inmate Name, DC Number, Age, Institution, Admitting Hospital, Admitting Diagnosis,
significant labs and imaging results and Plan of treatment. Daily chronological updates to
include; date, vital signs, intensity of service, significant labs, pathology results, procedures
done and discharge planning. Cases to be removed from the report post discharge.
ii. Inpatient Admissions Report in Excel format – The report shall include the following
elements: Sending Institution, Inmate Name, DC Number, DOB, Age, Admitting Diagnosis,
Discharge Diagnosis, Hospital Name, Admission Reason Self Harm or Assault Y/N, Length
of Stay and Bed Type Days. The report shall have cumulative data to end on the last of the
month.
iii. Emergency Room Utilization in Excel format – The report shall include the following
elements: Event date & time, Sending Institution, Inmate Name, DC Number, DOB, Age,
Institution Diagnosis, Hospital Admission Status Y/N, Event Reason Self Harm or Assault
Y/N.
iv. Outpatient services in Excel format – The report shall include the following elements and
will be updated daily and in an ongoing calendar year format: Inmate name, DC Number,
Date of Birth, Age, Requesting Institution, Date of request, Date received in Utilization
Management, Date completed in Utilization Management, Appointment Date, Specialty
Type, Acuity of Referral, Status of Referral (approved/ATP), Diagnosis Description,
Procedure Description, Provider, and Authorization Number.
b. Quarterly UM Report
On or by the 10th Business Day of January, April, July and October reflecting information from the
previous calendar quarter, the Contractor shall provide the following:
i. Report identifying readmissions to a community hospital within 30 Days of hospital
discharge. The report will include the following elements: Inmate name, DC number, D.O.B.,
Age, Discharge Diagnosis Description, Hospital Name, Date of Discharge, Readmission
Diagnosis Description, Readmission Hospital Name, Length of Stay, and Readmission Date
of Discharge.
ii. Identification of outliers, Variance/Variability based on Diagnosis Related Groups to Length
of Stay.
iii. Identification of Patterns of Prescribing and Trends Analysis.
iv. Data Cost Analysis of services provided and comparative data for indicators measured with
the goal of cost containment.
v. Cost per Day – Inpatient Hospital, Inpatient at RMC, Infirmary Care.
vi. Cost per Surgical Case and/or Surgical Procedure.
vii. Cost by Diagnostic Codes, Provider, Facility, Region, and Inmate.
viii. Summary report of Unauthorized/Disapproved Claims with explanation.
7. QM – Quality Management
a. Regional Quarterly Reviews
On or by the 20th Day of the month following the end of the quarter, utilizing Form DC4-512C,
Corrective Action Plan (CAP), or an approved form, the Contractor shall prepare a quarterly
summary that reflects the findings and initiatives made for improvements, and submit the summary
to the Central Office QM Coordinator along with a copy of the Regional Quarterly Review meeting
minutes.
b. Institutional Semi-Annual Clinical Review Reports
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CONTRACT #C3076
On or by July 15th (for June’s review) and January 15th (for December’s review), utilizing Form
DC4-512A, Quality Management Instrument, or an approved form, the Contractor shall provide
reports from each discipline to perform a semi-annual (June and December) review of their area
within health services. When reviewing clinical areas, each discipline will randomly select 10 to
15 records per clinic that are eligible to meet an indicator. If there are categories/clinics that are not
held at a particular Institution, they would be marked as “not applicable.”
An Institution’s QM Coordinator shall submit to the Regional QM Coordinator the semi-annual
health services reports with all personal health identifiers removed from the report (DC4-512B or
approved form) and any corrective action plans by the 15th of July and January.
c. Semi-Annual Health Services Summary Report
On or by August 5th and February 5th, the Contractor shall ensure the Regional Coordinator submit
a semi-annual summary of the Regional Quarterly Reviews (see Section 7. a., above) and the
Institutional Semi-Annual Clinical Review Reports (see Section 7. b., above) with all personal
health identifiers removed from the report to the Central Office QM Coordinator.
d. Quality Management Review Report
18 months from the previous QM review, and every 18 months thereafter, the Contractor shall
conduct a review at each Institution by the Contractor’s Regional or QM Review Team, using the
quality management instrument (Form DC4-512A, Quality Management Instrument, or approved
form). The reviews should be scheduled around CMA and ACA audits, which should prevent an
Institution from going no longer than 24 months without an onsite review.
e. Schedule of QM Reviews
Annually, on or by August 20th, the Contractor shall provide a schedule of QM reviews for the
fiscal year (July 1- June 30).
f.

CAP Response to CMA Report
All CMA-conducted survey findings require a response in accordance with OHS directives. Within
20 Days of the CMA’s final report date, the Contractor shall submit a CAP (Form DC4-512C) for
all findings to the Deputy Director Health Services Administration.

g. Clinical Risk Management Occurrence Trending Report
On or by the 10th Business Day of every month, the Contractor shall submit Form DC4-690B,
Clinical Risk Management Occurrence Trending Report for Inmates Under the Direct Supervision
of the Institutional Health Services, updated for the prior month identifying if an Inmate
occurrence/injury occurred while the Inmate is under the care or control of health services
personnel. The Inmate must physically be in a health services area at the time of the
occurrence for this report to be completed. This includes, but is not limited to, treatment room,
infirmary, TCU, CSU, etc. All occurrences, at a minimum, will require a nursing evaluation (Level
1 Intervention). All suicide attempts, at a minimum, will require notification of a Medical Provider
(Level 3 Intervention).
h. Sentinel Event (SE) Reporting
Within three (3) Business Days of occurrence of any reportable SE (death or serious physical or
psychological injury to an Inmate or Inmates, not related to the natural course of the Inmate’s
illness), the Contractor shall complete and submit Form DC4-690A, Occurrence Report, in
accordance with HSB 15.09.08, Risk Management Program, for any SE that occurs under the direct
supervision of health services or health services personnel.
8. EMR – Electronic Medical Record
Support and Communication Plan
Within 15 Days of the Contract’s effective date, the Contractor shall submit this plan that includes,
but is not limited to, the following: System Overview, Support Procedures for System Issues &
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CONTRACT #C3076
Maintenance, Communication Matrix & Escalation Procedures, Support Roles Matrix, Equipment
Repair and Warranties (if any), Data Administration, Interface Administration, Configuration and
Change Management, Business Continuity, Disaster Recovery Procedures, and any appendix
documentation.
U. Performance Measures and Financial Consequences
1. Methodology
The Department has developed the following Performance Measures which shall be used to assess the
Contractor’s performance.
Listed below are the key Performance Measure Descriptions and Performance Measure Thresholds
deemed most crucial to the success of the overall desired service delivery and the Financial
Consequences that will be imposed if the Threshold is not met within the Measurement Duration.
Unless specifically stated otherwise, “per institution” is interpreted to mean each Major Institution and
their Satellite Facilities together considered one institution.
Any exception to the Performance Threshold findings must be requested, in writing, by the Contractor
and must be submitted to the Contract Manager within 15 Business Days after issuing the findings for
review by the appropriate Department discipline director. If denied, the Contractor may request, in
writing, a secondary review by the Department’s Health Services Director within 15 Business Days of
the initial exception request denial. The Contractor must not have contributed to any cause(s) of delay.
If the non-performance by the Contractor is due to the Department substantially changing the mission
at an institution by exceeding the capacity of specially designated medical and psychological grades by
an amount that would substantively impact the staffing matrix over the agreed-upon population, the
Department may modify the assessment of financial consequences appropriately for the performance
measures associated with that service area, for that quarter. For example, if the S-3 population at an
institution grows substantively over the agreed-upon population, financial consequences related to
outpatient S-3 care may be modified for that performance period (semi-annual).
2. Performance Measures
The expectation of services is to meet or exceed all contract requirements. The following performance
Measurement Thresholds are used strictly for determination of financial consequences.
Performance
Measure No.

Description

PM-001
(PGM)

All informal health
care grievances are
responded to within 15
Days of receipt of the
initial grievance in
accordance with 33103.005, F.A.C.

Measurement
Threshold

80%
compliance, per
Institution

Measurement
Duration

Financial Consequence

Semi-annually

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution

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CONTRACT #C3076
Performance
Measure No.

PM-002
(PGM)

Description

All findings from
CMA surveys are
cured by the second
CAP assessment.

100% Per
Occurrence

No Inmate deaths
occur that are directly
or indirectly attributed
to the Contractor’s
omission indifference
or inaction to an
Inmate's identified
needs.

All FDC
Mortality
Reviews
(conducted
upon an
Inmate’s death)
show no Inmate
deaths occur as
a result of the
Contractor’s
systemic pattern
of indifference
or inaction to
identified needs
of an Inmate
which directly
or indirectly
resulted in
death.
Retain
accreditation

PM-003
(PGM)

PM-004
(PGM)

Measurement
Threshold

Maintain compliance
with mandatory
medical health
standards and 90% of
non-mandatory Health
care standards to retain
ACA accreditation.

Measurement
Duration

Semi-annually

Measured at
time of
occurrence

Measured at
time of
occurrence

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Financial Consequence
For performance below 100%,
consequences will be assessed
as follows:
Not cured by the 2nd survey:
$10,000 per Institution
Not cured by the 3rd survey:
$20,000 per Institution
Not cured by the 4th survey:
$20,000 per Institution
Not cured by the 5th survey:
$40,000 per Institution
For CMA audit findings not
cured by the 6th and subsequent
CAP assessments, the
consequence will increase by
25% in value for each
subsequent assessment not
cured.
$100,000 per occurrence

$100,000 occurrence, per
Institution that loses
accreditation related to failed
health standards, plus payment
of all costs and fees associated
with ACA re-accreditation

CONTRACT #C3076
Performance
Measure No.

PM-005
(PGM)

PM-006
(PGM)

PM-007
(PGM)

Measurement
Threshold
All positions are
filled within 90
Days of
vacancy (FTE
minimum of 35
hours per
week).

Measurement
Duration
Semi-Annually

All Tier 2 Positions
identified in
Attachment D,
Position Titles by
Tier, will be filled
within 90 Days of the
position becoming
vacant. The Contractor
may utilize full time
locum tenens and
PRNs to meet this
requirement.

All positions are
filled within 90
Days of
vacancy (FTE
minimum of 35
hours per
week).

Semi-Annually

All Tier 3 Positions
identified in
Attachment D,
Position Titles by
Tier, will be filled
within 90 Days of the
position becoming
vacant. The Contractor
may utilize full time
locum tenens and
PRNs to meet this
requirement.

All positions are
filled within 90
Days of
vacancy (FTE
minimum of 35
hours per
week).

Semi-Annually

Description
All Tier 1 Positions
identified in
Attachment D,
Position Titles by
Tier, will be filled
within 90 Days of the
position becoming
vacant. The Contractor
may utilize full time
locum tenens and
PRNs to meet this
requirement.

Page 80 of 146

Financial Consequence
If more than 10.0% of Tier 1
positions assigned, per the
approved staffing plan, to a
Major Institution and its related
Satellite Facilities are vacant,
the Contractor will be assessed
$500 per Day for each Day, or
portion thereof, each position
is vacant after 90 days.
Financial Consequences for
this measure will not be
assessed for the first six (6)
months of the Initial Contract
term.
If more than 10.0% of Tier 2
positions assigned, per the
approved staffing plan, to a
Major Institution and its related
Satellite Facilities are vacant,
the Contractor will be assessed
$300 per Day for each Day, or
portion thereof, each position
is vacant after 90 days.
Financial Consequences for
this measure will not be
assessed for the first six (6)
months of the Initial Contract
term.
If more than 10.0% of Tier 3
positions assigned, per the
approved staffing plan, to a
Major Institution and its related
Satellite Facilities are vacant,
the Contractor will be assessed
$100 per Day for each Day, or
portion thereof, each position
is vacant after 90 days.
Financial Consequences for
this measure will not be
assessed for the first six (6)
months of the Initial Contract
term.

CONTRACT #C3076
Performance
Measure No.

Description

PM-008
(PGM)

The Contractor shall
provide the
Department with its
initial Transition Plan
and meet with the
Department to review
the plan within 3 Days
of execution of the
Contract.

PM-009
(PGM)

PM-010
(PGM)

PM-011
(IC)

PM-012
(IC)

The Contractor shall
provide the
Department with its
Final Transition Plan
within 15 Days of
execution of the
Contract.
The Contractor shall
provide the
Department with a
Transition Plan that
details the
transitioning of service
delivery to a new
provider upon
termination or
expiration of the
Contract.
An RN will triage all
sick call requests
(emergent, urgent, or
routine) within 24
hours from when the
Inmate request form is
submitted.
Inmates with sick call
requests categorized as
“emergent” are seen
by a Licensed Nurse as
soon as possible,
within a time frame
not to exceed 60
minutes from the time
of triage.

Measurement
Threshold
Initial
Transition Plan
shall be
provided to the
Department and
Contractor
schedules and
holds a meeting
with
Department to
review Plan.
Final Transition
Plan shall be
provided to the
Department
within 15 Days
of Contract
execution.
Transition Plan
shall be
provided to the
Department
within 180 Days
before Contract
end date,
including for
Termination at
Will.

Measurement
Duration
Measured at
time of
occurrence

$5,000 per Day for each Day,
or portion of a Day the
Contractor is late

Measured at
time of
occurrence

$25,000 per Day for each Day,
or portion of a Day the
Contractor is late

Measured at
time of
occurrence

$5,000 per Day for each Day,
or portion of a Day the
Contractor is late

80%
compliance, per
Institution

Semi-annually

100%
compliance

Semi-annually

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below 100%,
consequences will be assessed
as follows:
90%-99.99%:
$6,000 per Institution
80%-89.99%:
$12,000 per Institution
Less than 80%:
$18,000 per Institution

Page 81 of 146

Financial Consequence

CONTRACT #C3076
Performance
Measure No.

PM-013
(IC)

PM-014
(IC)

PM-015
(IC)

PM-016
(IC)

PM-017
(IC)

Measurement
Threshold
90%
compliance, per
Institution

Measurement
Duration
Semi-annually

All post-use-of-force
examinations are
conducted within 45
minutes of the
Contractor’s
notification of the
post-use-of-force
occurrence.

90%
compliance, per
Institution

Semi-annually

All Inmates admitted
to the Infirmary will
have an admission
assessment completed
within two (2) hours of
admission by a
Licensed Nurse in
accordance with HSB
15.03.26, Infirmary
Services.
Acute care admissions
to the infirmary
receive a nursing
assessment once every
eight (8) hours.

90%
compliance, per
Infirmary

Semi-annually

80%
compliance, per
Institution

Semi-annually

Chronic care
admissions to the
infirmary receive a
nursing assessment
once every seven (7)
Days using Form
DC4-684, Infirmary/
Hospital Daily
Nursing Evaluation.

80%
compliance, per
Institution

Semi-annually

Description
Inmates with sick call
requests categorized as
“urgent” are seen by a
Licensed Nurse within
24 hours from the time
of triage.

Page 82 of 146

Financial Consequence
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$6,000 per Institution
70%-79.99%:
$12,000 per Institution
Less than 70%:
$18,000 per Institution
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$6,000 per Infirmary
70%-79.99%:
$12,000 per Infirmary
Less than 70%:
$18,000 per Infirmary
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

CONTRACT #C3076
Performance
Measure No.

PM-018
(IC)

PM-019
(IC)

PM-020
(IC)

PM-021
(IC)

PM-022
(IC)

Measurement
Threshold
80%
compliance, per
Institution

Measurement
Duration
Semi-annually

80%
compliance, per
Institution

Semi-annually

80%
compliance, per
Institution

Semi-annually

All Inmates shall have
an initial intake
screening completed
by a Licensed Nurse
during reception
within eight (8) hours
of arrival at the
receiving facility.

80%
compliance, per
Institution

Semi-annually

All emergent consults
are submitted to UM
within one (1)
Business Day, in
accordance with HSB
15.09.04.01, Specialty
Health Services and
Reception and Medical
Center or Staging
Facilities.

80%
compliance, per
Institution

Semi-annually

Description
All 23-hour
observation
admissions do not
exceed 23 hours
without a disposition
(dispositions include
discharge, admitted as
acute, or transferred to
a hospital).
A Medical Provider
conducts rounds no
less than once per
calendar day to assess
all acute illness
Inmates in the
infirmary. In-person
rounds are required on
Business Days, and
documented call-in
rounds on weekends
and State holidays.
All new commitment
Inmates receive a
medical health
appraisal, including a
physical examination
within 14 Days of
arrival at a reception
center.

Page 83 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%: $5,000 per
Institution
60%-69.99%: $10,000 per
Institution
Less than 60%: $20,000 per
Institution

CONTRACT #C3076
Performance
Measure No.
PM-023
(IC)

PM-024
(IC)

PM-025
(IC)

PM-026
(IC)

PM-027
(IC)

Description
All urgent consults are
submitted to UM
within two (2)
Business Days, in
accordance with HSB
15.09.04.01.
All emergent specialty
medical requests are
processed within one
(1) Business Day in
accordance with HSB
15.09.04, Utilization
Management
Procedures.
All urgent specialty
medical requests are
processed by the
Contractor’s UM Staff
within three (3)
Business Days in
accordance with HSB
15.09.04.
Emergency Treatment
Orders (ETO) shall be
prescribed via a
written order by a MD,
DO, or Psychiatrist, in
accordance with
Section 945.48, F.S.,
and HSB 15.05.19,
Psychotropic
Medication Use
Standards and
Informed Consent.
All Inmate patients
with chronic Hepatitis
C are prioritized for
treatment with Direct
Acting Antivirals
(DAAs) in accordance
with HSB 15.03.09,
Supplement 3, Section
I., Prioritization for
Treatment with DAAs.

Measurement
Threshold
80%
compliance,
statewide

Measurement
Duration
Semi-annually

80%
compliance,
statewide

Semi-annually

80%
compliance,
statewide

Semi-annually

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%: $3,000
60%-69.99%: $6,000
Less than 60%: $12,000

100%
compliance

Measured at
time of
occurrence

$5,000 per occurrence

90%
compliance,
statewide

Semi-annually

For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000
70%-79.99%:
$8,000
Less than 70%:
$12,000

Page 84 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%: $3,000
60%-69.99%: $6,000
Less than 60%: $12,000
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%: $3,000
60%-69.99%: $6,000
Less than 60%: $12,000

CONTRACT #C3076
Performance
Measure No.

PM-028
(IC)

PM-029
(IC)

PM-030
(IC)

PM-031
(IC)

PM-032
(IC)

Description
All Inmates with
disabilities are seen by
the Institution’s
Disabled Inmate
Committee quarterly,
with their service
needs documented on
Form DC4-691,
Disabled Inmate
Management and
Service Plan,
(documented Inmate
refusals are excluded).
All Inmates with
impairments or
disabilities have the
appropriate Health
Classification Grade
entered in the EMR
based on the clinical
assessment.
Inmate Assistants
working with an
impaired and/or
Disabled Inmate are
trained in accordance
with Procedure
403.011, Inmate
Assistants for
Impaired Inmates.
Nursing staff shall
perform a monthly
skin check on all
Inmates assigned a
wheelchair, prosthetic,
or permanent brace in
accordance with HSB
15.03.25.02, Mobility
Services.
All Inmates with
hernias referred for a
surgical consultation
in accordance with
HSB 15.03.47, Section
V., A., but not
scheduled for surgery,
have a completed
DC4-711a form and a
documented reason for
refusal in the EMR.

Measurement
Threshold
90%
compliance, per
Institution that
houses Disabled
Inmates

Measurement
Duration
Semi-annually

90%
compliance, per
Institution that
houses Disabled
Inmates

Semi-annually

80%
compliance, per
Institution

Semi-annually

80%
compliance, per
Institution

Semi-annually

90%
compliance, per
Institution

Semi-annually

Page 85 of 146

Financial Consequence
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$6,000 per Institution
Less than 70%:
$12,000 per Institution

For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

CONTRACT #C3076
Performance
Measure No.

PM-033
(IC)

PM-034
(IC)

PM-035
(IC)

PM-036
(IC)

Description
All Inmates referred to
Special Housing will
receive a pre-Special
Housing placement
assessment in
accordance with
Procedure 403.003,
Health Services for
Inmates in Special
Housing.
All single-dosed
medications will be
administered in
accordance with
Procedure 403.007,
Medication
Administration and
Refusals.
At reception, Inmates
are assigned an Sgrade of three (3) or
above if they have
received antipsychotic
medication at any time
during the 30 Day
period preceding
arrival or have
received inpatient
mental health care
within the past six (6)
months in accordance
with HSB 15.05.17,
Intake Mental Health
Screening at Reception
Centers.
Each Inmate in a CSU
is evaluated with an
assessment form
completed every shift
by a Licensed Nurse.
An RN must complete
each Day shift in
accordance with the
FDC Nursing Manual.

Measurement
Threshold
90%
compliance, per
Institution

Measurement
Duration
Semi-annually

80%
compliance, per
Institution

Semi-annually

80%
compliance, per
Institution

Semi-annually

90%
compliance, per
Institution

Semi-annually

Page 86 of 146

Financial Consequence
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$6,000 per Institution
70%-79.99%:
$12,000 per Institution
Less than 70%:
$18,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

CONTRACT #C3076
Performance
Measure No.

PM-037
(IC)

PM-038
(IDC)

PM-039
(IDC)

PM-040
(IDC)

PM-041
(IDC)

Measurement
Threshold
100%
compliance

Measurement
Duration
Per episode of
restraint

100%
compliance

Measured at
time of
occurrence

$1,000 per occurrence, plus
$500 per each 24-hour period
after the initial 24 hours has
lapsed

Inmates signing up for
dental sick call are
triaged within 72 hours
of receipt of the sick
call form.

90%
compliance, per
Institution

Semi-annually

Inmates needing urgent
dental care receive the
necessary treatment as
soon as possible, but
no longer than within
10 Days.

100%
compliance, per
Institution

Semi-annually

The waiting time
between an initial
Inmate request for
routine dental services
and the appointment
date is no more than
six (6) months.

80%
compliance, per
Institution

Semi-annually

For performance below 90%,
consequences will be assessed
as follows:
70%-79.99%:
$3,000 per Institution
60%-69.99%:
$6,000 per Institution
Less than 60%:
$9,000 per Institution
For performance below 100%,
consequences will be assessed
as follows:
90%-99.99%:
$3,000 per Institution
80%-89.99%:
$6,000 per Institution
Less than 80%:
$9,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$3,000 per Institution
60%-69.99%:
$6,000 per Institution
Less than 60%:
$9,000 per Institution
(Financial Consequences for
this measure will not be
assessed for the first six (6)
months of the Initial Contract
term)

Description
When an Inmate is in
psychiatric restraints,
they are evaluated
every 15 minutes by a
Licensed Nurse until
the episode of restraint
is terminated including
a post-restraint
evaluation, in
accordance with HSB
15.05.10, Psychiatric
Restraint.
Emergency dental
treatment is rendered
within 24 hours.

Page 87 of 146

Financial Consequence
$2,500 per episode of restraint

CONTRACT #C3076
Performance
Measure No.

Measurement
Threshold
80%
compliance, per
Institution

Measurement
Duration
Semi-annually

The waiting time
between preventative
dental appointments is
no more than three (3)
months.

80%
compliance, per
Institution

Semi-annually

Urgent oral surgery
referrals and initial
treatment must be
completed within four
(4) weeks.

90%
compliance,
statewide

Semi-annually

Description
The waiting time
between restorative
dental appointments is
no more than three (3)
months.

PM-042
(IDC)

PM-043
(IDC)

PM-044
(IDC)

Page 88 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$3,000 per Institution
60%-69.99%:
$6,000 per Institution
Less than 60%:
$9,000 per Institution
(Financial Consequences for
this measure will not be
assessed for the first six (6)
months of the Initial Contract
term)
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$5,000 per Institution
60%-69.99%:
$10,000 per Institution
Less than 60%:
$15,000 per Institution
(Financial Consequences for
this measure will not be
assessed for the first six (6)
months of the Initial Contract
term)
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$5,000
70%-79.99%:
$10,000
Less than 70%:
$15,000
(Financial Consequences for
this measure will not be
assessed for the first six (6)
months of the Initial Contract
term)

CONTRACT #C3076
Performance
Measure No.

Measurement
Threshold
80%
compliance,
statewide

Measurement
Duration
Semi-annually

Routine endodontic
referrals and initial
treatment must be
completed within three
(3) months.

80%
compliance,
statewide

Semi-annually

Oral biopsies must be
taken within 10 Days
after verification that a
lesion has not healed.
Within 14 Days of
arrival at a reception
center, all Inmates
complete an intake
psychological
screening and initial
testing in accordance
with HSB 15.05.17,
Intake Mental Health
Screening at Reception
Centers.

100%
compliance

Measured at
time of
occurrence

80%
compliance, per
Institution

Semi-annually

Description
Routine oral surgery
referrals and initial
treatment must be
completed within three
(3) months.

PM-045
(IDC)

PM-046
(IDC)

PM-047
(IDC)

PM-048
(MH)

Page 89 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$5,000
60%-69.99%:
$10,000
Less than 60%:
$15,000
(Financial Consequences for
this measure will not be
assessed for the first six (6)
months of the Initial Contract
term)
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$5,000
60%-69.99%:
$10,000
Less than 60%:
$15,000
(Financial Consequences for
this measure will not be
assessed for the first six (6)
months of the Initial Contract
term)
$2,500 per occurrence, plus
$1,000 per Day for each
additional Day after 10 Days
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

CONTRACT #C3076
Performance
Measure No.

PM-049
(MH)

PM-050
(MH)

PM-051
(MH)

Description
Inmates are classified
appropriately,
according to the
Department’s
established Mental
Health Inmate
Classification System,
to include S-grades, Rgrades, and mental
health impairment
grades of SY-Y and
SY-D.
A psychiatric
evaluation is
completed for all
Inmates meeting the
criteria for a
psychiatric evaluation
during the intake
assessment process, in
accordance with HSB
15.05.17.
Within the General
Population, Inmates
whose final IQ score is
<70 or whose adaptive
behavior checklist
rating is <35 are
maintained and
provided services as S2 or higher for no less
than 90 Days before a
change in classification
to the S-1.

Measurement
Threshold
80%
compliance, per
Institution

Measurement
Duration
Semi-annually

80%
compliance, per
Institution

Semi-annually

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution

80%
compliance, per
Institution

Semi-annually

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution.
Financial Consequences for
this measure will not be
assessed for the first six (6)
months of the Initial Contract
term.

Page 90 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution

CONTRACT #C3076
Performance
Measure No.

PM-052
(MH)

PM-053
(MH)

PM-054
(MH)

PM-055
(MH)

Measurement
Threshold
80%
compliance, per
Institution

Measurement
Duration
Semi-annually

A Behavioral Health
Specialist is assigned
to any newly arriving
S-2 to S-6 Inmate
within three (3)
Business Days of
arrival.

80%
compliance, per
Institution

Semi-annually

Mental health staff
sees Inmates with a
mental health grade of
S-2 or S-3 within 14
Days of arrival at their
permanent Institution.

80%
compliance, per
Institution

Semi-annually

Inmates in outpatient
or reception settings
classified as S-2 or S-3
have an ISP developed
and approved by the
MDST within 30 Days
of a grade change and
reviewed every 180
Days thereafter.

90%
compliance, per
Institution

Semi-annually

Description
All SY-D Inmates,
with the exception of
those in inpatient
status, are seen by the
Institutional Disabled
Inmate Committee
quarterly, and their
service needs
documented on Form
DC4-691, Disabled
Inmate Management
and Service Plan.

Page 91 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution.
Financial Consequences for
this measure will not be
assessed for the first six (6)
months of the Initial Contract
term.
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$6,000 per Institution
70%-79.99%:
$12,000 per Institution
Less than 70%:
$18,000 per Institution

CONTRACT #C3076
Performance
Measure No.

PM-056
(MH)

PM-057
(MH)

PM-058
(MH)

PM-059
(MH)

PM-060
(MH)

Description
All Inmates on the
outpatient mental
health caseload receive
individual or group
counseling every 60
Days.

Inmate-declared
emergencies and
emergent staff referrals
are responded to as
soon as possible, but
no longer than 60
minutes after the
notification per
Procedure 404.001,
Suicide and Self-Injury
Prevention.
A psychiatric
evaluation is
completed for each
Inmate before
prescribing
psychotropic
medication, in
accordance with HSB
15.05.19, Psychotropic
Medication Use
Standards and
Informed Consent.
Each S-3 Inmate
placed in Special
Housing receives a
Confinement
evaluation within five
(5) Days of placement
and every 30 Days
thereafter.
Each S-1 or S-2 Inmate
placed in Special
Housing receives a
Confinement
evaluation within 30
Days of placement and
every 90 Days
thereafter.

Measurement
Threshold
80%
compliance, per
Institution

Measurement
Duration
Semi-annually

100%
compliance

Measured at
time of
occurrence

80%
compliance, per
Institution

Semi-annually

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

100%
compliance

Measured at
time of
occurrence

$1,000 per occurrence

100%
compliance

Measured at
time of
occurrence

$1,000 per occurrence

Page 92 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution
$2,500 per occurrence

CONTRACT #C3076
Performance
Measure No.

PM-061
(MH)

PM-062
(MH)

PM-063
(MH)

PM-064
(MH)

Description
Mental health staff
conduct weekly rounds
in each Confinement
unit, in accordance
with HSB 15.05.08,
Services for Inmates
who are Assigned to
Confinement,
Protective
Management or Close
Management Status.
For Inmates in Close
Management or
Maximum
Management settings,
a Behavioral Risk
Assessment (BRA) is
completed in
accordance with HSB
15.05.08.
All S-3 Inmates
receive a psychiatric
follow-up every 90
Days that includes the
effects of prescribed
medication on targeted
symptoms and
behaviors and any
medication side effects
documented.
A Psychologist or
Psychiatric Provider
makes rounds daily,
during regular business
hours, each Business
Day, to review the
general functioning of
all Inmates in an
inpatient unit(s) in
accordance with
Procedure 404.004,
Mental Health
Inpatient
Multidisciplinary
Treatment and
Services.

Measurement
Threshold
80%
compliance, per
Institution

Measurement
Duration
Semi-annually

80%
compliance, per
Institution

Semi-annually

80%
compliance, per
Institution

Semi-annually

90%
compliance, per
Institution

Semi-annually

Page 93 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

CONTRACT #C3076
Performance
Measure No.

PM-065
(MH)

PM-066
(MH)

PM-067
(MH)

Description
Psychologists
complete a validated,
Department-approved
violence risk
assessment within
three (3) Business
Days of an Inmate’s
admission to the CSU,
and within seven (7)
Business Days of
admission to the TCU
or CMHTF, and every
90 Days thereafter.
A Psychologist, or in
the absence of a
Psychologist, a
Psychiatrist, provides
input via Form DC61008, Disciplinary
Team Mental Health
Consultation, as to
whether an Inmate’s
mental diagnosis
contributed to an
alleged disciplinary
offense and
disciplinary report for
all Inmates with
current diagnoses
associated with
psychotic features,
autism spectrum
disorder, dementia, or
intellectual disability.
A Psychologist, or in
the absence of a
Psychologist, a
psychiatrist, provides
input via Form DC61008 for all Inmates
who are issued a
disciplinary report
within an inpatient
unit.

Measurement
Threshold
100%
compliance

Measurement
Duration
Measured at
time of
occurrence

80%
compliance, per
Institution

Semi-annually

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

90%
compliance, per
Institution

Semi-annually

For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

Page 94 of 146

Financial Consequence
$1,000 per occurrence, plus
$500 per each subsequent
deficient Day

CONTRACT #C3076
Performance
Measure No.

PM-068
(MH)

PM-069
(MH)

PM-070
(MH)

PM-071
(MH)

Description
Inmates with a current
diagnosis of
schizophrenia or other
disorders with
psychotic features
receive case
management services
every 30 Days.
Inmates admitted to
any mental health
inpatient unit are
offered a minimum of
10 hours per week of
SOCTS in accordance
with Procedure
404.004, Mental
Health Inpatient
Multidisciplinary
Treatment and
Services.
No more than five (5)
hours of therapeutic
activities are used to
fulfill the weekly
required SOCTS hours
if clinical requirements
are met in accordance
with Procedure
404.004, Mental
Health Inpatient
Multidisciplinary
Treatment and
Services.
Upon admission to a
mental health inpatient
unit, all Inmates
receive a psychiatric
evaluation within three
(3) Business Days.

Measurement
Threshold
80%
compliance, per
Institution

Measurement
Duration
Semi-annually

100%
compliance

Per week, per
Inmate

100%
compliance

Measured at
time of
occurrence

$20 per Inmate per week

90%
compliance, per
Institution

Semi-annually

For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

Page 95 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
$20 per Inmate, per week for
each hour, or portion thereof,
less than 10 hours

CONTRACT #C3076
Performance
Measure No.

PM-072
(MH)

PM-073
(MH)

PM-074
(MH)

PM-075
(MH)

PM-076
(MH)

Measurement
Threshold
90%
compliance, per
Institution

Measurement
Duration
Semi-annually

After an initial ISP for
Inmates housed in an
inpatient mental health
unit, ISPs are reviewed
every 14 Days in the
CSU, every 30 Days in
the CMHTF and every
60 Days in the TCU.

90%
compliance, per
Institution

Semi-annually

CM Inmates classified
as S-2 or S-3 have an
ISP developed and
approved by the
MDST within 14 Days
of CM placement and
14 Days of transfer
between CM units.

80%
compliance, per
Institution

Semi-annually

ISP reviews occur
within 30 Days of
updating, 120 Days
after the 30-Day
review, every 180
Days after the 120-Day
review, and after any
critical event.

80%
compliance, per
Institution

Semi-annually

Individual
psychotherapy is
provided weekly when
and ISP contains
problem #101 Abuse
to Self or #152
Suicidal Behavior as
specified in Procedure
404.004 (8)(d).

80%
compliance, per
Institution

Semi-annually

Description
Upon admission to a
mental health inpatient
unit, an initial ISP is
completed within
seven (7) Days.

Page 96 of 146

Financial Consequence
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution

CONTRACT #C3076
Performance
Measure No.

PM-077
(MH)

PM-078
(MH)

PM-079
(MH)

PM-080
(MH)

Description
Psychiatric follow-up
services are provided
at least every seven (7)
Days in CSU; every 30
Days in TCU and
every 14 Days in
CMHTF.

Inmates who return
from outside medical
treatment because of
self-injury are
immediately admitted
to IMR on SHOS.
Inmates placed on
SHOS receive
counseling by a
Behavioral Health
Specialist or
Psychologist each
Business Day.
A Psychologist or
licensed Behavioral
Health Specialist, as
permitted by
Department Policy,
conducts an evaluation
and completes an
outside hospital report
for all Inmates who
receive outside
medical treatment for
self-injurious behavior
prior to discharge from
SHOS.

Measurement
Threshold
90%
compliance, per
Institution

Measurement
Duration
Semi-annually

100%
compliance

Measured at
time of
occurrence

$5,000 per occurrence

80%
compliance, per
Institution

Semi-annually

80%
compliance, per
Institution

Semi-annually

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

Page 97 of 146

Financial Consequence
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

CONTRACT #C3076
Performance
Measure No.

PM-081
(MH)

PM-082
(MH)

PM-083
(MH)

PM-084
(MH)

Description
Inmates discharged
from SHOS are
evaluated by a
Behavioral Health
Specialist or
Psychologist in
accordance with the
timeframes established
in Procedure 404.001,
Suicide and Self-Injury
Prevention.
If an Inmate in an
inpatient setting
refuses to attend a
scheduled clinical
encounter, the case
manager or a clinical
member of the MDST
will counsel the Inmate
and document efforts
made to encourage
attendance at future
clinical encounters
within 24 hours.
If an Inmate in an
inpatient unit refuses
to attend an MDST
meeting, the reason for
failing to attend and
the encouragement
given for attendance is
documented on the
Form DC4-642M,
MDST Meeting
Docket.
Prior to discharge from
an inpatient setting, the
MDST documents the
clinical justification for
transfer and
consideration of any
potential adjustment
issues related to the
setting once
transferred.

Measurement
Threshold
80%
compliance, per
Institution

Measurement
Duration
Semi-annually

90%
compliance, per
Institution

Semi-annually

For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

90%
compliance, per
Institution

Semi-annually

For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

90%
compliance, per
Institution

Semi-annually

For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$6,000 per Institution
70%-79.99%:
$12,000 per Institution
Less than 70%:
$18,000 per Institution

Page 98 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

CONTRACT #C3076
Performance
Measure No.

PM-085
(MH)

PM-086
(MH)

PM-087
(MH)

Description
Mental health staff
evaluate all Inmates
with a classification of
S-2 or S-3 within one
(1) Business Day
following a use-offorce incident in
accordance with 33602.210 FAC
(chemical use of
force/EID).
A psychiatric
consultation is
completed for Inmates
at least once within the
first seven (7) Days of
admission to a TCU
and three (3) times
within the first seven
(7) Days of admission
to a CSU and CMHTF.
When an Inmate in an
inpatient unit engages
in (two (2) or more
serious self-injurious
incidents in a three (3)
month period the
Psychologist develops
a Self-Injury
Reduction Plan (SIRP)
in accordance with
Procedure 404.004,
Mental Health
Inpatient
Multidisciplinary
Treatment and
Services.

Measurement
Threshold
80%
compliance, per
Institution

Measurement
Duration
Semi-annually

90%
compliance, per
Institution

Semi-annually

For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

100%
compliance

Measured at
time of
occurrence

$2,000 per occurrence

Page 99 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

CONTRACT #C3076
Performance
Measure No.

PM-088
(MH)

PM-089
(MH)

PM-090
(MH)

Description
Self-Injury Reduction
Plans (SIRPs) are
updated every three (3)
months and there is
documentation in the
EMR that the Inmate is
receiving the
interventions specified
in the SIRP in
accordance with
Procedure 404.004,
Mental Health
Inpatient
Multidisciplinary
Treatment and
Services.
Inmates with active
SIRPs are not
discharged from an
inpatient setting.
Within the RCCU
setting, if an Inmate
refuses all SOCTS for
seven (7) consecutive
Days, the Psychologist
will conduct a wellbeing check
documented on Form
DC4-642S Well-Being
and Mental Status
Exam, in accordance
with Procedure
404.005, Residential
Continuum of Care
Units.

Measurement
Threshold
100%
compliance

Measurement
Duration
Measured at
time of
occurrence

100%
compliance

Measured at
time of
occurrence

$10,000 per occurrence

80%
compliance, per
Institution

Semi-annually

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution

Page 100 of 146

Financial Consequence
$5,000 per occurrence

CONTRACT #C3076
Performance
Measure No.

PM-091
(MH)

PM-092
(MH)

PM-093
(MH)

PM-094
(MH)

Description
If an Inmate refuses all
SOCTS for seven (7)
consecutive Days
within an inpatient
setting, a licensed BHS
or Psychologist
conducts a well-being
check, documenting
his/her findings on the
Form DC4-642S in
accordance with
Procedure 404.004,
Mental Health
Inpatient
Multidisciplinary
Treatment and
Services.
Inmates in an RCCU
are offered a minimum
of nine (9) hours of
SOCTS weekly in
accordance with
Procedure 404.005,
Residential Continuum
of Care Units.
A Psychologist
completes required
testing within the first
90 Days of an Inmate’s
arrival to an RCCU,
and reports his/her
findings in accordance
with Procedure
404.005, Residential
Continuum of Care
Units.
A petition for
involuntary treatment
is initiated within three
(3) Business Days of
admission for Inmates
admitted to a CMHTF.

Measurement
Threshold
90%
compliance, per
Institution

Measurement
Duration
Semi-annually

80%
compliance, per
Institution

Semi-annually

80%
compliance, per
Institution

Semi-annually

100%
compliance

Measured at
time of
occurrence

Page 101 of 146

Financial Consequence
For performance below 90%,
consequences will be assessed
as follows:
80%-89.99%:
$6,000 per Institution
70%-79.99%:
$12,000 per Institution
Less than 70%:
$18,000 per Institution

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
$5,000 per occurrence, plus
$5,000 per Day, or portion
thereof after the 3rd Business
Day

CONTRACT #C3076
Performance
Measure No.

PM-095
(MH)

PM-096
(MH)

PM-097
(PS)

PM-098
(PS)

PM-099
(PS)

PM-100
(PS)

Description
A continuity of care
plan is initiated for all
mental health Inmates
180 Days prior to
release by updating the
Inmate’s ISP to
address problem #309
Discharge/Aftercare
Planning.
A case manager
completes the Form
DC4-657, Discharge
Summary for Inpatient
Mental Health Care,
between 45-30 Days of
release for Inmates in a
TCU level of care.
Maintain compliance
with mandatory
pharmacy standards to
retain a valid Florida
Department of Health
MQA Board of
Pharmacy Permit.
Maintain compliance
with mandatory
pharmacy standards to
retain a valid DEA
Controlled Substance
Permit.
Monthly Consultant
Pharmacist Inspection
Reports are completed
for each Pharmacy.
(PS-018)
The Contractor shall
provide copies of any
pharmacy audit or
investigative report
performed by any
State, Federal or other
regulatory entity, by
the 10th of the month
following the month in
which the Contractor
received the report.

Measurement
Threshold
80%
compliance, per
Institution

Measurement
Duration
Semi-annually

80%
compliance, per
Institution

Semi-annually

Retain Permit

Measured at
time of
occurrence

Retain Permit

Measured at
time of
occurrence

$100,000 if permit is lost and
$1,000 per Day until permit is
reinstated, plus payment of all
costs and fees associated with
reinstatement of the permit

100%
compliance, per
Institution

Monthly

100%
Compliance

Semi-annually

For performance below 100%,
consequences will be assessed
as follows:
$3,000 per Institution
$1,000 for failure to provide
the audit or investigative report
timely

Page 102 of 146

Financial Consequence
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution
For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution
$100,000 if permit is lost and
$1,000 per Day until permit is
reinstated, plus payment of all
costs and fees associated with
reinstatement of the permit

CONTRACT #C3076
Performance
Measure No.

PM-101
(PS)

PM-102
(PS)

PM-103
(UM)

PM-104
(UM)

Description
(PS-019)
All appropriate
pharmaceutical
documentation shall be
made available for
review by the
Department’s Chief of
Pharmaceutical
Services, or their
designee
(PS-040)
Every pharmacypermitted Institution
has post-exposure
prophylaxis
medications onsite
Monthly UM reports
must be provided to
the Department, as
indicated in the
Contract.
Every hospital
admission and ER visit
shall be entered in a
UM database approved
by the Department
(Department approval
will not be
unreasonably
withheld) within 72
hours of admission
and/or visit.

PM-105
(QM)

RMCH maintains a
valid AHCA Hospital
Licensure.

PM-106
(QM)

Performance
deficiencies are
corrected, unless
beyond the
Contractor’s control.

Measurement
Threshold
100%
Compliance

Measurement
Duration
Measured at
time of
occurrence

100%
compliance

Semi-annually

$500 for failure to maintain
post-exposure prophylaxis
onsite

Reviewed
quarterly, due
monthly

$300 per Day past the due date
the report is delivered to the
Department

80%
compliance,
statewide

Semi-annually

For performance below 80%,
consequences will be assessed
as follows:
70%-79.99%: $3,000
60%-69.99%: $6,000
Less than 60%: $12,000

Ensure AHCA
Hospital
licensure is
maintained

Per AHCA
occurrence

$100,000 if licensure lost, plus
payment of any fees associated
with securing re-licensure

100%

Measured at
time of
occurrence of a
repeat
deficiency

$500 for each deficiency noted
by the Department that is not
corrected in accordance with
the Contractor’s Departmentapproved CAP prior to the next
monitoring event

By the 10th
Business Day of
the month for
the prior month

Page 103 of 146

Financial Consequence
$500 for each failure to provide
requested documentation

CONTRACT #C3076
Performance
Measure No.

PM-107
(EMR)

PM-108
(EMR)

PM-109
(ITS)

Description
The EMR System will
be up and available for
use 99.99% of the time
(excluding approved
maintenance windows)
based upon
Department-approved
measuring
methodology.
The EMR is
unavailable due to
unplanned outages.
(ITS-004) Contractor
shall obtain approval
from the Department’s
OIT before
implementing or
changing technology
used to provide
services.

PM-110
(ITS)

(ITS-007)
Contractor shall
provide the
Department with a
copy of Contractor’s
technology security
policies and a network
diagram.

PM-111
(ITS)

(ITS-008)
Contractor shall obtain
the express written
consent of the
Department’s OIT
before connecting any
Contractor-owned or
management
equipment to the
Department’s internal
network.

Measurement
Threshold

Measurement
Duration

Financial Consequence

99.99%
availability

Quarterly

$3,000 per percentage point, or
fraction thereof

100%

Measured at
time of
occurrence

$5,000 per occurrence

100%
Compliance

Measured at
time of
occurrence

$500 for each implementation
or change not approved by the
Department’s OIT

Policies and
diagram shall be
provided to the
Department
within 30 Days
of Contract
execution and
Jan. 15 and July
15, every year
thereafter.

Semi-annual

$500 per Day for each Day
late.

100%
Measured at
Compliance,
time of
working through
occurrence, as
the Change
OIT notifies HS
Management
process

Page 104 of 146

$500 for each connection
performed without the consent
of the Department’s OIT.

CONTRACT #C3076
Performance
Measure No.

PM-112
(ITS)

PM-113
(ITS)

Description

Measurement
Threshold

Measurement
Duration

(ITS-017)
Contractor shall notify
the Department before
100%
any planned events in
Measured at
Compliance,
the Contractor’s
time of
working through
computing
occurrence, as
the Change
environment that may
OIT notifies HS
Management
impact its secured
process
connection, in any way
or at any severity level
(ITS-018)
Contractor shall notify
the Department when
an unexpected event
occurs that may impact
the Department’s
information security.

Notice shall be
provided to the
Department’s
CSIRT
according to
Department
Procedure
206.009
(Exempt).

Measured at
time of
occurrence

Financial Consequence

$1,000 for each planned event
performed without one (1)
weeks’ notice

$1,000 for each unplanned
event

3. Assessment of Financial Consequences
a. By executing this Contract, the Contractor acknowledges and agrees that its performance under the
Contract shall meet the standards throughout this Contract. Currently, healthcare provided by the
Contractor is reviewed through the Quality Management process (established in Section III., L of
this Contract), reviews conducted by the Correctional Medical Authority, ACA accreditation
reviews related to health care services standards, internal Quality Management program, litigationrelated reviews by monitors or the plaintiff(s). Contract-specific performance metrics and
requirements will be reviewed twice annually by the Department’s Contract Monitoring team. This
team will conduct two (2) annual monitoring visits to each major institution.
b. Any assessment of financial consequences and subsequent payment thereof shall not affect the
Contractor’s obligation to provide services as required by this Contract.
c. The Contract Manager will provide written notice to the Contractor’s Representative of all financial
consequences assessed as a result of Performance Measure Reports or through the Department’s
Contract Monitoring process established in Section III., U., with an explanation of why the
consequences are being assessed.
d. To give appropriate opportunity for the Contractor to resolve identified issues and to ensure
performance meets the Department’s needs, consequences will begin escalating on the 2nd
consecutive finding. When a Performance Measure has a Performance Expectation that is not met
two (2) semi-annual monitorings in a row (consecutive findings), the financial consequence
assessed in the second consecutive deficient monitoring period would be doubled.
For example, if the performance related to PM-011 (IC) at Calhoun CI is 70% in semi-annual
monitoring one (1), financial consequences in the amount of $4,000 would be assessed for that
period. If performance for the same PM is 65% during the next semi-annual monitoring, then the
financial consequence assessed would be $16,000 for Calhoun CI (the $8,000 financial
consequence at 65% multiplied by 2).
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CONTRACT #C3076
e. For those corrective actions that would take longer to implement and would result in consecutive
findings, a waiver for the next review period may be requested in writing to the Contract Manager
at the time of submittal of the CAP. All requests for exceptions to contract monitoring findings and
financial consequences must be submitted to the Contract Manager, in writing, no later than 30
Days after receipt of the completed performance monitoring.
f.

The Contractor shall forward a cashier’s check or money order to the Contract Manager, payable
to the Department in the appropriate amount within 10 Days of receipt of a written notice of demand
for financial consequences due, or in the alternative, may issue a credit in the amount of the
financial consequences due on the next monthly invoice following the assessment of consequences.
Documentation of the amount of financial consequences assessed shall be included with the invoice
if issuing credit. If financial consequences are not paid or a credit memo is not issued within 60
Days of the Contractor’s receipt of the notice, future invoices will not be paid until payment of the
outstanding assessed financial consequences is received by the Department or credit is issued for
the outstanding financial consequences by the Contractor.

V. Monitoring and Evaluation Methodologies
The Contract Manager, or designated Department staff, will perform monitoring during the term of the
Contract to ensure Contract compliance. Monitoring shall include periodic review of compliance with
contract service delivery and review of all Contract requirements. The Department reserves the right for
any Department staff to make scheduled or unscheduled, announced or unannounced, monitoring visits at
any site where services are delivered pursuant to this Contract.
The Contract Manager or designee will provide an oral exit interview and a written monitoring report to
the Contractor within 30 Days of the monitoring visit.
When issues of Contract Non-Compliance are identified in the monitoring report, a written CAP will be
required of the Contractor. The CAP is to be submitted to the Contract Manager within 10 Days of receipt
of the monitoring report. If necessary, a follow-up monitoring visit will be scheduled by the Contract
Manager and will occur within 90 Days of the original monitoring visit, at which time full compliance with
the approved CAP must be met. Failure to correct deficiencies after 90 Days from the date-of-receipt of a
written monitoring report notating the deficiencies may result in the assessment of financial consequences,
per Section III. T., or determination of a breach of Contract and termination of services.
During the first (1st ) semi-annual monitoring, the Department will *formally sample records to measure
the Contractor’s performance during the timeframes indicated in the table below.

Beginning July 1, 2023
PM-002
PM-004
PM-005
PM-006
PM-007
PM-008
PM-009
PM-010
PM-026
PM-036

Beginning October 1, 2023
PM-001
PM-003
PM-011
PM-012
PM-013
PM-014
PM-015
PM-016
PM-017
PM-018
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CONTRACT #C3076
PM-037
PM-041
PM-042
PM-043
PM-044
PM-045
PM-046
PM-053
PM-057
PM-064
PM-065
PM-067
PM-069
PM-070
PM-071
PM-072
PM-073
PM-076
PM-077
PM-078
PM-079
PM-081
PM-082
PM-083
PM-084
PM-086
PM-087
PM-088
PM-089
PM-091
PM-094
PM-095
PM-096
PM-105

PM-019
PM-020
PM-021
PM-022
PM-023
PM-024
PM-025
PM-027
PM-028
PM-029
PM-030
PM-031
PM-032
PM-033
PM-034
PM-035
PM-038
PM-039
PM-040
PM-047
PM-048
PM-049
PM-050
PM-051
PM-052
PM-054
PM-055
PM-056
PM-058
PM-059
PM-060
PM-061
PM-062
PM-063
PM-066
PM-068
PM-074
PM-075
PM-080
PM-085
PM-090
PM-092
PM-093
PM-097
PM-098
PM-099
PM-100
PM-101
PM-102
PM-103
PM-104
PM-106
PM-107
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CONTRACT #C3076
PM-108
PM-109
PM-110
PM-111
PM-112
PM-113
*For the purposes of evaluating the monitoring tool, the Department may informally sample records
during the timeframes listed in the table. Informal sampling will not be used in any formal
Department reports regarding the Contractor’s performance under this Contract.
W. Service Locations and Service Times
1. Institution/Facility Locations: The facilities included under this Contract include all currently operating
institutions and satellite facilities as indicated in Attachment E, Service Locations.
2. Add/Delete Institutions/Facilities for Services: The Department reserves the right to add or delete
institutions/facilities receiving or requiring services under this Contract upon 60 Calendar Days’ written
notice, unless a lesser time is mutually agreed upon. Such additions or deletions will require a Contract
amendment.
3. Service Times: The Contractor shall ensure access to comprehensive health care services, as required
within Section III., SCOPE OF SERVICE, 24 hours per day, 7 Days a week, and 365 Days a year.
X. Security
1. At its expense and judgment, the Department will provide a sufficient number of Correctional Officers
to supervise those Inmates receiving services from the Contractor.
2. The Department will provide the Contractor with access to all applicable Department Policies. The
Department will inform the Contractor of any regulatory or operational changes impacting the delivery
of services to be provided under this Contract.
3. The Department will provide security for the Contractor’s staff while at the Department’s facilities.
The level of security provided shall be consistent with and per the same standards of security afforded
to Department personnel.
4. The Department will provide security, and security procedures, to protect the Contractor’s equipment
as well as the Department’s medical equipment. The Department’s security procedures shall provide
direction for the reasonably safe security management for transportation of pharmaceuticals, medical
supplies, and equipment. The Contractor shall ensure that the Contractor’s staff adheres to all
Department Policies regarding transportation, security, custody, and control of inmates.
5. The Department will provide adequate security coverage for all occupied infirmaries. The Department
will provide security posts for clinic areas, as necessary, and determined through the facilities security
staffing analysis and coordination with the Department’s Office of Health Services.
6. The Department will provide security escorts to and from clinic appointments, whenever necessary, as
outlined in Department Policies.
IV. COMPENSATION
A. Payment
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CONTRACT #C3076
The Department will compensate the Contractor for services as specified in Section III., SCOPE OF
SERVICE, as delineated below:
Compensation under this Contract shall consist of two ( 2 ) components: reimbursement of actual
expenses (Reimbursable Expenses); and 10% of Reimbursable Expenses to cover administrative expenses
(Administrative Fee). The combined amount of Compensation Cap for these two (2) components shall not
exceed $528,000,000 Compensation Cap (Cap) for Fiscal Year (FY) one (1), $549,257,702 Cap for FY two
(2), $572,574,932 Cap for FY three (3); and $584,800,000 Caps for FYs four (4) and five (5), subject to
annual legislative appropriation. Expenses may be paid across fiscal years but are applied to the
Compensation Cap for the applicable fiscal year in which the services were rendered or expenses were
incurred. Compensation to the Contractor during any FY for cumulative FYs cannot exceed the
Department’s appropriation for the FY of payment.
The Contractor shall submit the final invoice for each fiscal year of service no more than 425 Calendar Days
following the end of said fiscal year. For example, all invoices from the Contractor for FY 23-24 must be
submitted within 425 Calendar days of June 30, 2024. Invoices for FY 23-24 submitted after August 29,
2025 will not be reimbursed.
The Department reserves the right to access any programs under the Federal Health Care Reform Act,
federal, State or local grants, and partnership opportunities, or any State initiatives that results in savings on
health care costs.
The Department agrees to continue to work collaboratively with the Contractor to ensure that costs are
contained, to the extent possible, while continuing to provide appropriate healthcare services to the inmate
population. If changes in healthcare standards, based on new litigation changing community standards, or
force majeure events substantially impact the Contractor’s cost, the Department will work with the
Contractor on a plan and approach and implement through a formal Contract amendment.
1. Reimbursable Expenses – counted against the Compensation Cap
The Contractor shall be reimbursed for actual expenses incurred under this Contract, unless otherwise
excluded herein or prohibited by Florida Statute, State Expenditure Guidelines, or other rules and
policies of the State.
Reimbursable expenses include:
• Salaries, wages and benefits for all staff assigned to this Contract, (bonuses and cost of living or
general increases require prior written approval from the Department) including institutional staff
and statewide/regional oversight staff, and staff who have been temporarily approved to begin
working after a successful Level I clearance as describe in Section III;
• Salaries and applicable stipends for staff assigned to this Contract through Contractor’s travel
nurse program.
• Inpatient and outpatient hospital expenses;
• Emergency Transportation by ambulance, life-flight services, or other contracted transportation
services;
• Physician’s fees;
• Therapeutic and diagnostic ancillary services;
• Health care supplies and office supplies;
• Medical and Dental equipment, with prior approval from the Department;
• Computer equipment, with prior approval from the Department;
• Medical equipment and computer repairs;
• Equipment including laptops, tablets, and other electronic devices to access the EMR system;
• Cost of licensing, software, and services to support the maintenance of the EMR system;
• Pharmacy Permits and Licenses;
• Dental Radiology Permits and Licenses;
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CONTRACT #C3076
•
•
•

•
•
•
•

Employee health and dental coverage, for employees directly supporting the Contract;
Premium costs of insurance, in accordance with Section VIII., H.;
Non-formulary, emergency medications, and therapeutics purchased by the Contractor or the
Department on behalf of the Contractor up to $1,750,000.00 annually, which will count against
the Compensation Cap. This includes DAAs and therapies used to treat HIV purchased by the
Contractor only when the Department cannot purchase them during an emergency and only as
approved by the Department. The Contractor will not be reimbursed for any expenses incurred
by the Department. For expenses beyond $1,750,000.00 combined between the Department and
the Contractor, the Department will reimburse the Contractor or purchase non-formulary
medications directly.
Regional office costs, when in direct support of this Contract, including but not limited to rent
and utilities;
Costs associated with the lease of medical exam rooms and office space at Florida medical
facilities, with prior approval from the Department;
Background checks; and
Department-required or training required by this Contract, excluding required professional or
non-professional education/training required for staff to perform their duties.

2. Administrative Fee – counted against the Compensation Cap
The Contractor shall be compensated an administrative fee to cover corporate support costs including,
but not limited to, oversight of recruiting, human resources, clinical operations/utilization management,
payroll, and information technology. This Administrative Fee shall be calculated at 10.0% of the
Reimbursable Expenses outlined in Section IV., A., 1., excluding the following:
• Medical and Dental equipment;
• Computer equipment;
• Pharmacy Permits & Licenses;
• Dental Radiology Permits and Licenses;
• Non-formulary and emergency medications and therapeutics;
• Background checks; and
• Premium costs of insurance.
Other costs included in the Administrative Fee:
• Corporate office rents and facility cost;
• Corporate office supplies and maintenance;
• Corporate office telephone;
• Corporate office equipment and cell phones;
• Employee living/moving expenses;
• Employee travel other than applicable stipends for staff assigned to this Contract through
Contractor’s travel nurse program;
• Contract monitoring costs;
• Profit;
• Required professional or non-professional education/training required for staff to perform their
duties;
• Costs incurred as a result of Contractor’s staff attending orientation and training, not required by
the Department or required by this Contract, including any wages paid; and
• Litigation costs, expenses, and fees
3. Invoice Adjustments and Credit Memos – not counted or credited toward the Compensation Cap
Credit memos will be issued by the Contractor for adjustments to include, but not be limited to, the
following:
• Costs for statewide FDC contract monitoring staff salaries, fringe/benefits, and travel
expenditures, not to exceed $3,000,000 annually; and
• Financial Consequences assessed as a result of Contract Monitoring.
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4. Reimbursements received from the fee schedule for services at Reception and Medical Center (RMC)
Hospital from Private Correctional Facilities – counted or credited against the Compensation Cap
Currently, the Department has an established fee schedule for services provided by RMCH/Institution
to inmates housed at private prisons managed by the DMS. The Contractor shall be entitled to
reimbursement for services provided to inmates housed at private prisons, operated by DMS, following
this fee schedule. The fee schedule will be reviewed at least annually, but not more than semi-annually,
by the Department and the Contractor. The Department shall approve all fees. Costs for non-Centurion
inmates (not included in the RMC fee schedule) while at the RMCH or an Outside Hospital will not be
billed to the FDC but will be submitted directly to the private contractor. If the Contractor is not paid
timely by the Private Correctional Facility operators, the Contractor will notify the Department who
will liaison with DMS to facilitate payment for the Contractor's services.
Payment shall be subject to the timely submission and acceptance of all deliverables outlined in Section
III.
B. MyFloridaMarketPlace
1. Transaction Fee Exemption
The State of Florida has instituted MyFloridaMarketPlace, a statewide eProcurement System
(“System”). Pursuant to Section 287.057(22), F.S., all payments shall be assessed a Transaction Fee,
which the Contractor shall pay to the State, unless otherwise exempt pursuant to Rule 60A-1.031,
F.A.C.
The Department has determined that payments to be made under this Contract are not subject to the
MyFloridaMarketPlace Transaction Fee pursuant to Rule 60A-1.031(3), F.A.C.
2. Vendor Substitute W-9
The Florida Department of Financial Services requires all vendors that do business with the state to
electronically submit a Substitute W-9 Form to https://flvendor.myfloridacfo.com. Forms can be found
at: https://flvendor.myfloridacfo.com/casappsp/cw9hsign.htm. Frequently asked questions/answers
related to this requirement can be found at: https://flvendor.myfloridacfo.com/W-9%20faqs.pdf. The
Florida Department of Financial Services is ready to assist vendors with additional questions. Vendors
may contact their Customer Service Desk at 850-413-5519 or FLW9@myfloridacfo.com.
3. MyFloridaMarketPlace Vendor Registration
All vendors are required to maintain an active registration with the State of Florida. Registration can
be completed online at http://vendor.myfloridamarketplace.com. For assistance, contact the
MyFloridaMarketPlace Customer Service Desk at vendorhelp@myfloridamarketplace.com or 1-866352-3776.
C. Submission of Invoice(s)
The Contractor agrees to request compensation on a periodic basis for services rendered through submission
to the Department of properly completed invoices covering all institutions/facilities serviced. The
Contractor shall submit separate invoices for staffing costs, medical claims cost and all other costs. The
invoice for staffing costs will be submitted bi-weekly based upon the payroll processing cycle. The invoices
for medical claims cost will be submitted bi-weekly and all other costs will be submitted monthly within
15 calendar days following the end of the month. The 10% Administrative Fee will be applied separately
to each invoice submitted for eligible costs. The Contractor shall submit invoices pertaining to this Contract
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to the Department’s Contract Manager. Invoices will be reviewed and approved by the Department’s
Contract Manager and then forwarded to the Bureau of Finance & Accounting for further processing of
payment. The Contractor’s invoice shall include the Contractor’s name, mailing address, and tax ID
number/FEIN as well as the Contract Number and date services were provided. Every invoice must be
accompanied by the appropriate supporting documentation as indicated in Section IV., D., Supporting
Documentation for Invoice.
D. Supporting Documentation for Invoice
Invoices must be submitted in detail sufficient for a proper pre-audit and post-audit thereof.
Invoices will only be approved after receipt of the following supporting documentation:
1. Payroll register documenting the employee-based cost, overtime, on call, and shift differential cost per
employee per institution along with proof of payment. Time sheets may be required upon request by
the Department.
2. Invoices for payroll benefits such as health insurance, dental insurance, workers’ compensation,
unemployment compensation along with proof of payment such as cancelled checks or EFT report.
3. System-generated disbursement registers and supporting documentation (such as CMS-1500 claim
forms and proof of payment) will be provided for all medical claims unless specifically directed
otherwise by the Department in writing.
4. System-generated disbursement registers will be provided for all other allowable expenditures.
Supporting invoices and proof of payment will be supplied upon the request of the Department.
E. Official Payee
The name and address of the official payee to whom payment shall be made is as follows:
Centurion of Florida, LLC
21521 Ridgetop Circle, Suite 150
Sterling, VA 20166
F. Travel Expenses
The Department shall not be responsible for the payment of any travel expense for the Contractor that
occurs as a result of this Contract.
G. Contractor’s Expenses
The Contractor shall pay for all licenses, permits, and inspection fees or similar charges required for this
Contract, and shall comply with all laws, ordinances, regulations, and any other requirements applicable to
the work to be performed under this Contract.
H. Annual Appropriation
The State of Florida’s and the Department’s performances and obligations to pay for services under this
Contract are contingent upon an annual appropriation by the Legislature. Under no circumstances will the
Contractor be reimbursed by the Department for an expense for which the Contractor has already been paid
by any other source.
I.

Tax Exemption
The Department agrees to pay for contracted services according to the conditions of this Contract. The State
of Florida does not pay federal excise taxes and sales tax on direct purchases of services.
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J. Timeframes for Payment and Interest Penalties
Contractors providing goods and services to the Department should be aware of the following time frames:
1. Upon receipt, the Department has five (5) Business Days to inspect and approve the goods and services
and associated invoice, unless this Contract specifies otherwise. The Department has 20 Calendar Days
to deliver a request for payment (voucher) to the Florida Department of Financial Services. The 20
Calendar Days are measured from the latter of the date the invoice is received or the goods or services
are received, inspected, and approved.
2. If a payment is not available within 40 Calendar Days, a separate interest penalty, as specified in
Section 215.422, F.S., will be due and payable, in addition to the invoice amount, to the Contractor.
However, in the case of Health Services Contracts, the interest penalty provision applies after a 35-Day
time period to Health Care Contractors, as defined by Rule. Interest penalties of less than $1.00 will
not be enforced unless the Contractor requests payment. Invoices, which have to be returned to a
Contractor because of Contractor preparation errors, may cause a delay of the payment. The invoice
payment requirements do not start until the Department receives a properly completed invoice.
K. Final Invoice
The Contractor shall submit the final invoice no more than 425 Calendar Days after acceptance of the final
deliverable by the Department or the end date of this Contract, whichever occurs last. If the Contractor fails
to do so, all right to payment is forfeited, and the Department will not honor any request submitted after
aforesaid time period. Any payment due under the terms of the Contract may be withheld until all applicable
deliverables and invoices have been accepted and approved by the Department. All invoices for inmate and
Contractor employee claims must be submitted no more than 425 Days after the expiration of this Contract.
L. Vendor Ombudsman
A Vendor Ombudsman has been established within the Florida Department of Financial Services. The duties
of this individual include acting as an advocate for vendors who may be experiencing problems in obtaining
timely payment(s) from a state agency. The Vendor Ombudsman may be contacted by calling the Florida
Department of Financial Services at (850) 413-5516.
M. Electronic Transfer of Funds
Contractors are encouraged to accept payments for work performed under this Contract by receiving Direct
Deposit. To enroll in the State of Florida’s Direct Deposit System the Contractor must complete a direct
deposit form by contacting the Florida Department of Financial Services, Bureau of Accounting Direct
Deposit Section at http://www.myfloridacfo.com/aadir/direct_deposit_web/index.htm or by phone at (850) 4135517.
N. Subcontracts
The Contractor is fully responsible for all work performed under this Contract. The Contractor may, upon
receiving written consent from the Contract Manager, enter into a written subcontract(s) for the
performance of certain functions under this Contract. No subcontract, which the Contractor enters into with
respect to performance of any of its functions under this Contract, shall in any way relieve the Contractor
of any responsibility for the performance of its duties. The Contractor shall make payments to
subcontractors.
No payment shall be made for services to the Contractor prior to the approval of the subcontract, in writing,
by the Department. Subcontracts include, but are not limited to hospitals, ambulance services, x-rays
services, lab services, specialty care providers, surgery centers, and any other type of consultant service.
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If a subcontractor is utilized by the Contractor, the Contractor shall pay the subcontractor within seven (7)
Business Days after receipt of full or partial payments from the Department, in accordance with Section
287.0585, F.S. The Department shall not be liable to any subcontractor for any expenses or liabilities
incurred under any subcontract. The Contractor shall be solely liable to the subcontractor for all expenses
and liabilities under this Contract. The Contractor’s failure to pay a subcontractor within seven (7) Business
Days will result in a penalty to be paid by the Contractor to the subcontractor in the amount of 0.5% of the
amount due per Day past the expiration of the period allowed herein for payment. Such penalty shall be in
addition to actual payments owed and shall not exceed 15% of the outstanding balance due.
V. CONTRACT MANAGEMENT
A. Contract Manager
The Contract Manager for this Contract will be:
Frank Dichio, Operations Manager
Bureau of Health Services Administration
Office of Health Services
Florida Department of Corrections
501 South Calhoun Street
Tallahassee, Florida 32399-2500
Telephone: (850) 717-3289
Fax: (850) 922-6015
Email: Frank.Dichio@fdc.myflorida.com
The Contract Manager, or designee, will perform the following functions:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Maintain a Contract Management file;
Serve as the liaison between the Department and the Contractor;
Enforce performance of the Contract terms and conditions;
Verify receipt of Deliverables from the Contractor;
Monitor and evaluate the Contractor’s performance to ensure services conform to the Contract
requirements;
Request all amendments, renewals, and terminations of this Contract, and implement management of
the Contract change;
Review, verify, and approve invoices from the Contractor;
Monitor the Contract budget to ensure funds are available through the Contract term;
Exercise applicable remedies, as appropriate, when the Contractor’s performance is deficient; and
Evaluate the Contractor’s performance upon completion of this Contract. This evaluation will be placed
in the Contract Management file and will be considered if this Contract is subsequently used as a
reference in future procurements.

B. Contract Administrator
The Contract Administrator for this Contract is:
Alyssa Dillon
Bureau of Procurement
Florida Department of Corrections
501 South Calhoun Street, Suite 328
Tallahassee, Florida 32399-2500
Telephone: (850) 717-9773
Fax: (850) 488-7189
The Contract Administrator will perform the following functions:
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1. Maintain the official Contract Administration file;
2. Write and maintain this Contract and all amendments; and
3. Maintain records of all formal contract correspondence between the Department and the Contractor as
provided by the Contract Manager for filing in the Contract Administration file.
C. Contractor’s Representative(s)
The name, title, address, and telephone number of the Contractor’s Representative(s) responsible for
administration and performance under this Contract is(are):
Keith Lueking, CEO
Centurion of Florida, LLC
21251 Ridgetop Circle, Suite 150
Sterling, VA 20166
Telephone: (703) 749-4600
Email: KLueking@TeamCenturion.com
D. Contractor Management Changes
Upon execution of this Contract, changes to Section V. CONTRACT MANAGEMENT, shall be
accomplished by written notification to the other party with a copy of the written notification maintained
in the official Contract file.
E. Communications
Contract communications will be in two (2) forms: routine and formal.
Routine:

All normal, written communications generated by either party relating to service delivery.
Routine communications must be acknowledged within two (2) Business Days and responded
to within 30 calendar days of receipt via email.

Formal:

Written communications related to significant issues such as Breach of Contract, failure to
provide satisfactory performance, assessment of financial consequences, change in service
locations, or Contract termination. Formal communications will be clearly marked as a "Formal
Communication" and must be acknowledged upon receipt and responded to within seven (7)
Calendar Days of receipt via email. A date and numbering system will be used to track these
communications.

The only Department personnel authorized to issue formal contract communications are the Department’s
Health Services Director, the Department’s Deputy Director Health Services Administration, the
Department’s Chief Clinical Advisor, the Department’s Director of Procurement, the Department’s
Contract Manager, the Department’s Contract Administrator. The Contractor's CEO and the Contractor’s
Representative are the only Contractor personnel authorized to issue Formal Contract Communications.
Other persons authorized to issue Formal Contract Communications must be agreed upon by both parties
and identified, in writing, within 10 Days of this Contract's execution. Notification of any subsequent
changes must be provided in writing before issuing any formal communication from the changed authorized
representative.
If there is an urgent administrative problem, the Department shall contact the Contractor, and the Contractor
shall verbally respond to the Contract Manager within two (2) hours. If a non-urgent administrative problem
occurs, the Department will contact the Contractor, and the Contractor shall verbally respond to the Contract
Manager within 48 hours. The Contractor, or Contractor's designee, shall respond to inquiries, complaints,
or grievances from or about inmates by providing all information or records that the Department deems
necessary within three (3) Business Days of receipt of the request.
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VI.

CONTRACT MODIFICATION
Unless otherwise stated herein, modifications to the provisions of this Contract, with the exception of Section
III., V., 2., Add/Delete Institutions/Facilities for Services; Section IV., C., Submission of Invoice(s); Section
IV., D., Supporting Documentation for Invoice; and Section V., CONTRACT MANAGEMENT, shall be
valid only through execution of a formal contract amendment. If cost increases occur as a result of any
modification of the Contract, in no event may such increases result in the total compensation paid under the
Contract exceeding the amount appropriated for this Contract.
A. No Oral Modifications
No negotiations, decisions, or actions shall be initiated or executed by the Contractor as a result of any
discussions with any Department employee. Only those communications that are in writing from the
Department’s staff identified in Section V., C. Contractor’s Representative shall be considered a duly
authorized expression on behalf of the Department. Only signed written communications from the
Contractor’s Representative will be recognized by the Department as duly authorized expressions on behalf
of the Contractor.
Unless otherwise stated herein, modifications to the provisions of this Contract shall be valid only through
the execution of a written Contract amendment, signed by both parties.
B. Scope Changes After Contract Execution
During the term of this Contract, the Department may unilaterally require, by Formal Communication,
changes altering, adding to, or deducting from the Contract specifications, provided that such changes are
within the general scope of this Contract.
The Department may make an equitable adjustment in the Contract prices if the change affects the cost or
time of performance. Equitable adjustments may be made due to, by way of example only, change in the
standard of care, treatment modalities, pharmacy costs, patient base, consent or court orders that materially
impact the cost of providing services to the Contractor. Such equitable adjustments require the execution
of a written Amendment.
The Department shall provide written notice to the Contractor 30 Days in advance of any Departmentrequired changes that affect the Contractor’s ability to provide the service as specified herein.
C. Other Requested Changes
In addition to changes pursuant to Section VI., B., state or federal laws, rules, and regulations or Department
Policies may change. Such changes may impact Contractor’s service delivery in terms of materially
increasing or decreasing the Contractor’s cost of providing services. There is no way to anticipate what
those changes will be nor is there any way to anticipate the costs associated with such changes.
Either party shall have 90 days from the date such change is implemented to request an increase or decrease
in compensation, or the applicant party will be considered to have waived this right. Full, written
justification with documentation sufficient for audit will be required to authorize an increase in
compensation. It is specifically agreed that any changes to payment will be effective the date the changed
Scope of Services, Section III, is approved, in writing, and implemented.
If the parties are unable to negotiate an agreed-upon increase or decrease in rate or reimbursement, the
Department and the Contractor shall mutually determine what the resultant change in compensation should
be, based upon the changes made to the Scope of Services, Section III.

VII.

TERMINATION
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A. Termination at Will
This Contract may be terminated by either party upon no less than 180 Days’ written notice, without cause,
unless a lesser time is mutually agreed upon by both parties. Notice shall be delivered by certified mail
(return receipt requested), by other method of delivery whereby an original signature is obtained, or inperson with proof of delivery.
B. Termination Because of Lack of Funds
In the event funds to finance this Contract become unavailable, the Department may terminate the Contract
upon no less than 24 hours’ notice in writing to the Contractor. Notice shall be delivered by certified mail
(return receipt requested), facsimile, by other method of delivery whereby an original signature is obtained,
or in-person with proof of delivery. The Department shall be the final authority as to the availability of
funds.

C. Termination for Cause
If a breach of this Contract occurs by the Contractor, which is left uncured after the expiration of 30 days’
written notice by the Department, the Department may, by written notice to the Contractor, terminate this
Contract upon 24 hours’ written notice. Notice shall be delivered by certified mail (return receipt requested),
by other method of delivery whereby an original signature is obtained, or in-person with proof of delivery.
If applicable, the Department may employ the default provisions in Chapter 60A-1, F.A.C. The provisions
herein do not limit the Department’s right to remedies at law or in equity.
D. Termination for Unauthorized Employment
Violation of the provisions of Section 274A of the Immigration and Nationality Act shall be grounds for
unilateral cancellation of this Contract.
E. Contract Termination Requirements
If at any time, this Contract is canceled, terminated, or otherwise expires, and a Contract is subsequently
executed with a different contractor or service delivery is resumed by the Department, the Contractor has
the affirmative obligation to assist in the smooth transition of services to the subsequent service provider.
This includes, but is not limited to, the timely provision of all Contract-related documents and information,
not otherwise protected from disclosure by law to the replacing party. If transitioning to a new contractor,
the Department may reduce locations or services provided as the Contract end date approaches. Any such
reduction shall be implemented at the discretion of the Department in its determination of the best manner
to transition services.
VIII. CONDITIONS
A. Records
1. Public Records Law
The Contractor agrees to (a) keep and maintain public records required by the Department in order to
perform the service; (b) upon request from the Department’s custodian of public records, provide the
Department with a copy of the requested records or allow the records to be inspected or copied within
a reasonable time at a cost that does not exceed the cost provided in this chapter or as otherwise provided
by law; (c) ensure that public records that are exempt or confidential and exempt from public records
disclosure requirements are not disclosed except as authorized by law for the duration of the Contract
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term and following completion of this Contract if the Contractor does not transfer the records to the
Department; and (d) upon completion of this Contract, transfer, at no cost, to the Department all public
records in possession of the Contractor or keep and maintain public records required by the Department
to perform the service. If the Contractor transfers all public records to the Department upon completion
of this Contract, the Contractor shall destroy any duplicate public records that are exempt or
confidential and exempt from public records disclosure requirements. If the Contractor keeps and
maintains public records upon completion of this Contract, the Contractor shall meet all applicable
requirements for retaining public records. All records stored electronically must be provided to the
Department, upon request from the Department’s custodian of public records, in a format that is
compatible with the information technology systems of the Department. Pursuant to §287.058(1)(c),
F.S., the Department is allowed to unilaterally cancel this Contract for refusal by the Contractor to
allow public access to all documents, papers, letters, or other material made or received by the
Contractor in conjunction with this Contract, unless the records are exempt from §24(a) of Art. I of the
State Constitution or §119.07(1), F.S.

If the Contractor has questions regarding the application of Chapter 119,
Florida Statutes, to the Contractor’s duty to provide public records relating
to this Contract, contact the custodian of public records at:
Florida Department of Corrections
ATTN: Public Records Unit
501 South Calhoun Street
Tallahassee, Florida 32399-2500
Telephone: (850) 412-2664
Fax: (850) 922-4355
Website:
https://floridadoc.govqa.us/WEBAPP/_rs/(S(mxurvkhn004wtw1eymm15f4
x))/SupportHome.aspx
2. Audit Requirements
a. The Contractor agrees to maintain books, records, and documents (including electronic storage
media) in accordance with Generally Accepted Auditing Standards (GAAS).
b. The Contractor agrees to include all record-keeping requirements in all subcontracts and
assignments related to this Contract.
3. Record Retention
The Contractor agrees to retain all client records, financial records, supporting documents, statistical
records, and any other documents (including electronic storage media) pertaining to this Contract
following termination of the Contract for the timeframes required by the Florida Department of State,
General Records Schedule, GS1-SL, which can be found at the following link:
https://dos.myflorida.com/library-archives/records-management/general-records-schedules/.
The
Contractor shall maintain complete and accurate record-keeping and documentation as required by the
Department and the terms of this Contract. All invoices and documentation must be clear and legible
for audit purposes. Copies of all records and documents shall be made available for the Department
upon request, or no more than 48 hours upon request, if stored at a different site location than the
address listed on Section V., C., Contractor’s Representative, or the address listed in Section IV., E.,
Official Payee. Any records not available at the time of an audit will be deemed unavailable for audit
purposes. Violations will be noted and forwarded to the Department’s Inspector General for review.
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The Contractor must retain all documents for the appropriate timeframes listed in the GS1-SL record
schedule following termination of the Contract, or, if an audit has been initiated and audit findings have
not been resolved at the of the appropriate timeframes, the records shall be retained until resolution of
the audit findings. The Contractor shall cooperate with the Department to facilitate the duplication and
transfer of any said records or documents during the required retention period.
The Contractor shall advise the Department of the location of all records pertaining to this Contract and
shall notify the Department by certified mail within 10 Days if and when the records are moved to a
new location.

B. State Objectives
1. Diversity in Contracting
The State of Florida is committed to supporting its diverse business industry and population through
ensuring participation by minority-owned, women-owned, and service-disabled veteran-owned
business enterprises in the economic life of the State. The State of Florida Mentor Protégé Program
connects these business enterprises with private corporations for business development mentoring. We
strongly encourage firms doing business with the State of Florida to consider this initiative. For more
information on the Mentor Protégé Program, please contact the Office of Supplier Diversity at (850)
487-0915.
The State is dedicated to fostering the continued development and economic growth of small, minorityowned, women-owned, and service-disabled veteran-owned business enterprises. Participation by a
diverse group of Contractors doing business with the State is central to this effort. To this end, it is vital
that small, minority-owned, women-owned, and service-disabled veteran-owned business enterprises
participate in the State’s procurement process as both contractors and subcontractors in this Contract.
Small, minority-owned, women-owned, and service-disabled veteran-owned business enterprises are
strongly encouraged to contribute to this Contract.
The Contractor shall submit documentation addressing diversity and describing the efforts being made
to encourage the participation of small, minority-owned, women-owned, and service-disabled veteranowned business enterprises to the Contract Manager.
Information on Certified Minority Business Enterprises (CMBE) and Certified Service-Disabled
Veteran Business Enterprises (CSDVBE) is available from the Office of Supplier Diversity at
http://www.dms.myflorida.com/agency_administration/office_of_supplier_diversity_osd.
Diversity in Contracting documentation should identify any participation by diverse contractors and
suppliers as prime contractors, subcontractors, contractors, resellers, distributors, or such other
participation as the parties may agree. Diversity in Contracting documentation shall include the timely
reporting of spending with certified and other minority/service-disabled veteran business enterprises.
Such reports must be submitted at least monthly and include the period covered, the name, minority
code, and Federal Employer Identification Number of each minority or service-disabled veteran
Contractor utilized during the period, commodities and services provided by the minority or servicedisabled veteran business enterprise, and the amount paid to each minority or service-disabled veteran
Contractor on behalf of each purchasing agency ordering under the terms of this Contract.
2. Environmental Considerations
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The State supports and encourages initiatives to protect and preserve our environment. It is a
requirement of the Florida Department of Environmental Protection that a generator of hazardous waste
materials that exceeds a certain threshold must have a valid and current Hazardous Waste Generator
Identification Number. This identification number shall be submitted as part of the Contractor’s
explanation of its company’s hazardous waste plan and shall explain in detail its handling and disposal
of this waste.
It is expressly understood and agreed that any products or materials which are the subject of, or are
required to carry out, this Contract shall be procured in accordance with the provisions of Section
403.7065, F.S., relating to the procurement of materials with recycled content.
3. Prison Rehabilitative Industries and Diversified Enterprises (PRIDE)
The Contractor agrees that any purchases required under this Contract shall be made from PRIDE if of
comparable price and quality as the items or services sought. The Contractor shall be deemed as
substituted for the Department in dealing with PRIDE for the purposes of this Contract. This clause is
not applicable to subcontractors unless otherwise required by law. Available products, pricing, and
delivery schedules may be obtained at https://www.pride-enterprises.org.
4. Products Available from the Blind or Other Handicapped (RESPECT)
The Department supports and encourages the gainful employment of citizens with disabilities. The
Contractor agrees that purchases required under this Contract shall be made from a nonprofit agency
for the blind or for the severely handicapped qualified pursuant to Chapter 413, F.S., in the same
manner, and under the same procedures set forth in Sections 413.036(1) and (2), F.S. The Contractor
shall be deemed as substituted for the Department for the purposes of this Contract. Additional
information about the designated nonprofit agency and the products it offers is available at
http://www.respectofflorida.org.
C. Prison Rape Elimination Act (PREA)
The Contractor shall comply with the national standards to prevent, detect, and respond to prison rape under
the Prison Rape Elimination Act (PREA), Federal Rule 28 C.F.R. Part 115. The Contractor shall also
comply with all Department Policies that relate to PREA.
D. Sponsorship
If the Contractor sponsors a program financed partially by State funds, including any funds obtained
through this Contract, it shall, in publicizing, advertising, or describing the sponsorship of the program,
state: “Sponsored by Centurion of Florida, LLC and the Florida Department of Corrections.” If the
sponsorship reference is in written material, the words “Florida Department of Corrections” shall appear in
the same size letters or type as the name of the Contractor.
E. Non-Discrimination
No person, on the grounds of race, creed, color, national origin, age, gender, marital status, or disability,
shall be excluded from participation in, be denied the proceeds or benefits of, or be otherwise subjected to,
discrimination in the performance of this Contract.
F. Americans with Disabilities Act
The Contractor shall comply with the Americans with Disabilities Act. In the event of the Contractor’s
noncompliance with the nondiscrimination clauses, the Americans with Disabilities Act, or with any other
such rules, regulations, or orders, this Contract may be canceled, terminated, or suspended, in whole or in
part, and the Contractor may be declared ineligible for further Contracts.
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G. Indemnification for Contractors Acting as an Agency of the State
The Contractor shall be liable, and agrees to be liable for, and shall indemnify, defend, and hold the
Department, its employees, agents, officers, heirs, and assignees harmless from any and all claims, suits,
judgments, or damages including court costs and attorney’s fees arising out of intentional acts, negligence,
or omissions by the Contractor, or its employees or agents, in the course of the operations of this Contract,
including any claims or actions brought under Title 42 U.S.C. §1983, the Civil Rights Act.
H. Contractor’s Insurance for Contractors Acting as an Agent of the State
The Contractor agrees to provide adequate insurance coverage on a comprehensive basis and to hold such
insurance at all times during the existence of this Contract. This shall include, but is not limited to, worker’s
compensation, general liability coverage, and property damage coverage. The Department must be an
additional named insured on the Contractor’s insurance related to this Contract. The Contractor accepts full
responsibility for identifying and determining the type(s) and extent of insurance necessary to provide
reasonable financial protection for the Contractor and the Department under this Contract. Upon the
execution of this Contract, the Contractor shall furnish the Contract Manager written verification of such
insurance coverage. Such coverage may be provided by a self-insurance program established and operating
under the laws of the State of Florida. The Department reserves the right to require additional insurance
where appropriate.
If the Contractor is a State agency or subdivision as defined in Section 768.28, F.S., the Contractor shall
furnish the Department, upon request, written verification of liability protection in accordance with Section
768.28, F.S. Nothing herein shall be construed to extend any party’s liability beyond that provided in
Section 768.28, F.S.
I.

Independent Contractor Status
The Contractor is an independent contractor in the performance of its duties and responsibilities under this
Contract. The Department shall neither have nor exercise any control or direction over the methods by
which the Contractor shall perform its work and functions other than as provided herein. Nothing in this
Contract is intended to, nor shall be deemed to constitute, a partnership or a joint venture between the
parties.

J. Disputes
Any dispute concerning performance of this Contract shall be resolved informally by the Contract Manager.
Any dispute that cannot be resolved informally shall be reduced to writing and delivered to the
Department’s Health Services Director. The Department’s Health Services Director shall decide the
dispute, reduce the decision to writing, and deliver a copy to the Contractor, the Contract Manager, and the
Contract Administrator.
K. Copyrights, Right to Data, Patents, and Royalties
Where activities supported by this Contract produce original writing, sound recordings, pictorial
reproductions, drawings, or other graphic representation and works of any similar nature, the Department
has the right to use, duplicate and disclose such materials in whole or in part, in any manner, for any purpose
whatsoever and to have others acting on behalf of the Department to do so. If the materials that are so
developed are subject to copyright, trademark, or patent, legal title and every right, interest, claim or
demand of any kind in and to any patent, trademark or copyright, or application for the same, will vest in
the Florida Department of State for the exclusive use and benefit of the State. Pursuant to Section 286.021,
F.S., no person, firm, or corporation, including parties to this Contract, shall be entitled to use the copyright,
patent, or trademark without the prior written consent of the Florida Department of State.
Page 121 of 146

CONTRACT #C3076
The Department shall have unlimited rights to use, disclose or duplicate, for any purpose whatsoever, all
information and data solely developed, derived, documented, or furnished by the Contractor under this
Contract. All non-proprietary and assignable computer programs and other documentation produced as part
of this Contract shall become the exclusive property of the Florida Department of State and may not be
copied or removed by any employee of the Contractor without express written permission of the
Department.
The Contractor, without exception, shall indemnify and save harmless the Department and its employees
from liability of any nature or kind, including cost and expenses for or on account of any copyrighted,
patented, or unpatented invention, process, or article manufactured or supplied by the Contractor. The
Contractor has no liability when such claim is solely and exclusively due to the combination, operation, or
use of any article supplied hereunder with equipment or data not supplied by the Contractor or is based
solely and exclusively upon the Department’s alteration of the article. The Department will provide prompt
written notification of a claim of copyright or patent infringement and will afford the Contractor full
opportunity to defend the action and control the defense of such claim.
Further, if such a claim is made or is pending, the Contractor may, at its option and expense, procure for
the Department the right to continue use of, replace, or modify the article to render it non-infringing. (If
none of the alternatives are reasonably available, the Department agrees to return the article to the
Contractor upon its request and receive reimbursement, fees, and costs, if any, as may be determined by a
court of competent jurisdiction.) If the Contractor uses any design, device, or materials covered by letter,
patent or copyright, it is mutually agreed and understood without exception that the Contract prices shall
include all royalties or costs arising from the use of such design, device, or materials in any way involved
in the work to be performed hereunder.
L. Assignment
The Contractor shall not assign its responsibilities or interests under this Contract to another party without
the Contract Manager’s prior written approval. The Department shall, at all times, be entitled to assign or
transfer its rights, duties, and obligations under this Contract to another governmental agency of the State
of Florida upon giving written notice to the Contractor.
M. Force Majeure
Neither party shall be liable for loss or damage suffered as a result of any delay or failure in performance
under this Contract or interruption of performance resulting directly or indirectly from acts of God, fire,
explosions, earthquakes, floods, water, wind, lightning, civil or military authority, acts of public enemy,
war, riots, civil disturbances, insurrections, pandemics, strikes, or labor disputes.
N. Severability
The invalidity or unenforceability of any particular provision of this Contract shall not affect the other
provisions hereof and this Contract shall be construed in all respects as if such invalid or unenforceable
provision was omitted, so long as the material purposes of this Contract can still be determined and
effectuated.
O. Use of Funds for Lobbying Prohibited
The Contractor agrees to comply with the provisions of Section 216.347, F.S., which prohibits the
expenditure of State funds for the purposes of lobbying the Legislature, the Judicial branch, or a State
agency.
P. Conflict of Interest

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CONTRACT #C3076
The Contractor shall not compensate in any manner, directly or indirectly, any officer, agent, or employee
of the Department for any act or service that he/she may do, or perform for, or on behalf of, any officer,
agent, or employee of the Contractor. No officer, agent, or employee of the Department shall have any
interest, directly or indirectly, in any contract or purchase made, or authorized to be made, by anyone for,
or on behalf of, the Department.
Q. Florida Department of State Licensing Requirements
All entities defined under Chapters 607, 617 or 620, F.S., seeking to do business with the Department, shall
be on file and in good standing with the Florida Department of State or provide certification of their
exemption thereof.
R. Scrutinized Companies Contractor Certification
The Contractor certifies they are not listed on the Scrutinized Companies that Boycott Israel List, created
pursuant to Section 215.4725, F.S., and they are not currently engaged in a boycott of Israel. If this Contract
exceeds $1,000,000.00 in total, not including renewal years, the Contractor certifies that they are not listed
on either 1) the Scrutinized Companies with Activities in Sudan List, or 2) the Scrutinized Companies with
Activities in the Iran Petroleum Energy Sector List created under Sections 215.473, F.S., and 215.4725,
F.S., and further certifies they are not engaged in business operations in Cuba or Syria, as stated in Section
287.135(2)(b)2, F.S. Pursuant to Section 287.135(5), F.S., the Contractor agrees the Department may
immediately terminate this Contract for cause if the Contractor is found to have submitted a false
certification or if the Contractor is placed on the Scrutinized Companies with Activities in Sudan List, the
Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List, the Scrutinized Companies
that Boycott Israel List, or is engaged in a boycott of Israel, or has engaged in business operations in Cuba
or Syria during the term of this Contract. Any company that submits a bid or proposal for a Contract, or
intends to enter into, or renew a Contract with an agency or local governmental entity for commodities or
services, of any amount, must certify that the company is not participating in a boycott of Israel.
S. Governing Law and Venue
This Contract is executed and entered into in the State of Florida and shall be construed, performed, and
enforced in all respects in accordance with the laws, rules, and regulations of the State of Florida. Any
action hereon or in connection herewith shall be brought in Leon County, Florida.
T. No Third-Party Beneficiaries
Except as otherwise expressly provided herein, neither this Contract nor any amendment, addendum, or
exhibit attached hereto, nor term, provision, or clause contained therein, shall be construed as being for the
benefit of or providing a benefit to, any party not a signatory hereto.
U. Health Insurance Portability and Accountability Act
The Contractor shall comply with the Health Insurance Portability and Accountability Act of 1996
(HIPAA), and all applicable regulations promulgated thereunder. Agreement to comply with HIPAA is
evidenced by the Contractor’s execution of this Contract, which includes and incorporates Attachment B,
Business Associate Agreement, as part of this Contract.
V. Cooperative Purchasing
Pursuant to their own governing laws, and subject to the agreement of the Contractor, other entities may be
permitted to make purchases in accordance with the terms and conditions contained herein. The Department
shall not be a party to any transaction between the Contractor and any other purchaser.

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CONTRACT #C3076
Other State of Florida agencies wishing to make purchases from this agreement are required to follow the
provisions of Section 287.042(16), F.S. This statute requires the Florida Department of Management
Services to determine that the requestor’s use of this Contract is cost-effective and in the best interest of the
State.
W. Cooperation with Inspector General
In accordance with Section 20.055(5), F.S., the Contractor, and any subcontractor, understands and will
comply with its duty to cooperate with the Inspector General in any investigation, audit, inspection, review,
or hearing.
X. Cooperation with the Florida Senate and the Florida House of Representatives
In accordance with Section 287.058(7), F. S., the Contractor agrees to disclose any requested information,
relevant to the performance of this Contract, to members or staff of the Florida Senate or the Florida House
of Representatives, as required by the Florida Legislature. The Contractor is strictly prohibited from
enforcing any nondisclosure clauses conflictive with this requirement.
Y. Performance Guarantee
The Contractor shall furnish the Department with a Performance Guarantee in the amount of
$60,000,000.00, for a time frame equal to the term of the Contract.
The form of the guarantee shall be a bond, cashier’s check, or money order made payable to the Department.
The guarantee shall be furnished to the Contract Manager within 30 Days of Contract execution. No
payments shall be made to the Contractor until the guarantee is received and approved by the Department,
in writing. Upon renewal of this Contract, the Contractor shall provide proof that the performance guarantee
has been renewed for the term of the Contract renewal.
Based upon the Contractor’s satisfactory performance, which will be evaluated annually, after the initial
year of this Contract, the Department may, at the Department’s sole discretion, reduce the amount of the
guarantee for any single year of this Contract or for the remaining Contract period, including the renewal
term.

REMAINDER OF THIS PAGE INTENTIONALLY LEFT BLANK

Page 124 of 146

CONTRACT #C3076
Waiver of breach of any provision of this Contract shall not be deemed to be a waiver of any other breach and
shall not be construed to be a modification of the terms of this Contract.
This Contract, any Attachments or Exhibits, contains all the terms and conditions agreed upon by the parties. In
the event of any conflict in language among these documents, the documents shall have priority in the order listed.
IN WITNESS THEREOF, the parties hereto have caused this Contract to be executed by their undersigned
officials as duly authorized.

CONTRACTOR:
CENTURION OF FLORIDA, LLC

SIGNED
BY:

M ~

NAME:

Keith Lueking

TITLE:

CEO

DATE:

6/28/2023

FEIN:

81-0687470

-

FLORIDA DEPARTMENT OF CORRECTIONS

SIGNED
BY:

NAME:
TITLE:

DATE:

Approved as to form and legality, subject to
execution.

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~~NED

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_i_c-ky___D__-D-ix_o_n~~r-----==-- --

NAME:

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"'6<,(2'll23
TITLE:

Secretary

•

-

I

DATE:

Page 125 of 146

Deputy General Counsel

CONTRACTOR’S STAFF QUALIFICATIONS

CONTRACT #C3076
Attachment A

Advanced Practice Registered Nurse (APRN):
• Certification as an APRN, pursuant to Chapter 464, F.S.
• Possess and maintain current certification from the AHA in Basic Life Support.
• Must pass security background checks.
• Ability to communicate effectively and to document legibly in Patients’ medical record.
• Ability to establish and maintain effective working relationship with others.
• Ability to perform complete physical appraisals of Patients, and to recognize and manage any abnormal
findings as prescribed under medical protocol.
• Ability to order diagnostic tests and evaluate the results.
• Ability to perform uncomplicated surgical procedures.
• Ability to prescribe and administer medications within protocol established mutually with the supervising
Clinician and in conformance with the specialized certification.
• Meet all substance prescribing regulations allowed in Chapter 499, F.S.
Autonomous Advanced Practice Registered Nurse (AAPRN):
• Meet all qualifications for an APRN above.
• May work autonomously (Autonomous Advanced Practice Registered Nurse [AAPRN]) if registered under
Section 464.0123, F.S. and is not subject to supervision by a physician or a supervisory protocol within the
parameters of the practice requirements identified in Section 464.0123(3), F.S.
• An AAPRN may not provide health care services under this Contract when those services are Statutorily
designated to be performed by a MD/DO.
Behavioral Health Specialist:
• Clear, active, Florida License, a Provisional License or a Registered Intern in accordance with Chapter 491,
F.S.
• Compliance with supervisory agreements and supervision for individuals with a Provisional License or who
are a Registered Intern is required in accordance with Chapter 491, F.S.
Certified Nursing Assistant (CNA):
• Certified Nursing Assistant Training and High School Diploma or equivalent.
• One (1) year of experience providing direct medical Patient care services in public health, medical, hospital,
clinic, infirmary, nursing or convalescent home or correctional or forensic facility or Institution.
• Certified Nursing Assistant shall have and maintain a valid Florida Certification as a Certified Nursing
Assistant.
• Use of unlicensed assistive nursing personnel use is restricted to Certified Nursing Assistants ONLY.
• As outlined in Section 464.201(5), F.S., CNA practice means providing care and assisting persons with tasks
relating to the activities of daily living. Such tasks are those associated with personal care, maintaining
mobility, nutrition and hydration, toileting and elimination, assistive devices, safety and cleanliness, data
gathering, reporting abnormal signs and symptoms, postmortem care, patient socialization and reality
orientation, end-of-life care, cardiopulmonary resuscitation and emergency care, residents’ or patients’ rights.
Chief Nursing Officer; Vice President Nursing; Statewide Contract Nursing Director:
• A bachelor’s degree of science in nursing or health services administration or a related field. (Additional
qualifying experience performing a full range of duties as a nursing supervisor in a health care
organization/facility with 20 or more full-time subordinate nurses may be substituted for the required
education on a year for year basis.); and
• Five (5) years of professional clinical nursing experience in a medical setting, two of the years in a
correctional health care setting, and at least three (3) years of which must have been in an administrative or
supervisory capacity in a health care organization/facility with 20 or more full-time subordinate Licensed
Nurses.
Page 126 of 146

CONTRACT #C3076
Attachment A

Clinician Assistant (PA):
• Certification as a Physician’s Assistant, pursuant to Chapter 458, F.S. and in accordance with Rules 64B8.30.003 and 64B8-30.012, F.A.C.
• Possess and maintain current certification from the AHA in Basic Life Support.
• Must pass security background checks.
• Ability to communicate effectively and to document all findings legibly.
• Ability to establish and maintain effective working relationship with others.
• Ability to perform physical exams, counsel Patients, recognize, and manage any abnormal findings or illness,
recommend medical treatment following established protocol, and refer to other Clinicians as appropriate.
• Ability to order diagnostic tests and evaluate the results.
• Ability to perform uncomplicated surgical procedures.
• Ability to prescribe and administer medications within protocol established mutually with the supervising
Clinician.
Dental Assistant:
• Within 6 months they must obtain their Florida Radiology and Expanded Functions certificates.
• Preference is given if the applicant is already certified
Dental Hygienist:
• Hold a clear, active, unrestricted license as a dental hygienist under Chapter 466, F.S.
• Possess and maintain current certification from the American Heart Association in Basic Life Support or
higher.
• Demonstrate fluency in English with good verbal communication and documentation skills.
• Possess the ability to establish and maintain effective working relationship with others.
• Possess the ability to document all findings legibly, to make accurate recommendations, using professional
terminology, and make sound and logical decisions regarding treatment.
• Possess the ability to interpret laboratory test results.
• Possess the ability to read and interpret X-ray and other radio-imaging digital pictures.
• Possess the ability to perform complete dental appraisal of an Inmate, manage and treat the Patient
accordingly, and develop/order all follow up visits, as appropriate.
• Possess the ability to establish rapport with the Inmate to promote mutual trust, which will result in better
Patient compliance with treatment plan.
• Demonstrate willingness to collaborate with other health care members, physicians, colleagues, nursing staff,
and correctional staff, in order to meet the needs of the Inmate.
• Become familiar, and demonstrate familiarity with, the Department Policies and Florida law related to public
health and dental practice.
Dentist:
• Be licensed to practice Dentistry, pursuant to Chapter 466, F.S.
• Hold a clear, active license to practice Dentistry in the State of Florida.
• Possess and maintain current certification from the AHA in Basic Life Support or higher.
• Pass a security background check.
• Demonstrate fluency in English with good verbal communication and documentation skills.
• Possess the ability to establish and maintain effective working relationship with others.
• Possess the ability to document all findings legibly, to make accurate diagnosis, using professional
terminology, and make sound and logical decisions regarding treatment.
• Possess the ability to interpret laboratory test results.
• Possess the ability to read and interpret X-ray and other radio-imaging digital pictures.
• Possess the ability to perform complete dental appraisal of an Inmate, formulate a diagnosis, manage and treat
the Patient accordingly, and develop/order all follow up visits, as appropriate.
• Possess the ability to establish a doctor-Patient rapport to promote mutual trust, in order to achieve better
Patient compliance with treatment plan.
Page 127 of 146

•
•

CONTRACT #C3076
Attachment A
Demonstrate willingness to collaborate with other health care members, Physicians, colleagues, nursing staff,
and correctional staff, in order to meet the needs of the Inmate.
Become familiar, and demonstrate familiarity with, the Department Policies and Florida law relating to public
health and dental practice.

Human Services Counselor:
• Bachelor’s degree from an accredited college or university and two (2) years of professional experience in
developmental disabilities, special education, mental health, counseling, guidance, social work, health or
rehabilitative programs. A master’s degree from an accredited college or university can substitute for one
year of the required experience.
Institutional Director of Nursing:
• A bachelor’s degree from an accredited college or university with a major in nursing can substitute for one
(1) year of the required experience. A master’s degree from an accredited college or university in nursing can
substitute for two (2) years of the required experience; and
• Three (3) years of professional nursing experience with one year administrative or supervisory capacity in a
health care organization/facility with five (5) or more full-time subordinate Licensed Nurses may be
substituted for the required education on a year for year basis.
Licensed Practical Nurse (LPN):
• Vocational Nurse Certificate and IV Certification;
• One (1) year of experience in providing practical nursing services including phlebotomy experience; and
• Licensed Practical Nurse shall have and maintain valid Florida License as a practical nurse in accordance
with Chapter 464, F.S. or be eligible to practice nursing in accordance with Rule 64B9-3.003, F.A.C.
• As outlined in Section 464.003(18), practice includes the performance of selected acts, including the
administration of treatments and medications, in the care of the ill, injured, or infirm; the promotion of
wellness, maintenance of health, and prevention of illness of others under the direction of a registered nurse,
a licensed physician, a licensed osteopathic physician, a licensed podiatric physician, or a licensed dentist.
Mental Health Director:
• Clear, active, Florida Psychology License, in accordance with Chapter 490, F.S.
• At least five (5) years of professional experience as a Psychologist in a state or federal prison system.
Physician or Osteopathic Physician:
• Must be licensed as a MD, pursuant to Chapter 458, F.S., or DO, pursuant to Chapter 459, F.S.; must hold a
clear, active, unrestricted license to provide clinical care in the State of Florida.
• Possess and maintain current certification from the American Heart Association in Basic Life Support or
higher.
• Must pass a security background check.
• Demonstrate fluency in English with good verbal communication and documentation skills.
• Ability to establish and maintain effective working relationship with others.
• Ability to document all findings legibly, to make accurate diagnosis in medical professional terminology and
to make sound and logical decision in treatment plan.
• Ability to interpret laboratory test results, EKG. Ability to read and interpret x-ray and other radio-imaging
digital pictures.
• Ability to perform complete physical appraisal of Patient, making diagnosis and manage the Patient
accordingly;
• Ability to establish a strong doctor-Patient report to promote mutual trust, which will result in better Patient
compliance with treatment plan.
• Willingness to collaborate with other health care members, colleagues, nursing staff and correctional staff to
meet the needs of the Patients.
• Be familiar with Department Policies and State law related to public health and medical practice.
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CONTRACT #C3076
Attachment A

Psychiatric Advanced Practice Registered Nurse:
• Clear, active, unrestricted Florida License and certification as a “Psychiatric nurse,” (PsychAPRN), in
accordance with Section 394.455(36), F.S., Chapter 464, F.S., and Rule 64B9-4.002, F.A.C. A practitioner
currently licensed under Chapter 458, Chapter 459, or Chapter 466, F.S. shall maintain supervision for
directing the specific course of medical treatment.
• Under specific written protocols approved by the supervising Psychiatrist, Psychiatric APRNs may provide
outpatient psychiatric services.
Psychiatric Consultant:
• Clear, active, unrestricted Florida License, in accordance with Chapter 458 or459, F.S. with completion of a
psychiatry residency.
• At least five (5) years of professional experience as a Psychiatrist in a state or federal prison system.
Psychiatrist:
• Clear, active, unrestricted Florida License in accordance with Chapters 458 or 459, F.S., who has primarily
diagnosed and treated nervous and mental disorders for a period of not less than three (3) years inclusive of
psychiatric residency.
Psychological Services Director:
• Clear, active, Florida Psychology License in accordance with Chapter 490, F.S.
• At least two (2) years of professional experience as a Psychologist in a state or federal prison system.
Psychologist:
• Clear, active, Florida Psychology License or Provisional Psychology License in accordance with Chapter
490, F.S.
• Compliance with supervisory agreements and supervision for individuals with a Provisional Psychology
License is required in accordance with Chapter 490, F.S.
• Psychologists working at Youthful Offender facilities, must be Board Certified in Clinical Child &
Adolescent Psychology, or have completed a doctoral internship or post-doctoral residency in Child and
Adolescent Psychology or have a minimum of one (1) year of experience working with children and
adolescents at a CMHC, a Residential Unit, or a Hospital.
Regional Mental Health Director:
• Clear, active, Florida Psychology License, in accordance with Chapter 490, F.S.
• At least three (3) years of professional experience as a Psychologist in a state or federal prison system.
Regional Nursing Director:
• A bachelor’s degree of science in nursing or health services administration or a related field. (Additional
qualifying experience performing a full range of duties as a nursing supervisor in a health care
organization/facility with 20 or more full-time subordinate nurses may be substituted for the required
education on a year for year basis.); and
• Four (4) years of professional clinical nursing experience in a medical setting, one (1) year correctional health
care setting, and two (2) years of which must have been in an administrative or supervisory capacity in a
health care organization/facility with 20 or more full-time subordinate Licensed Nurses.
Registered Nurse:
• All Registered Nurse positions shall have and maintain a valid Florida Registered Professional Nurse License
in accordance with Chapter 464, F.S. or be eligible to practice nursing in accordance with Rule 64B9-3.003,
F.A.C.;
• Must possess a minimum of an associate’s degree in nursing; and
• One (1) year of professional nursing experience or a bachelor's degree from an accredited college or university
with a major in nursing.
Page 129 of 146

CONTRACT #C3076
Attachment A

Registered Nurse Supervisor:
• An associate’s degree in nursing and two (2) years of professional nursing experience;
• A bachelor’s degree from an accredited college or university with a major in nursing can substitute for one
(1) year of the required experience; or
• A master's degree from an accredited college or university with a major in nursing can substitute for the
required experience.
Registered Nurse Specialist (Oncology, Dialysis, etc.):
• A bachelor's degree from an accredited college or university with a major in nursing or a related field can
substitute for one (1) year of the required general professional nursing experience. A master's degree from an
accredited college or university in nursing, nursing education, public health, or a related field can substitute
for two (2) years of the required general professional nursing experience; and
• Three (3) years of professional nursing experience with one (1) year of experience in specialty field.
Nursing Positions:
• All nursing positions (RN, LPN, and CNA) shall have and maintain Basic Care Life Support Certification for
Health Professionals.

Page 130 of 146

BUSINESS ASSOCIATE AGREEMENT

CONTRACT #C3076
Attachment B

This Business Associate Agreement supplements and is made a part of this Agreement between the Florida Department
of Corrections ("Department") and Centurion of Florida, LLC ("Contractor"), (individually, a "Party" and collectively
referred to as "Parties").
Whereas, the Department creates or maintains, or has authorized the Contractor to receive, create, or maintain certain
Protected Health Information (“PHI,”) as that term is defined in 45 C.F.R. §164.501 and that is subject to protection
under the Health Insurance Portability and Accountability Act of 1996, as amended. (“HIPAA”);
Whereas, the Department is a “Covered Entity” as that term is defined in the HIPAA implementing regulations, 45 C.F.R.
Part 160 and Part 164, Subparts A, C, and E, the Standards for Privacy of Individually Identifiable Health Information
(“Privacy Rule”) and the Security Standards for the Protection of Electronic Protected Health Information (“Security
Rule”);
Whereas, the Contractor may have access to Protected Health Information in fulfilling its responsibilities under its
contract with the Department;
Whereas, the Contractor is considered to be a “Business Associate” of a Covered Entity as defined in the Privacy Rule;
Whereas, pursuant to the Privacy Rule, all Business Associates of Covered Entities must agree in writing to certain
mandatory provisions regarding the use and disclosure of PHI; and
Whereas, the purpose of this Agreement is to comply with the requirements of the Privacy Rule, including, but not limited
to, the Business Associate contract requirements of 45 C.F.R. §164.504(e).
Whereas, in regards to Electronic Protected Health Information as defined in 45 C.F.R. § 160.103, the purpose of this
Agreement is to comply with the requirements of the Security Rule, including, but not limited to, the Business Associate
contract requirements of 45 C.F.R. §164.314(a).
Now, therefore, in consideration of the mutual promises and covenants contained herein, the Parties agree as follows:
1.

Definitions
Unless otherwise provided in this Agreement, any and all capitalized terms have the same meanings as set forth
in the HIPAA Privacy Rule, HIPAA Security Rule or the HITECH Act. Contractor acknowledges and agrees
that all Protected Health Information that is created or received by the Department and disclosed or made
available in any form, including paper record, oral communication, audio recording, and electronic display by
the Department or its operating units to Contractor or is created or received by Contractor on the Department’s
behalf shall be subject to this Agreement.

2.

Confidentiality Requirements
A.

Contractor agrees to use and disclose Protected Health Information that is disclosed to it by the
Department solely for meeting its obligations under its agreements with the Department, in accordance
with the terms of this agreement, the Department's established policies rules, procedures and
requirements, or as required by law, rule or regulation.

B.

In addition to any other uses and/or disclosures permitted or authorized by this Agreement or required
by law, Contractor may use and disclose Protected Health Information as follows:
(1)

if necessary for the proper management and administration of the Contractor and to carry out the
legal responsibilities of the Contractor, provided that any such disclosure is required by law or that
Contractor obtains reasonable assurances from the person to whom the information is disclosed
that it will be held confidentially and used or further disclosed only as required by law or for the
purpose for which it was disclosed to the person, and the person notifies Contractor of any
instances of which it is aware in which the confidentiality of the information has been breached;

Page 131 of 146

(2)

(3)

C.

CONTRACT #C3076
Attachment B
for data aggregation services, only if to be provided by Contractor for the health care operations
of the Department pursuant to any and all agreements between the Parties. For purposes of this
Agreement, data aggregation services means the combining of protected health information by
Contractor with the protected health information received by Contractor in its capacity as a
Contractor of another covered entity, to permit data analyses that relate to the health care
operations of the respective covered entities.
Contractor may use and disclose protected health information that Contractor obtains or creates
only if such disclosure is in compliance with every applicable requirement of Section
164.504(e) of the Privacy relating to Contractor contracts. The additional requirements of
Subtitle D of the HITECH Act that relate to privacy and that are made applicable to the
Department as a covered entity shall also be applicable to Contractor and are incorporated
herein by reference.

Contractor will implement appropriate safeguards to prevent use or disclosure of Protected Health
Information other than as permitted in this Agreement. Further, Contractor shall implement
administrative, physical, and technical safeguards that reasonably and appropriately protect the
confidentiality, integrity, and availability of Electronic Protected Health Information that it creates,
receives, maintains, or transmits on behalf of the Department. The Secretary of Health and Human
Services and the Department shall have the right to audit Contractor’s records and practices related to
use and disclosure of Protected Health Information to ensure the Department's compliance with the
terms of the HIPAA Privacy Rule and/or the HIPAA Security Rule.
Further, Sections 164.308 (administrative safeguards). 164.310 (physical safeguards), 164.312
(technical safeguards), and 164.316 (policies and procedures and documentation requirements) of the
Security Rule shall apply to the Contractor in the same manner that such sections apply to the
Department as a covered entity. The additional requirements of the HITECH Act that relate to security
and that are made applicable to covered entities shall be applicable to Contractor and are hereby
incorporated by reference into this BA Agreement.

D.

Contractor shall report to Department any use or disclosure of Protected Health Information, which is not
in compliance with the terms of this Agreement as well as any Security incident of which it becomes aware.
Contractor agrees to notify the Department, and include a copy of any complaint related to use, disclosure,
or requests of Protected Health Information that the Contractor receives directly and use best efforts to assist
the Department in investigating and resolving such complaints. In addition, Contractor agrees to mitigate,
to the extent practicable, any harmful effect that is known to Contractor of a use or disclosure of Protected
Health Information by Contractor in violation of the requirements of this Agreement.
Such report shall notify the Department of:
1) any Use or Disclosure of protected health information (including Security Incidents) not
permitted by this Agreement or in writing by the Department;
2) any Security Incident;
3) any Breach, as defined by the HITECH Act; or
4) any other breach of a security system, or like system, as may be defined under applicable State
law (Collectively a “Breach”).
Contractor will without unreasonable delay, but no later than seventy-two (72) hours after discovery of
a Breach, send the above report to the Department.
Such report shall identify each individual whose protected health information has been, or is reasonably
believed to have been, accessed, acquired, or disclosed during any Breach pursuant to 42 U.S.C.A. §
17932(b). Such report will:

Page 132 of 146

CONTRACT #C3076
Attachment B
1) Identify the nature of the non-permitted or prohibited access, use, or disclosure, including the
nature of the Breach and the date of discovery of the Breach.
2) Identify the protected health information accessed, used or disclosed, and provide an exact
copy or replication of that protected health information.
3) Identify who or what caused the Breach and who accessed, used, or received the protected
health information.
4) Identify what has been or will be done to mitigate the effects of the Breach; and
5) Provide any other information, including further written reports, as the Department may
request.

3.

E.

In accordance with Section 164.504(e)(1)(ii) of the Privacy Rule, each party agrees that if it knows of
a pattern of activity or practice of the other party that constitutes a material breach of or violation of the
other party’s obligations under the BA Agreement, the non-breaching party will take reasonable steps
to cure the breach or end the violation, and if such steps are unsuccessful, terminate the contract or
arrangement if feasible. If termination is not feasible, the party will report the problem to the Secretary
of Health and Human Services (federal government).

F.

Contractor will ensure that its agents, including a subcontractor, to whom it provides Protected Health
Information received from, or created by Contractor on behalf of the Department, agree to the same
restrictions and conditions that apply to Contractor, and apply reasonable and appropriate safeguards to
protect such information. Contractor agrees to designate an appropriate individual (by title or name) to
ensure the obligations of this agreement are met and to respond to issues and requests related to
Protected Health Information. In addition, Contractor agrees to take other reasonable steps to ensure
that its employees’ actions or omissions do not cause Contractor to breach the terms of this Agreement.

G.

Contractor shall secure all protected health information by a technology standard that renders protected
health information unusable, unreadable, or indecipherable to unauthorized individuals and is developed
or endorsed by a standards developing organization that is accredited by the American National
Standards Institute and is consistent with guidance issued by the Secretary of Health and Human
Services specifying the technologies and methodologies that render protected health information
unusable, unreadable, or indecipherable to unauthorized individuals, including the use of standards
developed under Section 3002(b)(2)(B)(vi) of the Public Health Service Act, pursuant to the HITECH
Act, 42 U.S.C.A. § 300jj-11, unless the Department agrees in writing that this requirement is infeasible
with respect to particular data. These security and protection standards shall also apply to any of
Contractor’s agents and subcontractors.

H.

Contractor agrees to make available Protected Health Information so that the Department may comply
with individual rights to access in accordance with Section 164.524 of the HIPAA Privacy Rule.
Contractor agrees to make Protected Health Information available for amendment and incorporate any
amendments to Protected Health Information in accordance with the requirements of Section 164.526
of the HIPAA Privacy Rule. In addition, Contractor agrees to record disclosures and such other
information necessary, and make such information available, for purposes of the Department providing
an accounting of disclosures, as required by Section 164.528 of the HIPAA Privacy Rule.

I.

The Contractor agrees, when requesting Protected Health Information to fulfill its contractual
obligations or on the Department’s behalf, and when using and disclosing Protected Health Information
as permitted in this contract, that the Contractor will request, use, or disclose only the minimum
necessary in order to accomplish the intended purpose.

Obligations of Department
A.

The Department will make available to the Business Associate the notice of privacy practices
(applicable to offenders under supervision, not to inmates) that the Department produces in accordance
with 45 CFR 164.520, as well as any material changes to such notice.

Page 133 of 146

B.

C.

4.

CONTRACT #C3076
Attachment B
The Department shall provide Business Associate with any changes in, or revocation of, permission by
an Individual to use or disclose Protected Health Information, if such changes affect Business
Associate’s permitted or required uses and disclosures.
The Department shall notify Business Associate of any restriction to the use or disclosure of Protected
Health Information that impacts the business associate’s use or disclosure and that the Department has
agreed to in accordance with 45 CFR 164.522 and the HITECH Act.

Termination
A.

Termination for Breach - The Department may terminate this Agreement if the Department determines
that Contractor has breached a material term of this Agreement. Alternatively, the Department may
choose to provide Contractor with notice of the existence of an alleged material breach and afford
Contractor an opportunity to cure the alleged material breach. In the event Contractor fails to cure the
breach to the satisfaction of the Department, the Department may immediately thereafter terminate this
Agreement.

B.

Automatic Termination - This Agreement will automatically terminate upon the termination or
expiration of the original contract between the Department and the Contractor.

C.

Effect of Termination
(1)

Termination of this agreement will result in termination of the associated contract between the
Department and the Contractor.

(2)

Upon termination of this Agreement or the contract, Contractor will return or destroy all PHI
received from the Department or created or received by Contractor on behalf of the Department
that Contractor still maintains and retain no copies of such PHI; provided that if such return or
destruction is not feasible, Contractor will extend the protections of this Agreement to the PHI
and limit further uses and disclosure to those purposes that make the return or destruction of
the information infeasible.

5.

Amendment - Both parties agree to take such action as is necessary to amend this Agreement from time to time
as is necessary to comply with the requirements of the Privacy Rule, the HIPAA Security Rule, and the HITECH
Act.

6.

Interpretation - Any ambiguity in this Agreement shall be resolved to permit the Department to comply with
the HIPAA Privacy Rule and/or the HIPAA Security Rule.

7.

Indemnification – The Contractor shall be liable for and agrees to be liable for, and shall indemnify, defend,
and hold harmless the Department, its employees, agents, officers, and assigns from any and all claims, suits,
judgments, or damages including court costs and attorneys’ fees arising out or in connection with any nonpermitted or prohibited Use or Disclosure of PHI or other breach of this Agreement, whether intentional,
negligent or by omission, by Contractor, or any sub-contractor of Contractor, or agent, person or entity under
the control or direction of Contractor. This indemnification by Contractor includes any claims brought under
Title 42 USC §1983, the Civil Rights Act.

8.

Miscellaneous - Parties to this Agreement do not intend to create any rights in any third parties. The obligations
of Contractor under this Section shall survive the expiration, termination, or cancellation of this Agreement, or
any and all other contracts between the parties, and shall continue to bind Contractor, its agents, employees,
contractors, successors, and assigns as set forth herein for any PHI that is not returned to the Department or
destroyed.

Page 134 of 146

FEDERAL BUREAU OF INVESTIGATION

CONTRACT #C3076
Attachment C

CRIMINAL JUSTICE INFORMATION SERVICES
SECURITY ADDENDUM
The goal of this document is to augment the CJIS Security Policy to ensure adequate security is
provided for criminal justice systems while (1) under the control or management ofa private entity or
(2) connectivity to FBI CJIS Systems has been provided to a private entity (contractor). Adequate
security is defined in Office of Management and Budget Circular A-130 as “security commensurate
with the risk and magnitude of harm resulting from the loss, misuse, or unauthorized access to or
modification of information.”
The intent of this Security Addendum is to require that the Contractor maintain a security program
consistent with federal and state laws, regulations, and standards (including the CJIS Security Policy
in effect when the contract is executed), as well as with policies and standards established by the
Criminal Justice Information Services (CJIS) Advisory Policy Board (APB).
This Security Addendum identifies the duties and responsibilities with respect to the installation and
maintenance of adequate internal controls within the contractual relationship sothat the security and
integrity of the FBI's information resources are not compromised. The security program shall include
consideration of personnel security, site security, system security, and data security, and technical
security.
The provisions of this Security Addendum apply to all personnel, systems, networks and support
facilities supporting and/or acting on behalf of the government agency.
1.00

Definitions

1.01

Contracting Government Agency (CGA) - the government agency, whether a CriminalJustice Agency or
a Noncriminal Justice Agency, which enters into an agreement with a privatecontractor subject to this
Security Addendum.

1.02

Contractor - a private business, organization or individual which has entered into an agreement for the
administration of criminal justice with a Criminal Justice Agency or a Noncriminal Justice Agency.

2.00

Responsibilities of the Contracting Government Agency.

2.01

The CGA will ensure that each Contractor employee receives a copy of the Security Addendum and the
CJIS Security Policy and executes an acknowledgment of such receipt andthe contents of the Security
Addendum. The signed acknowledgments shall remain in the possession of the CGA and available for
audit purposes. The acknowledgement may be signedby hand or via digital signature (see glossary for
definition of digital signature).

3.00

Responsibilities of the Contractor.

3.01

The Contractor will maintain a security program consistent with federal and state laws,regulations, and
standards (including the CJIS Security Policy in effect when the contract is executed and all subsequent
versions), as well as with policies and standards established by theCriminal Justice Information Services
(CJIS) Advisory Policy Board (APB).

4.00
4.01

Security Violations.

4.02

The CGA must report security violations to the CJIS Systems Officer (CSO) and theDirector, FBI,
along with indications of actions taken by the CGA and Contractor.
Security violations can justify termination of the appended agreement.

Page 135 of 146

4.03

Upon notification, the FBI reserves the right to:

CONTRACT #C3076
Attachment C

a. Investigate or decline to investigate any report of unauthorized use;
b. Suspend or terminate access and services, including telecommunications links. TheFBI will provide

the CSO with timely written notice of the suspension. Access andservices will be reinstated only
after satisfactory assurances have been provided to the FBI by the CGA and Contractor. Upon
termination, the Contractor's records containing CHRI must be deleted or returned to the CGA.

5.00

Audit

5.01

The FBI is authorized to perform a final audit of the Contractor's systems aftertermination of the Security
Addendum.

6.00

Scope and Authority

6.01

This Security Addendum does not confer, grant, or authorize any rights, privileges, or obligations on any
persons other than the Contractor, CGA, CJA (where applicable), CSA, andFBI.

6.02

The following documents are incorporated by reference and made part of this agreement: (1) the Security
Addendum; (2) the NCIC 2000 Operating Manual; (3) the CJIS Security Policy; and (4) Title 28, Code
of Federal Regulations, Part 20. The parties are also subject to applicable federal and state laws and
regulations.

6.03

The terms set forth in this document do not constitute the sole understanding by and between the parties
hereto; rather they augment the provisions of the CJIS Security Policy to provide a minimum basis for
the security of the system and contained information and it is understood that there may be terms and
conditions of the appended Agreement which impose more stringent requirements upon the Contractor.

6.04

This Security Addendum may only be modified by the FBI, and may not be modified by the parties to
the appended Agreement without the consent of the FBI.

6.05

All notices and correspondence shall be forwarded by First Class mail to:
Information Security Officer
Criminal Justice Information Services Division,
FBI 1000 Custer Hollow Road
Clarksburg, West Virginia 26306

REMAINDER OF THIS PAGE INTENTIONALLY LEFT BLANK

Page 136 of 146

FEDERAL BUREAU OF INVESTIGATION

CONTRACT #C3076
Attachment C

CRIMINAL JUSTICE INFORMATION SERVICES
SECURITY ADDENDUM
CERTIFICATION

I hereby certify that I am familiar with the contents of (1) the Security Addendum, including its legal
authority and purpose; (2) the NCIC Operating Manual; (3) the CJIS Security Policy; and (4) Title 28, Code
of Federal Regulations, Part 20, and agree to be bound by their provisions.
I recognize that criminal history record information and related data, by its very nature,is sensitive and has
potential for great harm if misused. I acknowledge that access to criminal history record information and
related data is therefore limited to the purpose(s) for which a government agency has entered into the
contract incorporating this Security Addendum. I understand that misuse of the system by, among other
things: accessing it without authorization; accessing it by exceeding authorization; accessing it for an
improper purpose; using, disseminating or re-disseminating information received as a result of this
contract for a purpose other than that envisioned by the contract, may subject me to administrative and
criminal penalties. I understand that accessing the system for an appropriate purpose and then using,
disseminating or re-disseminating the information received for another purpose other than execution of
the contract also constitutes misuse. I further understand that the occurrenceof misuse does not depend
upon whether or not I receive additional compensation for such authorized activity. Such exposure for
misuse includes, but is not limited to, suspension or lossof employment and prosecution for state and
federal crimes.

Printed Name/Signature of Contractor Employee

Date

Printed Name/Signature of Contractor Representative

Date

Organization and Title of Contractor Representative

Page 137 of 146

POSITION TITLES BY TIER

CONTRACT #C3076
Attachment D

TIER ONE
Position Title
APRN (Clinician Assistant or PA)
Assistant Director of Dental Administration
Assistant Director of Nursing
Assistant Psychiatric Director
Assistant RMC Hospital Administrator
Associate Statewide Psychiatric Director
Asst. Director of Mental Health Services
Asst. Statewide Director of Mental Health Services
Chief Health Officer/Site Medical Director
Corporate Officer
Dental Manager, CDPN, PLLC
Dentist
Director of Dental Administration
Director of Nursing
General Surgeon
HCV Medical Director
Health Services Administrator
Mental Health Administrator - IP
Mental Health APRN/Physician Asst.
Mental Health APRN/Physician Asst. - IP
Mental Health CQI Monitor
Mental Health Director
Mental Health Director - IP
Mental Health Director of Nursing - IP
Mental Health RN Supervisor - IP
Nurse Manager
Oral Surgeon
Physical Therapist
Physician (Clinician)
Psychiatric Director - IP
Psychiatrist
Psychiatrist - IP
Psychological Services Director
Psychologist
Psychologist - IP
Region 2 American Sign Language Staff Interpreter
Regional Consult Coordinator
Regional CQI Program Coordinators
Regional Dental Director
Regional Director of Nursing
Page 138 of 146

Discipline
M/N
Reg-D
M/N
MH
RMC-A
Reg-MH
Reg-MH
Reg-MH
M/N
Reg-A
Reg-D
D
Reg-D
M/N
M/N
Reg-M/N
A
MH
MH
MH
Reg-A
MH
MH
MH-N
MH-N
M/N
D
M/N
M/N
MH
MH
MH
MH
MH
MH
Reg-A
Reg-A
Reg-A
Reg-D
Reg-M/N

Tier
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1

Regional Director of Operations
Regional EMR Specialist
Regional Infection Control Nurse
Regional Manager, Provider Recruitment
Regional Medical Director
Regional Mental Health CQI Coordinator
Regional Mental Health Director
Regional Mental Health Director of Nursing
Regional Office Manager
Regional Psychologists
Regional QM Program Coordinator
Regional Recruitment Coordinator
RMC Hospital Administrator
RMC Hospital Chief Medical Officer
RMC Hospital Director of Nursing
RMC Hospital DON - IP
RMC Hospital DON - Outpatient
RMC Hospital EMR Specialist
RMC Hospital Executive Nursing Director
RMC Hospital Health Information Specialist
RMC Hospital Infection Control Nurse
RMC Hospital Pharmacy Consultant
RMC Hospital Risk Manager
RMC Inpatient Medical Director
RMC Lab Manager
RMC Mental Health Director
RMC Nurse Manager W Unit
RMC Outpatient CHO
RMC Radiology Manager
RMC Respiratory Therapist Supervisor
RN Supervisor
Scheduler
Sr HR Business Partner
Statewide Aftercare Specialist
Statewide Dental Director
Statewide Director of CQI & EMR
Statewide Director of Mental Health Operations
Statewide Director of Nursing
Statewide Disabled/Impaired Inmate Coordinator
Statewide EMR Director
Statewide EMR Project Manager
Statewide Female Health Services Coordinator
Statewide Medical Director
Statewide Medical Records Lead
Page 139 of 146

CONTRACT #C3076
Attachment D
Reg-A
1
Reg-A
1
Reg-M/N
1
Reg-A
1
Reg-M/N
1
Reg-MH
1
Reg-MH
1
Reg-MH
1
Reg-A
1
Reg-MH
1
Reg-A
1
Reg-A
1
RMC-A
1
RMC-M/N
1
RMC-M/N
1
RMC-M/N
1
RMC-M/N
1
RMC-A
1
RMC-M/N
1
RMC-A
1
RMC-M/N
1
RMC-P
1
RMC-M/N
1
RMC-M/N
1
RMC-M/N
1
RMC-MH
1
RMC-M/N
1
RMC-M/N
1
RMC-M/N
1
RMC-M/N
1
M/N
1
A
1
Reg-A
1
Reg-MH
1
Reg-D
1
Reg-A
1
Reg-MH
1
Reg-M/N
1
Reg-M/N
1
Reg-A
1
Reg-A
1
Reg-M/N
1
Reg-M/N
1
Reg-A
1

Statewide Medical Re-Entry Coordinator (Located at RMC)
Statewide Mental Health Administrative Assistant
Statewide Mental Health CQI Director
Statewide Mental Health Director
Statewide Mental Health Director of Nursing
Statewide Mental Health Educator
Statewide Mental Health Educator & Director of Reentry
Statewide Mental Health Re-Entry Coordinator
Statewide Mental Health Training Coordinator
Statewide Mortality Coordinator
Statewide Pharmacy Program Director
Statewide Psychiatric Advisor
Statewide Psychiatrist
Statewide Psychologist
Statewide Recruitment Coordinator
Statewide Telehealth Coordinator
Statewide UM Medical Director
Vice President, Chief Compliance Officer
VP of Operations

CONTRACT #C3076
Attachment D
Reg-M/N
1
Reg-MH-A
1
Reg-MH-A
1
Reg-MH
1
Reg-MH-N
1
Reg-MH
1
Reg-MH
1
Reg-MH
1
Reg-MH
1
Reg-M/N
1
Reg-P
1
Reg-MH
1
Reg-MH
1
Reg-MH
1
Reg-A
1
Reg-A
1
Reg-M/N
1
Reg-A
1
Reg-A

1

Discipline
A
A
Reg-A
MH
MH
Reg-A
Reg-A
Reg-A
Reg-A
D
D
Reg-A
Reg-A
Reg-A
Reg-A
Reg-A
Reg-A
Reg-A
Reg-MH
Reg-A
Reg-A

Tier
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2

TIER TWO
Position Title
Administrative Assistant
Assistant Health Services Administrator
Associate HR Business Partner
Behavioral Health Technician - IP
Behavioral Health Technician (Specialist)
Clerical Support
Continuous Quality Improvement (CQI) Coordinator
Data Analyst
Data Entry Specialists
Dental Assistant
Dental Hygienist
Director of Nursing and Clinical Recruitment
EMR Education Coordinator
EMR Lead Analyst
EMR Lead Innovation Specialist
EMR Systems Administrator
EMR Systems Support
EMR/OBIS/Medical Records
Floating MHP
HR Administrator
HR Business Partner
Page 140 of 146

HR Manager
Human Services Counselor
Infection Control - HepC
Infection Control Nurse
Infectious Disease Case Manager
Lead Infection Control - HepC
Lead Infectious Disease Case Manager
IT Manager
IT Support Lead
IT Support Specialists
IT Systems Administrator
Lead Physician Recruiter Florida
Leave Administrator
LPN
Medical Records Clerk
Medical Records Clerk-MH
Medical Records Supervisor
Medical Records Trainer
Mental Health Clerk
Mental Health Clerk - IP
Mental Health CNA - IP
Mental Health Educator
Mental Health LPN
Mental Health LPN - IP
Mental Health Nurse Educator
Mental Health Professional
Mental Health Professional - IP
Mental Health RN
Mental Health RN - IP
Nurse and Clinical Recruiter
OBIS Specialist
Physician Recruiter Florida
Psychiatric Consultant
Psychology Intern - IP
Psychology Resident
Reentry Specialist
Reentry Specialist - IP
Regional Administrative Assistant
Regional Administrative Coordinator
Regional Nurse Educator
Regional UM Lead
Registered Nurse
Registered Nurse Specialist
RMC Infirmary
Page 141 of 146

CONTRACT #C3076
Attachment D
Reg-A
2
MH
2
Reg-M/N
2
M/N
2
Reg-M/N
2
Reg-M/N
2
Reg-M/N
2
Reg-A
2
Reg-A
2
Reg-A
2
Reg-A
2
Reg-A
2
Reg-A
2
M/N
2
A
2
MH-A
2
A
2
Reg-A
2
MH-A
2
MH-A
2
MH-N
2
Reg-MH
2
MH-N
2
MH-N
2
Reg-MH
2
MH
2
MH
2
MH-N
2
MH-N
2
Reg-A
2
Reg-A
2
Reg-A
2
MH
2
MH
2
MH
2
MH
2
MH
2
Reg-A
2
Reg-A
2
Reg-M/N
2
Reg-M/N
2
M/N
2
M/N
2
RMC-M/N
2

CONTRACT #C3076
Attachment D
RMC-M/N
2
RMC-M/N
2
M/N
2
M/N
2
Reg-M/N
2
Reg-M/N
2
Reg-M/N
2

RMC Lab Technician
RMC Respiratory Therapist
RN-CQI-Medication Practice
RN-Infusion/Chemotherapy
UM Nurse - Float
UM Nurse Inpatient
UM Nurse Outpatient
UM Referral Specialist

Reg-M/N

2

TIER THREE
Position Title
CNA/PA/Med Tech
HCV Data Entry Specialist
Inventory Coordinator
Lead Inventory Coordinator
Phlebotomist
Re-Entry Svcs Case Mgr
RN Education
Secondary Screener
Secondary Screener (ADA)
Telehealth Coordinator
Transcriptionist

Discipline
M/N
Reg-M/N
M/N
M/N
M/N
M/N
M/N
M/N
M/N
M/N
M/N

Page 142 of 146

Tier
3
3
3
3
3
3
3
3
3
3
3

CONTRACT #C3076
Attachment E
SERVICE LOCATIONS (up to date as of 4-17-23; may need updating prior to execution)
Major Institutions
* Indicates an active Work Camp, Forestry Camp or Road Prison, reporting to the
Institution’s Warden, appearing on a subsequent list within the Attachment.
Region I
Apalachee Correctional Institution East
35 Apalachee Drive
Sneads, Florida 32460-4166

Apalachee Correctional Institution West
52 West Unit Drive
Sneads, Florida 32460-4165

* Calhoun Correctional Institution
19562 SE Institution Drive
Blountstown, Florida 32424-5156
Franklin Correctional Institution
1760 Highway 67 North
Carrabelle, Florida 32322
Gulf Correctional Institution
500 Ike Steele Road
Wewahitchka, Florida 32465-0010
* Jackson Correctional Institution
5563 10th Street
Malone, Florida 32445-3144
Liberty Correctional Institution
11064 N.W. Dempsey Barron Road
Bristol, Florida 32321-9711

* Century Correctional Institution
400 Tedder Road
Century, Florida 32535-3659
Gadsden Reentry Center
26380 Blue Star Highway
Havana, FL 32333
* Holmes Correctional Institution
3142 Thomas Drive
Bonifay, Florida 32425-0190
Jefferson Correctional Institution
1050 Big Joe Road
Monticello, Florida 32344-0430
Northwest Florida Reception Center
4455 Sam Mitchell Drive
Chipley, Florida 32428-3597

Northwest Florida Reception Center Annex
4455 Sam Mitchell Drive
Chipley, Florida 32428-3597

* Okaloosa Correctional Institution
3189 Little Silver Rd.
Crestview, Florida 32539-6708

Quincy Annex (reports to Liberty CI)
2225 Pat Thomas Parkway
Quincy, Florida 32351-8645
Santa Rosa Annex
5850 East Milton Rd.
Milton, Florida 32583-7914
Wakulla Annex
110 Melaleuca Drive
Crawfordville, Florida 32327-4963

Santa Rosa CI
5850 East Milton Rd.
Milton, Florida 32583-7914
* Wakulla Correctional Institution
110 Melaleuca Drive
Crawfordville, Florida 32327-4963
* Walton Correctional Institution
691 Institution Road
DeFuniak Springs, Florida 32433-1831
Region II

Baker Re-Entry Center
17128 U.S. Highway 90 West
Sanderson, Florida 32087-2359
Columbia Correctional Institution Annex
216 S.E. Corrections Way
Lake City, Florida 32025-2013
Cross City Correctional Institution East Unit
568 NE 255th Street
Cross City, Florida 32628
Hamilton Correctional Institution
10650 SW 46th Street
Jasper, Florida 32052-1360

* Columbia Correctional Institution
216 S.E. Corrections Way
Lake City, Florida 32025-2013
* Cross City Correctional Institution
568 NE 255th Street
Cross City, Florida 32628
* Florida State Prison
7819 N.W. 228th Street
Raiford, Florida 32026-1000
Hamilton Correctional Institution Annex
10650 S.W. 46th Street
Jasper, Florida 32052-1360

Page 143 of 146

CONTRACT #C3076
Attachment E
Lawtey Correctional Institution
7819 N.W. 228th Street
Raiford, Florida 32026-2000
Mayo Correctional Institution Annex
8784 US Highway 27 West
Mayo, Florida 32066-3458
Reception and Medical Center
P.O. Box 628
Hwy 231
Lake Butler, Florida 32054-0628
* Suwannee Correctional Institution
5964 U.S. Highway 90
Live Oak, Florida 32060

* Lancaster Correctional Institution
3449 S.W. State Road 26
Trenton, Florida 32693-5641
* Madison Correctional Institution
382 Southwest MCI Way
Madison, Florida 32340-4430
Putnam Correctional Institution
128 Yelvington Road
East Palatka, Florida 32131-2112

Reception and Medical Center West
8183 SW 152nd Loop
P.O. Box 628
Lake Butler, Florida 32054-0628
Suwannee Correctional Institution Annex
* Tomoka Correctional Institution
5964 U.S. Highway 90
3950 Tiger Bay Road
Live Oak, Florida 32060
Daytona Beach, Florida 32124-1098
Taylor Correctional Institution
* Union Correctional Institution
8501 Hampton Springs Road
7819 N.W. 228th Street
Perry, Florida 32348-8747
Raiford, Florida 32026-4000
Region III
* Avon Park Correctional Institution
Central Florida Reception Center
P.O. Box 1100
7000 H C Kelley Rd
County Road 64 East
Orlando, Florida 32831-2518
Avon Park, Florida 33826-1100
Central Florida Reception Center East
Central Florida Reception Center South
7000 H C Kelley Road
7000 H C Kelley Road
Orlando, Florida 32831-2518
Orlando, Florida 32831-2518
* DeSoto Annex
Florida Women’s Reception Center
13617 S.E. Highway 70
3700 NW 111th Place
Arcadia, Florida 34266-7800
Ocala, Florida 34482-1479
* Hardee Correctional Institution
Hernando Correctional Institution
6901 State Road 62
16415 Springhill Drive
Bowling Green, Florida 33834-9505
Brooksville, Florida 34604-8167
Lake Correctional Institution
* Lowell Correctional Institution
19225 U.S. Highway 27
11120 NW Gainesville Rd
Clermont, Florida 34715-9025
Ocala, Florida 34482-1479
*Lowell Correctional Institution Annex
* Marion Correctional Institution
11120 NW Gainesville Rd
3269 NW 105th Street
Ocala, Florida 34482-1479
Lowell, Florida 32663-0158
* Polk Correctional Institution
10800 Evans Road
Polk City, Florida 33868-6925

* Sumter Correctional Institution and BTU
9544 County Road 476B
Bushnell, Florida 33513-0667

Zephyrhills Correctional Institution
2739 Gall Boulevard
Zephyrhills, Florida 33541-9701
Charlotte Correctional Institution
33123 Oil Well Road
Punta Gorda, Florida 33955-9701

Region IV

Page 144 of 146

Dade Correctional Institution
19000 S. W. 377th Street
Florida City, Florida 33034-6409

Everglades Correctional Institution
1601 S.W. 187th Ave.
Miami, Florida 33194-3701
Homestead Correctional Institution
19000 S. W. 377th Street
Florida City, Florida 33034-6409
Okeechobee Correctional Institution
3420 N.E. 168th St.
Okeechobee, Florida 34972-4824
South Florida Reception Center
14000 NW 41st Street
Doral, Florida 33178-3003

CONTRACT #C3076
Attachment E
Everglades Re-Entry
1601 S.W. 187th Ave.
Miami, Florida 33194-3701
* Martin Correctional Institution
1150 S.W. Allapattah Road
Indiantown, Florida 34956-4397
Sago Palm Re-Entry Center
500 Bay Bottom Rd
Pahokee Florida 33476
South Florida Reception Center South Unit
13910 NW 41st Street
Doral, Florida 33178-3014

Work Camps, Forestry Camps, and Road Prisons
Region I

Calhoun Work Camp
19564 SE Inst. Drive
Blountstown, Florida 32424-5156
Holmes Work Camp
3182 Thomas Drive
Bonifay, Florida 32425-4238
Okaloosa Work Camp
3189 Little Silver Road
Crestview, Florida 32539-6708
Walton Work Camp
301 World War II Veterans Lane
DeFuniak Springs, Florida 32433-1838

Century Work Camp
400 Tedder Road
Century, Florida 32535-3659
Jackson Work Camp
5607 10th Street
Hwy 71 North
Malone, Florida 32445-9998
Wakulla Work Camp
110 Melaleuca Drive
Crawfordville, Florida 32327-4963

Region II
Cross City Work Camp
568 N.E. 255th Street
Cross City, Florida 32628

Columbia Work Camp
216 S.E. Corrections Way
Lake City, Florida 32025

Florida State Prison Work Camp
Post Office Box 800
Raiford, Florida 32083

Lancaster Work Camp
3449 SW SR 26
Trenton, Florida 32693-5641

Madison Work Camp
Post Office Box 692
382 SW MCI Way
Madison, Florida 32340-4430

Suwannee Work Camp
5964 U.S. Highway 90
Live Oak, Florida 32060

Tomoka Work Camp
3950 Tiger Bay Road
Daytona Beach, Florida 32124-1098

Union Work Camp
13600 N.E. 258 Court
Raiford, Florida 32026-3000
Region III

Avon Park Work Camp
Post Office Box 1100
County Road 64 East
Avon Park, Florida 33826-1100

DeSoto Work Camp
Highway 70 East
Arcadia, Florida, 34266

Page 145 of 146

CONTRACT #C3076
Attachment E
Largo Road Prison (Polk CI)
5201 Ulmerton Road
Clearwater, Florida 33760-4006

Hardee Work Camp
6899 State Road 62
Bowling Green, Florida 33834-9505
Lowell Work Camp
11120 NW Gainesville Road
Ocala, Florida 34482
Polk Work Camp
10800 Evans Road
Polk City, Florida 33868-6925
Region IV
Loxahatchee Road Prison (Martin CI)
230 Sunshine Road
West Palm Beach, Florida 33411-3616

Page 146 of 146

Marion Work Camp
Post Office Box 158
3269 NW 105th Street
Lowell, Florida 32663-0158
Sumter Work Camp
Post Office Box 1807
9544 County Road 476B
Bushnell, Florida 33513-0667
Martin Work Camp
1150 SW Allapattah Road
Indiantown, Florida 34956-4310

Contract No. C3076 - Exhibit 1

Centurion Second Revised BAFO 3-17-23

C3076 - Exhibit 1

Centurion Second Revised BAFO 3-17-23

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Contract No. C3076 - Exhibit 1

Centurion Second Revised BAFO 3-17-23

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Contract No. C3076 - Exhibit 1

Centurion First Revised BAFO 3-9-23

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Contract No. C3076 - Exhibit 1

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Centurion First Revised BAFO 3-9-23

Contract No. C3076 - Exhibit 1

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Centurion First Revised BAFO 3-9-23

Contract No. C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

“Best and Final Offer”
in response to Florida Department of Corrections
ITN No. 22-042
Submitted: March 5, 2023
Note: For ease of reference, Centurion includes the Table of Contents below for the
specific items contained in this submission.
Table of Contents

Page

Introduction

2

Centurion’s Company Updates Post ITN Submission

7

The Right Partner for FDC

8

Service Components of the Negotiation Process

11

Negotiation Topic: Staffing – Recruiting and Retention

11

Negotiation Topic: Mental Health Services

31

Negotiation Topic: Medical Care Services and Pharmacy Services

34

Negotiation Topic: Information Technology and Electronic Medical Record

37

Negotiation Topic: Dental Services

40

Negotiation Topic: Staffing Plans for FDC

50

Cost Breakdown Sheet Submission Methodology

54

Attachments (separately attached in e-mail submission)
Attachment A – Florida Dashboard and Report Samples

-

Attachment B – Centurion Network Implementation Timeline

-

Attachment C – Centurion Proposed Staffing Plans for FDC

-

Attachment D – Centurion Cost Breakdown Worksheet

-

Page 1

Contract No. C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Introduction
Centurion is pleased to submit the following information in response to the Florida
Department of Correction’s (FDC) request for a “Best and Final Offer” (BAFO) regarding our
response to ITN No. 22-042 for Comprehensive Health Care Services. While this
information is described as a “Best and Final Offer”, Centurion remains committed to
continuing to engage in negotiation sessions with the Department towards meeting the
Department’s objectives for a viable health services program within the budget constraints
yet to be established by the legislature in the coming weeks.
Over the last five months, Centurion met with FDC and conducted numerous ITN negotiation
sessions surrounding various service areas of our proposal in detail. We appreciate this
opportunity to ensure our proposal delivers all services requested by the Department, while
remaining conscious of the limited funding likely to be allocated to fund the program. We
appreciate the Department’s challenge of identifying the projected costs for the program in
order to pursue adequate funding. To that end, Centurion has been transparent in
presenting the multitude of cost assumptions to support the projections for the various
scenarios requested by the Department. We remain poised to continue providing as much
information as the Department may need in order to inform the legislature of the true present
and future funding needs to attract and maintain the clinical personnel needed to adequately
staff the program across all facilities.
Centurion values our long-standing, successful relationship serving the Florida Department
of Corrections, which dates back more than 20 years, and we are eager to continue
discussing the assumptions that drive our cost projections and address any questions the
evaluation committee may have. Ultimately, we view it as our role to assist the Department
in identifying the true costs for
meeting mandatory staffing and
~
service levels so the Department
~
may make an informed request of
From Day One, Centurion's commitment to
the legislature for funding over the
coming years.
stringent RFP bidding requirements has

-

---------

allowed our model to transform the Florida
Since assuming the FDC contracts,
we have met and exceeded the
correctional healthcare contract
FDC’s goals, changing a previously
fragmented healthcare system into
one that is unified, integrated,
public-health focused and patient-centered. We have worked hand-in-hand with our FDC
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Contract No. C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

colleagues to provide exemplary healthcare services and ensure the safety and security of
the facilities in which we work and meet the complex healthcare needs of the individuals we
serve. Together, we have identified and addressed facility and system-wide challenges,
used innovative solutions to enhance service delivery, successfully implemented the new
electronic health record system, battled the COVID-19 pandemic, and implemented costsaving solutions to help offset the soaring market increases in healthcare wages. The
programmatic improvements we made to date have removed the FDC from extensive
litigation and have created a healthcare environment that is accessible, focused on quality,
patient-centered, and dedicated to helping the FDC population achieve better health
outcomes.
Centurion has demonstrated our ability to transition and steadily operate the program, which
is no small feat given the vast scale and complex requirements of the program, including the
filling of more than 3,000 positions throughout the state in an environment of healthcare
staffing shortages and wage inflation not seen in decades, if ever. Centurion has
demonstrated our financial strength and stability, as well as management stability, to meet
the enormous financial requirements to ‘float’ millions of dollars in costs each day, even in
the current environment of rapidly rising interest rates. Just in the past month, we have
seen three correctional healthcare companies’ CEO’s exit their positions and a bankruptcy
filing by a long-standing company. Needless to say, these are extremely challenging times,
and Centurion stands out as a company of strength and stability, with the demonstrated
experience in being able to manage large, complex programs and solve major service
challenges over multi-year contract terms.
The cost-based funding structure of this contract ensures the Department has full visibility, in
real time, of the true costs of the program on a month-to-month basis, while preserving the
Department’s control over its resources. The budget ‘cap’ for healthcare services
established by the legislature and placed on the Department sets the financial ‘limit’ for the
program from which the Department and Centurion collaborate to ensure appropriate
services are provided while respecting the funding limits. Though it can be said “the
legislature does not determine acuity”, no state allows for an open-ended budget structure
for correctional healthcare services. With that in mind, it becomes incumbent upon the
correctional agency to ‘inform’ its legislature with the information necessary so that the
legislature can fulfill its obligations for funding public health and public safety, and doing so
in respect of the Constitution-derived minimum standards for inmate healthcare services.
The program is at somewhat of a crossroads given the extraordinary conditions in the
healthcare marketplace combined with other economic challenges. Hospitals across the
country have seen their wages increase 37% in just two years. This sudden wage increase
was driven partially by the COVID-19 pandemic and the infusion of billions of dollars from
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Contract No. C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

the federal government into community-level healthcare systems, resulting in soaring wages
for staff, in particular nurses. These extremely high wages attracted healthcare
professionals away from correctional systems that simply could not match the market rates
at the pace the market rates were, and still are, rising. As government entities, correctional
agencies are more accustomed to gradual wage increases at a pace of 3% or less year over
year. We have also seen the rates charged by temporary staffing agencies (i.e., nursing
agencies, locum tenens physician staffing agencies, etc.) double and even triple from rates
of just two years ago, greatly increasing the cost to fill positions by double-digit percentage
rates.
Centurion and the FDC have seen the impact of these market conditions on staffing patterns
in both the healthcare and security positions throughout the state, with higher than
traditional vacancy and turnover rates, and higher reliance on high-cost temporary staffing
agencies. These staffing instabilities weaken the program and cause backlogs of service
and lower compliance with the program’s objectives and performance standards.
Centurion has monitored the legislative process and observed the FDC’s pursuit of wage
increases for its security staff over the present and previous legislative sessions. The
healthcare program is in the same predicament and in dire need of wage increases to be
able to compete in the marketplace and retain the caliber of healthcare professionals
required to operate a successful program. Centurion is eager to provide as much
information to the Department as the Department may need to support its request for
increased funding for the healthcare program with particular emphasis on market conditions
for healthcare wages.
Wages for staff are not the only area of cost inflation. As the FDC knows, inmates routinely
are transported to healthcare providers in the community, all of which have experienced
similar wage increases and thus pass those new costs on to their various payers, including
the FDC via the Centurion contract. These offsite care costs amount to millions of dollars of
expense each year and the cost increases occur on almost an as-needed basis, beyond the
control of anyone, and are passed directly to FDC via the Centurion contract.
In years past under previous contractors, the FDC saw the provision of necessary offsite
services denied as a means to keep the healthcare program falsely below the budget cap
for the short term, but causing protracted litigation for the long term. Centurion does not
deny care that is absolutely and undeniably necessary in order to meet a budget cap, and
we have proven as much in the current contract.
When we inherited the contract from the previous vendors in 2016 and 2017, we
immediately found that necessary clinical services had been delayed across the system and
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Contract No. C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

many positions were vacant. We
were successful in hiring hundreds
Florida Today
of new personnel and attracting
previous personnel, who had left
Prior to Centurion
Today
their positions under the previous
vendors, to return to serving the
Full Cost
Lack of Cost
Transparency
Transparency
FDC through Centurion. We
arranged for the provision of much
needed, but delayed, surgical
Full Spectrum of
Poor Quality of Care
Care Provided
procedures for hundreds of
patients, and spent millions of
dollars of our own money in excess
Industry Leading
Staffing Constraints
Fill Rates
of the then in place budget caps to
accomplish these systemic
remedies. No other company
would, or could, go to those lengths to serve the FDC.

►
►
►

Centurion remains as committed today to the success of the program as we were in 2016,
and as we were in prior contracts dating back to our first contract serving the FDC in 1999.
When we first inherited the contact from the previous vendor, Centurion achieved the
following immediate solutions to assist the FDC in repairing the much-needed issues:


Hepatitis-C treatment: Over 9,000 patients have completed HCV treatment or are
currently undergoing HCV treatment.



Specialty Care Backlogs: Thousands of specialty consult backlogs at contract start
in 2016, resolved by Centurion utilization management team over an initial two-year
period.



Hernia Surgeries: The previous vendor had not been providing hernia surgeries,
which resulted in a costly lawsuit against the FDC. Immediately upon contract
startup, Centurion began coordinating hundreds of hernia surgeries in 2016 and
2017 allowing the State to settle the litigation, and Centurion has performed in
excess of 3,000 hernia surgeries.



Backlogs: Backlogs for offsite specialty care, including ER appointments, were at a
high level due to the previous vendor not allowing outside healthcare consultations
and services.



Computer Replacement: Replaced approximately 3,000 computers across all
facilities.

Page 5

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Over the last five months, Centurion participated in in-person negotiation sessions and
discussions with the FDC pertaining to the major service areas of the program, as outlined in
the following table, along with the stated required deliverables from each session:

Centurion and FDC Negotiation Sessions
Service Area Topic

Date of Negotiation
Meeting

Post Meeting Deliverables


Overview of ITN Response

September 20, 2022





Staffing – Recruitment and
Retention



October 4, 2022




Mental Health Services

November 1, 2022

Medical Care Services and
Pharmacy Services

November 22, 2022

Information Technology/Electronic
Medical Record

December 21, 2022

Centurion Slide Deck – September
20 Meeting
Centurion Attendee List – September
20 Meeting
Centurion Slide Deck – October 4
Meeting
Centurion Attendee List – October 4
Meeting
Staffing Communications Plan
Penalty Impact Scenarios Chart
Handout
Mental Health Services
Organizational Chart
Job Descriptions for RMCH
Executive Medical Director;
Statewide Female Health Services
Coordinator; Mental Health Director



Staffing Pattern Worksheet



Staffing Pattern Worksheet – Dental
Services




Staffing Pattern Worksheet (2)
Staffing Pattern Cost Scenarios

Dental Services
Staffing Plans for the FDC Program

January 5, 2023

Later in this Best and Final Offer response, we provide a summary of the discussion points,
innovations, and planned initiatives for each service category.

Page 6

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Centurion’s Company Updates Post ITN Submission
Centurion proudly submitted our proposal to the Florida Department of Corrections (FDC) in
response to ITN 22-042 Comprehensive Health Care Services on July 15, 2022. Since our
proposal submission, we have undergone some company changes.
The current incumbent and bidding entity for this procurement, Centurion of Florida, LLC
(Centurion) is a wholly owned subsidiary of Centurion Equity, Inc. As the FDC is familiar,
and as described in our ITN response, Centurion previously operated as a wholly owned
subsidiary within the Centene Corporation corporate structure. Therefore, in our ITN
response, we highlighted several components of our company and value-added services
through the connection to Centene. On January 10, 2023, Centurion Equity, Inc. was
acquired and is now owned by the Sullivan Brothers Family of Companies (SBFC). We
describe in more detail the change in ownership below. The services stemming from our
affiliation with Centene Corporation are still available to Centurion and our clients under a
long-term agreement between Centurion and Centene. As these long-term agreements
expire, we will either seek those value-added services elsewhere, develop them in-house, or
extend our current agreements. We will keep the FDC apprised of any changes. As
Centurion was already largely self-sufficient as a standalone correctional healthcare
company, fully resourced to deliver services and manage the day to day financial and
administrative functions, the change of ownership has had little impact on our operations. If
anything, the change has made us even more flexible and nimble as we are truly an
independent correctional healthcare company with no attachment to large private equity
firms, publicly traded companies, or other financial investor groups.
2023 Change in Ownership – Centurion’s continued natural evolution
Centurion’s roots date back to 1981 when the company was founded as “Mental Health
Management, Inc.”, a company focused on managing inpatient psychiatric units at medicalsurgical hospitals. As the company grew and developed and transitioned into new markets,
the leadership ensured the company’s ownership structure aligned with the strategic
initiatives of the company, always looking ahead at emerging trends.
The company transitioned from being privately held to publicly held, and back to privately
held in the 1990’s, adjusting to market conditions and entering new areas of service. In
1997, the company began serving correctional agencies and changed its name to “MHM
Services”. In 2010, the “Centurion” brand was launched when MHM decided to broaden its
capabilities to provide full-scale medical services to state correctional agencies. In doing so,
the company partnered with Centene Corporation to take advantage of the many managed

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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

care systems Centene had perfected in large Medicaid programs. The partnership was
successful and Centene ultimately acquired MHM and all of Centurion in 2018.
Over the 13 years of working with Centene, Centurion continued to grow and build its
resources and capabilities to be fully self-contained and able to sustain its operations, both
clinically and administratively. In January of 2023, the ownership of Centurion transitioned
from Centene Corporation to the Sullivan Brothers Family of Companies, a Texas-based
family of privately held companies providing a wide range of critical services and
infrastructure to governmental agencies.
As a fully mature, self-sufficient correctional healthcare enterprise, the transition positions
Centurion as a ‘free-standing’ service company, better able to be more responsive to the
rapidly changing challenges in correctional health. Centurion is NOT owned by a private
equity firm that seeks to only hold the company for a short term as a “financial play”, to then
flip the company to the next buyer in 3-5 years. Centurion is as it always has been, a
company dedicated to providing healthcare services to challenging populations in difficult
settings. As such, the operations of the company, its leadership, programs and services will
continue as they currently are, with the added flexibility to be more vocal in our advocacy for
correctional healthcare and more responsive to the urgent needs of our correctional agency
clients. Our partnership with Centene Corporation was highly valuable and we built our
systems and infrastructure to be able to provide comprehensive healthcare services using
modern managed care principles.
The strength of our foundation, the stability of our leadership team, and our new
ownership structure renews our sense of purpose to serve the needs of clients and
our patients, first and foremost, and from that our success is determined.

Centurion remains the best option for FDC
Within our ITN response, we included a list of future initiatives for the FDC program under
the next contract period. Since our July submission, we have already initiated
implementation on several of those initiatives. Initiatives that have begun progress or
already implemented are listed below.

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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Initiatives Started from July 2022 ITN Proposed Future Initiatives
Proposed Service Description

Initiative Started or
Completed

With FDC approval, Centurion will expand telehealth capabilities to all FDC facilities
and offer an increased scope of services. Some of our proposed expanded
telehealth initiatives will include use of correctional tablets for in-cell programming,
patient education, and treatment; dental telehealth services to the extent this is
feasible and cost-effective; mental health and medical infirmary services; nursing
sick call and/or triage; and provider flex coverage, among other options.

Yes. Various telehealth
service expansions
including intake physical
exams, clinical and acute
care in Region I,
counseling services,
inpatient psychiatry,
increased usage of
diagnostic tools by adding
15 peripheral cases.

Initiative
Technology Initiatives

Telehealth
Expansion

EMR
Refinement

Point of Care
Ultrasound
(POCUS)

Centurion will continue to work with the FDC and Fusion to ensure that all proposed
devices and applications such as Kosmos (POCUS) and spirometers, can integrate
and report into the EMR. In addition, we will explore the feasibility of single sign on
option for the EMR system that would integrate with employee badges. We are also
optimizing reporting capabilities, forms, workflows, and linkages, with prior FDC
approval.
Expand utilization of this device to assist staff in finding patient veins, conducting
foreign body evaluations, and completing joint injections. It also assists with central
lines placements and sonogram guided paracentesis. Its current use at Lake CI and
RMCH has helped reduce the need for cardiac exams and reduced emergent
thoracentesis.

Yes. In our BAFO
response, we highlight the
voluminous improvements
and changes made to the
EMR since July.
Yes. Centurion added four
more ultrasound devices
for a total of nine devices.

Medical Initiatives

Dermascopy

Centurion will supply each facility with a dermascope, which is a handheld battery
powered magnification lens with both polarized and non-polarized light, and an
attachment that allows users to capture a magnified view of the skin lesion with a
cellphone camera. Studies have shown use of the dermascope with minimal formal
training and several months of experience can reduce unnecessary skin biopsies by
up to 66%. Additionally, the scabies mite has a definitive appearance under
dermascope lighting and magnification. This enables definitive diagnosis of an
active scabies infection without biopsy or skin scrapings, which are less sensitive for
diagnosis. This capability will also improve diagnosis of benign versus malignant
skin lesions and will become the primary tool for scabies outbreak investigation and
diagnosis.

Yes, every facility now has
a dermascope device.

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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Initiatives Started from July 2022 ITN Proposed Future Initiatives
Initiative

Proposed Service Description

Telehealth Flex
Coverage

Centurion will utilize multi-site telehealth providers who will provide telehealth
coverage to designated facilities. Midlevel providers currently cover these facilities.
These multi-site MDs will have dedicated time weekly for APRN/PA medical record
chart reviews and education to improve /maintain the clinical skills of our mid-level
providers. This resource will provide a pool of providers who can augment any
facility with minimal notice to provide coverage for onsite provider absences or for
additional provider support in the event of a disease outbreak.

RMC Long Term
Vent Care Unit

Centurion looks forward to working with the FDC to create a unit for long-term
ventilator dependent patients, either by staffing a ward at RMCH or by contracting
with a local long-term vent management provider. This unit will offer consistent care
for patients while addressing associated staffing, bed, and security issues.

Initiative Started or
Completed
Yes. Included in
Centurion’s proposed
staffing plans for the new
contract, we’d have a
telehealth provider (MD or
midlevel) that will be 100%
telehealth dedicated as
needed by the region.
Additionally, we have
regional site directors that
will also provide full site
telehealth support.
Yes, we currently adjusted
our staffing plan to include
respiratory therapists to
provide 24/7 coverage for
ventilator patients.

Behavioral Health Initiatives

Expanding
Telehealth

Our overall expansion of telehealth services will include a focus on providing access
to mental health services for patients outside of the general population. This
includes patients receiving services in the infirmary and on inpatient units as well as
those in confinement. We propose to utilize tablets (described in more detail later)
that patients can utilize in the above-mentioned locations in cells, increasing access
to needed mental health services.

Yes. In our BAFO
response, we highlight the
voluminous improvements
and changes made to the
EMR surrounding mental
health services since our
July ITN submission.

Dental Initiatives
Equipment
Purchase

Centurion proposes to purchase intraoral cameras for oral surgery consults,
especially as they relate to dental pathology. This equipment will reduce or
eliminate the need for transfers to the RMC for this type of oral consultation.

Scan X Digital
New initiative since ITN response. This Scan X device provides digital x-rays.
X-Ray Machine
Nursing Initiatives
Urgent Care
Model

With prior FDC approval, Centurion will use APRN and PA roles to implement an
urgent care model for sick call at designated FDC facilities.

Staffing Initiatives
Employee
We will continue to evaluate and refine our employee referral program. We recently
Referral
changed the bonus for full-time licensed hires from $1,500 to $5,000.
Program

Yes, we currently utilize
these intraoral cameras for
oral surgery consults.
Yes, all facilities have a
Scan X machine.
Yes. To utilize this urgent
care model, we’ve placed
these positions in our
proposed staffing plans for
the new contract.
Yes. We continue to
increase bonuses for the
referral program.

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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Service Components of the Negotiation Process
For the following service area topics, we provide responses and information regarding the
services and initiatives requested during our negotiation meetings with the FDC. This
information is to be taken in addition to the services, planned initiatives, and
accomplishments described in our original ITN response. As noted above, the various
service areas discussed in this negotiation process are the following:







Staffing – Recruitment and Retention
Mental Health Services
Medical Care Services
Dental Services
Information Technology/Electronic Medical Record
Staffing Plans for the FDC Program

Negotiation Topic: Staffing – Recruiting and Retention

Matching Florida Market Salaries to Improve Vacancy and Turnover Rates
In spite of all the modern technology, healthcare still boils down to people helping people.
Without sufficient staff, the FDC healthcare program, much like the security program, would
fail to meet its obligations for public health and safety. Virtually all of the compliance,
performance, innovation, and other initiatives critical to the health services program revolve
around the sufficiency of healthcare staffing patterns across the system. As described in the
introduction to this document, healthcare is at a critical juncture in terms of staffing
resources and financial resources to keep up with the soaring demand and diminishing
supply of clinical professionals in the general marketplace. These market conditions have a
profound impact on correctional systems that were already challenged to attract and retain
clinical professionals to work in the corrections environment. The current market conditions
has licensed healthcare professionals being bombarded with recruiting ads on a near daily
basis for higher and higher paying positions in community healthcare settings. Florida’s
soaring population will continue to increase demand for healthcare services and clinicians in
the community and pose an ongoing challenge for correctional agencies to maintain
sufficient staffing levels.
Today, the FDC healthcare program necessitates the filling of over 3,000 full-time equivalent
positions to provide services and perform the program’s administrative services throughout
the state, with the vast majority of the positions being assigned to provide clinical services
on site at FDC institutions.

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ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Centurion is acutely aware of these new market dynamics, as we’ve seen our workforce in
Florida, and other states, greatly impacted by the double-digit wage increases in the
community and booming industry for temporary staff, with soaring wages for temporary staff
causing nurses to flock to the temp agency and travel nurse market. These new market
conditions for clinical staff and compensation rates accounts for the majority of the
significant cost projection increases described in our various cost projections provided to the
FDC as part of this ITN process. It is important to note, the double-digit percentage cost
projection increases reflected in our various submissions do not accrue to Centurion’s
bottom line per se, but go directly to current staff or staff to be hired into presently vacant
positions. The cost-based funding structure of the program ensures the FDC only pays the
actual amounts paid to staff. Therefore, the projections reflect the various ‘near-perfect’
scenarios asked for by the FDC in the ITN process (i.e., 100% fill rates). True costs will be
based on actual filled positions and the actual pay rates for staff. It will likely take some time
for the program’s costs to ‘escalate’ to the new pay rates and funding levels that will
presumably come through the legislature’s approval of a FDC budget request that is
updated to reflect the undeniable and easily substantiated current market conditions for
healthcare wages. Centurion is eager to provide the FDC with as much information as
necessary to support the FDC’s budget request, including independent information from
third-party sources regarding market conditions for healthcare wages.
Centurion also recognizes that money isn’t everything for healthcare professionals. But, to
be successful in attracting a qualified workforce of healthcare professionals, Centurion
needs to be able to offer wages in line with market conditions and recognizing the unique
challenges healthcare professionals face when working in the FDC’s correctional
institutions. All healthcare positions, including medical, dental, behavioral health and
administrative positions have been impacted by the present market conditions.
The table below provides an overview of Centurion’s current pay rates compared to actual
current market conditions, along with projected rates necessary to be successful in meeting
the FDC’s high fill rate percentages (the FDC has requested cost projections for staffing fill
rates of 90% as well as fill rates at 100%).
It is important to note, the market rates reflected in the table below are for the broader
community healthcare marketplace, where most positions are in environments and locations
markedly more ‘attractive’ and ‘convenient’ to healthcare professionals than correctional
facilities, which pose challenges of remote locations, lack of air conditioning, isolation due to
no phone/internet access, etc., plus the more fundamental challenges of personal safety
and other issues associated with corrections. The unique challenges of corrections and the
FDC’s stated desires for staffing fill rates maintained at levels of 100% require that wage

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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

rates be not only competitive with prevailing wages in the community, but in many instances
higher than market averages.
It is also important to note that the market wage scales in the table below are reflective
average wages paid to permanent employed staff and do not factor in the exorbitant rates
paid for hourly temporary staff sourced through temp agencies.
It is also important to note that the cost projections provided by Centurion to date do not just
factor the use of higher market-based wages for filling the presently vacant positions, but
also factor the increase in wages paid to the current staff, many of which have been
patiently anticipating another market-based adjustment to their pay scale. As the FDC did
with its own security personnel, Centurion seeks to offer market-based compensation
adjustments for incumbent staff who have been working tirelessly and diligently at historical
lower wage levels while seeing rates in the community soar well beyond their present pay
scales.

Page 13

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Page 14

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Vacancy and Staffing Communications
During the negotiation process, the FDC spoke routinely of the need to improve lines of
communication between Centurion and leadership at the facilities regarding staffing levels,
vacancies, and other staffing related issues. We previously provided the FDC with our
Communications Plan in October to resolve several of the topics discussed. We’ve again
included that Communications Plan below, with a few updates since our October
correspondence.
Centurion’s Strategy and Plan for Enhancing Communications Regarding Staffing. The
FDC healthcare program requires over 3000 positions at FDC facilities across the state.
There are many stakeholders in the information flow regarding staffing, none more important
than the leadership at each FDC facility. Presently, Centurion closely manages the
information and data processes related to the staffing
patterns, staffing needs, and status on a facility-by-facility
basis. We securely track this information using a
combination of our human resources, payroll, and
recruiting software platforms, as well as our scheduling
logs, and centralize the information in a third-party platform called Tableau.
In the current contract, our health services administrators (HSAs) at each facility are the
primary contact regarding the healthcare program for the leadership of each facility. The
HSAs are instructed to communicate directly with the Warden and Assistant Wardens
regarding vacancies and new hires. This reporting typically occurs at Warden’s weekly
meetings. Weekly Candidate Activity Reports are also available and provided to facility
leaders at their request. These reports detail staffing issues and status, and include the
number and type of vacancies, names of candidates in the recruiting pipeline, the status of
these candidates, as well as other highlights related to the staffing status at the facility.
Centurion has greatly enhanced our focus on the “candidate experience” over the past
couple of years, necessitated by the tremendous impact the COVID-19 pandemic has had
on the marketplace for healthcare professionals, with many professionals receiving endless
job offers and being subject to very aggressive recruiting in the open marketplace in the face
of significant shortages and dramatic wage fluctuations in the community. Our candidate
tracking system is designed to more rapidly and efficiently move candidates through the
process of recruiting, credentialing, prior work history verification, and other pre-hire checks,
to ensure they remain not only “interested” in the position working in FDC facilities, but
increasingly attracted to the position and the field of correctional health through the process.
The current market realities are such that our candidates are often also juggling several
other job opportunities, and the need to maintain constant contact and dialogue with

Page 15

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

candidates to avoid them ‘falling through the cracks’ and off to other job locations has never
been higher. Fortunately, the depth of our recruiting resources and number of recruiters in
Florida and across the nation allows us to maintain the necessary high level of
communication. Our system follows the candidate from the time they make initial contact
with the company and initial application all the way until the official employment offer is
made and accepted, and to the point of “handoff” to the local team at the candidate’s
ultimate work location.
One of the enhancements to the “candidate experience” and new-hire onboarding process is
introducing candidates to the warden and other security leaders on their first day. We are
also paying more attention to ensuring new hires are exposed to and increasingly
understand the realities of the position they are applying for throughout the process, as we
have found this practice helps to minimize candidates being negatively surprised in their first
days on the job.
Looking Ahead – Enhanced Communication Plan. Tableau is a
~
visual analytics and business intelligence platform that assists
~
Centurion in consolidating our operational data into useful
information for decision making and reporting, and helps us ensure
Tableau Portal
compliance across our many contracts and deliverables, while
supporting our efforts for leading an efficient enterprise. The Tableau system is managed
on our Centurion Central portal site, allowing access to multiple users at any time, from any
place. We implemented Tableau in the Florida program in 2018 and provided the FDC
central office access to the Tableau system. The other select operational and clinical
access points to Tableau also extend to the operations and providers at the state level.

centurion~

Centurion proposes to enhance the current level and methods for communicating staffing
information to leadership at each facility, including the following approaches, which expand
the use of Tableau and our other current data systems:


Meaningful Dashboards – Develop custom dashboards for each facility, showing
staffing levels, vacancies, length of vacancies, high priority vacancies, retention
rates, recruiting activities, new hires, terminations, turnover, and other metrics that
will ensure facility leaders are informed of the staffing related issues specific to their
facility.



Real-Time Access – In addition to the current level of report submission to the
leadership at each facility, our systems will allow for the provision of reports in real
time, and on demand. We also have the capability to provide leaders at the facility
level access the data and reports at their convenience. If desired, we can

Page 16

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

collaborate with the Department on the design of the most feasible access methods
at the facility level as well as custom report designs.


Customization – Not every facility is the same, each have different security
missions as well as healthcare program missions. As such, our staffing volume and
needs can vary greatly among facilities. This reality necessitates us customizing
reporting to each facility.



Quarterly “Town Halls” – Hosting quarterly “town hall” type dialogue sessions with
Regional Directors, Wardens, other site leadership, and Centurion leadership,
including Centurion’s Florida recruiting and human resources teams to discuss
recruiting strategies specific to regions, sites, job categories, etc.

We recognize that turnover and new personnel create work and security risks for facility
leadership, and staying informed about staffing levels and new hires is important to leaders
for their planning, and for the safe operation of the facility. We are encouraged by the
recent positive trends in the marketplace and the results of our efforts that are greatly
increasing the number of applicants as well as lowering turnover rates. Going forward, the
encouraging trends, our staff retention programs, and expanded use of our data
management and reporting tools will make for better informed leadership at each facility
increasing efforts to minimize turnover.

Page 17

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Example Centurion Florida Tableau Staffing Dashboard

Centurion’s Vacancy Priority Strategy. Coupled with our proposed utilization of Tableau,
Centurion advertises all positions immediately upon learning of a pending or possible
vacancy. This practice is in addition to the ongoing, steady ‘drumbeat’ of recruiting for all of
the critical job categories (i.e., nursing, medical, dental, behavioral health) that is always
occurring to ensure and maintain a steady stream of applicants. Positions that are direct
healthcare providers are given the highest priority and treated with an extra sense of
urgency.
As requested by the FDC, the graphs on the following pages showcase our abilities to
account for, record, and report staffing rates, vacancies, high priority vacancies, length of
vacancy, new hire vs. retention rates, etc. for the overall FDC program. We are also able to
generate this information on a facility-by-facility basis, including in shortened, “dashboard”
format.

Page 18

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Example Tableau Staffing Dashboard: Lawtey CI

Page 19

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Example Tableau Staffing Dashboard: Wakulla CI

Page 20

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Example Tableau Staffing Dashboard: Talent and Personnel Report

--

.
.
Meeting of the Mmds Talent Report: January 2023, FLDOC

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Retcintlon•: Current (Previous)

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Contract Vacancy Rates w/ All Hired: Last 12 Months
30,216

Quarter:
Month:

28.0% (28.7% ,. -0.7%)
28.0% (28.3'1!, ,. -0.3%)

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Annual Retention•: Bottom S Facilities Weighted by FTEs
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Corporate Level Information Technology Support for Regional Information
Technology Team
As the FDC is aware, our full-time Centurion Informational Technology (IT) Helpdesk works
out of our Florida regional office in Tallahassee. During this current contract, we upgraded
our IT Helpdesk to provide 24/7/365 access to live technicians for IT, telehealth, and EMR
support. Adding 24/7 IT support reduces the operational costs of staff downtime and
quicker resolution of user issues. Our regional and corporate IT teams will continue to
support the Florida program.
Our regional technology team, helpdesk team, and EMR team has
access to Centurion’s corporate level IT team. Centurion takes
pride in our ability to work with client agencies to implement,
operate, and optimize EHR systems and technology solutions.
Over the last several years, Centurion’s internal infrastructure
supporting EMR and IT projects has grown substantially. We have
a robust internal IT department, led by Shant Tossounian, SVP,
Chief Information Officer. Our corporate level information

Shant Tossounian
SVP, Chief Information
Officer

Page 21

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

technology support team provides support for our Florida regional information technology
team.
Our corporate IT department, comprised of over 80 full-time employees, has a 24/7 help
desk, a health information technology team, an infrastructure team that manages our IT
security and our data center, analytics and informatics team, electronic health records team,
and a dedicated application development team that focuses on reporting and custom
applications. Centurion’s IT team manages computers, printers, network infrastructure,
security, internet connections, enhanced medical home systems, and other technologies
throughout our programs, including our FDC program.
Centurion’s corporate IT team will provide ongoing technical and EHR support for healthcare
and DOC staff, as requested. Within our IT department, we have a new health information
technology team that includes the following functions:





Analytics & Informatics, led by Robert Douin (Senior Manager)
Applications & Data, led by Sean Kelly (Interim Manager)
Electronic Health Records, led by Chris Bourque (Senior Director)
Telehealth, led by Norm Knippen (Director)

Centurion takes pride in our ability to work with client agencies to implement, operate, and
optimize EMR systems. Over the last several years, Centurion’s internal infrastructure
supporting EMR projects has grown substantially.
Under the health information technology team, Centurion has a
dedicated corporate team exclusively focused on electronic health
records. Having a separate EMR support team is unique in the
correctional healthcare industry. Christopher Bourque, LPN,
CCHP, Senior Director, Health Information Technology, leads
our full-time EHR team that includes the following staff:


Sharon Butler, MSN, RN, CCHP – Manager, EHR



Karen Giangrande, LPN – Manager, EHR Change
Management and Clinical Liaison



April Lee, LPN – Manager, EHR



Shawn Runey – EHR Specialist



Yuliet Lara, RN – Manager, EHR

Christopher Bourque, LPN, CCHP
Senior Director, Health Information
Technology

Page 22

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Continuing Recruitment Retention Efforts and Initiatives
To minimize staff turnover, we augment our innovative recruiting approach with a staffing
model that promotes retention by providing our employees with competitive benefits, an
empowering work environment, and top-notch resources for professional development. By
investing in our staff at every phase of the employee lifecycle, we develop and maintain a
stable workforce of healthcare professionals who work together towards a more
effective and efficient system.
We are fully invested in delivering an engaging employment experience throughout
employees’ tenure with Centurion, taking great pride in the collaboration between our
talented team of recruiting and human resources professionals. In creating smooth
transitions for new employees moving from the recruiting process to the onboarding
process, we ensure all staff are set up to feel Connected, Captivated, Committed, and
Contributing from Day One.
In fact, once a candidate is successfully recruited to Centurion and transitions into the
onboarding phase of the employee lifecycle, our committed work does not stop. Rather, we
stay in close touch with new hires as they acclimate to their positions, complete role-specific
training, and become firmly grounded in the business. It is critical that, as a listening and
learning organization that values feedback loops, we remain in lock step with our staff. In
doing so, we are able to operate proactively and address employee needs with both speed
and accuracy.
In no uncertain terms, our people are our priority. We are fully invested in delivering an
engaging employment experience throughout employees’ TeamCenturion tenure. To zero
in on the first six months of employment, our four-part Employee Experience Survey Series,
powered by UKG’s Employee Voice, automatically engages all new Centurion employees—
including full time, part time, and PRN—to participate in ongoing touchpoints.
To further support out recruitment and retention efforts, since our July ITN submission,
we’ve added a new retention initiative: Employee Voice program, described below.
Employee Voice. On August 1, 2022, Centurion launched a brand-new employee
engagement, satisfaction, and retention initiative focused on new team members: The
Employee Experience Survey Series (EESS). Designed by Centurion for our employees
and built within the Employee Voice survey platform of UKG, the EESS is comprised of four
individual, user-friendly, and intuitive survey touchpoints—each of which asks different
questions of our new employees depending on their length of service.

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Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Ten, 30, 90, and 180 days after hire, all new Centurion employees receive personalized
survey invitation links in their TeamCenturion email inboxes. Meanwhile, our HR Business
Partners partnered with program and site leadership encourage new employees’ survey
completion in regular conversation and other written materials.
Carefully designed by a multidisciplinary work group to serve this purpose and ensure all
perspectives are represented, our Employee Experience Survey Series is a direct way for
Centurion to: 1) Listen to and learn from our employees, 2) Identify the most impactful
actions to take and improve their experience, and 3) Hold us accountable to positively
affecting employee retention, satisfaction, and engagement. Additional outcomes and
priorities include:


Creating more frequent touchpoints with new employees in their first six months



Coordinating a 60-day check-in between new employees and their People Leaders



Improving reporting capabilities to better deliver measurable data to gauge
sentiments influencing employee retention, engagement, assimilation into the
organization, and job readiness



Providing People Leaders detailed insight to take appropriate action in a timely
manner



Transitioning to an automated survey invitation and collection process

As we continue to onboard new employees and regularly engage with them, we are able to
strengthen our employee experience and positively impact employee retention and
satisfaction.
All in all, our approach to employee retention and satisfaction is founded on being a listening
and learning organization where feedback is not only heard but acted on. With the
Employee Voice series, the designated human resources business partner for the program
follows up with employees who provided feedback and checked the box that they would be
okay with being contacted directly. This allows the HRBP and the employee to discuss the
issue at hand and keep that employee updated on steps that management has taken to
rectify the issue.
Since rolling out the Employee Voice series, the Florida program has the highest EESS
employee participation rates in the company. For Florida leadership to have access to
this information provides them the opportunity to put a process in place for resolution of
issues brought forward and to incorporate change for their teams, thus promoting employee
happiness by their voices being heard.

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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

The table below showcases Florida specific information, using rounded numbers, regarding
the Employee Voice program and the responses. Each of these “retention” figures are
calculated with the “With Terminated” numbers for the holistic picture. For all four surveys,
Florida outpaces the overall company in terms of “retention” in these terms. For both the
company and Centurion, the “retention” figure increases with each survey (from 10-Day to
180-Day).

EESS Data for the Company and Florida as of March 3, 2023
Centurion Florida Program
Active Employees
Only
# of Trained Leaders
# of 10-Day Invitations
# of 10-Day Responses
10-Day Participation Rate
10-Day Participation Rate
Retention
# of 30-Day Invitations
# of 30-Day Responses
30-Day Participation Rate
30-Day Participation Rate
Retention
# of 90-Day Invitations
# of 90-Day Responses
90-Day Participation Rate
Retention
# of 180-Day Invitations
# of 180-Day Responses
180-Day Participation Rate
180-Day Participation Rate
Retention
Total # of Invitations
Total # of Responses
Average Participation Rate

With Employees
Since Terminated

17
10-Day Surveys
473
557
270
306
59%
55%
Of the 557 invited, 459 are still with us. 82%
retained.
30-Day Surveys
435
523
226
251
52%
48%
Of the 523 invited, 437 are still with us. 84%
retained.
90-Day Surveys
406
465
207
227
51%
49%
Of the 465 invited, 403 are still with us. 87%
retained.
180-Day Surveys
359
400
158
166
44%
42%
Of the 400 invited, 355 are still with us. 89%
retained.
1,673
1,945
861
950
51%
49%

Page 25

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

Regional Recruiting Liaisons. Additionally, to further support out recruitment and retention
efforts, in our proposed staffing plans, we include four regional recruiting liaisons to connect
operators to the recruiters to ensure a warm and welcome handoff from an applicant to an
employee. As detailed in our ITN response, we have 11 dedicated recruiters to the
Florida program. These four recruiting liaisons will be in addition to this recruitment staff
and further increase employee engagement and activity, leading to better retention rates
from the very beginning of their employment.
Increasing Training, Supervision, and New Employee Orientation
New Employee Orientation (NEO). We provide all our healthcare staff with an FDC-specific
comprehensive employee orientation. Our comprehensive and competency-based New
Employee Orientation (NEO) Program includes several training modules, some of which are
for all employees, others discipline or role specific. Orientation for new Centurion staff
includes EMR training, the completion of formal classroom orientation and training as well as
on-the-job training. As part of the Centurion New Employee Orientation Program, we
introduce new staff to the goals and methodology used in ongoing quality improvement
efforts.
Our NEO for all new staff includes employee specific topics, such as Centurion code of
conduct, HR policies and procedures, employee benefits information, confidentiality and
protecting personal information, along with sexual harassment/workplace policy. We include
learning management system courses, such as PREA overview, suicide prevention, HIPAA
confidentially, hazardous communication, access to healthcare, boundaries, UM and review,
infection prevention and control, along with others. Our FDC-contract specific NEO is
offered via zoom for 1.5 hours with the following topics covered: Who We Are; Getting
Connected; Getting Paid; Performance & Feedback; Learning & Development; Policies &
Procedures; Leave of Absence; Healthy Work Environment; Paid Time Off; Benefits, etc.
Additionally, we provide an EMR initial orientation using LMS modules to provide guided
instruction and a comprehensive overview of the EMR systems basic functions. These
modules support the transition of the new employee into their daily duties navigating the
EMR. The EMR Specialist team also provides a 4-hour new employee EMR training in
person. The curriculum provides an overview and orientation to the EMR focused on
accessing and navigating the EMR efficiently. Staff gain a basic understanding of the
processes and procedures necessary to navigate and document clinical care in the
outpatient and inpatient settings. Packets provided further assist them in discipline specific
instruction as well.

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ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

In addition to our general Centurion new employee orientation, we provide discipline-specific
orientation and training for the following Centurion staff providing services:




Nursing Staff
Medical Providers
Psychiatric Providers




Dentists
Administrative and Clinical Leadership
including DONs

Since assuming the contract, we have developed and instituted new nurse, provider, DON
and HSA orientation, including all associated reviews and documentation. In addition to
discipline and position-specific initial and ongoing training, we support staff in expanding
their skills and enhancing their service delivery capabilities. Below we provide further details
about some of the discipline-specific or position-specific orientations we have developed or
are in the process of developing.
New Nursing Orientation (NNO). Our Centurion of Florida nurses complete New Nursing
Orientation (NNO). We developed NNO physical health nurse training during our current
contract with the FDC and are in the process of finalizing NNO mental health nurse training.
In addition to nurses, we also require every new provider to attend nurse orientation specific
to the area they work in, physical health or mental health.
Our nursing and medical staff receive 16 hours of contract specific education from our nurse
educators during the on-boarding process. This training occurs in four-hour increments,
over a four-day period and covers required documentation, forms, policies and procedures,
order review, MARS, medication and pharmacy related information and other topics specific
to their roles and responsibilities.
NNO provides a detailed oversight of all aspects of nursing care and documentation for FDC
nursing services from reception through EOS. The program was developed and
implemented prior to COVID and the EMR. During COVID, our nurse educators were able
to pivot and adjust the training to be provided through ZOOM, a model that has proved
effective and efficient. In addition, the training materials were updated to reflect the changes
in documentation required by the EMR. New nurses gain a knowledge in selection and
completion of the appropriate FDC nursing forms and administration of nursing services
within the physical health spectrum of care. The course covers nursing encounters
including nurse reception, sick call, emergencies, chronic clinics, TB clinics, acute and
chronic infirmary admissions, immunizations, and medication issues (DOT and KOP).
New nurses also receive additional EMR training through two- to three-hour Zoom video
instruction by the EMR training team, which builds off of the initial EMR trainings focused on
the navigation to focus more on the clinical and documentation components of the EMR.

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Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

This allows time for new staff to get acclimated to the system. Training duration depends on
questions asked by nurses during presentations. The curriculum is discipline-specific and
focuses on review, documentation, and routing of nursing specific topics such as Sick Call,
Med passes, and Transfer Summaries. Upon completion, nursing staff have a complete
understanding of the processes and procedures necessary to provide clinical care in the
outpatient and inpatient settings.
New Nurse Onsite Orientation involves new nursing staff assigned a preceptor to complete
on-site orientations and complete all required tasks on DC4-654C, Nursing Personnel
Orientation Process Checklist. This meets the requirements of the FDC mandated onsite
orientation outlined in the 2022 FDC Nursing Manual.
Additionally, the DC4-654A, RN Trainee Skills Checklist or the DC4-654B LPN Trainee Skills
Checklist are required for RNs and LPN respectively. Nursing staff are considered a trainee
or orientee, based on prior nursing experience. New staff will remain in the trainee or
orientee status until all tasks are completed. The orientation can take up to one year
depending on the prior experience.
Training for Temporary Agency Staff. Under our current FDC contract, we ensure agency
staff, specifically nurses, receive the orientation and training needed to perform the
responsibilities of their assigned job, including use of the EMR and relevant policies and
procedures. We focus on utilizing a designated pool of agency nurses who have been
trained, who we have hired into the system, when needed to temporarily fill vacancies.
When we have to utilize a new agency nurse we currently assign preceptors to ensure the
agency nurse receives orientation to their job role and duties. We are also in the process of
developing an abbreviated NNO from our current program to provide a more standardized
format for new agency nurse orientation.
Training for Provider Staff (physicians, nurse practitioners). We are in the process of
developing an enhanced orientation and training for provider staff. We have a
comprehensive orientation for providers that covers major service areas. New providers
attend specific orientation with instruction and guidance on various clinical and
administrative FDC, Centurion, and/or correctional medicine topics such as completion of
conditional medical releases, participation in the mortality review process, handling difficult
and confrontational patients, understanding potential manipulative techniques, peer review,
collaborative integrative healthcare including between disciplines, etc. New provider EMR
training focuses on provider-specific clinical/documentation requirements and allows
providers to gain a more complete understanding of the processes and procedures
necessary to provide clinical care in the outpatient and inpatient settings.

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New provider onsite orientation is provided by an assigned preceptor to meet FDC
mandated onsite orientation requirements including completion of all tasks required on DC4654D, Clinician Personnel Orientation Process Checklist. Additionally, providers must
demonstrate proficiency for all tasks included on the New Centurion Provider Orientation
Checklist.
Training for Temporary (Locums) Provider Staff. We are in the process of developing an
orientation and training specifically for temporary provider staff (physicians, nurse
practitioners). Centurion has not had to utilize temporary providers until recently due to the
changes in market conditions. Some of the areas covered in our comprehensive provider
orientation described above, like the EMR training and assigned preceptor, are relevant for
locum providers also. Others, such as information related to conditional medical release, is
not needed for the locum providers to fulfill the expectations of their job role and
responsibilities while temporarily filling a vacancy. Thus, our temporary provider training
includes EMR training as part of their onboarding along with other topics.
Our temporary provider training, currently in development, requires approximately eight
hours to complete and includes new employee EMR orientation by the EMR training team
as well as completion of assigned videos from the Florida EMR Video Library. Videos
include the following:


Adding a medication



Changing Medical Grade from CIC Form



Clinical List Changes



Consultation Request Process



Disposition of Abnormal MH Labs – Part 1



Disposition of Abnormal MH Labs – Part 2



HCV Tx Recs and ordering DAAs



How to schedule a follow-up CIC appt and associated labs



How to update a Health Service Profile



Initiating a provider note for a sick call referral



Ordering Labs



Ordering the next periodic screening and labs from within the intake PE (for RC
providers only)



Ordering the next periodic screening and labs from within the current periodic
screening
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

Prescribing EOS medications



Radiology custom List Changes



Refilling medications from within a clinical note



Additional videos covering diet passes, ordering non-formulary medication, ordering
non-formulary labs, regional medical director approval for imaging not requiring a PA
completion

Supervision of Mid-Level Staff. Our nurse practitioners (APRNs) are independently licensed
in Florida to practice without supervision. However, Centurion ensures all APRN’s have a
supervising physician and receive supervision. Our Site Medical Directors oversee all
clinical care at their assigned facility. Our regional medical directors provide additional
oversight and supervision of clinical activities. Our psychiatric nurse practitioners are
certified and may practice without direct on-site supervision, but are not considered to be
solely within the definition of primary care and therefore must maintain a collaborative
agreement with Statewide Psychiatric Director and/or designee. Psychiatric nurse
practitioners must complete 1,000 hours of supervision from a supervising psychiatrist. Our
Statewide and Associate Statewide Psychiatric Directors oversee this process.
RN Supervisors. The utilization of RN Supervisors has been in place at a select number of
facilities. Centurion has added additional RN Supervisors to our proposed staffing plan.
The RN Supervisor role is critical for the development of future RN leaders. In addition,
these roles will aid in reducing the burnout of our most valued and overworked DON’s. The
RN Supervisors will be an additional level of leadership for our nurses, which will be
reflected as follows:


Staff Training and Monitoring



Audit compliance/ Cap training



Monitors daily processes to ensure operations are efficient and up to standard



Coordinate with physicians for continuity of care for patients



Direct supervision and support of floor staff



Back up for DON, when not on site and assist with managing staff



Assist in evaluating and improving processes for efficiency, and time management



Assist in coordinating schedule of nursing staff, manages day to day staffing, and
balances as necessary



Assist in evaluating staff skill set and ability while leading by example to assist in
improving staff skillset, and assessment ability
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Best and Final Offer



Assist with emergencies and other duties



Assist in creating a professional work place by direct oversight and supervision



Working within the team will provide direct and indirect nursing care to patients



Coordinates care with security and assists in bridging communication between
medical and security

Negotiation Topic: Mental Health Services

Incorporating Staff Well Checks
In consideration of the challenges that staff, including mental health staff, face working in a
correctional environment, especially amidst ongoing staff shortages nationwide, our
Centurion leadership staff have prioritized making personal contact with staff at any
available opportunity, including personal visits by our VPO to night shift staff, for example.
Thus, in addition to formal meetings and regularly scheduled contacts, our regional and
statewide staff who go into facilities take the time to interact with and talk to site staff during
these visits. We also follow-up with staff by phone and offer webinars about avoiding staff
burnout and maintaining wellness from our corporate training department and human
resources. We take the time to really talk to staff, to check in, to inquire as to what they like
about their job and about working for Centurion, and to discover what is keeping them in
their positions in order to maintain and build on retention activities. We remind staff to take
care of themselves, to avoid compassion fatigue and burnout, especially when working
extended hours to ensure patient needs are met.
Improved Communication and Training on Problem Solving at Site Level
We have educated staff on communication and escalation procedures to problem-solve at
the site level in order to avoid unnecessary escalation of issues to Central Office OHS that
can be resolved at a lower level. Staff have improved on their communication of issues or
concerns to the site team and, as indicated or necessary, to the FDC Centurion regional or
statewide team with positive outcomes. Following education which we provided to them, the
staff understand the steps that can occur on a site and regional level and that we want and
are available to help and support them. We provide ongoing reminders of this in meetings
and through informal and formal contacts.
Disability Rights Florida (DRF) Preparation and Compliance
In current practice, the site CQI monitor assists the company compliance department
functions, including but not limited to; monitoring and auditing activities. Additional, duties
include assisting legal, clinical operations and all departments with a variety of risk

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Best and Final Offer

management activities to promote improved day-to-day operations of the program through
performance improvement initiatives:


Proactive daily monitoring of assigned performance measures.



Identifies issues of concern, systematic problems, and opportunities for improvement
of performance measures.



Directly responsible for assisting site leadership and clinical personnel with
performance improvement initiatives.



Establish and maintain positive relationships with client partners, contract monitors,
and attorneys

Centurion began further cultivating a team of site CQI monitors at the beginning of
December 2022, specifically assigned to DRF mental health. Continued development of the
monitoring team included setting expectations, establishing best practices, standardizing
audits and processes. The implementation of a Lead Site CQI monitor position to provide
training to new hires, develop training, including audit workflows for the team, assist with
reviewing audits, and troubleshooting noncompliant DRF screens. Centurion has seen a
significant improvement of the overall compliance of the DRF settlement agreement over the
last three months with the progression of the site CQI monitoring Team. The increase of the
overall compliance scores from the FDC’s Behavioral Risk Management Team (BRMT)
audits of the DRF measures; provides an example of the impact of daily proactive
monitoring completed by the site CQI monitors.

Compliance Scores from the BRMT Audits of the DRF Measures

Facility

Measure

Screen

BRMT
Score

BRMT
Score

BRMT
Score

BRMT
Score

October
2022

November
2022

January
2023

February
2023

Lake

Overall Score

67%

63%

86%

85%

FWRC

Overall Score

65%

69%

69%

92%

Wakulla RCC

Overall Score

50%

58%

54%

62%

Implementation and Utilization of Centurion’s Mental Health Floating Team
Our mental health floater program has and will continue to provide coverage for mental
health shortages at sites. As indicated in our ITN proposal, these floating teams or strike
teams have allowed us to deliver timely and needed access to care for incarcerated
individuals as an innovative staffing solution while we work to address recruitment
challenges. Our creation of a mental health floater program or mental health floating team

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Best and Final Offer

provides coverage for shortages of psychiatric clinicians, psychologists, and mental health
professionals. These mobile staff, as part of our mental health floating team, go in and
provide needed services at sites with vacant positions, especially ones with critical
shortages.
We hire PRN staff as part of our team to help us catch up on the mental health backlog until
we can hire permanent staff. We are planning to hire more floaters and use telehealth more
as we continue to think outside the box on how to help sites with backlogs.
Supervision Capabilities for Mental Health Staff Licensure
As the Department is aware, prior to the “privatization” of the mental health services
program, mental health staff were not required to hold active licenses. Therefore, we have
worked to develop a robust program to provide supervision towards licensure for mental
health staff in multiple disciplines and counseling areas. We make sure to have sufficient
coverage in each mental health discipline to provide supervision towards licensure for staff.
The staff member benefits by being able to remain in their current positions while working
towards licensure and FDC and Centurion benefit by expanding on the available candidate
pool, while simultaneously developing the next fully licensed staff members.
Academic Affiliations and Practicum Hours for Social Worker Staff
Because we have mental health staff licensed and qualified to provide supervision under
multiple mental health disciplines, we work within existing or establish new academic
affiliations for staff pursuing a higher degree (i.e. bachelors to masters) or specialty in
mental health in order to provide them practicum hours needed to fulfill their educational
goals. For example, we coordinated with FSU School of Social Work to establish a
practicum experience and hours for staff working towards a master’s in social work degree.
This benefits us by retaining the employed staff in their current positions who do not have to
go elsewhere to fulfill their educational practicum hours, and provides future potential for
these experienced staff to then move into higher level positions once they achieve the
educational qualifications and related credentials. We intend to expand on the success of
this initiative to broaden these types of academic affiliations to capture other mental health
disciplines as well (e.g., masters level professional counseling).

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Best and Final Offer

Negotiation Topic: Medical Care Services

Preventative Screening Measures through Commercial Videos and Electronic Packets
We look forward to exploring with the Department dissemination of electronic information
packets to incarcerated individuals that can be sent to tablets through the Department’s
contracted vendor for inmate electronic communication. This electronic communication
would involve healthcare information such as preventative or periodic healthcare
screenings. We propose partnering with the FDC to distribute electronic information packets
to incarcerated individuals to educate them on the recommended healthcare screenings per
USPSTF along with the benefits of accepting the testing or screening. Additionally, we
would like to include vaccine recommendations and benefits of being immunized.
We have seen the success with FDC’s implementation of remote access of education
resources through Department issued tablets provided to incarcerated individuals. We look
forward to further collaboration and expansion of this type of innovation to improve timely
access to healthcare resources and services.
As indicated in our ITN proposal, during 2021-2022, Centurion updated all existing
proprietary patient education materials for medical, dental, mental health and substance use
services in preparation for their conversion into an electronic format. Moving forward into
the new contract, we are poised to explore with the FDC options to maximize electronic
tablet use by FDC incarcerated individuals to include our patient education healthcare
information.
Centurion has explored working relationships with major vendors and suppliers of tabletbased technologies. Tablet technology in correctional settings is emerging rapidly, and we
anticipate new opportunities will arise over the next contract term to increase access to
healthcare services and information using this technology.
Acute Care APRNs for Sick Call Requests
In our proposed staffing plan, we have included additional APRN positions to implement an
urgent care model of care by assigning ARNPs to the sick call process at FDC facilities
instead of an RN. This urgent care model provides access for a patient that is more direct to
a mid-level provider for conditions determined appropriate through triage. This model
proves to be efficient by eliminating the need for a nursing evaluation prior to the APRN
assessment, and increases staff and patient satisfaction while decreasing demands on
security staff by eliminating the need for multiple encounters. We conducted CQI studies to
determine impact on patient grievances and total clinical encounters.

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Best and Final Offer

Scanning Patient Identification Cards to Capture Pickup of Keep-On-Person
Medications
We propose continuing the exploration with the Department for the capability Fusion has to
provide a barcode that can be placed on incarcerated individual’s identification cards to
enable scanning features linked to the patient’s electronic medical record. This would allow
healthcare staff, during patient contacts including pill line, to confirm the identity of the
individual and bring up the individual’s electronic medical record with picture immediately
upon scanning of the individual’s identification card. We recognize that this requires the
FDC to change inmate badges and to use the Fusion-specific barcode for each patient’s
identification badge. We look forward to further conversation about this feature and
collaborating with the Department towards maximizing the use of technology including the
EMR to improve the provision of healthcare services to FDC incarcerated individuals.
Director of Nursing Workload – Remote Triage, Telenursing
To further alleviate the workload of the DON position, as a future initiative, we propose
continued exploration and testing of increasing remote triage of sick call requests and telenursing as ways to potentially address nursing shortages. Our goal would not be tofind
wholesale replacement of on-site nurses with remote nurses, but to identify the feasibility of
offering at least some level of remote nursing service to improve our ability to recruit nurses
and improve the attractiveness of the job for nurses, without compromising the level of care.
In fact, we see several advantages, including increased access to nursing services, the
ability to instantly backfill an absence for triage services on occasion (versus failing to triage
due to an absence).
For example, current onsite triage of sick call requests must be done by a registered nurse.
With the current shortage of registered nurses in Florida, this workload gets put back on the
DON if the site does not have a registered nurse available to do sick call triage. An
alternative option is to use remote triage or telenursing in which a neighboring facility with a
registered nurse on site completes the sick call request triage. However, because sick call
requests forms are currently paper forms, they would have to be uploaded into the electronic
medical record for the registered nurse conducting remote triage or telenursing to complete
the triage, then uploaded again once the registered nurse had completed the triage for the
facility-based nursing staff to complete the sick call. A possible solution to reduce the
cumbersomeness of this workflow, would be if FDC incarcerated individuals could complete
sick calls electronically through a kiosk or tablet. We understand this initiative would require
EMR changes, kiosk and/or tablet capabilities, and changes to FDC policy.
Since our writing of our ITN proposal, we have continued to make improvements to ensure
individuals admitted to the FDC have access to vaccines, such as COVID vaccination at
reception and intake. We are also in the process of making an EMR modification to make it

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Best and Final Offer

easier to identify patients that need various vaccines, to acquire the vaccines, and to place
the vaccine order. We anticipate this modification improvement to be completed next week
(as of the writing of this BAFO). We also wish to pursue a future initiative with the
Department and their tablet provider to have patient education regarding vaccines
distributed via tablets.
Wound Care Program Expansion
Centurion will revise our wound care process by focusing on utilizing our own internal wound
care specialist for consultation and treatment of wounds.
We have hired a wound specialist, located at RMCH, who will be responsible for wound
management across all FDC facilities. The specialist, trained and experienced in managing
simple and complex medical wounds, will provide facility healthcare staff with consultation
services including:









Determining the extent and type of wound and treatment required
Managing hemostasis
Cleaning the wound and infection control
Analgesic use
Skin closure approaches
Dressing the wound
Medication prescription, as needed
Follow-up services

The wound care specialist will work with the facility healthcare team to stabilize and treat the
wound while minimizing infection and promoting healing. The physician will utilize
Centurion’s Clinical Guidelines as well as evidence-based standards of wound care to do
so.
The specialist and healthcare staff will document the consultation and services provided in
the patient’s EMR, eliminating the current trans fixation occurring with MyWoundDoctor. The
patient’s wound care plan, included in the EMR, will follow the patient in case of a transfer to
another FDC facility. It will also be available in the discharge documentation provided to the
patient at time of release.
The wound care specialist will have access to and prescribe FDC formulary and stock
medications, which will result in process and cost efficiencies, such as a decrease in followup frequency and supply requirements, for the Department.

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We will continue to subcontract with MyWoundDoctor as a back-up to the wound care
specialist.
Negotiation Topic: Dental Services

Class II Extractions at Reception Center
Centurion acknowledges the current backlog of Class II extractions at reception. To
address this issue, we launched two initiatives: adding additional staffing at the reception
centers and utilizing strike teams, as described below.
Staffing Increases. Centurion has included additional dental staff at the reception centers in
our proposed staffing for the upcoming contract. This will enable dentists and dental staff
located at the reception centers to complete the Class II extractions, when we are fully
staffed. As with all areas of healthcare staffing, dentists are in very short supply, especially
in Florida.
Utilization of Strike Teams. Centurion will continue to utilize dental strike teams to decrease
the backlog. As we did to resolve the backlog caused by COVID-19, we will assemble strike
teams, composed of Centurion dental staff from various facilities available for weeks at a
time, to spend additional time to address dental issues at the reception centers. Following
COVID-19, our strike teams helped reduce the backlog from 12,529 patients to 2,895
patients within a three-month period.
Our dental strike teams not only to provide direct services to patients, but also to educate
and train the onsite teams on ways to remain in compliance with wait times. At institutions
repeatedly backlogged with noncompliance, especially those fully staffed, our dental director
conducts a root cause analysis to determine reason(s) for noncompliance, such as not
seeing enough patients or service delivery processes needing improvement, etc.
In 2022, we used our strike teams at two facilities. Our strike team, composed of three to
five members, visited Hardee in July and September. In July, they treated 144 patients,
including 104 restorative procedures, 21 oral surgeries, 14 past due Dental services other
treatments, and five past due sick calls. The majority of the services provided to the 256
patients they treated in September were restorative in nature. At Avon Park in December,
our strike team composed of two dentists, treated 163 patients including 137 restorative and
26 oral surgery procedure patients.
Our strike team has been providing services at Central Florida Reception Center and after
the week ending March 3, 2023, we will have no backlogs at CFRC. Our strike team is

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Best and Final Offer

scheduled to provide services at RMCH the following week, with the goal of significantly
decreasing or eliminating the backlog at that facility.
Expansion of Walk-Up Sick Call Model
Centurion proposes to expand the dental walk-up sick model to all FDC facilities with open
population incarcerated individuals. We currently provide this service at 32 facilities, where
we have successfully developed a program to address the dental needs of incarcerated
individuals through a walk-up clinic process.
As we do currently, we will schedule specific times and dates when the dental clinic will be
available. We will construct the schedule in collaboration with facility security to minimize
any security and other issues. Incarcerated individuals can request a dental sick call visit at
the clinic and obtain services from the attending dental provider. In the facilities where we
have implemented this program, we have achieved a significant decrease in the number of
dental requests without any security, scheduling, or access issues.
The table that follows provides information on the facilities with open population where we
currently provide the walk-up sick model and facilities into which we propose to expand the
model.

Expanding the Dental Walk-Up Sick Model
Current Facilities with Dental Walk-Up
Sick Model

















Calhoun
Century
Franklin
Gulf
Jefferson
Liberty
NWFRC – A1
NWFRC - M
Okaloosa
Santa Rosa – AX
Wakulla – M
Walton
Columbia – M
Hamilton – A1
Lawtey
Mayo – A1


















Putnam
Suwannee – Ax
Suwannee – M
CFRC- E
CFRC – M
Hernando
Lake
Polk
Tomoka Main
Charlotte
Dade
Everglades
Martin
Okeechobee
SFRC – M
SFRC - South

Facilities Proposed for Expansion of the
Dental Walk-Up Sick Model














Apalachee E
Apalachee W
Holmes
Santa Rosa - M
Taylor
Wakulla
Columbia A1
Cross City
FSP – W
Hamilton – M
Lancaster
Madison
RMC – M














RMC – W
Union
FWRC
Hernando
Lowell – A1
Lowell – M
Marion
Zephyrhills
Avon Park Main
DeSoto – A1
Hardee
Homestead

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Academic Affiliations for Dental Service and Recruitment of Dental Assistants
Academic Affiliations for Dental Backlogs. Centurion has achieved significant decreases in
the dental backlogs caused by the COVID-19 pandemic at FDC facilities, when services
were suspended or delayed. To continue this trajectory, we are using dental academic
affiliations to not only recruit future dentists, but also to contribute to timely quality dental
care. Starting in January 2023, we began working with the Nova Southeast University oral
surgery department to decrease some of the existing backlogs. We work with oral surgery
residents to allow them to complete extraction procedures at FDC facilities and at an offsite
location for more complicated surgical cases. In addition, we provide fourth year dental
students with the opportunity to provide dental care to FDC incarcerated individuals.
Academic Affiliations for Outreach and Recruitment of Dental Assistants.
Dental recruitment and outreach is an integral part of our recruiting
efforts in Florida. As described in our ITN response, Centurion
successfully uses academic affiliations to promote correctional
healthcare and recruit potential correctional healthcare providers.
Centurion’s talent attraction team, under the oversight of Angela
Fitzjarrell, BS, CSSR, Talent Attraction Manager, manages our
Angela Fitzjarrell, BS,
academic affiliation program. Ms. Fitzjarrell and her team work with
CSSR
academic centers across Florida to introduce students to correctional
Talent Attraction
health and, with FDC’s approval, offer them the opportunity to
Manager
experience a correctional healthcare environment. Over the past
several years, we have had outreach partner relationships that include affiliation
agreements, classroom presentations, career fairs, alumni outreach, and “lunch and learn”
functions with 129 nursing schools/programs focusing on recruitment of nurses and nurse
practitioners. Similarly, we have had partnerships with an additional 18 schools/programs
conducting similar activities to recruit bachelors and masters level mental health clinical
staff.
For our dental program, we currently participate in academic affiliations with Nova
Southeastern University in South Florida for fourth year students who can complete an
externship at South Florida Reception Center. In addition to conducting oral surgeries at the
RMC, we are in the process of establishing a relationship with Nova’s oral residency
program to perform extractions and oral surgeries at the local hospital. These affiliations will
provide us with a direct avenue of candidates for the dental assistant and dental hygienist
position post-graduation. We are also actively pursuing new dental academic affiliations in
Florida. The following are some of the schools we have identified and the programs to
which we are outreaching in 2023:

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Dental Hygiene and Dental Assistant Academic Affiliations
Region
Region 1

Region 2






Region 3




Region 4


Dental Hygiene Programs
Dental Assistant Programs
Gulf Coast State College - Panama area
Tallahassee Community College - Tallahassee area
 Santa Fe State College - Gainesville
Santa Fe State College area
Gainesville area
 Concorde Career Institute –
Jacksonville area
State College of Florida Manatee-  Ultimate Medical Academy –
Sarasota - West coast
Clearwater area
Pasco-Hernando State College  Eastern Florida State College –
Tampa Area
Cocoa area
Florida Southwestern State
College - Charlotte area
 Indian River College – Fort Pierce
Miami Dade College - Miami area

Negotiation Topic: Information Technology/Electronic Medical Record

EMR Updates and Improvements Since ITN Submission
Centurion is pleased that our partnership with the FDC has resulted in the design and
implementation of an EMR that meets state, facility, and patient needs. As the FDC is
aware, we recently completed implementation of the Fusion EMR system across all regions
of the FDC. Our EMR team took the lead project management role in implementing the
EMR system and worked collaboratively with the FDC. We created 374 electronic forms for
use in the system, as well as additional workflows that stem from these forms. Our team
has established a host of reporting capabilities and query options. FDC’s system-wide EMR
is already resulting in cost avoidances associated with more timely and remote access to
patient records, remote chart reviews for supervisory and auditing staff, remote provider sign
offs on laboratory reports, remote non-formulary review and approval process, improved
accuracy and readability of health information, record transfers across facilities, utilization
management services, and improved continuity of patient care across disciplines and
clinicians. Our quality management team will continue to assess and design reporting
functions for efficient healthcare operations. We will continue to work with the FDC to
enhance EMR reporting capabilities, and will maintain patient health records in compliance
with contract requirements.
Demonstrated in the tables on the following pages, since our July ITN proposal submission,
the following EMR advancements and new reporting/forms capabilities have been
implemented:

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Best and Final Offer

Centurion EMR Advancements Since ITN Submission - July 2022
Broad Categories
Multiple revisions to forms/workflows to accommodate data collection needs
Created multiple landing pages
Multiple updates made to the banner to display needed information
Updates made to ISP to ensure documentation requirements
Enhanced multiple orders to allow for automated appointments
EMR training team built and implemented new employee orientation training process general and specific to discipline
Built and published a specific EMR information page within the Centurion Central site. Going forward this will also be published to the 7
private sites and is already available to the FDC users.
Specific Optimizations
Created centralized flowsheet that contains all info from communicable disease form
Weekly summary tracks the number or MH sessions offered versus number attended.
Developed process to track formal grievances
Reformatted health grades document for ease of use
Improved flow of documentation on individualized mental health service plan
Enhanced respiratory care sheet to capture more detailed patient information
Enhanced pre-release physical to allow for more complete description of patient needs
Enabled auto scheduling of TB clinics based on staff documentation
Enhanced nursing narrative documentation to improve description of patient condition
Optimized the sequence of documentation for pre-special housing health evaluation
Improved usability of Clinic folders
Added mental health residential grade to flowsheet for improved tracking
Enhanced description of results for hemoccult testing
Streamlined MDST (multi-disciplinary safety team) documentation to include only current clinics
Automated psychiatric appointments for patients on psychotropic medications
Enhanced form to assist with medical record request upon inmate release
Created hard stop on referral form to ensure all data addressed
Improved visibility of all orders created in an encounter to include the date

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Centurion EMR Advancements Since ITN Submission - July 2022
Consolidated infirmary forms on the EMR flowsheet with enhanced naming conventions
Improved mental health notes by pre-populating DR and group attendance information
Psychotherapy notes for patients prone to self-injury augmented to add recent admissions and/or self-injury plans
Added quick links to the MSE (mental status exam) to streamline the documentation process
Optimized the ADA individual service plan to pre-populate demographic information
Streamlined prior approvals
Added key mental health dates to demographics banner
Upgraded UM order menus to include all specialists
Improved visibility of infirmary information to enhance infirmary workflow
Instituted
Converted the psychiatric visit flowsheet (770E) from paper to the EMR
Enhanced Mental Health ISP to prompt for required documentation
Pop up prompts were added to multiple pages to ensure complete documentation
Streamlined and reworked entire nursing reception process in conjunction with Chief of Nursing FDC
Automated labs for physical exams
A list box has been added to the DC4-711A refusal form. When the user checks ‘Medical’ it will show a list box with the options ‘Breast
Exam’ and ‘PAP exam’. If either of these is checked off it will automatically place an order for that exam for the next year
A new popup has been created on the provider CIC form. If the patient has a medical grade of 3 or more a popup will appear if the next
clinic was scheduled for more than 90 days. It will display instructions per the HSB regarding when these follow up CIC’s should be
scheduled
The provider CIC form will now have a display field which will show all of the immunizations that patient has received. When the user
checks the box that says ‘Review Immunization Record’ it will open a visibility field that will show those immunizations as well as a button
that will open the complete immunization record if needed.
A button has been added next to question #15 on the DC4-760A Receiving Transfer Summary. It will appear if a referral is required and
will open the DC4-529 Staff Request/Referral form
The DC4-773 Education Sheet will open automatically while completing the DC4-760A Receiving Transfer Summary if ‘Permanent
Facility’ is selected
The Staff Request/Referral DC4-529 button has been added to the Nurse Protocol landing page.

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Best and Final Offer

Centurion EMR Advancements Since ITN Submission - July 2022
Documents completed in the Bedboard will now say Bedboard in the document summary instead of INF. This will make it easy to
identify which documents were completed in the actual EMR (such as the infirmary admission documentation) and which ones were
automatically created by the bedboard.
A new button has been added to the Infirmary landing page called ‘Weekend Infirmary Rounds’. This will open a regular DC4-714A
Infirmary Progress note, but the summary will identify it as a weekend infirmary rounds note
The DC4-781Q and DC4-534 have been combined into one form. The button is labeled ‘Healthcare Information Request Record’ on the
Admin landing page
Medication Renewal button was added to the DC4-642A Psychiatric Follow Up form.
MH Consent question added to the MH Case Manager landing page. Check box added to indicate consent was refused/revoked.
The field ‘Last SHOS/MHOS Admission’ on the DC4-642S IP Wellbeing and Mental Status Exam has been changed to a date field

Reports Created in the EMR Since ITN Submission - July 2022
Report Name

Created Date

Modified Date

CASE MANAGER REPORT - MHS 55

12/2/2021

12/14/2022

CHRONIC ILLNESS CLINIC - GHS 17

12/2/2021

1/24/2023

CHRONIC ILLNESS SUMMARY - GHS 16

12/2/2021

12/12/2022

COGNITIVE IMPAIRMENT REPORT - MHS 65

10/12/2022

12/12/2022

CONFINEMENT STATUS - MHS 51

12/2/2021

12/12/2022

COPAY CATEGORY - HSS 48

1/17/2022

12/12/2022

COVID-19 STATE TOTALS

2/17/2022

12/12/2022

COVID-19 VACCINATION REPORT

12/2/2021

12/12/2022

DENTAL DAILY OPERATIONS LOG - DSS 49 (DRAFT)

4/27/2022

2/28/2023

DENTAL DISCREPANCY REPORT - DSS50 (Draft)

1/24/2023

2/28/2023

DENTAL PATIENT TREATMENT LOG - DSS 29 (DRAFT)

12/13/2022

2/28/2023

DENTAL PROCEDURES - DSS 30

12/2/2021

2/28/2023

DENTAL WAITING LIST - DSS 05

12/2/2021

2/28/2023

DOCUMENT MONITORING REPORT

1/23/2023

2/1/2023

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Reports Created in the EMR Since ITN Submission - July 2022
Report Name

Created Date

Modified Date

EMERGENCY NURSING LOG - DC4 781M

10/5/2022

2/16/2023

EOS HIV TEST REPORT - HSS 87 (DRAFT)

12/2/2021

2/16/2023

GRIEVANCE AND INQUIRY LOG - DC4 797C

9/21/2022

10/3/2022

GROUP THERAPY SESSION - MHS 19

12/2/2021

10/7/2022

HEALTH SERVICES DAILY OPERATIONS LOG - GHS 49

3/23/2022

12/29/2022

HEALTH STATUS AND DISCREPANCY REPORT (DRAFT)

3/2/2023

3/2/2023

HIV POSITIVE POPULATION REPORT

7/28/2022

11/18/2022

HIV TEST SUMMARY REPORT (DRAFT)

7/29/2022

10/7/2022

INFIRMARY INPATIENT OUTPATIENT LOG (DRAFT)

1/12/2023

2/16/2023

INITIAL PHYSICAL TRACKING REPORT - GHS 25
INITIAL PHYSICAL TRACKING REPORT FEMALES RECEPTION CENTER GHS25 (DRAFT)

10/12/2022

2/9/2023

2/23/2023

3/2/2023

INPATIENT CENSUS REPORT - MHS 66

12/2/2021

10/7/2022

INSTITUTIONAL CONSULT LOG - DC4 797F

1/26/2022

1/18/2023

LABORATORY LOG - GHS 70 (Without PPD)

12/2/2021

3/1/2023

MEDICAL PATIENTS BY ICD10 CODE - GHS 21

12/2/2021

1/24/2023

MEDICAL STATUS STATISTICS REPORT (DRAFT)

3/2/2023

3/2/2023

Medication with Associated Diagnoses

5/24/2022

9/16/2022

MENTAL HEALTH ICD-10 DIAGNOSES - MHS 15

12/2/2021

1/26/2023

MH ACTIVITY LOG

3/30/2022

3/1/2023

MH EMERGENCY SELF HARM SHOS MHOS PLACEMENT LOG (DRAFT)

3/31/2022

2/9/2023

MH INTAKE DISCREPANCY REPORT

10/5/2022

1/18/2023

MH RESIDENTIAL GRADE REPORT - MHS 16

12/2/2021

2/7/2023

MORTALITY REPORT - HSS 99

11/3/2022

11/3/2022

MSWTI GRADE REPORT - HSS 53

1/21/2022

11/4/2022

MSWTI TOTALS AND STATS - HSS 54

12/2/2021

9/26/2022

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Reports Created in the EMR Since ITN Submission - July 2022
Report Name

Created Date

Modified Date

OPTOMETRY LOG - DC4 797G (DRAFT)

11/3/2022

1/4/2023

PATIENT DEMOGRAPHICS

12/2/2021

1/26/2023

PATIENTS RAISED TO S GRADE 2 - 6 - HC0 61 COMBINED

12/2/2021

12/20/2022

POST PLANNING RELEASES - HSS 51

12/2/2021

11/14/2022

PPD LABORATORY LOG - GHS 70

12/2/2021

2/22/2023

PREA REPORT - MHS 23

12/2/2021

10/7/2022

PROVIDER PRODUCTIVITY REPORT - HSS 29 (DRAFT)

12/2/2021

1/13/2023

PSYCHIATRIC REPORT - MHS 56

12/2/2021

10/17/2022

RE-ENTRY LOG REPORT - MHS 42

12/2/2021

10/7/2022

SEX OFFENDER WAITING LIST- MHS 53

12/2/2021

1/23/2023

SICK CALL TRIAGE LOG

12/2/2021

3/2/2023

SICK CALL TRIAGE LOG (PRESENTATION)

12/19/2022

12/19/2022

SRI REPORT - MHS 23

12/2/2021

1/9/2023

STAMI REPORT

8/4/2022

1/3/2023

STRUCTURED THERAPEUTIC OUT OF CELL HOURS REPORT

12/16/2022

12/16/2022

TB CLINIC EOS - GHS 74

12/16/2021

10/17/2022

TELEPHONE COMPLAINT_ REQUEST FOR PHI LOG - DC4 781Q

11/1/2022

11/1/2022

TUBERCULOSIS TEST SUMMARY - GHS 72

7/20/2022

10/17/2022

VACCINE ADMINISTRATON LOG

9/29/2022

1/10/2023

X-RAY LOG - GHS-80 (DRAFT)

2/23/2023

2/24/2023

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Best and Final Offer

The successful install, training, and launch of the new EMR was a major undertaking. Now
that the system is up and running, Centurion is in the best position to collaborate with the
FDC over the next contract term to ensure the EMR is being optimally utilized to better
manage the quality and efficiency of services. Changing contractors at this time would, in
effect, rewind the EMR progress back 12-18 months, requiring a repeat of the conversion
process and pause on moving the EMR to the next phase of operation while a new
contractor “learns the ropes” of the FDC system and deals with countless initiatives
necessary to affect a contract transition.
Uptime Reporting Strategies
As described in our ITN response, we are not proposing any significant modification to the
content or intent of PM-EMR-01 regarding EMR system uptime availability for use of
99.99%. However, we do recommend adding other exclusion language such as when the
EMR system is not available due to a significant natural disaster or other catastrophic event
outside of Centurion’s or Fusion’s control leading to a network crash (e.g., hurricanes).
Our current process encompasses SmartSheet documentation that is distributed to show
the uptime of the EMR system. However, as the FDC is aware, this documentation is
currently limited to the uptime of the server rather than the EMR application ‘beyond the
server’. Centurion is currently working with Fusion on a monitoring tool that will provide an
accurate depiction of the uptime of the system itself and submit the report at a frequency
that FDC approves.
Improve Service Level Agreements with Fusion EMR System
Centurion and Fusion have established a successful working relationship during the
implementation and maintenance of the EMR system. As we continue to work with Fusion
as a partner in the EMR system and gain more experience with the environment and
product, we will continuously enhance our service level agreements to formally advance the
EMR capabilities to best suit the FDC.
Centurion is in preliminary discussions with Fusion on providing a full-time EMR engineer via
Fusion to work as our point person on the Florida program’s EMR system. This engineer
would be dedicated to the workflow and needs of the FDC healthcare system and hold
Fusion accountable for EMR requests, advancements, updates and more.
As the termination of our initial contract with Fusion is less than a year away, Centurion will
ensure that additional service level agreements are established to ensure Fusion is
advancing the EMR system in the direction requested.

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Best and Final Offer

New and Innovative EMR Initiatives
Centurion’s EMR team is continuously working alongside Fusion and the FDC to advance
the EMR system capabilities to alleviate problem areas, provide increased functionality to
users, and therefore increase productivity by providing the information staff need on a daily
basis.
As described in our ITN response, Centurion developed a Change Management Committee,
known as HEAT, which stands for Healthcare EMR Approval Taskforce, that meets twice
per month to design, develop, discuss and pursue implementation of EMR improvements to
increase EMR efficiencies. The EMR Improvement Committee works toward decreasing the
number of FDC medical paper forms annually. The end state is the transition of FDC
healthcare from the current forms-based model to a virtual EMR based model focusing on
capturing and organizing data into living documents which facilitate preventive care tracking
and chronic disease monitoring, leading to overall improvements in patient care and
resource management.
The Change Management Committee utilizes a current smartsheet status dashboard that
demonstrates the current status of all EMR work in real time. Various examples are below:

Change Request Status

Change Request Disc iplines

300

300

238
200

100

I

223
200

149

100

Ii -- -■
66

NUR

MED

MH

21

15

DEN

UM

34

ALL

ADA[N

Discipline

Nursing Change Requests

Medical Change Requests

•

Approved

•

•

Other

•

Other

•

Pending HEAT

•

Pending HEAT

PMding hlrd Party

Pending Third Party

•

Completed· Lise

•

Complete- Load to SPRINT

Approve(l

•

C<impleted· Live
C<implelB· Load to SPRJNT

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Best and Final Offer

In the new contract, the following new initiatives surrounding EMR that Centurion have been
added to our implementation list since our July ITN submission:


Increase Streamlined Documentation in EMR – By establishing a designated
documentation workflow process much like the reception and intake process, this will
allow staff to review the same assessment form, adhere to the appropriate process
steps after assessment review, and most importantly, provide the specific protocols
to every staff member on completing the next steps based on the specific
assessment determinations and needs for care. For example, this workflow would
instruct the nurse on the proper nursing protocol to use post assessment review and
take the guess work on various determinations such as if a sick call was urgent or
emergent. Providing clear a clear documentation process and applicable protocols
in the EMR system allows a more streamlined process for all staff with full
documentation along the way.



Implement Daily Verification of Active Directory and EMR Accounts – To ensure
an accurate list of employees with access to the EMR system and those that still
need implemented into the system, as early as next week, Centurion will implement
a daily verification automated audit that compares our current active accounts in the
EMR system compared to our active employee directory list.



Advancing Back Log Reporting – With the rollout of Fusion, Centurion has
tirelessly worked on building each report in the system one by one, converting from
paper and out of OBIS from scratch. In the new contract, alongside the Tableau
reporting team, we’re compiling a backlog reporting capability to allow us to easily
pull backlog reports on demand. This will allow our already established weekly
meetings with the FDC surrounding reporting to include a status on all backlogs
during this meeting, or as requested.



Centurion Change Advisory Board – In March of 2023, Centurion is kicking off our
new Change Advisory Board (CAB). The CAB was established to formally certify,
coordinate and communicate all changes performed to the Information Technology
(IT) Production environment of Centurion--both scheduled and unscheduled. This is
carried out via forums held twice weekly composed of cross functional leaders and
representatives from each aspect of the IT department, such as infrastructure,
systems administration, network engineering, IT operations, and electronic medical
record. Under this board, EMR system needs, advancements, changes, etc. will be
represented, discussed, and formally documented.



Additional Interface Capabilities – By contract start, Centurion anticipates having
additional interface capabilities that will reach Centurion, the FDC, and the Florida
Department of Health. The planned new interfaces are EKG CompuMed and

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Aftercare Interface. The Aftercare Interface will be ready for testing this month,
March 2023.
Analytics and Informatics Utilizing EMR and Healthcare Data
Centurion is currently collaborating with the FDC to establish and/or enhance all required
EMR-related reports. Our IT Department has been working alongside our analytics and
informatics group, under Centurion’s corporate health information technology team, to
establish an interface with Tableau, a visual data analytics platform, to establish enhanced
data analytic capabilities and expanded EMR dashboard reporting features.
During negotiations, Centurion and FDC spoke specifically regarding improvements to
staffing dashboards, backlog dashboards for wardens, and additional automated report
capability. Centurion’s analytics and informatics team has addressed this request and
completed several new dashboards to address these FDC requests and allow live tracking
data. Included in Attachment A – Florida Dashboard and Report Samples, we show the
various dashboards, along with sample reports. We will designate our health service
administrators to provide the wardens these reports on a scheduled basis.
Resolving Unplanned Downtime Efficiencies for the Future
As FDC is aware, the State of Florida is susceptible to natural disasters, such as hurricanes.
When a hurricane occurs, it can knock out power and network capabilities for days at a time.
In current practice, when the EMR system is down for an extended period of time, staff
document on paper to later be entered into the EMR records. Our EMR team, led by Linda
Dorman, RN, BSN, CCHP, Statewide Director CQI/EMR, is responsible and leads all efforts
for the EMR system in Florida. Ms. Dorman and her team are continuously working
alongside Fusion and the Department to streamline the EMR service provisions while
enhancing our ability to use data to inform care. With this, the EMR team is currently
working towards a better process with the Fusion system to enable us to enter information
when offline. Continued analysis and exploration of various connectivity options, keeping in
mind the challenges posed by the prison environment, will generate new solutions that will
improve issues of downtime progressively over time with each instance. This is a
complicated problem, but Centurion has a long track record of “always finding a solution”
and applying outside-the-box decision strategies to resolve challenges. We remain
committed to treating any EMR concerns with a sense of urgency and a multidisciplinary
approach to finding and implementing sustainable solutions, ensuring end-users and other
stakeholders are involved in the solution process.

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Best and Final Offer

Implementation of New Centurion Network
In the current program, FDC runs the network that Centurion and Centurion healthcare staff
utilize in the Florida program. In the new contract, Centurion proposes the full management
and operation of our own established network. At this time, we have already initiated an
internal kickoff of this project to allow us to formally start the new network on July 1st should
the FDC approve. We anticipate this project will be a six-month start to getting all orders
processed and circuits installed, followed by a 12-month deployment schedule for all sites,
making it an 18-month overall plan. We include a formal implementation timeline as
Attachment B – Centurion Network Implementation Timeline.
There are many benefits to utilizing a Centurion-owned network and separating the medical
network from the FDC network:


Centurion will run all internet connections for healthcare at all facilities



Operation of our own firewall and security systems to further protect program
information, preventing and protecting FDC and Centurion from spreading any
viruses or from any security breaches between each other



Relieving the FDC network of our traffic, thus increasing the speed and storage
capacity of FDC network



Allows Centurion expanded ability to implement new and upcoming technologies



Enlarging network speed and bandwidth for both parties. This allows more
innovative and creative delivery service capabilities of healthcare services

Negotiation Topic: Staffing Plans for Florida Program

Centurion’s Proposed Staffing Plans and Methodologies
Our proposed staffing plans are included as Attachment C – Centurion Proposed Staffing
Plans for FDC. These proposed plans are revised significantly and are based on the
discussions and feedback from the FDC’s subject matter experts during the multiple ITN
negotiation sessions. Although Centurion’s proposed plan for the purposes of creating cost
projections for the Department’s budgeting process has not met the FDC’s stated preferred
staffing ratios exactly as requested, we have used a methodical approach to establish what
we believe is a responsible number of FTEs that will be sufficient to meet the many
demands of providing healthcare within the FDC. Our purpose here is to NOT be resistant
to the FDC’s stated desires regarding staffing ratios, but to be conscious of the already
substantial projected cost increases relative to the current budget cap, while attempting to
be realistic in terms of what the legislature will ultimately authorize for the program. We
believe it necessary to therefore provide the Department some sense of a highly
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conservative and judicious approach to increases in compensation, increases in FTEs, and
ultimately increases in costs.
We believe it prudent to first establish agreeable pay scales in line with the current market
conditions discussed above in order to reverse the negative staffing trends experienced over
the past 18 months, assess the impact of those adjustments on the current program’s
budget, and then determine if additional positions can even be afforded. By jumping to a
cost projection scenario that assumes a significant increase in FTEs, on top of already
significant vacancies, plus the factoring of significant wage increases to catch up with
market rates, the risk is there’s no scenario on the table within the ‘appetite’ of the legislative
budgeting process.
The staffing plan was not only developed based on our experience from the past seven
years, but also from the extensive knowledge held by many of our leadership who have a
combined hundreds of years of experience operating within the Department. In addition, we
must consider current market conditions and availability of people to fill the positions within a
prison who are also being highly recruited by all facets of healthcare. We are all competing
for the same limited pool of applicants and many other employers have more attractive
offerings, including at home telehealth positions, flex scheduling, large sign-on and retention
bonuses, and many other perks to wages already higher than what are able to be offered by
Centurion under the current contract’s budget limitations. We have used all of these
considerations in addition to feedback provided during the sessions in the development of
the staffing plan. We have made a number of significant changes to allow us to be more
competitive and pivot to meet the new demands of providing healthcare. The attached
matrix has 146 more positions than what are currently available today, which is a big
step towards the FDC’s objectives for better ratios of staff to patients.
Based on the ITN negotiation sessions conversations, a review of nursing positions was
completed and the number of RN’s and LPN’s was increased from our original submission.
We have ensured a minimum of 4.2 RN’s are available at every facility with an infirmary.
We have also reviewed the original plan to ensure a sufficient number of appropriate
credentialed staff are available for the various levels of care (increased RN’s in RMC
hospital).
Following are a number of the changes in the proposed matrix:


Pharmacy C.N.A. at all 340B facilities: These staff will ensure 340B medications
are ordered, received, delivered so no disruption of medication.



Consult Specialists: Dedicated positions designed to attend to all consults for a
small group of facilities to ensure the efficient processing of this most critical level of

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care coordination. This model has already been adopted and shown to have
significant improvement in the submission of consults and prior approval requests.


Site EMR Monitors: Based on the success recently seen by incorporating EMR
monitors into the DRF Inpatient mental health process, these duties will be
incorporated at all facilities to ensure proactive oversite of documentation standards.
This will be a function of medical records staff.



Telehealth Float Pool: Positions have been assigned in mental health and physical
health who will be dedicated telehealth providers to ensure rapid deployment to
cover planned or unplanned vacancies.



Telehealth Coordinators: Positions designed to help coordinate scheduling of
telehealth position but who will also be trained in the process of facilitating telehealth
appointments when clinically appropriate.



Social Service Positions: Three positions added to facilitate the coordination of
difficult reentry services and family coordination and responsiveness at the female
facilities in Ocala FL



Regional Recruiters: In addition to the 11 recruiters assigned to FL, these positions
will report directly to the VPO and act as a liaison between recruiters and operators
to ensure a smoot transition from candidate to employee.



ADA Coordinators: Each ADA facility with a significant number of ADA patients will
have a coordinator assigned to oversee the processes involved with ensuring
appropriate care is provided to the patient meeting the criteria.



Statewide ADA Coordinator: This position will indirectly oversee all ADA
coordinators and act as a liaison to the FDC Impaired Inmate Coordinator.



Statewide Medical Reentry: This employee will ensure that difficult reentry cases
are addressed proactively in conjunction with the FDC Reentry Coordinator.



Urgent Care APRN: These positions have increased given the positive results
received from the pilot use of these positions. The position is primarily used to triage
and see all sick call referrals. Given the advanced credentials, the patient now only
has to be seen one time, instead of the current three times before referral to a
provider. This has and will reduce the numbers of sick calls referrals, reduce the
numbers of patients accessing the medical clinical on any given day and possibly
decrease the work load for security.



RN Supervisors: We believe this is likely one of the most important additions to the
new proposed staffing plan. RN Supervisors have been added as a mechanism to
not only identify nurses for lines of succession, but also as a relief factor for DON’s.

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RN Supervisors have been added to inpatient MH units as well as sites with multi
units and/or complex missions.


Mental Health Clinical Directors: As a means to allow advancement opportunities
to Master’s level licensed professionals, Centurion is recommending the replacement
of some Psychologists positions with these Clinical Directors. The model is more in
line with community models, will allow advancement opportunities for these valuable
employees and reduces the reliance on Psychologists, a position in very short supply
due to telehealth opportunities.

Page 53

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

“Best and Final Offer” Cost Breakdown Sheet Submission
Methodology
Included as Attachment D – Centurion Cost Breakdown Worksheet, Centurion is
pleased to submit a cost projection proposal worksheet representing our best efforts to
provide the FDC full and transparent insight into the projected costs for meeting the staffing
and other operational requirements of the ITN. We do so with the need for a cost-effective
program in mind that meets all ITN requirements as well as incorporating the discussions
that took place with FDC during the negotiation sessions. While this phase of the process is
described as the “Best and Final Offer”, Centurion remains committed to continue working
with the Department for as long as necessary to continue to fine tune the parameters of the
required staffing patterns and other elements of the program towards a viable model within
the State’s budget limits. This version of our cost projection is based on the following
parameters:


Reduction in Administrative fee from 10.5% to 10.0%



Five-Year cost projection using conservative, but realistic annual inflation factors



Centurion-recommended staffing matrix, increased over current staffing levels to
incorporate elements from the discussions that took place with the FDC during
negotiation sessions



100% fully-staffed hypothetical model



A proposed new model for staffing and performance penalties that caps total
penalties at 1% of the annual contract amount

It is important to note that wage rates used in the development of this cost projection
are significantly higher than wages in the current program, reflecting the new realities
of double-digit wage inflation that has occurred for healthcare professionals. The
present market conditions for healthcare professionals must be taken into account in order
to accurately project the true costs for the program going forward. Therefore, the salary
ranges assumed in these cost assumptions are based on our experience in Florida as well
as an in-depth analysis of local market data to ensure continued success in recruiting and
retention.
Another driving factor behind the comparatively higher costs for the program going forward
versus the current budget cap is the Department’s request that the cost projection be based
upon an assumption of 100% fill rates for all positions and at all times. This “perfect”
staffing model requires us to factor all of the incremental spend required to actually achieve
and maintain 100% staffing levels. To do so, necessitates an exponentially higher use of
Page 54

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

temporary agency personnel, backfilling with part-time PRN positions, overtime, as well as
other recruiting incentives. If the Department is NOT intending for the vendor to pursue and
maintain 100% full staffing at all times (a feat which actually requires the contractor to plan
on staffing greater than 100% due to the sudden unavoidable absences that inevitably will
occur), then Centurion can adjust the cost projections accordingly to remove the additional
funds associated with sustaining a “perfect”, 100% staffing level at all times.
Current Contract Comparison
As the incumbent contractor, we feel it is beneficial to present a rollforward from the current
contract Cap amount to our Year 1 Cost Projection based on the requirements of the ITN
and to achieve and sustain the 100% staffing levels as requested by the Department. The
table below highlights the primary cost factors that necessitate an increase in the current
contract cap amount. Line item details are provided on the attached Cost breakdown
template.

Rollforward Current Cost to Projected
Assuming 100% Staffing Levels
Projected Amount
Current Contract Cap Amount

$421,000,000

Market-Based Wage Increases for
Current Staff

38,404,000

Increased FTE and Mix Changes

14,662,400

Increased Staffing Fill Rate to 100%

62,575,740

Outside Medical and Pharmacy Cost
Inflation

7,740,000

Information Technology Updates

5,755,000

Increased Operational Expenses

2,219,460

Year 1 Projection

$552,356,600

Year 2 Projection

$579,004,000

Year 3 Projection

$608,835,000

Year 4 Projection

$640,308,600

Year 5 Projection

$673,524,000

Again, the largest cost increase driver in the table above is the $62 million associated with
maintaining a 100% fill rate for all positions at all times. This level of fill rate is not simply
achieved by multiplying the FTEs by market-based compensation rates, but requires the
addition of millions of dollars in additional staffing costs to ensure a ready stable of staff on
Page 55

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

standby, including staff paid to be on standby, to be ready to step in and fill positions on a
moment’s notice. In other words, to actually achieve and guarantee 100% staffing levels at
all times, the contractor will need to aim for staffing at levels above 100% to ensure 100% is
achieved, even when there are sudden and unforeseeable absences. Centurion believes
these projected costs could be reduced by allowing for a reasonable level of absences
stemming from sick leave, tardiness, routine turnover, and other “life circumstances” that
occur over such a large pool of employees. Doing so would remove millions of dollars from
the cost projections outlined above and incorporated in the cost projection worksheets.
Performance and Staffing Penalties
Centurion will enter into a contract with the intention of meeting all performance
measurement standards to the fullest extent possible. However, given the number of FTEs
and the number of facilities, even a high level of diligence in these areas will not prevent the
occurrence of staffing vacancies or other situations that would result in falling short of the
thresholds and expectations as described in the Departments standards. In the spirit of
transparency and candor, Centurion has expressed concerns about these penalties during
negotiation sessions and would like to reiterate our thoughts on this again:
In a cost-based contractor reimbursement model, the contractor is highly incentivized to
maintain high fill rates (minimum vacancies) to maximize its administrative fee and profit.
Given that the contractor is only “paid” for actual expenditures, failing to maintain high fill
rates punishes the contractor financially due to the resultant lower revenue and thus lower
admin fee. The lower admin fee reduces the contractor’s profit margin because the
contractor’s regional and corporate overhead costs, most of which are fixed costs (meaning
they do not decline when staffing levels are lower due to vacant positions) make up a larger
percentage of the total costs, translating into a larger percentage “bite” into the admin fee.
Given the contractor’s only generator of operating margin is the admin fee, the Inclusion of
un-capped staffing penalties results in significant risk to the commercial viability of the
contract, which is not tenable based on the nominal, small profit margins generated from this
contract. When the overall budget for the program is capped, as it is now, causing staff
compensation rates to lag well below market rates, removing substantial additional funding
from the contractor through staffing penalties creates a double-edged sword financial effect
that could result in the contract spiraling out of commercial viability.
Centurion understands the Department’s desire to implement a penalty protocol related to
staff vacancies to incentivize the contractor to maintain high fill rates. Centurion proposes
the Department limit the penalties to not exceed 1% of the total annual contract cap
amount. Given the contractor, at best, earns a low single-digit profit percentage, the 1% of
total contract cap amount limit on penalties is significant to the contractor, and meets the
“pain vs. incentive” objectives of such a penalty provision.
Page 56

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

The figures in Centurion’s best and final offer proposal assumes an annual cap on the
amount of penalties assessed of 1% annual contract cap. In addition, we propose the
Department consider allowing those penalty dollars to be reinvested in the program to be
used for wage incentives, equipment, or other efficiency programs, subject to FDC approval,
rather than simply being removed from the program altogether. In other words, the
penalties punish the contractor, but not at the expense of the program itself.
Admin Fee versus Profit Margin
In an additional show of good faith negotiations by Centurion, we are lowering our Admin
Fee from the originally bid rate of 10.5% to 10%. As the Department is aware, the admin
fee paid to Centurion does not represent pure profit margin as there are significant
corporate, regional, and even direct costs that are incurred out of the admin fee to support a
contract of this size and are funded from the admin fee directly or indirectly as a contribution
to corporate overhead. The most notable of these costs are shown below. Net of these
costs, the resultant profit margin from the contract results in a nominal profit projection in the
range of 2% to 3%.


Non-reimbursable program costs, including employee travel and training, cell phone
stipends, car allowances, living and moving expenses.



Litigation costs and legal settlements.



Pass-through costs billed without an admin fee, such as insurance premiums,
computer equipment, and non-formulary medications.



Penalties for staffing vacancies and performance measures.



Corporate overhead support including payroll, human resources, information
technology, legal, finance, accounting, office services, clinical operations, contract
monitoring, communications, public relations, and executive leadership and
governance.



Corporate income taxes



Profit margin

Summary
Our approach to pricing is to fully account for the full spectrum of anticipated direct and
indirect costs necessary to meet the stated requirements of the ITN and to fulfill the
commitments we make in our proposal. Centurion is open, flexible, and transparent in
our dialogue regarding the assumptions behind our cost projections. We caution the
evaluation committee to be highly suspect of any cost projections submitted that appear
overly attractive and well below Centurion’s projections.

Page 57

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

ITN No. 22-042
Comprehensive Health Care Services

Section
Best and Final Offer

We again highlight the significant additional cost to actually achieve 100% staffing levels,
and maintain a “perfect” staffing level at all times as requested by the Department for the
purposes of developing these BAFO cost projections. Other vendors may not have included
those costs, instead betting on the Department to “relax” that expectation after contract
award. Given the cost-based reimbursement structure of the contract, other companies may
feel attracted to the notion of under-projecting costs in order to win the contract under the
false assumptions they will be able to submit higher actual costs for reimbursement without
question and without limitation. Under that scenario, a contractor that under-projected their
costs and is held to a contract cap based on those projections, will likely return to the
practice of diverting contractual dollars disproportionately to staffing while withholding
adequate care from specialists and denying access to needed care, as was the case with
hernia surgeries and other care under the previous contractors.
Centurion remains committed to assisting the Department develop its appropriate forecasts
and budget requests by providing the Department with as much detailed information as the
Department may need regarding the historical costs of the program as well as the future
cost projections. We recognize the future projections have been greatly impacted by
double-digit inflation in key areas of the healthcare marketplace that impact the program,
namely the soaring wages of healthcare professionals and the higher costs charged by
hospitals and specialists in the community who are also dealing with the impact of inflation
in their businesses.
Centurion looks forward to continuing our successful partnership with the FDC and we are
hopeful the evaluation committee sees the merits of our technical proposal and cost
projections.

Page 58

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Facility Matrix Index Dashboard
■ 2020

Faci lity Matrix Index {FM I)

Menu

Metric Performance

Florida DOC Comprehensive
Faci lities Worked Over Matrix

■ 2021
■ 2022
■ 2023

Florida DOC Comprehensive
Facil ities Worked Over Matrix

Centur ion Goal < 48
Faci lit ies Wor ked Over Mat r ix
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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Talent and Personnel Report Dashboard
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Meeting of the Minds Talent Report: January 2023, FLDOC

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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Fiscal Health Report Dashboard
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Meeting of the Minds Fiscal Health Report: January 2023, FL DOC

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last Updated Z/13/2023 1 :115·3(, PM

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Consult Dashboard Report

Menu

Consults Overview

Datefteinoe

u ,7.'J/2021 tc2f27~23
lestlJ ,et~

Top 10 Consults open by Treatment Location
209-~ M (

centurion

2.31,0S43PM

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2,310

2,938

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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

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C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Monthly Health Services Report (SAMPLE Information not accurate)
FY 22-23

Population Stats

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

June

YTD

Average Daily Population
Intake Screenings
Number Pregnant (Last Day)
Births
Miscarriages/Fetal Demise
Deaths

71,982
7,007
17
2
0
19

71,982
7,007
17
2
0
19

14 Day Health Assessments
Annual Health Assessments

1,971
1,411

1,971
1,411

Sick Call Visits
HCP Encounters
Telemedicine Encounters
In-house X-Rays

6,839
8,000
800
824

6,839
8,000
800
824

2,534
2,233
1,389
10,747

2,534
2,233
1,389
10,747

Asthma/COPD/Pulmonary
Diabetes/Endocrine
HIV/AIDs
Hypertension/Cardio
OB/GYN/Pregnant
Seizure/Neurology

500
871
276
2,412
171
231

500
871
276
2,412
171
231

MRSA Suspect Cases
Confirmed MRSA Cases
PPDs Given to Inmates
PPDs Given Other
Suspect Active TB
Confirmed Active TB
Identified Chicken Pox Cases

100
82
6,801
1,196
0
0
0

100
82
6,801
1,196
0
0
0

1
1
157

1
1
157

0
0
442
1,014
798
342
1,136
1136

0
0
442
1,014
798
342
1,136
1,136

11,540
54,080

11,540
54,080

1
1

1
1

TBD

0

ER Visits
Hospital Admissions
Total Hospital Days
Other Off-Site Referrals

298
100
300
2,952

298
100
300
2,952

Total Grievances
Unfounded Grievances

2,375
2,218

2,375
2,218

Physicals

On-Site Care

Dental Care

Exams
Fillings
Extractions
Dental Clinic Visits

Chronic Care Patients

Infectious Diseases

Identified Gonorrhea Cases
Identified Chlamydia Cases
Identified Syphilis Cases

Vaccines Administered

Influenza to Inmates
Influenza Other
Hepatitis B to Inmates
Hepatitis B Other
Tetanus
Pneumovax
Hepatitis A
COVID

Mental Health

Psych HCP Encounters
Psych MHP Encounters
Attempted Suicides
Completed Suicides (confirmed)

Pharmacy

Non-Formulary Medications

Off-Site

Grievances
Dialysis Tx

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Dat
aRange
12/
9/
2022t
o12/
23/
2022

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6

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1

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5

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0

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0

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0

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0

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0

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6

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4

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0

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8

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2

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0

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8.
0

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4

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6

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0

3.
4

0.
4

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0

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1

0.
1

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0

0.
5

0.
5

0.
5

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5

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0.
0

0.
0

0.
0

0.
0

0.
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0.
0

0.
0

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0

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0

0.
9

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1

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9

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st
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7

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9

1.
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0

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l
i
t
y

2.
0

0.
8

1.
2

1.
0

1.
0

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l
i
t
yMH

1.
0

1.
0

0.
0

1.
1

0.
1

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2.
0

1.
5

0.
5

1.
9

0.
1

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st

0.
0

0.
0

0.
0

0.
0

0.
0

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1.
0

0.
7

0.
3

0.
7

0.
3

Di
r
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0.
0

0.
0

0.
0

0.
0

0.
0

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r
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si
ng-Med

1.
0

0.
0

1.
0

0.
0

1.
0

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vi
c
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n

1.
0

0.
9

0.
1

1.
1

0.
1

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tNur
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8.
0

7.
3

0.
7

8.
5

0.
5

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c
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r
ec
t
or

1.
0

0.
5

0.
5

1.
0

0.
0

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c
alRec
or
ds

1.
0

0.
0

1.
0

0.
0

1.
0

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c
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or
dsI
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1.
0

0.
8

0.
2

1.
0

0.
0

Ment
alHeal
t
hPr
of
essi
ona

1.
0

0.
5

0.
5

1.
0

0.
0

Nur
si
ngAssi
st
ant

1.
0

1.
9

0.
9

2.
3

1.
3

PhysAsst
,
AdvRNPr
ac
,
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0.
0

0.
7

0.
7

0.
7

0.
7

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hol
ogi
st

0.
0

0.
0

0.
0

0.
0

0.
0

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st
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5.
2

4.
4

0.
8

5.
4

0.
2

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26.
2

21.
1

5.
1

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8

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4

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t
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1.
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0

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l
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t
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0.
6

0.
0

0.
6

0.
0

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6

Dent
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3.
0

0.
0

3.
0

0.
0

3.
0

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1.
0

0.
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1.
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0.
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1.
0

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0.
0

1.
6

0.
0

1.
6

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r
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t
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0.
0

0.
0

0.
0

0.
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0.
0

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1.
0

0.
0

1.
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0

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0.
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0.
6

0.
0

0.
6

0.
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0.
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2.
0

0.
0

2.
0

0.
0

2.
0

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alHeal
t
hPr
of
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1.
0

0.
0

1.
0

0.
0

1.
0

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0.
0

0.
0

0.
0

0.
0

0.
0

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si
ngAssi
st
ant

1.
0

0.
0

1.
0

0.
0

1.
0

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,
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ac
,
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0.
6

0.
0

0.
6

0.
0

0.
6

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hol
ogi
st

0.
0

0.
0

0.
0

0.
0

0.
0

Regi
st
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edNur
seMed

5.
2

0.
0

5.
2

0.
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5.
2

Tot
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26.
6

0.
0

26.
6

0.
0

26.
6

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katFac
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l
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t
y

1.
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0.
7

0.
3

1.
0

0.
0

AA,Cl
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l
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t
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0.
4

0.
0

0.
4

0.
0

0.
4

Li
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ac
tNur
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2.
8

1.
3

1.
5

1.
5

1.
3

Ment
alHeal
t
hPr
of
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ona

1.
0

0.
6

0.
4

0.
9

0.
1

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seManager

1.
0

0.
8

0.
2

1.
0

0.
0

PhysAsst
,
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ac
,
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0.
4

0.
3

0.
1

0.
3

0.
1

Psyc
hol
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st

0.
0

0.
0

0.
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0.
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0.
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Regi
st
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2.
8

3.
2

0.
4

4.
5

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Tot
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9.
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6.
9

2.
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2

0.
2

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0

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1.
0

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7

0.
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8

0.
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1.
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0.
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0.
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0.
0

0.
0

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1.
0

0.
8

0.
2

1.
0

0.
0

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n

1.
0

0.
8

0.
2

1.
0

0.
0

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tNur
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7.
2

4.
5

2.
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5.
6

1.
6

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0.
0

0.
0

0.
0

0.
0

0.
0

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0.
2

0.
0

0.
2

0.
0

0.
2

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2.
0

1.
6

0.
4

2.
0

0.
0

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t
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1.
0

0.
8

0.
2

0.
8

0.
2

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st
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1.
0

0.
7

0.
3

0.
9

0.
1

PhysAsst
,
AdvRNPr
ac
,
CNSpe

1.
0

0.
8

0.
2

1.
0

0.
0

Physi
c
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api
st

0.
0

0.
0

0.
0

0.
0

0.
0

Psyc
hol
ogi
st

0.
0

0.
0

0.
0

0.
0

0.
0

Regi
st
er
edNur
seMed

5.
2

4.
9

0.
3

5.
6

0.
4

Tot
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26.
6

19.
1

7.
5

23.
7

2.
9

AA,Cl
er
katFac
i
l
i
t
y

2.
0

1.
6

0.
4

2.
0

0.
0

AA,Cl
er
katFac
i
l
i
t
yMH

1.
0

0.
9

0.
1

1.
0

0.
0

Dent
alAssi
st
ant

2.
0

0.
8

1.
2

1.
0

1.
0

Dent
alHygi
eni
st

0.
5

0.
8

0.
3

1.
0

0.
5

Dent
i
st

1.
0

0.
4

0.
6

0.
7

0.
3

Di
r
ec
t
orofNur
si
ng

0.
0

0.
0

0.
0

0.
0

0.
0

Di
r
ec
t
orofNur
si
ng-Med

1.
0

0.
9

0.
1

1.
0

0.
0

Heal
t
hSer
vi
c
esAdmi
n

1.
0

0.
8

0.
2

1.
1

0.
1

Li
c
ensedPr
ac
tNur
seMed

7.
2

5.
3

1.
9

6.
5

0.
7

MDPhysi
c
alHeal
t
h

0.
0

0.
0

0.
0

0.
0

0.
0

Medi
c
alDi
r
ec
t
or

0.
2

0.
1

0.
1

0.
1

0.
1

Medi
c
alRec
or
ds

2.
0

1.
7

0.
3

2.
0

0.
0

Medi
c
alTec
hni
c
i
an

0.
0

0.
0

0.
0

0.
0

0.
0

Ment
alHeal
t
hPr
of
essi
ona

1.
0

0.
8

0.
3

1.
0

0.
0

Nur
si
ngAssi
st
ant

1.
0

2.
5

1.
5

2.
6

1.
6

Phar
mac
yTec
hni
c
i
an

0.
0

0.
0

0.
0

0.
0

0.
0

PhysAsst
,
AdvRNPr
ac
,
CNSpe

1.
0

1.
0

0.
0

1.
1

0.
1

Physi
c
alTher
api
st

0.
0

0.
0

0.
0

0.
0

0.
0

Psyc
hol
ogi
st

0.
0

0.
0

0.
0

0.
0

0.
0

Regi
st
er
edNur
seMed

5.
2

5.
3

0.
1

5.
9

0.
7

Tot
al

26.
1

22.
8

3.
3

27.
0

0.
9

AA,Cl
er
katFac
i
l
i
t
y

7.
0

4.
1

2.
9

5.
2

1.
8

AA,Cl
er
katFac
i
l
i
t
yMH

3.
0

0.
0

3.
0

0.
0

3.
0

Ac
t
i
vi
t
yTec
hni
/
Ther
api
st

2.
0

1.
7

0.
4

2.
0

0.
0

CaseManager

0.
0

0.
0

0.
0

0.
0

0.
0

Dent
alAssi
st
ant

5.
0

4.
0

1.
0

5.
1

0.
1

Dent
alHygi
eni
st

1.
0

0.
2

0.
8

0.
2

0.
8

Dent
i
st

3.
0

2.
3

0.
7

3.
1

0.
1

Di
r
ec
t
orofNur
si
ng

0.
0

0.
0

0.
0

0.
0

0.
0

Di
r
ec
t
orofNur
si
ng-Med

2.
0

1.
1

0.
9

1.
3

0.
7

Heal
t
hSer
vi
c
esAdmi
n

2.
0

1.
4

0.
6

2.
0

0.
0

Labor
at
or
yTec
hni
c
i
an

0.
0

0.
0

0.
0

0.
0

0.
0

Li
c
ensedPr
ac
tNur
seMed

25.
4

12.
3

13.
1

13.
5

11.
9

MDPhysi
c
alHeal
t
h

2.
0

1.
3

0.
7

2.
1

0.
1

Medi
c
alDi
r
ec
t
or

1.
0

0.
9

0.
1

1.
1

0.
1

Medi
c
alRec
or
ds

7.
0

1.
6

5.
4

2.
1

5.
0

Medi
c
alRec
or
dsI
I

2.
0

0.
7

1.
3

1.
0

1.
0

Medi
c
alTec
hni
c
i
an

0.
0

0.
0

0.
0

0.
0

0.
0

Ment
alHeal
t
hDi
r
ec
t
or

1.
0

0.
6

0.
4

1.
0

0.
0

Ment
alHeal
t
hPr
of
essi
ona

12.
0

9.
2

2.
8

12.
1

0.
1

Nur
seManager

2.
8

0.
0

2.
8

0.
0

2.
8

Nur
si
ngAssi
st
ant

9.
4

3.
7

5.
7

4.
9

4.
5

PhysAsst
,
AdvRNPr
ac
,
CNSpe

7.
0

4.
3

2.
7

5.
7

1.
3

PhysAsst
,
AdvRNPr
ac
,
CNSpMH

1.
5

1.
2

0.
3

2.
0

0.
5

Psyc
hi
at
r
i
st

2.
0

1.
7

0.
3

1.
9

0.
1

Psyc
hol
ogi
st

1.
0

0.
8

0.
2

1.
0

0.
0

Regi
st
er
edNur
seMed

17.
0

13.
1

3.
9

14.
7

2.
3

Regi
st
er
edNur
seMH

1.
0

0.
9

0.
1

1.
1

0.
1

117.
1

67.
0

50.
1

82.
9

34.
2

AA,Cl
er
katFac
i
l
i
t
y

3.
0

1.
4

1.
6

2.
0

1.
0

AA,Cl
er
katFac
i
l
i
t
yMH

3.
0

1.
9

1.
1

2.
3

0.
7

Ac
t
i
vi
t
yTec
hni
/
Ther
api
st

1.
0

0.
7

0.
3

1.
0

0.
0

Dent
alAssi
st
ant

2.
0

1.
7

0.
3

2.
0

0.
0

Dent
alHygi
eni
st

1.
0

0.
9

0.
2

1.
0

0.
0

Dent
i
st

1.
0

0.
7

0.
3

0.
9

0.
1

Di
r
ec
t
orofNur
si
ng

0.
0

0.
0

0.
0

0.
0

0.
0

Di
r
ec
t
orofNur
si
ng-Med

1.
0

0.
8

0.
2

1.
0

0.
0

Heal
t
hSer
vi
c
esAdmi
n

1.
0

0.
9

0.
1

1.
0

0.
0

Li
c
ensedPr
ac
tNur
seMed

20.
9

14.
8

6.
1

17.
3

3.
6

Li
c
ensedPr
ac
tNur
seMH

0.
0

0.
0

0.
0

0.
0

0.
0

MDPhysi
c
alHeal
t
h

0.
0

0.
0

0.
0

0.
0

0.
0

Medi
c
alDi
r
ec
t
or

1.
0

0.
8

0.
2

1.
0

0.
0

Medi
c
alRec
or
ds

3.
0

2.
9

0.
1

4.
0

1.
0

Medi
c
alRec
or
dsI
I

1.
0

0.
9

0.
1

1.
0

0.
0

Ment
alHeal
t
hDi
r
ec
t
or

1.
0

0.
0

1.
0

0.
0

1.
0

Ment
alHeal
t
hPr
of
essi
ona

16.
0

9.
0

7.
0

10.
8

5.
2

Nur
si
ngAssi
st
ant

3.
0

2.
4

0.
6

3.
0

0.
0

Nur
si
ngAssi
st
ant-MH

0.
0

0.
0

0.
0

0.
0

0.
0

PhysAsst
,
AdvRNPr
ac
,
CNSpe

1.
0

0.
8

0.
2

1.
0

0.
0

PhysAsst
,
AdvRNPr
ac
,
CNSpMH

0.
6

0.
6

0.
0

0.
8

0.
2

Psyc
hi
at
r
i
st

1.
0

0.
8

0.
2

1.
0

0.
0

Psyc
hol
ogi
st

1.
0

0.
4

0.
6

0.
4

0.
6

Regi
st
er
edNur
seMed

7.
0

16.
4

9.
4

19.
4

12.
4

Regi
st
er
edNur
seMH

1.
0

0.
0

1.
0

0.
0

1.
0

Tot
al

70.
5

58.
7

11.
8

70.
8

0.
3

AA,Cl
er
katFac
i
l
i
t
y

4.
0

0.
8

3.
2

1.
0

3.
0

AA,Cl
er
katFac
i
l
i
t
yMH

2.
0

1.
1

0.
9

1.
3

0.
7

Ac
t
i
vi
t
yTec
hni
/
Ther
api
st

1.
0

0.
8

0.
2

1.
0

0.
0

Dent
alAssi
st
ant

4.
0

2.
6

1.
4

3.
3

0.
7

Dent
alHygi
eni
st

1.
0

0.
8

0.
3

1.
1

0.
1

Dent
i
st

2.
0

1.
6

0.
4

1.
9

0.
1

Di
r
ec
t
orofNur
si
ng

0.
0

0.
0

0.
0

0.
0

0.
0

Di
r
ec
t
orofNur
si
ng-Med

2.
0

0.
7

1.
3

1.
0

1.
0

Heal
t
hSer
vi
c
esAdmi
n

2.
0

1.
7

0.
3

2.
0

0.
0

Li
c
ensedPr
ac
tNur
seMed

22.
0

15.
4

6.
6

17.
6

4.
4

Li
c
ensedPr
ac
tNur
seMH

0.
0

0.
0

0.
0

0.
0

0.
0

MDPhysi
c
alHeal
t
h

0.
0

0.
0

0.
0

0.
0

0.
0

Medi
c
alDi
r
ec
t
or

1.
0

0.
0

1.
0

0.
0

1.
0

Medi
c
alRec
or
ds

3.
0

3.
0

0.
0

3.
8

0.
8

Medi
c
alRec
or
dsI
I

1.
0

0.
0

1.
0

0.
0

1.
0

Medi
c
alTec
hni
c
i
an

0.
0

0.
0

0.
0

0.
0

0.
0

Ment
alHeal
t
hDi
r
ec
t
or

1.
0

0.
8

0.
2

1.
0

0.
0

Ment
alHeal
t
hPr
of
essi
ona

10.
0

7.
6

2.
4

9.
0

1.
0

Nur
si
ngAssi
st
ant

4.
0

2.
8

1.
2

3.
8

0.
2

PhysAsst
,
AdvRNPr
ac
,
CNSpe

2.
0

3.
5

1.
5

4.
2

2.
2

PhysAsst
,
AdvRNPr
ac
,
CNSpMH

1.
0

0.
8

0.
2

1.
0

0.
0

Psyc
hi
at
r
i
st

1.
0

0.
8

0.
2

1.
0

0.
0

Psyc
hol
ogi
st

1.
0

0.
2

0.
8

0.
2

0.
8

Regi
st
er
edNur
seMed

12.
4

10.
5

1.
9

12.
1

0.
3

Regi
st
er
edNur
seMH

2.
0

1.
9

0.
1

2.
3

0.
3

Tot
al

79.
4

57.
5

21.
9

68.
6

10.
8

Cor
pFi
nanc
eSt
aff

0.
0

3.
4

3.
4

4.
0

4.
0

Cor
pHRSt
affAdmi
n

0.
0

0.
0

0.
0

0.
0

0.
0

Cor
pHRSt
affBenefit
s

0.
0

0.
0

0.
0

0.
0

0.
0

Cor
pI
TSt
aff

0.
0

0.
0

0.
0

0.
0

0.
0

Tot
al

0.
0

3.
4

3.
4

4.
0

4.
0

Cor
pL
egalSt
aff

0.
0

0.
0

0.
0

0.
0

0.
0

Tot
al

0.
0

0.
0

0.
0

0.
0

0.
0

Cor
pCl
i
nOpsSt
aff

0.
0

0.
0

0.
0

0.
0

0.
0

Cor
pCompl
i
anc
eSt
aff

0.
0

0.
7

0.
7

0.
7

0.
7

Cor
pEl
ecHeal
t
hRec
or
ds

13.
0

1.
3

11.
8

1.
3

11.
8

Cor
pFi
nanc
eSt
aff

0.
0

0.
8

0.
8

1.
0

1.
0

Cor
pRec
r
ui
t
i
ngSt
aff

0.
0

8.
7

8.
7

10.
3

10.
3

Tot
al

13.
0

11.
5

1.
5

13.
3

0.
3

AA,Cl
er
katFac
i
l
i
t
y

1.
0

0.
7

0.
3

1.
0

0.
0

AA,Cl
er
katFac
i
l
i
t
yMH

1.
0

0.
8

0.
2

1.
0

0.
0

Dent
alAssi
st
ant

2.
0

1.
0

1.
0

1.
8

0.
2

Dent
alHygi
eni
st

1.
0

0.
8

0.
3

1.
0

0.
0

Dent
i
st

1.
0

0.
9

0.
2

1.
0

0.
0

Di
r
ec
t
orofNur
si
ng

0.
0

0.
0

0.
0

0.
0

0.
0

Di
r
ec
t
orofNur
si
ng-Med

1.
0

0.
7

0.
3

1.
1

0.
1

Heal
t
hSer
vi
c
esAdmi
n

1.
0

0.
8

0.
2

1.
0

0.
0

Li
c
ensedPr
ac
tNur
seMed

7.
3

7.
0

0.
3

7.
1

0.
2

Li
c
ensedPr
ac
tNur
seMH

0.
0

0.
0

0.
0

0.
0

0.
0

MDPhysi
c
alHeal
t
h

0.
0

0.
0

0.
0

0.
0

0.
0

Medi
c
alDi
r
ec
t
or

0.
4

0.
0

0.
4

0.
0

0.
4

Medi
c
alRec
or
ds

2.
0

1.
7

0.
4

2.
0

0.
0

Ment
alHeal
t
hPr
of
essi
ona

1.
0

0.
2

0.
8

0.
2

0.
8

Nur
si
ngAssi
st
ant

1.
0

0.
9

0.
1

1.
2

0.
2

PhysAsst
,
AdvRNPr
ac
,
CNSpe

1.
0

0.
8

0.
2

1.
0

0.
0

Psyc
hol
ogi
st

0.
0

0.
0

0.
0

0.
0

0.
0

Regi
st
er
edNur
seMed

5.
2

3.
0

2.
2

3.
6

1.
6

Tot
al

25.
9

19.
2

6.
7

22.
9

3.
0

AA,Cl
er
katFac
i
l
i
t
y

3.
0

1.
6

1.
4

2.
0

1.
0

AA,Cl
er
katFac
i
l
i
t
yMH

7.
0

3.
6

3.
4

5.
1

1.
9

Ac
t
i
vi
t
yTec
hni
/
Ther
api
st

9.
0

5.
5

3.
5

6.
9

2.
1

CaseManager

0.
0

0.
0

0.
0

0.
0

0.
0

Dent
alAssi
st
ant

2.
0

1.
6

0.
4

2.
0

0.
0

Dent
alHygi
eni
st

0.
5

0.
6

0.
1

1.
0

0.
5

Dent
i
st

1.
5

0.
8

0.
7

1.
0

0.
5

Di
r
ec
t
orofNur
si
ng

1.
0

0.
8

0.
2

1.
0

0.
0

Di
r
ec
t
orofNur
si
ng-Med

1.
0

0.
9

0.
1

1.
1

0.
1

Heal
t
hSer
vi
c
esAdmi
n

1.
0

1.
1

0.
1

1.
2

0.
2

Li
c
ensedPr
ac
tNur
seMed

12.
0

4.
2

7.
8

4.
8

7.
2

Li
c
ensedPr
ac
tNur
seMH

11.
2

6.
8

4.
4

8.
4

2.
8

MDPhysi
c
alHeal
t
h

0.
0

0.
1

0.
1

0.
1

0.
1

Medi
c
alDi
r
ec
t
or

1.
0

1.
2

0.
2

1.
3

0.
3

Medi
c
alRec
or
ds

2.
0

2.
9

0.
9

3.
5

1.
5

Medi
c
alRec
or
dsI
I

1.
0

0.
8

0.
2

1.
1

0.
1

Ment
alHeal
t
hDi
r
ec
t
or

1.
0

0.
6

0.
4

1.
0

0.
0

Ment
alHeal
t
hPr
of
essi
ona

17.
0

8.
9

8.
1

11.
1

5.
9

Nur
si
ngAssi
st
ant

2.
0

3.
5

1.
5

4.
0

2.
0

Nur
si
ngAssi
st
ant-MH

6.
0

5.
1

0.
9

6.
6

0.
6

PhysAsst
,
AdvRNPr
ac
,
CNSpe

5.
0

5.
1

0.
1

6.
5

1.
5

PhysAsst
,
AdvRNPr
ac
,
CNSpMH

3.
0

3.
0

0.
0

4.
0

1.
0

Psyc
hi
at
r
i
st

2.
0

0.
4

1.
6

0.
4

1.
6

Psyc
hol
ogi
st

5.
0

3.
1

1.
9

3.
8

1.
2

Regi
st
er
edNur
seMed

8.
4

15.
8

7.
4

16.
5

8.
1

Regi
st
er
edNur
seMH

14.
0

14.
7

0.
7

18.
4

4.
4

116.
6

92.
7

23.
9

112.
9

3.
7

AA,Cl
er
katFac
i
l
i
t
y

3.
0

1.
2

1.
8

1.
8

1.
2

AA,Cl
er
katFac
i
l
i
t
yMH

1.
0

0.
8

0.
2

1.
0

0.
0

Dent
alAssi
st
ant

2.
0

1.
5

0.
5

2.
0

0.
0

Dent
alHygi
eni
st

0.
6

0.
0

0.
6

0.
0

0.
6

Dent
i
st

1.
0

0.
7

0.
3

1.
0

0.
0

Di
r
ec
t
orofNur
si
ng-Med

1.
0

0.
8

0.
2

1.
0

0.
0

Heal
t
hSer
vi
c
esAdmi
n

1.
0

1.
0

0.
0

1.
1

0.
1

Li
c
ensedPr
ac
tNur
seMed

8.
0

7.
5

0.
5

8.
5

0.
5

Medi
c
alDi
r
ec
t
or

0.
5

0.
4

0.
2

0.
6

0.
1

Medi
c
alRec
or
ds

2.
0

1.
3

0.
7

1.
9

0.
1

Medi
c
alRec
or
dsI
I

1.
0

0.
9

0.
1

1.
0

0.
0

Ment
alHeal
t
hPr
of
essi
ona

2.
0

1.
5

0.
5

2.
0

0.
0

Nur
si
ngAssi
st
ant

2.
0

2.
1

0.
1

2.
5

0.
5

PhysAsst
,
AdvRNPr
ac
,
CNSpe

2.
4

0.
8

1.
6

1.
2

1.
2

Psyc
hol
ogi
st

0.
0

0.
0

0.
0

0.
0

0.
0

Regi
st
er
edNur
seMed

5.
2

4.
0

1.
2

4.
6

0.
6

Tot
al

32.
7

24.
4

8.
3

30.
0

2.
7

AA,Cl
er
katFac
i
l
i
t
y

3.
0

1.
5

1.
5

2.
1

0.
9

AA,Cl
er
katFac
i
l
i
t
yMH

1.
6

0.
0

1.
6

0.
0

1.
6

Ac
t
i
vi
t
yTec
hni
/
Ther
api
st

1.
0

0.
1

0.
9

0.
1

0.
9

CaseManager

0.
0

0.
0

0.
0

0.
0

0.
0

Dent
alAssi
st
ant

3.
0

1.
2

1.
9

2.
0

1.
0

Dent
alHygi
eni
st

1.
0

0.
6

0.
4

0.
8

0.
2

Dent
i
st

2.
0

0.
9

1.
1

1.
0

1.
0

Di
r
ec
t
orofNur
si
ng-Med

1.
0

1.
3

0.
3

1.
4

0.
4

Heal
t
hSer
vi
c
esAdmi
n

1.
0

0.
8

0.
2

1.
0

0.
0

Li
c
ensedPr
ac
tNur
seMed

14.
4

5.
7

8.
7

7.
3

7.
1

MDPhysi
c
alHeal
t
h

0.
0

0.
0

0.
0

0.
0

0.
0

Medi
c
alDi
r
ec
t
or

1.
0

0.
7

0.
3

1.
0

0.
0

Medi
c
alRec
or
ds

2.
0

3.
1

1.
1

4.
0

2.
0

Medi
c
alRec
or
dsI
I

1.
0

0.
0

1.
0

0.
0

1.
0

Ment
alHeal
t
hDi
r
ec
t
or

1.
0

0.
0

1.
0

0.
0

1.
0

Ment
alHeal
t
hPr
of
essi
ona

5.
0

3.
8

1.
2

4.
9

0.
1

Nur
seManager

1.
0

0.
1

0.
9

0.
2

0.
9

Nur
si
ngAssi
st
ant

2.
0

2.
4

0.
4

2.
8

0.
8

PhysAsst
,
AdvRNPr
ac
,
CNSpe

2.
0

2.
3

0.
3

3.
3

1.
3

PhysAsst
,
AdvRNPr
ac
,
CNSpMH

1.
0

0.
8

0.
2

1.
1

0.
1

Psyc
hi
at
r
i
st

0.
0

0.
0

0.
0

0.
0

0.
0

Psyc
hol
ogi
st

0.
0

0.
6

0.
6

0.
6

0.
6

Regi
st
er
edNur
seMed

9.
0

12.
7

3.
7

14.
1

5.
1

Regi
st
er
edNur
seMH

1.
0

0.
8

0.
3

1.
0

0.
0

Tot
al

54.
0

39.
2

14.
8

48.
3

5.
7

Qual
i
t
yAssur
anc
e

0.
0

3.
9

3.
9

5.
0

5.
0

Tot
al

0.
0

3.
9

3.
9

5.
0

5.
0

Ac
t
i
vi
t
yTec
hni
/
Ther
api
st

0.
0

0.
7

0.
7

1.
0

1.
0

Assi
st
antPr
ogr
am Mgr

1.
0

0.
9

0.
2

1.
0

0.
0

CaseManager

4.
0

4.
6

0.
6

6.
0

2.
0

Cor
pHRSt
aff

0.
0

0.
0

0.
0

0.
0

0.
0

Cor
pHRSt
affAdmi
nFL

3.
0

0.
0

3.
0

0.
0

3.
0

Cor
pHRSt
affEmpRel
nsFL

4.
0

0.
0

4.
0

0.
0

4.
0

Cor
pI
TSt
aff

0.
0

0.
0

0.
0

0.
0

0.
0

Di
r
ec
t
orofNur
si
ng

0.
0

0.
0

0.
0

0.
0

0.
0

FN-ROSt
aff

1.
0

2.
5

1.
5

2.
8

1.
8

HR-ROSt
aff

0.
0

6.
6

6.
6

8.
2

8.
2

I
T-ROSt
aff

10.
0

4.
1

5.
9

6.
3

3.
7

Medi
c
alDi
r
ec
t
or

0.
0

1.
1

1.
1

1.
1

1.
1

Medi
c
alDi
r
ec
t
orMH

2.
0

1.
6

0.
4

2.
0

0.
0

Ment
alHeal
t
hPr
of
essi
ona

4.
0

1.
7

2.
3

2.
0

2.
0

Phar
mac
y

1.
0

0.
9

0.
2

1.
0

0.
0

PhysAsst
,
AdvRNPr
,
CNSMHTH

0.
0

0.
7

0.
7

1.
0

1.
0

PhysAsst
,
AdvRNPr
ac
,
CNSpe

0.
0

0.
0

0.
0

0.
0

0.
0

PhysAsst
,
AdvRNPr
ac
,
CNSpMH

0.
0

0.
6

0.
6

1.
2

1.
2

Physi
c
alTher
api
st

1.
0

0.
0

1.
0

0.
0

1.
0

Pr
ogr
am Dent
alDi
r
ec
t
or

1.
0

0.
9

0.
2

1.
0

0.
0

Pr
ogr
am Di
rofNur
si
ng

8.
0

6.
2

1.
8

7.
7

0.
3

Pr
ogr
am Exec
ut
i
veDi
r

2.
0

0.
0

2.
0

0.
0

2.
0

Pr
ogr
am Medi
c
alDi
r
ec
t
or

1.
0

0.
9

0.
2

1.
0

0.
0

Pr
ogr
am MgratRegOffic
e

8.
0

7.
1

0.
9

10.
0

2.
0

Psyc
hi
at
r
i
st

0.
0

0.
0

0.
0

0.
0

0.
0

Psyc
hol
ogi
st

0.
0

0.
9

0.
9

1.
0

1.
0

Qual
i
t
yAssur
anc
e

8.
0

6.
8

1.
3

9.
0

1.
0

Regi
onalDent
alDi
r
ec
t
or

0.
0

3.
2

3.
2

4.
1

4.
1

Regi
onalMedi
c
alDi
r
ec
t
or

5.
0

4.
5

0.
5

5.
3

0.
3

Regi
onalMHDi
r
ec
t
or

8.
0

6.
6

1.
4

8.
1

0.
1

Regi
onalOffic
eAA,Cl
er
k

8.
0

10.
0

2.
0

13.
3

5.
3

St
affDevel
opment

5.
0

10.
2

5.
2

12.
9

7.
9

St
at
ewi
deRN

14.
0

2.
8

11.
3

4.
0

10.
0

Ut
i
l
i
z
at
i
onManagement

15.
0

8.
6

6.
4

11.
5

3.
5

114.
0

94.
5

19.
5

122.
6

8.
6

AA,Cl
er
katFac
i
l
i
t
y

7.
0

3.
3

3.
7

4.
0

3.
0

AA,Cl
er
katFac
i
l
i
t
yMH

5.
0

1.
8

3.
2

2.
4

2.
6

Ac
t
i
vi
t
yTec
hni
/
Ther
api
st

5.
0

5.
0

0.
0

6.
4

1.
4

CaseManager

0.
0

0.
0

0.
0

0.
0

0.
0

Dent
alAssi
st
ant

3.
0

2.
3

0.
7

3.
0

0.
0

Dent
alHygi
eni
st

0.
5

0.
1

0.
4

0.
6

0.
1

Dent
i
st

2.
5

1.
7

0.
8

2.
2

0.
3

Di
r
ec
t
orofNur
si
ng

1.
0

0.
9

0.
1

1.
0

0.
0

Di
r
ec
t
orofNur
si
ng-Med

1.
0

0.
7

0.
3

0.
9

0.
1

Heal
t
hSer
vi
c
esAdmi
n

1.
0

0.
9

0.
1

1.
1

0.
1

Labor
at
or
yTec
hni
c
i
an

0.
0

0.
0

0.
0

0.
0

0.
0

Li
c
ensedPr
ac
tNur
seMed

15.
8

11.
0

4.
8

13.
2

2.
6

Li
c
ensedPr
ac
tNur
seMH

4.
2

4.
0

0.
2

4.
7

0.
5

MDPhysi
c
alHeal
t
h

1.
0

0.
0

1.
0

0.
0

1.
0

Medi
c
alDi
r
ec
t
or

0.
5

0.
0

0.
5

0.
0

0.
5

Medi
c
alRec
or
ds

3.
0

2.
3

0.
7

2.
7

0.
3

Medi
c
alRec
or
dsI
I

1.
0

0.
8

0.
2

1.
0

0.
0

Ment
alHeal
t
hDi
r
ec
t
or

1.
0

0.
9

0.
1

1.
0

0.
0

Ment
alHeal
t
hPr
of
essi
ona

13.
0

8.
1

4.
9

10.
2

2.
8

Nur
si
ngAssi
st
ant

4.
0

2.
4

1.
6

3.
1

0.
9

Nur
si
ngAssi
st
ant-MH

2.
8

1.
7

1.
1

2.
0

0.
8

PhysAsst
,
AdvRNPr
ac
,
CNSpe

2.
8

3.
4

0.
6

3.
9

1.
1

PhysAsst
,
AdvRNPr
ac
,
CNSpMH

1.
6

1.
2

0.
4

1.
8

0.
2

Psyc
hi
at
r
i
st

2.
0

0.
8

1.
2

1.
0

1.
0

Psyc
hol
ogi
st

4.
0

1.
5

2.
5

2.
0

2.
0

Psyc
hol
ogyPr
ogr
am

0.
0

0.
0

0.
0

0.
0

0.
0

Regi
st
er
edNur
seMed

7.
2

8.
3

1.
1

9.
6

2.
4

Regi
st
er
edNur
seMH

6.
6

4.
1

2.
5

5.
7

0.
9

Tot
al

96.
5

67.
4

29.
1

83.
4

13.
1

Cor
pHRSt
affEmpRel
nsFL

0.
0

0.
0

0.
0

0.
0

0.
0

Pr
ogr
am

Fac
i
l
i
t
y(
gr
oup)

Posi
t
i
onTi
t
l
e

Fl
or
i
daDOC
Compr
ehensi
ve

Apal
ac
heeEastUni
t
_102

AvonPar
kC_I
_503

BakerC_I
_279

BakerReent
r
y_275

Cal
hounC_I
_105

Cent
ur
yC_I
_106

CFRCMai
n_320

Tot
al
Char
l
ot
t
eCor
r
ec
t
i
onI
nst

Col
umbi
aC_I
_201

Cor
p

Cor
pL
egalOffic
e

Cor
pWFH

Cr
ossCi
t
yC_I
_211

DadeCor
r
ec
t
i
onalI
nst

Tot
al
Desot
oCor
r
ec
t
i
onalI
nst

Ever
gl
adesCor
r
ec
t
nlI
nst

FLRegi
onalOffic
e

FLRegi
onalOffic
eI

Tot
al
FLWomenRec
pnCt
r
_368

FLWor
kFr
om HomeR4

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Centurion FL Network Migration Project
Task Name

Notes

Duration

Start

Finish

Predecess
ors

Assigned To

% Complete

1

Project Management/Documentation

110d

03/06/23

06/23/23

2

Submit IT Project Intake Request

5d

03/06/23

03/10/23

3

ID Centurion IT Project Manager

5d

03/13/23

03/17/23

0%

4

ID Facility Address/Locations

Link

5d

03/13/23

03/17/23

99%

5

ID Project Document Folder

Link

5d

03/13/23

03/17/23

90%

6

Setup Regular Project Meetings

5d

05/01/23

05/05/23

0%

7

ID Work Streams

12d

05/01/23

05/12/23

5%

8

ID Key DOC Stakeholders

Link

12d

05/01/23

05/12/23

10%

9

Document High-Level Technology Plan

Communicate to Stakeholders

12d

05/22/23

06/02/23

1%

19d

06/05/23

06/23/23

0%

242d

05/01/23

12/28/23

0%

12d

05/01/23

05/12/23

5%

10
11

Complete any SOWs needed
Circuit Acquisition
Link

15%
Ken Garthe

5%

12

Verify Accuracy of all Facilities

13

Order Circuits for all facilities

12d

07/03/23

07/14/23

0%

14

Establish Circuit Install Tracking Documentation & Communication

12d

07/03/23

07/14/23

0%

15

Complete Circuit Installs

150d

08/01/23

12/28/23

548d

07/03/23

12/31/24

0%

150d

08/01/23

12/28/23

0%

16

Network Hardware Install
Current GDC Hardware List

17

Centurion IT Site Survey

18

Order Firewalls

30d

07/03/23

08/01/23

0%

19

Confirm Network/Security Design and Project Plan w FDC

50d

07/03/23

08/21/23

0%

20

Secure FDC Sign-off on Project Plan

5d

08/14/23

08/18/23

0%

21

Configure Firewalls

120d

09/01/23

12/29/23

0%

22

Install Firewalls & Complete Centurion Network Reconfiguration

366d

01/01/24

12/31/24

0%

347d

01/02/24

12/13/24

23

@ each facilities

Go-Live Cutover Timelines

24

Deploy Apalachee West CI

101

4d

01/02/24

01/05/24

25

Deploy Apalachee East CI

102

4d

01/02/24

01/05/24

26

Deploy Jefferson CI

103

5d

01/08/24

01/12/24

27

Deploy Jackson CI

104

5d

01/15/24

01/19/24

28

Deploy Calhoun CI

105

5d

01/15/24

01/19/24

29

Deploy Century CI

106

5d

01/22/24

01/26/24

30

Deploy Holmes CI

107

5d

01/29/24

02/02/24

31

Deploy Walton CI

108

5d

02/05/24

02/09/24

32

Deploy Gulf CI

109

5d

02/05/24

02/09/24

33

Deploy NW Florida Rec Center Main

110

5d

02/12/24

02/16/24

34

Deploy Franklin CI

113

5d

02/19/24

02/23/24

35

Deploy Okaloosa CI

115

5d

02/26/24

03/01/24

36

Deploy Wakulla CI

118

5d

02/26/24

03/01/24

37

Deploy Santa Rosa CI

119

5d

03/04/24

03/08/24

38

Deploy Liberty CI

120

5d

03/11/24

03/15/24

39

Deploy Wakulla Annex

122

5d

03/18/24

03/22/24

40

Deploy NW Florida Rec Center Annex

125

5d

03/18/24

03/22/24

41

Deploy Santa Rosa Annex

135

5d

03/25/24

03/29/24

42

Deploy Quincy Annex

139

5d

04/01/24

04/05/24

43

Deploy Gadsden Re-Entry

144

5d

04/08/24

04/12/24

44

Deploy Gulf CI Annex

150

5d

04/08/24

04/12/24

45

Deploy Taylor CI

218

5d

04/15/24

04/19/24

46

Deploy Taylor Annex (closing 10/30)

224

5d

04/22/24

04/26/24

Page 1 of 2

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23
Task Name

Notes

Duration

Start

Finish

04/29/24

05/03/24

04/29/24

05/03/24

47

Deploy Columbia CI

201

5d

48

Deploy FSP CI

205

5d

49

Deploy FSP West

206

5d

50

Deploy RMC West

208

5d

51

Deploy RMC Main & Hospital

209

5d

52

Deploy New River CI

210

5d

53

Deploy Cross City CI

211

4d

54

Deploy Union CI

213

5d

55

Deploy Putnam CI

214

5d

56

Deploy Hamilton CI

215

5d

57

Deploy Madison CI

216

5d

58

Deploy Mayo CI & Annex

223

5d

59

Deploy Suwannee CI

230

3d

60

Deploy Hamilton Annex

250

5d

61

Deploy Columbia Annex

251

5d

62

Deploy Lawtey CI

255

5d

63

Deploy Baker Re-Entry

275

5d

64

Deploy Baker CI

279

5d

65

Deploy Lancaster CI

281

5d

66

Deploy Tomoka CI

282

5d

67

Deploy Marion CI

304

5d

68

Deploy Sumter CI

307

5d

69

Deploy Lake CI

312

5d

70

Deploy Lowell CI

314

5d

71

Deploy Central FL Reception Ctr Main

320

4d

72

Deploy Central FL Reception Ctr East

321

5d

73

Deploy Central FL Reception Ctr South

323

5d

74

Deploy Hernando CI

336

5d

75

Deploy Lowell Annex

367

5d

76

Deploy FL Women's Reception Ctr

368

5d

77

Deploy Hardee CI

501

5d

78

Deploy Avon Park

503

5d

79

Deploy Desoto CI & Annex

564

5d

80

Deploy Zephyrhills CI

573

5d

81

Deploy Polk CI

580

5d

82

Deploy Everglades CI

401

5d

83

Deploy S. FL Reception Ctr. -Main

402

5d

84

Deploy S. FL Reception Ctr. -South

403

5d

85

Deploy Okeechobee

404

5d

86

Deploy Homestead CI

419

5d

87

Deploy Martin CI

430

5d

88

Deploy Dade CI

463

3d

89

Deploy Charlotte CI

510

5d

90

Deploy Everglades Re-Entry Center

91

Post Go-Live

r

r

r

r

+-

r
t
+-

t
+t
+t
+-

05/06/24

r

05/13/24
05/20/24

r

05/10/24
05/24/24
05/24/24

r

06/03/24
06/10/24

% Complete

05/17/24

05/20/24
05/28/24

Predecess
Assigned To
ors

05/31/24
06/07/24

r

06/14/24

06/10/24

06/14/24

06/17/24

06/21/24

06/24/24

06/28/24

07/01/24

07/03/24

t

r

r

r

t

r
t

07/08/24
07/15/24

t

t
+-

r

07/15/24

07/19/24
r

07/22/24
07/29/24
08/05/24

07/12/24
07/19/24
07/26/24

r

08/02/24
08/09/24

t

r

r

r

r

+-

r
t

r
t

08/12/24
08/12/24

+t
+-

r

08/19/24
08/26/24
09/03/24

r

09/16/24

08/30/24
08/30/24

r

09/09/24
09/16/24

08/16/24
08/23/24

08/26/24

t

t

08/16/24

09/06/24
09/13/24

r

09/20/24
09/20/24

09/23/24

09/27/24

09/23/24

09/27/24

09/30/24

10/04/24

t

r

r

r

r

t

r
t

10/07/24
10/14/24

t

10/21/24
t
+t
+-

r

10/14/24

10/28/24
11/04/24
11/04/24
11/11/24

10/11/24
10/18/24

r

r

r

10/18/24
10/25/24
11/01/24
11/08/24
11/08/24
11/15/24

t

5d

+-

r
t

11/11/24

11/15/24

11/18/24

11/22/24

11/25/24

11/27/24

12/02/24

12/06/24

12/09/24

12/13/24

Page 2 of 2

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Staffing Proposals
* On the Staffing Worksheet, use the DROPDOWN list that appears when you click any cell under Posi
Position titles not listed on the dropdown list may be entered by selecting "Other-Not Listed" with the
Provide the number of Staffing Proposed (column I) by entering the number of FTE.
Telehealth only positions should be noted as such under column J.
You will need to insert the appropriate number of lines needed for each facility to reflect positions be
* Complete Staffing for each site on the Staffing Worksheet
* Include all locations on the Staffing Worksheet (Main Unit, Annex, satellite staffing, RMCH, IP, etc.)
* Enter staffing proposals for Inpatient, RMC Hospital, and Wakulla RCCU under separate worksheets p
NOTE: Facility Demographics are provided on the named Worksheet
WORK CAMP AND WORK RELEASE STAFFING NEEDS
Work Camp:
•         Not staffed full-time
•         Sick call conducted a minimum of 3 days per week.
•         MD appointments conducted onsite at least one day per week.
•         No single-dosed medication except INH twice weekly delivered on days sick call is conduct
•         Sick call triage box available with arrangements made to see inmate if complaint is triaged
•         KOPs delivered on site days of sick call.
•         Labs drawn on site minimum of one day per week.
•         Responsible for maintenance of first aid kits and AED at work camp location.
•         Inventory and maintain OTC meds for sick call/exam room.
Work Release (FDC run):
Community Work Assigned (CWA, formerly permanent party inmates):
•         Health care Contractor is responsible for all routinely scheduled healthcare and sick call. T
•         Sick call can be performed at site when requested. KOP delivered to site or mailed directly
•         MD appointments can be conducted at the parent facility by coordinating transfers throug
Community Work Release (CWR) and Private CRCs
•         Inmate is responsible for health care. After all efforts to seek care in the community has be
to the point the inmate is no longer able to maintain employment, health care services will be
•         Health Care Contractor is not responsible for inmate while at private ran facilities unless th
•         Health Care Contractor is will not go to private facilities to conduct health care sick call or
If above condition is met, the inmate will be transferred to the parent facility for evaluation by
•         Transfer arrangements are made by the private facility in coordination with the parent fac

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

delivered by the Parent Facility and the Inmate will be re-evaluated for community release eligibility.

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

FACILITY TYPE

LOCATION OF CARE

Position Title (List each position class separately)

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

135-SANTA ROSA ANNEX

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

230-SUWANNEE C.I

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

368-FL.WOMENS RECPN.CTR

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

312-LAKE C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

573-ZEPHYRHILLS C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

463-DADE C.I.

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT

Activity Tech
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Mental Health Professional
Other Not Listed (provide title in Col. J)
Psychiatrist
Psychologist
Reentry Specialist
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Activity Tech
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Mental Health Professional
Other Not Listed (provide title in Col. J)
Psychiatrist
Psychologist
Reentry Specialist
Other Not Listed (provide title in Col. J)
Behavioral Health Technician (Specialist)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Mental Health Professional
Other Not Listed (provide title in Col. J)
Psychiatrist
Psychologist
Reentry Specialist
Other Not Listed (provide title in Col. J)
Behavioral Health Technician (Specialist)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Mental Health Professional
Other Not Listed (provide title in Col. J)
Psychiatrist
Psychologist
Reentry Specialist
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Mental Health Professional
Other Not Listed (provide title in Col. J)
Psychiatrist
Psychologist
Psychology Resident
Reentry Specialist
Other Not Listed (provide title in Col. J)
Behavioral Health Activity Tech
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Mental Health Professional
Other Not Listed (provide title in Col. J)
Psychiatrist
Psychologist
Reentry Specialist
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Activity Tech
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Mental Health Director
Mental Health Professional
Psychologist
Reentry Specialist
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)

Discipline Category

Staffing Proposed

10.00
10.40
4.00
1.00
2.00
13.80
1.00
17.00
2.00
2.00
5.00
1.00
12.80
1.00
7.00
9.40
4.00
1.00
1.00
9.80
1.00
9.00
1.00
1.00
3.00
1.00
9.40
3.00
3.80
3.00
1.00
1.00
4.20
1.00
5.00
0.40
1.00
2.00
0.50
5.60
7.00
11.20
4.00
1.00
1.00
12.20
1.00
14.00
2.00
2.00
4.00
1.00
15.40
2.80
4.00
3.00
3.80
2.00
1.00
11.20
1.00
6.00
0.50
1.00
2.00
4.00
0.50
7.60
10.00
9.20
5.00
1.00
2.00
11.20
1.00
13.00
2.00
1.00
3.00
1.00
16.80
1.40
2.00
1.50
1.00
1.00
2.00
1.00
0.50
0.50
4.20
389.60

Description of Job Duties or Title if not from Position Class List

Certified Nursing Assistant-MH
Clerk-MH
Director of Nursing-MH
EMR Monitor
LPN-MH
Mental Health Director
PA/NP-MH

Registered Nurse-MH
Registered Nurse-Supervisor
Certified Nursing Assistant-MH
Clerk-MH
Director of Nursing-MH
EMR Monitor
LPN-MH
Mental Health Director
PA/NP-MH

Registered Nurse-MH
Certified Nursing Assistant-MH
Clerk-MH
Director of Nursing-MH
EMR Monitor
LPN-MH
Mental Health Director
PA/NP-MH

Registered Nurse-MH
Certified Nursing Assistant-MH
Clerk-MH
Director of Nursing-MH
EMR Monitor
LPN-MH
Mental Health Director
PA/NP-Physical Health

Registered Nurse-MH
Registered Nurse-Supervisor-MH

Certified Nursing Assistant-MH
Clerk-MH
Director of Nursing-MH
LPN-MH
Mental Health Director
PA/NP-MH

Registered Nurse-MH
Certified Nursing Assistant-MH
Clerk-MH
Director of Nursing-MH
EMR Monitor
LPN-MH
Mental Health Director
PA/NP-MH

Registered Nurse-MH
Registered Nurse-Supervisor
Clerk-MH
Director of Nursing-MH

PA/NP-MH
Registered Nurse-MH

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

FACILITY TYPE

LOCATION OF CARE

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Activity Tech

Position Title (List each position class separately)

MH

Discipline Category

Staffing Proposed

1.00

Description of Job Duties or Title if not from Position Class List

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Administrative Assistant

A

1.00

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Assistant Director of Nursing

M/N

1.00

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Certified Nursing Assistant

M/N

10.40

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Clerk

A

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Dental Assistant

D

8.00

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Dental Hygienist

D

0.50

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Dentist

D

3.00

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Director of Nursing

M/N

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

1.00 E.M.R. Specialist

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

1.00 Health Services Admin

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Infection Control Nurse

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL LPN

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Medical Records Clerk

A

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Medical Records Supervisor

A

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Oral Surgeon

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

2.50 PA/NP-MH

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

3.40 PA/NP-Physical Health

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

1.00 PA/NP-Urgent Care

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

6.60 Physician MD/DO - Physical Health

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

2.00 Physician MD/DO-Telehealth

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Psychiatrist

MH

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Psychologist

MH

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Reentry Specialist

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Registered Nurse

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

3.00 Registered Nurse-Infusion/Chemotherapy

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

1.00 Registered Nurse-MH

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

1.00 Registered Nurse-Supervisor

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Scheduler

A

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Secondary Screener

M/N

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

MAJOR C.I. (DC)

209-R.M.C.- MAIN UNIT HOSPITAL Other Not Listed (provide title in Col. J)

0

7.00
0

2.50 Clerk-MH

1.00

M/N

1.00
0

M/N

18.40 Licensed Pract Nurse Med
11.20

0

1.00 Medical Director
5.00
1.00

0
D

7.00 Mental Health Professional- MA/MS
1.00

1.00
2.00
0

MH

1.00 Radiology Scheduler
0.50

0
M/N

2.00 Regional Consult Specialist
14.60

7.00
1.00
1.00 ADA Coordinator
1.00 Statewide Medical Reentry Coordinator
134.60

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

FACILITY TYPE

LOCATION OF CARE

Position Title (List each position class
separately)

Discipline Category

Staffing Proposed

Description of Job Duties or Title if not from Position Class List

122-WAKULLA ANNEX RCCU

Activity Tech

122-WAKULLA ANNEX RCCU

Certified Nursing Assistant

1.00

122-WAKULLA ANNEX RCCU

Other Not Listed (provide title in Col. J)

4.20 Certified Nursing Assistant-MH

122-WAKULLA ANNEX RCCU

Other Not Listed (provide title in Col. J)

122-WAKULLA ANNEX RCCU

Other Not Listed (provide title in Col. J)

122-WAKULLA ANNEX RCCU

Medical Records Clerk

122-WAKULLA ANNEX RCCU

Mental Health Professional

122-WAKULLA ANNEX RCCU

Other Not Listed (provide title in Col. J)

3.00 PA/NP-MH

122-WAKULLA ANNEX RCCU

Other Not Listed (provide title in Col. J)

2.00 PA/NP-Physical Health

122-WAKULLA ANNEX RCCU

Psychologist

5.00

122-WAKULLA ANNEX RCCU

Reentry Specialist

1.00

122-WAKULLA ANNEX RCCU

Other Not Listed (provide title in Col. J)

9.80 Registered Nurse-MH

Activity Tech

5.00

Other Not Listed (provide title in Col. J)

2.80 Certified Nursing Assistant-MH

Other Not Listed (provide title in Col. J)

4.00 Clerk-MH

Other Not Listed (provide title in Col. J)

1.00 Director of Nursing-MH

Other Not Listed (provide title in Col. J)

1.00 EMR Monitor

Other Not Listed (provide title in Col. J)

8.40 LPN-MH

Other Not Listed (provide title in Col. J)

1.00 Mental Health Administrator

Other Not Listed (provide title in Col. J)

1.00 Mental Health Director

Mental Health Professional

8.00

Other Not Listed (provide title in Col. J)

1.00 PA/NP-MH

Psychiatric Director

1.00

Psychologist

2.50

Reentry Specialist

1.00

Other Not Listed (provide title in Col. J)

4.20 Registered Nurse Supervisor-MH

122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU
122-WAKULLA ANNEX
RCCU

Other Not Listed (provide title in Col. J)

11.00

2.00 Clerk-MH
12.60 LPN-MH
1.00
15.00

9.40 Registered Nurse-MH
118.90

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Row Labels
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
103-JEFFERSON C.I.
103-JEFFERSON C.I.
168-TALLAHASSEE C.R.C
187-SHISA HOUSE WEST
104-JACKSON C.I.
104-JACKSON C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
106-CENTURY C.I.
106-CENTURY C.I.
164-PENSACOLA C.R.C.
107-HOLMES C.I.
107-HOLMES C.I.
108-WALTON C.I.
108-WALTON C.I.
109-GULF C.I.
109-GULF C.I.
110-NWFRC MAIN UNIT.
110-NWFRC MAIN UNIT.
125-NWFRC ANNEX.
153-MTC-PANAMA CITY CRC
113-FRANKLIN C.I.
113-FRANKLIN C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
161-OKALOOSA WORK CAMP
118-WAKULLA C.I.

Sum of
9/2022 ADP
561
561
1064
1064
1220
1098
92
30
956
956
1415
1415
1498
1430
68
1265
1265
1347
1347
1748
1748
1493
706
718
69
958
958
1211
943
268
2478

Operatories

Final
Dentist

Final
Final
Dental Assistant Dental Hygienist

4

1

2

0.5

3

1

2

0.5

4

1

2

0.5

4

1

2

0.5

4

1.5

3

1

4

1.5

3

1

4

1.5

3

1

4

1

2

1

4

2

3

1

4
4

1
2

2
3

0.5
0.5

4

1

2

1

4

1

2

0.6

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Row Labels
118-WAKULLA C.I.
122-WAKULLA ANNEX
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
135-SANTA ROSA ANNEX
120-LIBERTY C.I.
120-LIBERTY C.I.
139-QUINCY ANNEX
144-GADSDEN RE-ENTRY CTR
201-COLUMBIA C.I.
201-COLUMBIA C.I.
252-BRIDGES OF LAKE CITY
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
209-R.M.C.- MAIN UNIT
208-R.M.C.- WEST UNIT
209-R.M.C.- MAIN UNIT
211-CROSS CITY C.I.
211-CROSS CITY C.I.
269-CROSS CITY EAST UNIT
213-UNION C.I.
213-UNION C.I.
268-UNION WORK CAMP
214-PUTNAM C.I.
214-PUTNAM C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
216-MADISON C.I.
216-MADISON C.I.
289-MADISON WORK CAMP
218-TAYLOR C.I.

Sum of
Operatories
9/2022 ADP
1604
4
874
4
2130
1082
4
1048
4
2305
4
1564
288
453
1604
4
1476
128
1337
2
1337
2197
702
4
1495 6 & 2 oral surgery
1447
4
1017
430
1782
4
1359
423
477
2
477
342
4
342
1224
4
1189
35
1467
4

Final
Dentist

Final
Final
Dental Assistant Dental Hygienist

2
1

4
2

0.5
0.5

1
1
2

2
2
3

0.5
0.5
1

2

3

0.5

1

2

1

1
3
1.5

2
8
3

0.5
0.5
1

2

3

1

0.5

1

1

2

0.5

1

2

0.6

1.5

3

1

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Row Labels
218-TAYLOR C.I.
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
230-SUWANNEE C.I
230-SUWANNEE C.I
231-SUWANNEE C.I. ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
256-TTH OF DINSMORE
267-BRIDGES OF JACKSONVI
275-BAKER RE-ENTRY CENTR
299-JACKSONVILLE BRIDGE
255-LAWTEY C.I.
255-LAWTEY C.I.
281-LANCASTER C.I.
271-BRIDGES OF SANTA FE
280-LANCASTER W.C.
281-LANCASTER C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
284-TOMOKA WORK CAMP
285-REALITY HOUSE
290-TOMOKA CRC
304-MARION C.I.
304-MARION C.I.
355-REENTRY CTR OF OCALA
364-MARION WORK CAMP
307-SUMTER C.I.
307-SUMTER C.I.

Sum of
9/2022 ADP
1467
794
794
1941
859
1082
1191
1191
2162
1456
93
84
483
46
782
782
908
78
286
544
1296
1128
39
77
52
1766
1387
114
265
1707
1431

Operatories

Final
Dentist

Final
Final
Dental Assistant Dental Hygienist

4

1

2

1

4
4
4

1
1
1

2
2
2

0.5
0.5
0.5

4

2

3

0.5

2

1

2

2

1

2

4

1.5

3

1

4

2

3

1

3

1.5

3

1

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Row Labels
308-SUMTER B.T.U.
365-SUMTER WORK CAMP
312-LAKE C.I.
312-LAKE C.I.
314-LOWELL C.I.
314-LOWELL C.I.
316-LOWELL WORK CAMP
367-LOWELL ANNEX
320-CFRC-MAIN
320-CFRC-MAIN
321-CFRC-EAST
323-CFRC-SOUTH
347-BRIDGES OF COCOA
351-BRIDGES OF ORLANDO
352-ORLANDO BRIDGE
353-TTH OF KISSIMMEE
361-ORLANDO C.R.C.
374-KISSIMMEE C.R.C.
336-HERNANDO C.I.
336-HERNANDO C.I.
345-SUNCOAST C.R.C.(FEM)
368-FL.WOMENS RECPN.CTR
368-FL.WOMENS RECPN.CTR
401-EVERGLADES C.I.
401-EVERGLADES C.I.
441-EVERGLADES RE-ENTRY
402-S.F.R.C.
402-S.F.R.C.
403-S.F.R.C SOUTH UNIT
427-MTC-MIAMI NORTH CRC
446-HOLLYWOOD C.R.C.

Sum of
9/2022 ADP

8
268
568
568
2153
814
238
1101
3495
1665
1253
95
59
124
87
89
6
117
620
444
176
1260
1260
2266
1845
421
1895
1239
385
89
86

Operatories

Final
Dentist

Final
Final
Dental Assistant Dental Hygienist

4

1

2

4

1

2

0.5

4

1

2

0.5

4
4

2
2

3
3

0.5
0.5

2

0.5

1

4

3

4

0.5

4

2.5

3

1

6
4

3
1

5
1

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Row Labels
470-TURNING POINT C.R.C
473-OPA LOCKA C.R.C.
404-OKEECHOBEE C.I.
404-OKEECHOBEE C.I.
464-SAGO PALM RE-ENTRY C
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
430-MARTIN C.I.
414-TFF-Ft. PIERCE CRC
420-MARTIN WORK CAMP
430-MARTIN C.I.
431-Loxahatchee Road Prison - reopened 9/26/22
452-Atlantic CRC - reopened 9/30/22
469-West Palm Beach CRC - reopened 9/30/22
463-DADE C.I.
463-DADE C.I.
501-HARDEE C.I.
412-BRADENTON BRIDGE
501-HARDEE C.I.
563-HARDEE WORK CAMP
503-AVON PARK C.I.
503-AVON PARK C.I.
504-AVON PARK WORK CAMP
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
564-DESOTO ANNEX
560-DESOTO WORK CAMP
564-DESOTO ANNEX
573-ZEPHYRHILLS C.I.
382-TTH OF TARPON SPRING
573-ZEPHYRHILLS C.I.

Sum of
9/2022 ADP
89
7
2130
1761
369
313
313
2121
65
262
1507
92
45
150
1219
1219
1768
61
1432
275
1560
1065
495
1113
1113
1812
266
1546
714
74
640

Operatories

Final
Dentist

Final
Final
Dental Assistant Dental Hygienist

4

2

3

1

2

1

2

0.25

4

2

3

1

4

1

2

0.75

5

2

3

1

2

1

2

0.5

4

1

2

0.5

4

2

3

1

2

1

2

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Row Labels
580-POLK C.I.
381-TTH OF BARTOW
552-LARGO R.P.
562-POLK WORK CAMP
580-POLK C.I.
583-ST. PETE C.R.C.
Grand Total

Sum of
9/2022 ADP
1892
58
68
282
1355
129
72972

Operatories

Final
Dentist

Final
Final
Dental Assistant Dental Hygienist

2

1

2

0.5

82

147

35.2

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23

LOCATION OF CARE
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
101-APALACHEE WEST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
102-APALACHEE EAST UNIT
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
103-JEFFERSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
104-JACKSON C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.
105-CALHOUN C.I.

107-HOLMES C.I.
107-HOLMES C.I.
107-HOLMES C.I.
107-HOLMES C.I.

Position Title (List each Position Class separately)

Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant

Discipline
Category

A
M/N
A
D
D
D
M/N
M/N
A
MH

M/N
A
M/N
D
D
D
M/N
A
M/N
A
A
MH

MH
M/N
M/N
A
M/N
D
D
D
M/N
A
M/N
A
MH

MH
M/N
M/N
A
M/N
A
D
D
D
M/N
A
M/N
A
MH

M/N
M/N
A
M/N
D
D
D
M/N
A
M/N
A
MH

M/N
M/N
A
M/N
D
D
D
M/N
A
M/N
A
MH

M/N
M/N
A
M/N
A
D

Inpatient
(Y/N)

0
0

0
0
0
0
0
0
0

0
0
0
0
0
0

0
0
0
0
0
0

0
0
0

0
0
0

Staffing Proposed Description of Job Duties or Title if not from Position Class List

1.00
1.50
1.00
2.00
0.50
1.00
1.00
4.20
1.00
1.00
1.00
1.00
5.20
1.00
3.50
2.00
0.50
1.00
1.00
1.00
10.80
2.00
1.00
6.00
1.00
1.00
1.00
1.50
1.00
1.00
1.00
1.00
5.20
1.00
1.00
3.00
2.00
0.50
1.00
1.00
1.00
5.20
1.00
3.00
0.60
0.80
0.80
1.00
1.00
1.00
1.00
5.20
1.00
1.00
4.00
1.00
2.00
0.50
1.00
1.00
1.00
7.20
1.00
3.00
0.50
0.60
1.00
1.00
1.00
1.00
5.20
1.00
1.00
2.40
3.00
1.00
1.50
1.00
1.00
5.20
2.00
1.00
0.20
1.00
1.00
5.20
1.00
1.00
2.40
3.00
1.00
1.50
1.00
1.00
6.20
2.00
1.00
0.40
1.00
1.00
5.20
1.00
1.00
2.00
1.00
3.00

Clerk-MH
PA/NP-Physical Health

Clerk-MH
Medical Director
Mental Health Clinical Director
PA/NP-MH
PA/NP-Physical Health
PA/NP-Urgent Care
Registered Nurse-MH

PA/NP-Physical Health
Medical Director
PA/NP-MH
Clerk-MH
Mental Health Director
Registered Nurse-MH

PA/NP-MH
Physician MD/DO-Telehealth
Clerk-MH
Mental Health Director
PA/NP-Physical Health
Registered Nurse-MH

Physician MD/DO-Telehealth
Clerk-MH
PA/NP-Physical Health

Physician MD/DO-Telehealth
Clerk-MH
PA/NP-Physical Health

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23
D
D
M/N
A
M/N
A
MH

109-GULF C.I.

Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator

110-NWFRC MAIN UNIT.

Administrative Assistant

A

1.00

110-NWFRC MAIN UNIT.

Certified Nursing Assistant

M/N

3.00

110-NWFRC MAIN UNIT.

Clerk

A

2.00

110-NWFRC MAIN UNIT.

Dental Assistant

D

2.00

110-NWFRC MAIN UNIT.

Dental Hygienist

D

0.50

110-NWFRC MAIN UNIT.

Dentist

D

1.00

110-NWFRC MAIN UNIT.

Director of Nursing

M/N

1.00

110-NWFRC MAIN UNIT.

Health Services Administrator

A

1.00

110-NWFRC MAIN UNIT.

LPN

M/N

9.40

110-NWFRC MAIN UNIT.

Medical Records Clerk

A

2.00

110-NWFRC MAIN UNIT.

Medical Records Supervisor

A

1.00

110-NWFRC MAIN UNIT.

Mental Health Professional

MH

5.00

110-NWFRC MAIN UNIT.

Other Not Listed (provide title in Col. J)

0

0.50 PA/NP-Urgent Care

110-NWFRC MAIN UNIT.

Other Not Listed (provide title in Col. J)

0

1.00 Clerk-MH

110-NWFRC MAIN UNIT.

Other Not Listed (provide title in Col. J)

0

1.00 PA/NP-MH

110-NWFRC MAIN UNIT.

Other Not Listed (provide title in Col. J)

0

1.00 PA/NP-Physical Health

110-NWFRC MAIN UNIT.

Other Not Listed (provide title in Col. J)

0

1.00 Physician MD/DO - Physical Health

110-NWFRC MAIN UNIT.

Other Not Listed (provide title in Col. J)

0

1.00 Registered Nurse-MH

110-NWFRC MAIN UNIT.

Other Not Listed (provide title in Col. J)

0

1.00 Registered Nurse-Supervisor

110-NWFRC MAIN UNIT.

Psychologist

MH

1.00

110-NWFRC MAIN UNIT.

Reentry Specialist

MH

1.00

110-NWFRC MAIN UNIT.

Registered Nurse

M/N

6.20

110-NWFRC MAIN UNIT.

Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing

M/N
A
M/N
D
D
D
M/N
A
M/N
A
MH

1.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
5.20
2.00
1.00
0.40 Physician MD/DO-Telehealth
1.00 Clerk-MH
1.00 PA/NP-Physical Health
5.20
1.00
1.00
3.00
2.00
0.60
1.00
1.00

107-HOLMES C.I.
107-HOLMES C.I.
107-HOLMES C.I.
107-HOLMES C.I.
107-HOLMES C.I.
107-HOLMES C.I.
107-HOLMES C.I.
107-HOLMES C.I.
107-HOLMES C.I.
107-HOLMES C.I.
107-HOLMES C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
108-WALTON C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.
109-GULF C.I.

113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
113-FRANKLIN C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.

M/N
A
M/N
D
D
D
M/N
A
M/N
A
MH

MH
M/N
M/N
A
M/N
D
D
D
M/N
A
M/N
A
A
MH

M/N
M/N

M/N
M/N
A
M/N
D
D
D
M/N

0
0
0

0
0
0
0
0
0
0

0
0
0

0
0
0

1.00
1.50
1.00
1.00
6.20
1.00
1.00
0.20
1.00
1.00
5.20
1.00
2.00
2.00
1.00
1.00
1.00
1.00
12.60
2.00
6.00
0.20
1.00
1.00
1.00
1.00
1.00
2.00
1.00
5.20
1.00
1.00
3.40
3.00
1.00
2.00
1.00
1.00
5.20
2.00
1.00
1.00
0.20
1.00
1.00
5.20
1.00

Physician MD/DO-Telehealth
Clerk-MH
PA/NP-Physical Health

Physician MD/DO-Telehealth
Mental Health Clinical Director
PA/NP-MH
PA/NP-Physical Health
Registered Nurse-MH
Registered Nurse-Supervisor
Clerk-MH

Physician MD/DO-Telehealth
Clerk-MH
PA/NP-Physical Health

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23
A
M/N
A
MH

122-WAKULLA ANNEX

Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
LPN
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Reentry Specialist
Registered Nurse

125-NWFRC ANNEX.

Activity Tech

MH

1.00

125-NWFRC ANNEX.

Administrative Assistant

A

1.00

125-NWFRC ANNEX.

Assistant Health Services Administrator

A

1.00

125-NWFRC ANNEX.

Certified Nursing Assistant

M/N

4.00

125-NWFRC ANNEX.

Clerk

A

1.00

125-NWFRC ANNEX.

Dental Assistant

D

3.00

125-NWFRC ANNEX.

Dental Hygienist

D

0.50

125-NWFRC ANNEX.

Dentist

D

2.00

125-NWFRC ANNEX.

Director of Nursing

M/N

1.00

125-NWFRC ANNEX.

LPN

M/N

12.80

125-NWFRC ANNEX.

Medical Records Clerk

A

1.00

125-NWFRC ANNEX.

Mental Health Professional

MH

6.00

125-NWFRC ANNEX.

Other Not Listed (provide title in Col. J)

0

0.50 PA/NP-Urgent Care

125-NWFRC ANNEX.

Other Not Listed (provide title in Col. J)

0

1.00 Medical Director

125-NWFRC ANNEX.

Other Not Listed (provide title in Col. J)

0

1.00 Mental Health Director

125-NWFRC ANNEX.

Other Not Listed (provide title in Col. J)

0

1.00 PA/NP-MH

125-NWFRC ANNEX.

Other Not Listed (provide title in Col. J)

0

1.00 Registered Nurse-MH

115-OKALOOSA C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
115-OKALOOSA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
118-WAKULLA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
119-SANTA ROSA C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
120-LIBERTY C.I.
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX
122-WAKULLA ANNEX

M/N
M/N
A
M/N
D
D
D
M/N
A
M/N
A
A
MH

M/N
M/N
A
M/N
A
D
D
D
M/N
A
M/N
A
A
MH

MH
M/N
M/N
A
M/N
D
D
D
M/N
A
M/N
A
MH

M/N
M/N
A
M/N
D
D
D
M/N
M/N
MH

MH
MH
M/N

0
0
0

0
0
0
0

0
0
0
0
0
0
0

0
0
0

0
0
0
0
0

1.00
6.20
1.00
1.00
0.20
1.00
1.00
5.20
1.00
1.00
3.00
4.00
0.50
2.00
1.00
1.00
9.40
4.00
1.00
1.00
0.50
1.00
1.00
1.00
6.20
1.00
1.00
3.40
2.00
2.00
0.50
1.00
1.00
1.00
18.80
4.00
1.00
9.00
1.00
1.00
1.00
1.00
1.00
1.00
3.80
0.50
5.60
1.00
1.00
2.00
3.00
1.00
2.00
1.00
1.00
5.20
1.00
0.90
0.60
1.00
1.00
5.20
1.00
1.00
2.00
2.00
0.50
1.00
1.00
6.60
6.00
0.50
1.00
1.00
1.00
1.00
2.00
1.00
5.20

Physician MD/DO-Telehealth
Clerk-MH
PA/NP-Physical Health

PA/NP-Urgent Care
Clerk-MH
Medical Director
PA/NP-Physical Health

Clerk-MH
Medical Director
PA/NP-MH
PA/NP-Urgent Care
Registered Nurse-MH
Registered Nurse-Supervisor
PA/NP-Physical Health

Physician MD/DO-Telehealth
Clerk-MH
PA/NP-Physical Health

PA/NP-Urgent Care
Clerk-MH
PA/NP-MH
PA/NP-Physical Health
Registered Nurse-MH

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23

125-NWFRC ANNEX.

Other Not Listed (provide title in Col. J)

125-NWFRC ANNEX.

Other Not Listed (provide title in Col. J)

125-NWFRC ANNEX.

Psychiatrist

MH

1.00

125-NWFRC ANNEX.

Registered Nurse

M/N

7.20

125-NWFRC ANNEX.

M/N
A
A
M/N
D
D
D
M/N
M/N
MH

120-LIBERTY C.I.

Secondary Screener
Administrative Assistant
Assistant Health Services Administrator
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
LPN
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Reentry Specialist
Registered Nurse
Mental Health Professional
Other Not Listed (provide title in Col. J)
Registered Nurse

2.00
1.00
1.00
2.00
2.00
0.50
1.00
1.00
5.20
2.00
1.00
1.00
1.00
1.80
1.00
0.50
4.20
0.10
0.20
1.00

144-GADSDEN RE-ENTRY CTR

Administrative Assistant

A

1.00

144-GADSDEN RE-ENTRY CTR

LPN

M/N

1.80

144-GADSDEN RE-ENTRY CTR

Mental Health Professional

MH

1.00

144-GADSDEN RE-ENTRY CTR

Nurse Manager

M/N

1.00

144-GADSDEN RE-ENTRY CTR

Other Not Listed (provide title in Col. J)

144-GADSDEN RE-ENTRY CTR

Other Not Listed (provide title in Col. J)

144-GADSDEN RE-ENTRY CTR

Psychiatrist

MH

0.10

144-GADSDEN RE-ENTRY CTR

Registered Nurse
Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist

M/N
A
M/N
A
D
D
D
M/N
A
M/N
A
A
MH

1.40
1.00
3.00
1.00
3.00
0.50
2.00
1.00
1.00
8.00
1.00
1.00
5.00
0.40
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.40
0.50
5.20
1.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
15.40
2.00
1.00
15.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
1.00
8.00
1.00
1.00
2.00
3.00
1.00
1.50
1.00
1.00
7.00
1.00
1.00
0.80
1.00
1.00
5.20
1.00
1.00
5.40
2.00
3.00
1.00

135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
135-SANTA ROSA ANNEX
120-LIBERTY C.I.
120-LIBERTY C.I.

201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
201-COLUMBIA C.I.
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
205-FLORIDA STATE PRISON
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
211-CROSS CITY C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.

0
0

MH
MH
M/N
MH
M/N

MH
M/N
M/N
A
M/N
D
D
D
M/N
A
M/N
A
A
MH

MH
MH
M/N
M/N
A
M/N
D
D
D
M/N
A
M/N
A
MH

M/N
M/N
A
M/N
A
D
D

0
0
0
0

0

2.00 Clerk-MH
2.00 PA/NP-Physical Health

Clerk-MH
PA/NP-Urgent Care
Physician MD/DO - Physical Health
PA/NP-Physical Health

PA/NP-Physical Health

0

0.20 Physician MD/DO-Telehealth

0

0.40 PA/NP-Physical Health

0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0

0
0
0

Medical Director
Clerk-MH
Mental Health Director
PA/NP-MH
PA/NP-Physical Health
PA/NP-Urgent Care
Physician MD/DO - Physical Health
Registered Nurse-MH
Registered Nurse-Supervisor

Medical Director
Mental Health Director
Registered Nurse-MH
Clerk-MH
PA/NP-MH
PA/NP-Physical Health

Physician MD/DO-Telehealth
Clerk-MH
PA/NP-Physical Health

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23

213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
213-UNION C.I.
214-PUTNAM C.I.
214-PUTNAM C.I.
214-PUTNAM C.I.
214-PUTNAM C.I.
214-PUTNAM C.I.
214-PUTNAM C.I.
214-PUTNAM C.I.
214-PUTNAM C.I.
214-PUTNAM C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
215-HAMILTON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
216-MADISON C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
218-TAYLOR C.I.
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
223-MAYO C.I. ANNEX
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I

Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Dental Assistant
Dentist
LPN
Medical Records Clerk
Mental Health Professional
Nurse Manager
Other Not Listed (provide title in Col. J)
Registered Nurse
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)

D
M/N
A
M/N
A
A
MH

MH
MH
M/N
M/N
A
D
D
M/N
A
MH
M/N
M/N
A
M/N
D
D
D
M/N
M/N
A
MH

MH
M/N
M/N
A
M/N
A
D
D
D
M/N
A
M/N
A
MH

M/N
M/N
A
M/N
A
D
D
D
M/N
A
M/N
A
A
MH

M/N
M/N
A
M/N
A
D
D
D
M/N
A
M/N
A
MH

M/N
M/N
A
M/N
A
D
D
D
M/N
A
M/N
A
A
MH

0
0
0
0
0
0
0

0

0
0
0
0

0
0
0

0
0
0
0

0
0
0

0
0
0

2.00
1.00
1.00
18.00
2.00
1.00
8.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
1.00
1.00
8.40
1.00
1.00
1.00
0.50
2.80
0.40
0.40
1.00
0.40
2.80
1.00
1.00
2.00
0.50
1.00
1.00
6.20
1.00
1.00
0.50
0.50
1.00
1.00
0.50
4.20
1.00
1.00
2.00
1.00
2.00
0.60
1.00
1.00
1.00
7.60
1.00
1.00
0.50
1.00
1.00
5.20
1.00
1.00
2.00
1.00
3.00
1.00
1.50
1.00
1.00
7.20
1.00
1.00
1.00
0.60
1.00
1.00
1.00
5.20
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
9.00
1.00
1.00
0.50
1.00
1.00
5.20
1.00
1.00
2.00
1.00
2.00
0.50
1.00
1.00
1.00
13.60
2.00
1.00
7.00
1.00
1.00
1.00

Medical Director
Mental Health Director
PA/NP-MH
Registered Nurse-MH
Registered Nurse-Supervisor
Clerk-MH
PA/NP-Physical Health

Medical Director

PA/NP-MH
PA/NP-Physical Health
Clerk-MH
PA/NP-Urgent Care

Medical Director
Clerk-MH
PA/NP-Physical Health

Medical Director
Clerk-MH
PA/NP-Physical Health
PA/NP-Urgent Care

Medical Director
Clerk-MH
PA/NP-Physical Health

Clerk-MH
Medical Director
PA/NP-Physical Health

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23

255-LAWTEY C.I.

Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Assistant Health Services Administrator
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Registered Nurse
Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Administrative Assistant
Assistant Health Services Administrator
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Reentry Specialist
Registered Nurse
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator

275-BAKER RE-ENTRY CENTR

Administrative Assistant

A

1.00

275-BAKER RE-ENTRY CENTR

LPN

M/N

2.80

275-BAKER RE-ENTRY CENTR

Mental Health Professional

MH

0.60

275-BAKER RE-ENTRY CENTR

Nurse Manager

M/N

275-BAKER RE-ENTRY CENTR

Other Not Listed (provide title in Col. J)

0

0.20 Medical Director

275-BAKER RE-ENTRY CENTR

Other Not Listed (provide title in Col. J)

0

0.40 Clerk-MH

275-BAKER RE-ENTRY CENTR

Other Not Listed (provide title in Col. J)

0

0.40 PA/NP-Physical Health

275-BAKER RE-ENTRY CENTR

Registered Nurse
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dentist
LPN
Medical Records Clerk
Mental Health Professional
Nurse Manager
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)

0
0
0
0
0
0

2.80
1.00
2.00
2.00
1.00
7.00
1.00
2.00
1.00
0.20
0.40
0.40
0.40
1.00
1.00

230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
230-SUWANNEE C.I
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
231-SUWANNEE C.I. ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
250-HAMILTON ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
251-COLUMBIA ANNEX
255-LAWTEY C.I.
255-LAWTEY C.I.
255-LAWTEY C.I.
255-LAWTEY C.I.
255-LAWTEY C.I.
255-LAWTEY C.I.
255-LAWTEY C.I.
255-LAWTEY C.I.
255-LAWTEY C.I.
255-LAWTEY C.I.
255-LAWTEY C.I.
255-LAWTEY C.I.

281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.

MH
MH
M/N
M/N
A
A
M/N
A
D
D
D
M/N
M/N
A
MH

MH
M/N
A
M/N
A
D
D
D
M/N
A
M/N
A
A
MH

MH
M/N
A
A
M/N
D
D
D
M/N
M/N
A
MH

MH
MH
M/N
A
M/N
D
D
M/N
A
M/N
A
MH

M/N
M/N

M/N
A
M/N
D
D
M/N
A
MH
M/N

0
0
0
0

0
0
0
0
0

0
0
0
0
0
0
0
0

0
0
0
0
0
0

0
0

1.00
1.00
1.00
2.00
1.00
1.00
7.00
1.00
1.00
1.00
3.00
1.00
2.00
0.50
1.00
1.00
9.40
2.00
4.00
1.00
1.00
1.00
1.00
1.00
1.00
5.60
1.00
2.00
1.00
2.00
0.50
1.00
1.00
1.00
10.80
2.00
1.00
6.00
0.50
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
5.20
1.00
1.00
2.00
3.00
0.50
2.00
1.00
9.40
1.00
5.00
0.40
1.00
1.00
1.00
1.00
1.00
1.00
0.50
5.20
1.00
1.00
2.00
1.00
1.00
1.00
7.00
1.00
0.60
0.20
1.00
4.20
1.00

PA/NP-Urgent Care
Registered Nurse-MH
Registered Nurse-Supervisor
PA/NP-MH

Clerk-MH
PA/NP-Physical Health
Physician MD/DO - Physical Health
Registered Nurse-MH
ADA Coordinator

PA/NP-Physical Health
Clerk-MH
Medical Director
Mental Health Clinical Director
PA/NP-MH
PA/NP-Urgent Care
Registered Nurse-MH
Registered Nurse-Supervisor

Medical Director
Clerk-MH
PA/NP-MH
PA/NP-Physical Health
PA/NP-Urgent Care
Registered Nurse-MH

Physician MD/DO-Telehealth
PA/NP-Physical Health

1.00

Physician MD/DO-Telehealth
Mental Health Clinical Director
PA/NP-MH
Registered Nurse-MH
Clerk-MH
PA/NP-Physical Health

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23

281-LANCASTER C.I.
281-LANCASTER C.I.
281-LANCASTER C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
282-TOMOKA C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
304-MARION C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
307-SUMTER C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
312-LAKE C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
314-LOWELL C.I.
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX

Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Dental Assistant
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Assistant Health Services Administrator
Certified Nursing Assistant
Other Not Listed (provide title in Col. J)
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
LPN
Other Not Listed (provide title in Col. J)
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Reentry Specialist
Registered Nurse
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Scheduler
Telehealth Coordinator
Administrative Assistant
Clerk
Other Not Listed (provide title in Col. J)
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator

M/N
M/N
A
M/N
A
D
D
D
M/N
A
M/N
A
MH

MH
M/N
M/N
MH
M/N
A
D
D
D
M/N
A
M/N
A
MH

MH
M/N
M/N
MH
M/N
A
D
D
D
M/N
A
M/N
A
MH

M/N
M/N
MH
M/N
D
D
M/N
A
M/N
A
MH

MH
M/N
M/N
A
A
M/N
D
D
D
M/N
M/N
A
A
MH

MH
MH
M/N

A
M/N
A
A
D
D
D
M/N
A

0

0
0
0
0
0
0
0

0
0
0
0
0
0

0
0
0
0

0
0
0
0
0

0

0

0
0

0
0

0

1.00
4.20
1.00
1.00
3.00
1.00
3.00
1.00
1.50
1.00
1.00
6.60
1.00
3.00
0.60
1.00
1.00
1.00
1.00
1.00
1.00
1.00
5.20
1.00
1.00
3.00
1.00
3.00
1.00
2.00
1.00
1.00
7.00
1.00
3.00
0.60
1.00
1.00
1.00
1.00
2.00
1.00
5.20
1.00
1.00
1.00
1.00
3.00
1.00
1.50
1.00
1.00
7.60
2.00
1.00
0.80
1.00
1.00
1.00
5.20
1.00
1.00
4.00
2.00
1.00
1.00
1.00
7.00
2.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
5.20
1.00
1.00
1.00
12.00
1.00
2.00
0.50
1.00
1.00
12.20
0.50
6.00
1.00
5.00
1.00
2.00
1.00
0.50
7.00
1.00
1.40
1.00
1.00
1.00
3.00
2.00
2.00
0.50
1.00
1.00
1.00

Registered Nurse-Supervisor

Medical Director
Clerk-MH
Mental Health Clinical Director
PA/NP-MH
PA/NP-Physical Health
PA/NP-Urgent Care
Registered Nurse-MH

PA/NP-MH
Clerk-MH
Medical Director
Mental Health Clinical Director
Registered Nurse-MH
PA/NP-Physical Health

Medical Director
Clerk-MH
PA/NP-Physical Health
PA/NP-Urgent Care

Clerk-MH
Medical Director
PA/NP-MH
Physician MD/DO - Physical Health
Registered Nurse-MH

Clerk-MH

Medical Director

PA/NP-MH
PA/NP-Physical Health

Registered Nurse-MH
Registered Nurse-Supervisor

Clerk-MH

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23
M/N

336-HERNANDO C.I.

LPN
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychiatrist
Psychologist
Reentry Specialist
Registered Nurse
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Activity Tech
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychiatrist
Psychologist
Reentry Specialist
Registered Nurse
Secondary Screener
Telehealth Coordinator
Administrative Assistant
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Certified Nursing Assistant
Director of Nursing
LPN
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Administrative Assistant
Certified Nursing Assistant
Dental Assistant
Dentist
LPN
Medical Records Clerk
Mental Health Professional
Nurse Manager
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator

368-FL.WOMENS RECPN.CTR

Assistant Health Services Administrator

A

1.00

368-FL.WOMENS RECPN.CTR

Behavioral Health Technician (Specialist)

MH

2.00

368-FL.WOMENS RECPN.CTR

Certified Nursing Assistant

M/N

4.00

368-FL.WOMENS RECPN.CTR

Clerk

A

3.00

368-FL.WOMENS RECPN.CTR

Dental Assistant

D

4.00

368-FL.WOMENS RECPN.CTR

Dental Hygienist

D

0.50

368-FL.WOMENS RECPN.CTR

Dentist

D

3.00

368-FL.WOMENS RECPN.CTR

Director of Nursing

M/N

1.00

368-FL.WOMENS RECPN.CTR

Health Services Administrator

A

1.00

368-FL.WOMENS RECPN.CTR

LPN

M/N

368-FL.WOMENS RECPN.CTR

Medical Records Clerk

A

3.00

368-FL.WOMENS RECPN.CTR

Medical Records Supervisor

A

1.00

368-FL.WOMENS RECPN.CTR

Mental Health Professional

MH

368-FL.WOMENS RECPN.CTR

Other Not Listed (provide title in Col. J)

0

1.00 Medical Director

368-FL.WOMENS RECPN.CTR

Other Not Listed (provide title in Col. J)

0

1.00 Physician MD/DO - Physical Health

368-FL.WOMENS RECPN.CTR

Other Not Listed (provide title in Col. J)

0

1.00 Registered Nurse-MH

368-FL.WOMENS RECPN.CTR

Other Not Listed (provide title in Col. J)

0

1.00 Registered Nurse-Supervisor

368-FL.WOMENS RECPN.CTR

Other Not Listed (provide title in Col. J)

0

2.00 Clerk-MH

367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX
367-LOWELL ANNEX

320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
320-CFRC-MAIN
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
321-CFRC-EAST
323-CFRC-SOUTH
323-CFRC-SOUTH
323-CFRC-SOUTH
323-CFRC-SOUTH
323-CFRC-SOUTH
323-CFRC-SOUTH
323-CFRC-SOUTH
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.
336-HERNANDO C.I.

MH

MH
MH
MH
M/N

MH
MH
M/N
A
D
D
D
M/N
A
M/N
A
A
MH

MH
MH
MH
M/N
M/N
M/N
A
MH
M/N
D
D
D
M/N
M/N
A
MH

M/N
M/N
M/N
M/N
MH

M/N
A
M/N
D
D
M/N
A
MH
M/N

M/N
M/N

0
0
0
0
0

0
0

0
0
0
0
0
0
0
0

0
0
0
0

0
0

0
0
0
0
0

18.20
0.50
1.00
10.00
2.00
1.00
2.00
1.00
2.00
0.50
7.60
1.00
1.40
1.00
1.00
5.80
1.00
3.00
0.50
2.00
1.00
1.00
17.40
3.00
1.00
11.50
1.00
1.00
1.00
1.00
1.00
2.00
2.00
5.00
1.00
1.00
1.00
8.40
3.00
1.00
1.00
1.00
1.00
3.00
0.50
2.00
0.50
4.20
1.00
2.00
0.50
1.00
1.00
1.00
4.20
4.20
0.50
4.20
0.50
0.50
1.00
4.20
1.00
1.00
1.00
0.50
5.20
1.00
2.00
1.00
0.40
0.40
0.40
1.00
1.00
4.20
1.00

Medical Director
Mental Health Director
PA/NP-MH
PA/NP-Physical Health
Physician MD/DO - Physical Health

Registered Nurse-MH
Registered Nurse-Supervisor

Medical Director
Mental Health Director
Physician MD/DO - Physical Health
Registered Nurse-MH
Registered Nurse-Supervisor
Clerk-MH
PA/NP-MH
PA/NP-Physical Health

Registered Nurse-Supervisor
Clerk-MH
PA/NP-Physical Health
Registered Nurse-MH

Registered Nurse-Supervisor
PA/NP-Physical Health

Mental Health Clinical Director
PA/NP-MH
Registered Nurse-MH
Clerk-MH
PA/NP-Physical Health

15.00

10.00

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23

368-FL.WOMENS RECPN.CTR

Other Not Listed (provide title in Col. J)

368-FL.WOMENS RECPN.CTR

Other Not Listed (provide title in Col. J)

368-FL.WOMENS RECPN.CTR

Psychologist

MH

2.00

368-FL.WOMENS RECPN.CTR

Reentry Specialist

MH

0.50

368-FL.WOMENS RECPN.CTR

Registered Nurse

M/N

6.00

368-FL.WOMENS RECPN.CTR

Secondary Screener

M/N

1.00

368-FL.WOMENS RECPN.CTR

M/N
MH
M/N
A
D
D
D
M/N
A
M/N
A
MH

403-S.F.R.C SOUTH UNIT

Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Activity Tech
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychiatrist
Psychologist
Reentry Specialist
Registered Nurse
Secondary Screener
Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dentist
LPN
Medical Records Clerk
Mental Health Professional
Nurse Manager
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse

1.00
1.00
2.00
1.00
3.00
1.00
2.50
1.00
1.00
10.40
2.00
4.00
0.80
0.90
1.00
1.00
1.00
1.00
1.60
1.00
6.60
1.00
1.00
1.00
12.40
3.00
5.00
3.00
1.00
1.00
29.60
2.00
1.00
8.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
3.00
1.00
1.00
1.00
14.60
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.20
1.00
1.00
1.00
1.00
1.00
4.20

404-OKEECHOBEE C.I.

Behavioral Health Technician (Specialist)

MH

1.00

404-OKEECHOBEE C.I.

Certified Nursing Assistant

M/N

3.00

404-OKEECHOBEE C.I.

Clerk

A

1.00

404-OKEECHOBEE C.I.

Dental Assistant

D

3.00

404-OKEECHOBEE C.I.

Dental Hygienist

D

1.00

404-OKEECHOBEE C.I.

Dentist

D

2.00

404-OKEECHOBEE C.I.

Director of Nursing

M/N

1.00

404-OKEECHOBEE C.I.

Health Services Administrator

A

1.00

404-OKEECHOBEE C.I.

LPN

M/N

6.60

404-OKEECHOBEE C.I.

Medical Records Clerk

A

2.00

404-OKEECHOBEE C.I.

Mental Health Professional

MH

404-OKEECHOBEE C.I.

Other Not Listed (provide title in Col. J)

0

0.80 Medical Director

404-OKEECHOBEE C.I.

Other Not Listed (provide title in Col. J)

0

1.00 Clerk-MH

404-OKEECHOBEE C.I.

Other Not Listed (provide title in Col. J)

0

1.00 Registered Nurse-Supervisor

404-OKEECHOBEE C.I.

Other Not Listed (provide title in Col. J)

0

2.00 PA/NP-Physical Health

404-OKEECHOBEE C.I.

Registered Nurse

M/N

5.20

404-OKEECHOBEE C.I.

Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist

M/N
MH
M/N
A
D
D
D

1.00
1.00
1.00
1.00
2.00
0.25
1.00

401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
401-EVERGLADES C.I.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
402-S.F.R.C.
403-S.F.R.C SOUTH UNIT
403-S.F.R.C SOUTH UNIT
403-S.F.R.C SOUTH UNIT
403-S.F.R.C SOUTH UNIT
403-S.F.R.C SOUTH UNIT
403-S.F.R.C SOUTH UNIT
403-S.F.R.C SOUTH UNIT
403-S.F.R.C SOUTH UNIT
403-S.F.R.C SOUTH UNIT
403-S.F.R.C SOUTH UNIT
403-S.F.R.C SOUTH UNIT

419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.

0
0

MH
M/N
M/N
MH
MH
M/N
A
D
D
M/N
A
M/N
A
A
MH

MH
MH
MH
M/N
M/N
M/N
MH
M/N
A
D
D
M/N
A
MH
M/N

M/N

0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0

0
0

2.60 PA/NP-MH
3.00 PA/NP-Physical Health

Medical Director
PA/NP-MH
Clerk-MH
Mental Health Clinical Director
Registered Nurse-MH
Registered Nurse-Supervisor
PA/NP-Physical Health

Medical Director
Mental Health Director
PA/NP-Urgent Care
Registered Nurse-MH
PA/NP-MH
Clerk-MH
Physician MD/DO - Physical Health
Registered Nurse-Supervisor
PA/NP-Physical Health

PA/NP-Physical Health
Registered Nurse-MH

2.00

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23
M/N
A
M/N
A
MH

430-MARTIN C.I.

Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Reentry Specialist
Registered Nurse
Telehealth Coordinator

441-EVERGLADES RE-ENTRY

Behavioral Health Technician (Specialist)

MH

1.00

441-EVERGLADES RE-ENTRY

LPN

M/N

1.80

441-EVERGLADES RE-ENTRY

Mental Health Professional

MH

0.60

441-EVERGLADES RE-ENTRY

Nurse Manager

M/N

441-EVERGLADES RE-ENTRY

Other Not Listed (provide title in Col. J)

0

0.10 PA/NP-MH

441-EVERGLADES RE-ENTRY

Other Not Listed (provide title in Col. J)

0

0.20 Medical Director

441-EVERGLADES RE-ENTRY

Other Not Listed (provide title in Col. J)

0

0.40 Clerk-MH

441-EVERGLADES RE-ENTRY

Other Not Listed (provide title in Col. J)

0

0.40 PA/NP-Physical Health

441-EVERGLADES RE-ENTRY

Registered Nurse
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Behavioral Health Technician (Specialist)
LPN
Mental Health Professional
Nurse Manager
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Registered Nurse
Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist

419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
419-HOMESTEAD C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.
430-MARTIN C.I.

463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
463-DADE C.I.
404-OKEECHOBEE C.I.
404-OKEECHOBEE C.I.
404-OKEECHOBEE C.I.
404-OKEECHOBEE C.I.
404-OKEECHOBEE C.I.
404-OKEECHOBEE C.I.
404-OKEECHOBEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
501-HARDEE C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.

MH
M/N
M/N
MH
M/N
A
D
D
D
M/N
A
M/N
A
A
MH

MH
M/N
M/N

M/N
MH
M/N
A
D
D
D
M/N
A
M/N
A
A
MH

MH
MH
M/N
M/N
MH
M/N
MH
M/N

M/N
MH
M/N
A
D
D
D
M/N
A
M/N
A
MH

MH
M/N
M/N
MH
M/N
A
D
D

0
0
0
0
0
0

0
0
0
0
0
0
0
0
0

1.00
1.00
7.00
1.00
3.00
0.20
0.80
1.00
1.00
1.00
1.00
1.00
5.20
1.00
1.00
3.00
1.00
3.00
1.00
2.00
1.00
1.00
12.20
2.00
1.00
5.00
0.60
0.80
0.80
1.00
1.00
1.00
1.00
1.00
1.00
1.00
6.60
1.00

Physician MD/DO-Telehealth
PA/NP-MH
Clerk-MH
Mental Health Clinical Director
PA/NP-Physical Health
Registered Nurse-MH

PA/NP-Physical Health
Medical Director
Physician MD/DO - Physical Health
Clerk-MH
Mental Health Clinical Director
PA/NP-MH
PA/NP-Urgent Care
Registered Nurse-MH
Registered Nurse-Supervisor

1.00

0
0
0
0
0
0
0

0
0

0
0
0
0
0

1.40
1.00
2.00
1.00
2.00
0.75
1.00
1.00
1.00
13.20
2.00
1.00
6.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
2.00
1.00
7.00
1.00
1.00
1.80
0.20
1.00
0.20
0.40
1.40
1.00
2.00
1.00
3.00
1.00
2.00
1.00
1.00
10.80
2.00
5.00
0.50
1.00
1.00
1.00
2.00
1.00
5.60
1.00
1.00
2.00
1.00
2.00
0.50

Clerk-MH
Medical Director
PA/NP-MH
PA/NP-Urgent Care
Registered Nurse-MH
PA/NP-Physical Health
ADA Coordinator

Physician MD/DO-Telehealth
PA/NP-Physical Health

Medical Director
PA/NP-Physical Health
PA/NP-Urgent Care
Registered Nurse-Supervisor
Clerk-MH

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23

503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
503-AVON PARK C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
510-CHARLOTTE C.I.
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
564-DESOTO ANNEX
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
573-ZEPHYRHILLS C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
580-POLK C.I.
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT

Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Medical Records Supervisor
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychiatrist
Psychologist
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Psychologist
Psychology Resident
Reentry Specialist
Registered Nurse
Telehealth Coordinator
Behavioral Health Technician (Specialist)
Certified Nursing Assistant
Clerk
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Health Services Administrator
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Telehealth Coordinator
Administrative Assistant
Assistant RMC Hospital Administrator
Certified Nursing Assistant
Clerk
Clinical Risk Manager
Director of Nursing
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Infection Control Nurse
Inventory Coordinator
Other Not Listed (provide title in Col. J)
Lead Inventory Coordinator
Other Not Listed (provide title in Col. J)
LPN
Medical Records Clerk
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)

D
M/N
A
M/N
A
MH

M/N
M/N
MH
M/N
A
D
D
D
M/N
A
M/N
A
A
MH

MH
MH
MH
M/N
M/N
MH
M/N
A
D
D
D
M/N
A
M/N
A
MH

M/N
M/N
MH
M/N
A
D
D
M/N
A
M/N
A
MH

MH
MH
MH
M/N
M/N
MH
M/N
A
D
D
D
M/N
A
M/N
A
MH

M/N
M/N
A
RMC-A
M/N
A
M/N
M/N

M/N
M/N
M/N
M/N
A

0
0
0

0
0
0
0
0
0
0
0

0
0
0
0

0
0
0
0
0

0
0
0

0
0
0
0

0
0

0
0

1.00
1.00
1.00
8.00
1.00
1.00
0.50
1.00
1.00
5.20
1.00
1.00
3.00
1.00
2.00
0.50
1.00
1.00
1.00
16.80
2.00
1.00
16.00
1.00
1.00
1.00
1.00
1.00
1.00
1.60
3.00
1.00
1.00
1.00
5.60
1.00
1.00
2.00
1.00
3.00
1.00
2.00
1.00
1.00
7.00
2.00
2.00
0.50
1.00
1.00
1.00
5.20
1.00
1.00
7.20
1.00
2.00
1.00
1.00
1.00
8.00
2.00
2.00
1.00
0.50
1.00
1.60
2.00
1.00
4.00
0.50
8.60
1.00
1.00
4.00
1.00
2.00
0.50
1.00
1.00
1.00
7.00
1.00
1.50
0.50
1.00
1.00
5.20
1.00
3.00
1.00
34.60
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
6.60
11.50
2.00
1.00
3.40

PA/NP-Physical Health
Clerk-MH
Medical Director

Medical Director
Mental Health Director
PA/NP-Physical Health
PA/NP-Urgent Care
Registered Nurse-MH
Registered Nurse-Supervisor
PA/NP-MH
Clerk-MH

Medical Director
Clerk-MH
PA/NP-Physical Health
PA/NP-Urgent Care

Medical Director
PA/NP-MH
Registered Nurse-MH
PA/NP-Physical Health
Clerk-MH

PA/NP-Physical Health
Clerk-MH
Medical Director

Assistant RMC Hospital Administrator

Executive Medical Director
Executive Nursing Director
Health Information Specialist/Medical Records Supervisor
Hospital Administrator

Laboratory Technician
Licensed Pract Nurse Med

Nephrologist***
PA/NP-Physical Health

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1

Attachment C – Centurion Proposed Staffing Plans for FDC

Centurion BAFO Submission 3-5-23

209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
209-R.M.C.- MAIN UNIT
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE
REGIONAL OFFICE

Other Not Listed (provide title in Col. J)
Phlebotomist
Other Not Listed (provide title in Col. J)
RMC Radiology Manager
Other Not Listed (provide title in Col. J)
Re-Entry Svcs Case Mgr
Registered Nurse
RN Education
RN Supervisor
RMC Respiratory Therapist
RMC Respiratory Therapist Supervisor
Administrative Assistant
Certified Nursing Assistant
Other Not Listed (provide title in Col. J)
Dental Assistant
Dental Hygienist
Dentist
Other Not Listed (provide title in Col. J)
LPN
Medical Records Clerk
Mental Health Professional
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Registered Nurse
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Clerk
Corporate Officer*
Data Analyst
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Regional Administrative Coordinator
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Regional Dental Director
Other Not Listed (provide title in Col. J)
Regional Director of Operations
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Regional Infection Control Nurse
Other Not Listed (provide title in Col. J)
Regional Medical Director
Regional Mental Health Director
Other Not Listed (provide title in Col. J)
Regional Nurse Educator
Other Not Listed (provide title in Col. J)
Regional Recruitment Coordinator
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Statewide Dental Director
Other Not Listed (provide title in Col. J)
Statewide Director of Nursing
Statewide Disabled/Impaired Inmate Coordinator
Other Not Listed (provide title in Col. J)
Statewide EMR Director
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Statewide EMR Project Manager
Statewide Female Health Services Coordinator
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Statewide Medical Director
Statewide Mental Health Director
Other Not Listed (provide title in Col. J)
Statewide Mental Health Training Coordinator
Other Not Listed (provide title in Col. J)
Statewide Pharmacy Program Director
Statewide Psychiatric Advisor
Statewide Recruitment Coordinator
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)
Other Not Listed (provide title in Col. J)

M/N
RMC-M/N
M/N
M/N
M/N
M/N
RMC-M/N
RMC-M/N
A
M/N
D
D
D
M/N
A
MH

M/N

A
Reg-A
Reg-A

Reg-A

Reg-D
Reg-A

Reg-M/N
Reg-M/N
Reg-MH
Reg-M/N
Reg-A

Reg-D
Reg-M/N
Reg-M/N
Reg-A

Reg-A
Reg-M/N

Reg-M/N
Reg-MH
Reg-MH
Reg-P
Reg-MH
Reg-A

0
0
0

0

0

0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0

0
0
0
0
0
0

0
0

0
0
0

1.00
4.00
3.80
1.00
3.00
3.00
27.20
1.00
4.20
8.40
1.00
1.00
1.00
1.00
2.00
0.50
1.00
3.40
3.80
3.00
1.00
0.40
1.00
5.70
1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
8.00
4.00
4.00
3.20
1.00
3.00
12.00
1.00
2.00
4.00
6.00
7.00
3.00
7.00
4.00
5.00
4.00
4.00
2.00
4.00
7.00
3.00
3.00
3.00
4.00
4.00
4.00
5.00
5.00
6.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.50
1.00

Pharmacy Consultant*
Physician MD/DO - Physical Health
Radiology Manager**
Radiology Technician**

Clerk-MH

Licensed Pract Nurse Med

Mental Health Professional- MA/MS
PA/NP-MH
PA/NP-Physical Health
RN Nurse Manager
Administrative Assistant - Mental Health
American Sign Language Staff Interpreter**
Assistant Statewide Dental Administrator
Asst. Statewide Dir. of MH Services

IT/EHR Help Desk
Mental Health Professional-Float Pool
Physician -- Float Pool
Physician -- On Call
Regional Associate HR Business Partner
Regional Consult Specialist
Regional Dental Administrative Coordinator
Regional Desktop Support
Regional DON
Regional EMR Application Administrator
Regional EMR Education Coordinator
Regional Hepatitis C Case Manager
Regional HR Administrator
Regional HR Business Partner
Regional IT Supervisor

Regional MH QM Coordinator
Regional QM Coordinator
Regional Telehealth Coordinator
Regional Utilization Management Nurse Inpatient
Regional Utilization Management Nurse Outpatient
Regional Utilization Management Referral Specialist
RN-Float Pool
Social Services Coordinator - Marion County - Female Sites
Social Services Specialists
Statewide Assistant Psychiatric Advisor
Statewide CQI Coordinator (Program Director)
Statewide Credential Coordinator
Statewide Dental Administrator
Statewide Director of MH Operations

Statewide EMR Business Analyst
Statewide EMR Education Coordinator
Statewide EMR IT/OBIS Specialist

Statewide Hepatitis C Case Manager Lead
Statewide Hepatitis C Data Entry Specialist
Statewide HR Director
Statewide Infirmary Bed Manager
Statewide IT Support Lead
Statewide IT Systems Administrator

Statewide Mental Health Reentry Coordinator
Statewide Mortality Review Coordinator

Statewide Utilization Management Lead
Statewide Utilization Management Medical Director
Statewide VP of Operations

2,583.00

T:\Contract Administration\Contractual Services\CONTRACTS\Current Contracts\C3076 Comprehensive Health Care Services\Exhibit 1\BAFO\Attachment C – Centurion Proposed Staffing Plans for FDC

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

Staffing
Staffing-IP
Staffing-RMCH
Staffing-WAKRCCU
Total

Client Format Centurion Format Variance
2,583.00
2,583.00
389.60
389.60
134.60
134.60
118.90
118.90
3,226.10
3,226.10
-

C3076 - Exhibit 1
Centurion BAFO Submission 3-5-23

CONFIDENTIAL

· -· -· - ·-·-·-·-·I-•-•-•-•- · -· -· - -

--

--

--

I

-·
·· -·
-·

--

- - - - - - -

ADDENDUM #006

Solicitation Number:

FDC ITN-22-042

Solicitation Title:

Comprehensive Health Care Services

Bids due by:

July 15, 2022 at 2:00 p.m., Eastern Time

Addendum Number:

006

Addendum Date:

March 27, 2023

Failure to file a protest within the time prescribed in Section 120.57(3), Florida Statutes, or failure to
post the bond or other security required by law within the time allowed for filing a bond shall constitute
a waiver of proceedings under Chapter 120, Florida Statutes.
Please be advised that the information below is applicable to the original specifications of the above referenced
solicitation. Added language to the ITN is highlighted in yellow, while deleted language is stricken.
This Addendum includes the following changes:
Change No. 1:
A revision to the Timeline.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

Addendum #006

1

ITB-22-042

-

REVISED
TIMELINE
FDC ITN-22-042
EVENT

DUE DATE

Release of ITN

April 1, 2022

Mandatory
Pre-Reply
Conferences and Site
Visits

April 19 – May 4,
2022

Last Day for written
inquiries to be
received by the
Department

May 13, 2022, Prior
to 5:00 p.m., Eastern
Time

Anticipated Posting
of written responses
to written inquiries

June 20, 2022

Sealed Replies
Due and Opened

July 15, 2022, at 2:00
p.m., Eastern Time

Evaluation Team
Meeting

August 08, 2022, at
2:00 p.m., Eastern
Time

Anticipated
Negotiations

September 2022 –
November 2022

LOCATION
Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs
See Section 4.4 for information regarding the
mandatory site visits.
NOTE: A Vendor’s Reply will be deemed nonresponsive if the Vendor fails to attend all of the site
visits.
Submit questions to:
Florida Department of Corrections
Bureau of Procurement
Email: purchasing@fdc.myflorida.com
Subject Line Should Read: ITN-22-042
Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs
Replies should be addressed to:
Attn: Eunice Arnold, Procurement Officer
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399
Meeting Location:
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399

Negotiation Team
Meeting

March 23, 2023, at
5:00 p.m., Eastern
Time

Meeting Location
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399

Anticipated Posting of
Intent to Award

March 2023
March 30, 2023

Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs

Addendum #006

2

ITB-22-042

ADDENDUM #005
Solicitation Number:

FDC ITN-22-042

Solicitation Title:

Comprehensive Health Care Services

Bids due by:

July 15, 2022 at 2:00 p.m., Eastern Time

Addendum Number:

005

Addendum Date:

March 16, 2023

Failure to file a protest within the time prescribed in Section 120.57(3), Florida Statutes, or failure to
post the bond or other security required by law within the time allowed for filing a bond shall constitute
a waiver of proceedings under Chapter 120, Florida Statutes.
Please be advised that the information below is applicable to the original specifications of the above referenced
solicitation. Added language to the ITN is highlighted in yellow, while deleted language is stricken.
This Addendum includes the following changes:
Change No. 1:
A revision to the Timeline.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

Addendum #005

1

ITB-22-042

-

REVISED
TIMELINE
FDC ITN-22-042
EVENT

DUE DATE

Release of ITN

April 1, 2022

Mandatory
Pre-Reply
Conferences and Site
Visits

April 19 – May 4,
2022

Last Day for written
inquiries to be
received by the
Department

May 13, 2022, Prior
to 5:00 p.m., Eastern
Time

Anticipated Posting
of written responses
to written inquiries

June 20, 2022

Sealed Replies
Due and Opened

July 15, 2022, at 2:00
p.m., Eastern Time

Evaluation Team
Meeting

August 08, 2022, at
2:00 p.m., Eastern
Time

Anticipated
Negotiations

Negotiation Team
Meeting

Anticipated Posting of
Intent to Award

Addendum #005

September 2022 –
November 2022

LOCATION
Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs
See Section 4.4 for information regarding the
mandatory site visits.
NOTE: A Vendor’s Reply will be deemed nonresponsive if the Vendor fails to attend all of the site
visits.
Submit questions to:
Florida Department of Corrections
Bureau of Procurement
Email: purchasing@fdc.myflorida.com
Subject Line Should Read: ITN-22-042
Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs
Replies should be addressed to:
Attn: Eunice Arnold, Procurement Officer
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399
Meeting Location:
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399

March 23, 2023, at
5:00 p.m., Eastern
Time

Meeting Location
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399

March 2023

Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs

2

ITB-22-042

ADDENDUM #004

Solicitation Number:

FDC ITN-22-042

Solicitation Title:

Comprehensive Health Care Services

Bids due by:

July 15, 2022 at 2:00 p.m., Eastern Time

Addendum Number:

002

Addendum Date:

July 25, 2022

Failure to file a protest within the time prescribed in Section 120.57(3), Florida Statutes, or failure to
post the bond or other security required by law within the time allowed for filing a bond shall constitute
a waiver of proceedings under Chapter 120, Florida Statutes.
Please be advised that the information below is applicable to the original specifications of the above referenced
solicitation. Added language to the ITN is highlighted in yellow, while deleted language is stricken.
This Addendum includes the following changes:
Change No. 1:
A revision to the Timeline.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

Addendum #004

1

ITB-22-042

REVISED
TIMELINE
FDC ITN-22-042
EVENT

DUE DATE

Release of ITN

April 1, 2022

Mandatory
Pre-Reply
Conferences and Site
Visits

April 19 - May 4,
2022

Last Day for written
inquiries to be
received by the
Department

May 13, 2022, Prior
to 5:00 p.m., Eastern
Time

Anticipated Posting
of written responses
to written inquiries

June 20, 2022

LOCATION
Vendor Bid System (VBS):
htt12://www.mvflorida.com/a1;ms/vbs
See Section 4.4 for information regarding the
mandatory site visits.
NOTE: A Vendor's ReQly will be deemed nonres 12onsive if the Vendor fails to attend all of the site
visits.
Submit questions to:
Florida Department of Corrections
Bureau of Procurement
Email: 12urchasing(@fdc.mvflorida.com
Subject Line Should Read: ITN-22-042

Vendor Bid System (VBS):
httQ://www.mvflorida.com/aQQS/vbs

Sealed Replies
Due and Opened

July 15, 2022, at 2:00
p.m., Eastern Time

ReQlies should be addressed to:
Attn: Eunice Arnold, Procurement Officer
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399

Evaluation Team
Meeting

August 4a 08, 2022,
at 2:00 p.m., Eastern
Time

Meeting Location:
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399

Anticipated
Negotiations

Anticipated Posting of
Intent to Award

Addendum #004

September 2022November 2022

March 2023

Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399
Vendor Bid System (VBS):
httQ://www.mvflorida.com/aQQS/vbs

2

ITB-22-042

ADDENDUM #003

Solicitation Number:

FDC ITN-22-042

Solicitation Title:

Comprehensive Health Care Services

Bids due by:

July 15, 2022, at 2:00 p.m., Eastern Time

Addendum Number:

003

Addendum Date:

June 20, 2022

Failure to file a protest within the time prescribed in Section 120.57(3), Florida Statutes, or
failure to post the bond or other security required by law within the time allowed for filing
a bond shall constitute a waiver of proceedings under Chapter 120, Florida Statutes.
Please be advised that the changes below are applicable to the original specifications of
the above-referenced solicitation. Added new language to the ITB is highlighted in yellow, while
deleted language has been stricken.
This Addendum includes the Department’s written answers to the written questions received.
This Addendum also includes the following change:
Change No. 1:
A revision to Section 4.9, Contents of Reply Submittals, Tab D.

TAB D

--

Service Area Detailed Solution (limit 150 225 pages)
Section 3 defines the requirements and service level expectations for the services.
In TAB D, for each requirement, Performance Measure, and report required in Section
3 3.6 of this ITN, the Vendor shall describe the following:
a. Acknowledge acceptance of each requirement or note any proposed modification
or innovative solutions that may differ from the requirement but meet the
Department’s needs;
b. Acknowledge acceptance of each Performance Measure (PM);
c. Indicate its ability to exceed the required PMs, if applicable, and provide additional
PMs the Vendor identifies as important that are not specified;
d. Identify proposed modifications to the identified PMs and the impact of the
modification (e.g. greater quality control, cost savings);
e. Describe a plan for providing service and meeting all requirements. The Vendor
shall include methodologies that will be applied, automation tools planned for use,
resource usage plan/approach, and processes that will be put in place;

Addendum #003

1

FDC ITB-22-042

Identify, describe, and detail the Vendor’s services and staff that will be used to
ensure successful service delivery;
g. Describe ways to reduce or minimize any costs or Department resources
associated with the services. This may include modifying the requirements and/or
PMs while still meeting the needs of the service, or recommending a different
approach for the service; and
h. Describe any Value-Added Services it will provide the Department, in addition to
those listed in the ITN, at no additional cost.
f.

Change No. 2:
A revision to Section 4.11, Reply Evaluation and Negotiation Process, A., Evaluation Phase
Methodology, Table 1 and B., Final Reply Evaluation Score, 1st paragraph.
Table 1
Evaluator
Score

Technical Evaluation Section
References
Prior Work Experience
Description of Solution
Program Management
Institutional Medical Care
Institutional Dental Care
Mental Health Services
Hospital Administration and Care and
Utilization Management
Quality Management
Pharmaceutical Services
Total Evaluation Points

Addendum #003

2

Total Available Points

1-5
1-5
1-5
1-5
1-5
1-5
1-5
1-5

50
50
50
75
100
100
100
75

1-5
1-5

75
75
750

FDC ITB-22-042

Technical Evaluation Section

Evaluator Score

Total Available
Points

TAB A Cover Letter with Contact Information, Executive
Summary, Pass/Fail Certification andI
Performance Bond/Irrevocable Letter of CreditI
TAB B Experience and Ability to Provide ServicesI
TAB C Description of SolutionI
TAB D Service Area Detailed SolutionI
TAB E Implementation PlanI
TAB F Additional Ideas for Improvement or cost
~reduction, and other supplemental materials
Total Evaluation PointsI

1-5
LJ

25
LJ

I1-5I
I1-5I
I1-5I
I1-5I

I75I
100
I I
I600I
I100I
100
LJ

7

~

1-5
LJ

I1000I

B. Final Reply Evaluation Score
A Vendor’s Final Reply Evaluation Score is the sum of the Vendor’s Technical Reply Evaluation
Score (0 – 750 1000 points) and its Cost Reply Score (0 – 250 points).

- 1111

Change No. 3:
A revision to Section 4.9, Contents of Reply Submittals, first paragraph and TAB A Title.
Replies shall be organized in TABs as directed below. Vendors shall complete each TAB entirely
to be considered responsive. Material Deviations cannot be waived and shall be the basis for
rejection of a Reply. A Minor Irregularity will not result in a rejection of a Reply. Each TAB includes
a page limit for all TAB content. TAB content beyond the page limit will not be evaluated.
The Reply shall be organized as follows:
TAB A

Cover Letter with Contact Information, Executive Summary, Pass/Fail
Certification and Performance Bond/Irrevocable Letter of Credit Letter (Limit 15
25 pages)

■

Change No. 4:
A revision to Section 4.9, Contents of Reply Submittals, TAB B, Experience and Ability to
Provide Services, b. Prior Work Experience, 3) Subcontractor Information.

3) Subcontractor Information
If the Vendor will use subcontractors to provide any of the Sservices, the Vendor shall provide
detailed information for all subcontractors it plans on contracting with to provide any of the
Sservices under the prospective Contract. This information shall be provided using Attachment
IX, Subcontracting Form. The Vendor shall complete Attachment IX, Subcontracting form. This
information shall, at a minimum, include the following: name, contact information, the service(s)
Addendum #003

3

FDC ITB-22-042

subcontractor will be providing under the prospective Contract, the number of years
subcontractor has provided services, projects of similar size and scope to the Sservices sought
via this ITN the subcontractor has provided, and all instances of contractual default or
debarment (as a prime or subcontractor) the subcontractor has had in the past five (5) years.
Additionally, the Vendor shall include the name of any subcontractor it intends to hire for this
project and any fees that the subcontractor is expected to charge at the time of the Reply.

Change No. 5:
A revision to Section 5.5, Subcontracts, 1st paragraph.
The Vendor may, only with prior written consent of the Department, enter into written subcontracts
for the delivery or performance of services as indicated in this ITN. Anticipated subcontract
agreements known at the time of bid Reply submission, and the amount of the subcontract must
be identified in the bid TAB B of the Vendor Reply. If a subcontract has been identified at the time
of submission, a copy of the proposed subcontract must be submitted to the Department. No
subcontract, which the Vendor enters into with respect to performance of any of its functions under
the Contract, shall in any way relieve the Vendor of any responsibility for the performance of its
duties. All subcontractors, regardless of function, providing services on Department property, shall
comply with the Department’s security requirements, as defined by the Department, including
background checks, and all other Contract requirements. All payments to subcontractors shall be
made by the Vendor.

Change No. 6:
A revision to Section 3.6.1.2, Program Management Minimum Requirements.
Statewide Leadership Positions
Position Title
(or equivalent title)
Statewide Oral Surgeon

Purpose
Responsible for all
dental care and related
surgical issues

# of
Positions
1

Department Liaison
• Chief of Dental
Services

I

I

Institutional Leadership Positions
Position Title
(or equivalent title)
Oral Surgeon

Purpose
Responsible for all
dental care and related
surgical issues

Department Liaison
• Warden for
administrative issues
• Chief of Dental
Services for clinical
issues

# of
Positions
1 per
Institution

Change No. 7:
A revision to Section 3.6.4.2 How Services are Provided Today, Mental Health Services
Requirements (MHS).
Addendum #003

4

FDC ITB-22-042

Mental Health Service Requirements (MHS)
No.
MHS-052

Requirement
Treatment for Gender Dysphoria
The Vendor shall ensure identification and treatment of Inmates diagnosed with
Gender Dysphoria is governed by Procedure 403.012, Identification and Management
of Inmates Diagnosed with Gender Dysphoria. After initial pre-screening, formal
assessment, and review by the OHS Gender Dysphoria Review team, the Inmate will
receive initial treatment to include, but not be limited to, clinical group therapy once
weekly, psychoeducational group interventions twice weekly, and individual
psychotherapy at least every 30 Days. After an initial three (3) month period, treatment
schedules can be modified by the MDST to include individual psychotherapy at least
every 30 Days and clinical group therapy either weekly, bi-weekly, or monthly, as
clinically indicated. While receiving any treatment for Gender Dysphoria Inmates must
remain at a mental health designation of S-2 or higher.

■

Change No. 8:
A revision to Section 2.7, Resources.
The Department is providing links to resources Vendors may find helpful in the development of
their Replies. In order to gain a comprehensive understanding of the current services, Vendors
are strongly encouraged to review the information contained in these links.
Many exhibits contain multiple files. In addition, some exhibits contain information on health care
services or Correctional Institutions that may not be covered by this ITN. The Vendor may
disregard
any
information
that
does
not
pertain
to
this
ITN.
•

Comprehensive Health Care Service contracts:
https://facts.fldfs.com/Search/ContractDetail.aspx?AgencyId=700000&ContractId=C2930
https://facts.fldfs.com/Search/ContractDetail.aspx?AgencyId=700000&ContractId=C2995

•

Current Department Policies, Procedures, and Health Services Bulletins (except those
identified as “Restricted”):
http://fdc.myflorida.com/health/procedures.html

•

The Department has provided a Resource Library to provide Vendors with access to
information, reports, and additional documents useful in creating a Reply.
The Link: http://www.dc.state.fl.us/health/faq.html

Some of the Department’s Procedures are identified as “Restricted” and are not available for
public viewing. Restricted Department Procedures will be made available to interested Vendors
for the development of Replies. To obtain a copy of the restricted Procedures, Vendors must email
a signed copy of Attachment XII, Nondisclosure Agreement for Restricted Information, to the
Procurement Officer, along with their Express Mail (i.e., FedEx, UPS) account number to cover
Addendum #003

5

FDC ITB-22-042

the cost of shipping. Once the signed agreement is received by the Procurement Officer, the
Department will provide the restricted procedures on a CD to the Vendor, via overnight mail.
Vendors having trouble accessing any documents should contact the Procurement Officer.
Note: Exhibits are provided for informational purposes only. All possible efforts have been
made to ensure the information contained in the resource documents is accurate, complete, and
current
Change No. 9:
A revision to Section 4.10, Reply Evaluation Criteria, A. Technical Reply Evaluation Score (0750 Points) title.

- 1111

A. TECHNICAL REPLY EVALUATION SCORE (0 – 750 1000 POINTS)

Addendum #003

6

FDC ITB-22-042

Responses to Written Questions
FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question

Answer

1.

Is the DOC planning to hold a main Bidder’s
conference for the solicitation as a whole? If so, can
you please provide me with the date, time, location,
and RSVP/registration instructions?

All pre-Reply conferences will occur at the mandatory site visits. There
will be no pre-reply conferences or site visits at Central Office.

2.

Are you saying that the DOC is not going to have a
main Bidder’s Conference at the DOC headquarters?

Please see the Answer to Question No. 1 of this Addendum.

In Tab D, the ITN instructs proposals to describe
subsections a-h surrounding ITN requirements,
performance measures, and reports in Section 3 of the
ITN. Please clarify the following:

3.

Addendum #003

a. The ITN document, including the entirety of Section 3, designates
specifications that will be reflected in the Contract; however, the
instructions in TAB D subsections a-h, refer to the specifications the
Department denotes as “Requirements,” which are those in Section
3.6. Please see Change No. 1 of this Addendum.

a. Is this requested for the entirety of Section 3
(Subsections 3.1-3.9) or only the specific
applicable healthcare service areas under
Subsection 3.6 (Subsections 3.6.1 - 3.6.10)?
b. If only subsections 3.6.1 – 3.6.10, can the
Department please confirm proposals do not
need to include these same detailed a-h
responses for Sections 3.1 - 3.5, 3.7 - 3.9, and
3.6.11?

b. Section 3.6.11 is titled “Other Requirements” and is included in
Section 3.6 and applies to the instructions of TAB D.
c. The Department’s evaluation methodology is laid out in Section 4.11
of the ITN. Table 1 details the total available points for each
component of a Vendor’s Reply. Please see Change No. 2 of this
Addendum.

7

FDC ITB-22-042

Responses to Written Questions
FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question
c.

Answer

Can the Department please clarify the scoring
of subsection 3.6.9, 3.6.10, and 3.6.11 and
what, if any, possible points are associated
with those subsections?
The Department will evaluate the Vendor’s Implementation Plan when it
evaluates TAB E of the Vendor’s Reply. Please see Change No. 2 of this
Addendum.

4.

We understand that we have up to 30 pages to
provide our Implementation Plan. Can the
Department please clarify the scoring of Tab E
Implementation Plan narrative and what, if any,
possible points are associated with that section?

5.

We understand that we have up to 35 pages to provide
our response to Tab F, Additional Ideas/ValueAdds/Cost Reductions. Can the Department please
clarify the scoring of Tab F and what, if any, possible
points are associated with that section?

The Department will evaluate the Vendor’s response to TAB F in
accordance with Table 1 of Section 4.11. Please see Change No. 2 of
this Addendum.

6.

The ITN timeline notes that the anticipated posting of
written responses to vendor questions is June 13th. Will
the Department consider allowing more time between
posting of written answers and the ITN reply due date
to vendors to incorporate FDC’s answers into their
proposal submissions?

Please see Addendum #002 timeline revision.

The volume of information requested may be
challenging to thoroughly respond in 150 pages.
Would the Department kindly consider increasing the
page limit and/or allow separate attachments to

TAB D of a Vendor’s Reply was previously limited to 150 pages, not the
entirety of a Vendor’s Reply. Each Tab of a Vendor’s Reply has its own
page limit. Please see Change No. 1 of this Addendum, which increases
the page limit for TAB D.

7.

Addendum #003

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Question
Number

8.

Question

Answer

support the narrative response with the separate
attachments excluded from the 150 page limit?

All of a Vendor’s Reply contents (attachments, forms, etc.) will be
counted in the page limit(s) denoted for each TAB.

1. Is it permissible to include separate attachments to
support a narrative response that are informational
documents as samples? Examples are company
policies and procedures, sample forms, audit tools,
programming, etc.
2. If so, are these excluded from the page limit
allotment in that corresponding tab?

Please see the Answer to Question No. 7 of this Addendum.

Section 4.9, Contents of Reply Submittals, Tab A; page
207
9.

Please see Change No. 1 and Change No. 3 and the Answer to
Question No. 7 of this Addendum.

This section requires ITN forms and documents (i.e.
reply bond, performance bond, D&B score, etc.) Please
confirm these requirements are excluded from the 15page limit of Tab A.

Section 4.9, Contents of Reply Submittals, Tab B; page
208
10.

This section requires references, subcontractor letters
of intent, job descriptions, and proposed staffing plans.
Please confirm these requirements are excluded from
the 50-page limit for Tab B.

Addendum #003

Please see the Answer to Question No. 7 of this Addendum.

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Question
Number

Question

Answer

Section 5.5., Subcontracts; page 224

11.

This section of the ITN requires bidders to include,
“Anticipated subcontract agreements known at the time
of bid submission, and the amount of the subcontract
must be identified in the bid.”

The amount of any known subcontracts should be reported in TAB B of
a Vendor’s Reply. Please see Change to No. 4 and Change to No. 5 of
this Addendum.

For the estimated amount of subcontractor agreement,
should this be included on Attachment IX,
Subcontracting Form, or within vendor’s price
proposal?

Section 4.9, Contents of Reply Submittals, Tab B,
Subsection b.1 Narrative/Record of Past Experience
12.

13.

This section requires a listing of similar contacts and
certain information for each. Some companies have
decades of experience. Can this information be
submitted as a separate Attachment that is excluded
from the page limit allotment?

What if any changes have there been in major facility
missions and populations in the past 5 years?

Addendum #003

Please see the Answer to Question No. 7 and Change No. 3 of this
Addendum.

Jefferson CI, Madison CI, Everglades CI, Marion CI, Sumter CI, Tomoka
CI were designated as Incentivized Prisons.
Hamilton CI Main Unit and SFRC South Unit were designated to accept
Short Sentence inmates.
Charlotte CI and Hardee CI were designated as Close Management
Facilities.
Wakulla-Annex was designated as a Residential Continuum of Care
Unit.
FWRC was designated as a Residential Continuum of Care Unit.

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Question

Answer
Jackson CI was designated as an Administrative Management Unit.
Sumter CI was designated to accept S-3 inmates.
Walton CI was designated to accept S-3 inmates

14.

What are the current mental health grade census and
capacity at each of the major institutions that evaluate
and treat patients with mental illness?

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

15.

16.

17.

Please provide the census and capacity of individuals
that are classified as S2-S6 at each facility.

Will the Florida DOC expect the successful vendor to
tailor their company policies to meet Florida DOC
policies or will the DOC expect the vendor to use only
Florida DOC policies and forms?
PGM-081 on page 52 states that the vendor shall
ensure that its staff are vaccinated against Hepatitis B
prior to the start of service delivery. This vaccination is
administered in a 3-dose series that spans 6 months. If
the potential staff for hire have not already been fully
vaccinated, will the DOC accept the administration of
the first dose only prior to service delivery? Does this
apply to all vendor staff including clerical and medical
records staff?

Addendum #003

Please see the Answer to Question No. 14 of this Addendum.

The successful Vendor will be expected to follow all FDC policies,
procedures, and forms.

Documentation of previous vaccinations will be accepted.
Documentation that vaccine series has started, along with a schedule of
pending vaccine dates will be accepted, as well as documentation for
the contraindication of vaccine if not advised.

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Question
Number

Question

18.

How long do FCIC/NCIC background checks take?

19.

PM-PGM-005 on page 58 – how are the minimum
number of service hours required established? Is this
the entire staffing plan for each facility? Or an agreed
upon reduced number to ensure continued
operations? Please confirm that this performance
measure is new to the contract with this ITN.

20.

Please provide copies of the authorized staffing plans
for each facility, including satellite facilities, the
number of positions filled, number of positions vacant,
and the vacancy rate for each.

Answer

Florida Department of Law Enforcement (FDLE) has up to three (3)
business days to transmit results to the Department. The Department
can take three (3) to five (5) business days to complete a review upon
receiving results from FDLE.

Service hours are based on the approved final staffing plan. The current
contract does not contain the language in PM-PGM-005 of the ITN.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

21.

Please provide the capacity and the average daily
population (ADP) for each facility including satellite
facilities.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.
The Average Daily Population (ADP) is subject to fluctuations.

Addendum #003

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Question
Number

22.

23.

Question

Please specify the facilities/satellites in which 24/7
health care coverage is not required, and the amount
of coverage required for each.

Please provide the names of the community provider
contracts in place for each facility for off-site and
specialty care services.

Answer

All major facilities have 24/7 nursing coverage except Putnam CI, and
Re-Entry Centers. Work Camps are covered by their parent facility

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.
Contracts are subject to change after the date of this Addendum.

24.

What is the number of patients being seen in specialty
clinics in the RMC – either by month or annually?

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

25.

Please provide copies of the agreements with Nova
Southeastern University and the University of Florida
for intern, residents, and students.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.
Agreements are subject to change after the date of release.

Addendum #003

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Comprehensive Health Care Services

Question
Number

Question

Answer

•

26.

27.

28.

29.

Page 51
• What is the expectation for disaster recovery of
the EMR to return to normal operations?
• What is the expectation of EMR uptime?
• What is the expectation of EMR backups to
occur?

Page 185-187
• GE Fusion Electronic Medical Record system is
currently in use
➢ What is the current state of the EMR? Is it
current with all patches, service packs, etc.?

Pages 20 thru 22 list seven (7) EMR staff positions?
• Are these expected to be full-time FTEs or parttime?
• There is a reference on page 26 to "SuperUsers". Are these to be within the state of
Florida or can they be remote?
Page 25 on-call telephone coverage
• What is the expectation for response time for
on-call staff?

Addendum #003

•
•

ITS-033 requires access and use of a backup system with the same
functionality and data as its operational system within 24 hours
PM-EMR-001 expectation is 99.99% availability. PMR-EMR-002
expectation is 100% EMR availability when needed to deliver
critical health care services to inmates.
PM-EMR-006-EMR backup frequency should be appropriate to
ensure successful operations. The vendor shall ensure data is
protected per industry standards and ensure data is easily
recoverable.

The EMR is operational and active in all facilities with all applications
functioning. There are open requests with Fusion for revisions and
enhancements that are in progress with different ETA's, but not affecting
patient care. Server OS and SQL Database patching is all up to date
and verified.

Yes, these are expected to be full-time FTEs.
Yes, these positions need to be within the State of Florida.

A 30-minute response time is expected for this coverage.

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Question
Number

Question

30.

Page 188
• Please provide the Department’s Networking
specifications.
• What is the approved PEN testing solution of
the Department or FDC OIT?
• What is the approved network monitoring
solution of the Department or FDC OIT?
• What is the Department-approved up-to-date
server and workstation anti-virus/malware
software (all components)?
• What is the Department’s approved VPN
solution?
• What is the process for requesting use of the
available network services?
➢ Who is responsible for managing the
provided services?
➢ Is there a preferred vendor for completing a
site survey?
➢ Is the equipment list provided under ITS-009
already installed or is vendor responsible for
installation?
1.If vendor is required to install, what is the
preferred vendor?
Please provide a copy of the RF plan or channel map
agreement.

31.

Page 190
What is the recommended solution for filtering
network traffic as defined in ITS-020?

Addendum #003

Answer

This is confidential restricted information. The Information will be
provided to Vendors who attended all mandatory site visits and have a
non-disclosure agreement on file.

The Department does not have a recommended solution. Vendor
solutions will be reviewed and approved or disapproved by the
Department.

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Answer

Please confirm that the Florida DOC does not want
the vendor responses to include projections of our
actual costs in providing services.

Confirmed; the Vendor’s Cost reply should reflect the percentage
administrative fee. This percentage covers the Vendor’s indirect costs and
profits, to be charged in addition to direct costs for inmate Patient care
services. Vendors should describe their ability to control direct costs in
TAB C of their Replies.

33.

Please provide (by year) the amounts of any staffing
paybacks/credits the Florida Department of
Corrections
(Department) has assessed against the incumbent
vendor over the term of the current contract.

This is N/A under the current contract.

34.

Please provide (by year) the amounts and reasons for
any non-staffing penalties/ liquidated damages the
Department has assessed against the incumbent
vendor over the term of the current contract.

The current contract does not include a performance measure that
assesses financial consequences for staffing levels.

32.

35.

Are any of the Department’s facilities currently subject
to any court orders or legal directives? If “yes,”
please provide copies of the order/directive.

Addendum #003

Yes. There were two lawsuits filed by Disability Rights Florida and one
case filed by death row inmates. The relevant documents are attached.
These cases may not be all of the cases that are being sought as it is
unclear as to what “legal directives” means.
The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.

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Number

Question

Answer

Please see Change No. 8 of this Addendum.

36.

37.

With regard to lawsuits (frivolous or otherwise)
pertaining to inmate health care:
a. How many have been filed against the Department,
the State of Florida, and/or the incumbent health
care provider in the last three years?
b. How many have been settled in that timeframe?

For each facility listed in ITN Attachment II, please
provide the following data regarding the size of the
inmate population.
a. Three years’ worth of facility-specific historical data
b. Five-year population projections

It is estimated that there were approximately 130 lawsuits filed by
inmates regarding medical care in the last three years. This is a rough
estimate as the Department does not maintain a list of just medical care
lawsuits. In addition, the Department is not aware of the total number of
lawsuits filed against the current and former medical contractors. The
Department is unable to identify which cases are settled as the
Department does not generate a list of settled cases.

Please see the Answer to Question No. 21and the FDC Annual Reports:
Florida Department of Corrections -- Index to Statistics and Publications
(state.fl.us)

The Department will need to identify additional S-3 facilities. However,
there is no timeframe and the facilities have not been identified.

38.

Does the Department have any plans to change the
mission, size, or scope of any of its facilities within the
term of the contract? If so, please provide details
(including timeframe) on the planned change.

The Department will move the reception process for those inmates who
are 17 and under to Suwannee-Annex. This will occur this year, but the
timeframe has not been established.
The Department will establish additional Gender Dysphoria locations.
Timeframe – 2 to 3 months. Locations have not been identified.

Addendum #003

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Question

Answer
The Department has changed the population of Hernando CI from
female to male.

39.

For each facility listed in ITN Attachment II, please
provide a listing of any current health service
vacancies,
by position.

40.

Please confirm that if the awarded vendor retains
existing health care staff who are already
credentialed, those incumbent staff will not need to go
through the credentialing all over again with the new
vendor.

41.

Are any members of the current health service
workforce unionized? If yes, please provide the
following.
a. A copy of each union contract
b. Complete contact information for a designated
contact person at each union
c. The number of union grievances that resulted in
arbitration cases over the last 12 months

42.

Please provide the salaries/wages your incumbent
health service Vendor is paying to its staff at the
Department’s facilities.
a. How recent is this data?

Addendum #003

Please see the Answer to Question No. 20 of this Addendum.

The awarded Vendor must ensure the credentialing of all their staff.

No, the workforce is not unionized.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.

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Question
Number

Question
b. What is the source of this data (e.g., State/County
records, data from the incumbent Vendor, etc.)?

Answer
Please see Change No. 8 of this Addendum.
a. As of December 10, 2021
b. Incumbent Vendor

43.

44.

With regard to timeclocks or other timekeeping
devices, please provide the following information.
a. The number of timeclocks in place at each
Department facility
b. Where in the buildings they are located (for
example, in the lobbies, at the security sally ports,
in the
medical units, etc.)
c. Will the Department allow the incoming Contractor
connect its timeclocks to the Department’s
network?

With regard to the GE Fusion Electronic Medical
Record system, please provide the following
information:
a. What version of the EMR that is in place?
b. Is the existing EMR agreement/licensure/ownership
in (a) the Department’s name or (b) Centurion’s
name?
c. Can the incoming vendor take over the existing
EMR agreement/licensure?
d. Will the Department allow authorized providers and
other staff not located onsite at the Department’s
facilities to have remote access to the EMR?
e. What interfaces are currently in place with the
existing EMR, for example, the Offender
Management

Addendum #003

a. The incumbent Vendor shall manage its own timekeeping system.
b. The incumbent Vendor shall manage its own timekeeping system and
locations.
c. The incumbent Vendor is required to put its own time management
system in place.

a.
b.
c.
d.

AthenaPracticetm v20
Centurion’s name
Fusion License and Services Agreement is provided for reference.
Appropriate controls and Security Access Requests will be the
responsibility of the CHCC.
e. Currently FDC facilities and private facilities have interfaces to include
radiology, CIPS, OBIS, and Labs.

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Question

Answer

System, the current pharmacy subcontractor, the
current lab services contractor, etc.?

45.

Does the Department currently utilize telehealth? If so,
please provide the following information.
a. Description of any equipment that will remain in
place for the new vendor to use
b. Description of the telehealth connectivity (network)
that will remain in place for the new vendor to use
c. The type of telehealth clinic (e.g., telepsychiatry,
telecardiology, etc.)
d. How often each telehealth clinic is currently
conducted (e.g., weekly, monthly, as-needed, etc.)
e. The length of each telehealth clinic currently
conducted (e.g., day, half-day, etc.)
f. The average number of patients in each telehealth
clinic
g. The name and contact information for the teleprovider who conducts each telehealth clinic

The FDC does not track this information; however, we have approved
the use of telehealth for neurology, ADA interpreter services, and
continue to evaluate and approve additional telehealth and telepsych as
appropriate for outpatient mental health.
The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.
See ITS-042 and ITS-043 regarding telehealth technology.

46.

What laboratory subcontractor does your current
health care vendor use for lab services, e.g., LabCorp,
Garcia, Bio-Reference, etc.?

BioReference Laboratories

47.

For facility listed in ITN Attachment II, which
hospital(s) is used most frequently?

RMCH is used primarily unless the patient’s acuity level requires an
outside hospital.

48.

Does the Department participate in any programs or
legislation (e.g., the Affordable Care Act, Medicaid

Addendum #003

No. The cost of inmate medical care is the responsibility of the awarded
Vendor, to be reimbursed by the FDC.

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Question

Answer

expansion, State law, etc.) that mandate special
discounts for inpatient care for inmate patients? If
“yes,”
please provide the following information.
a. Name and brief description of the program
b. What services are discounted under the program?
c. Who is responsible for enrolling Department
patients in the program?
d. Please provide the current processes and
timeframes for (a) enrollment in the program and
(b) payment
at the program’s discounted rates.

49.

With regard to any specialty care clinics currently
conducted onsite at the Department’s facilities, please
provide the following information.
a. The type of specialty clinic (e.g., orthopedics,
neurology, etc.)
b. How often each specialty clinic is currently
conducted (e.g., weekly, monthly, as-needed, etc.)
c. The length of each specialty clinic currently
conducted (e.g., day, half-day, etc.)
d. The average number of patients in each specialty
clinic
e. The name and contact information for the provider
who operates each specialty clinic

50.

Please identify the number, type, and timeframes of
any backlogs (chronic care clinics, offsite referrals,
dental encounters, etc.) that currently exist at the
Department’s facilities.

Addendum #003

Please see the Answer to Question No. 24 of this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.

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Comprehensive Health Care Services

Question
Number

Question

Answer
Please see Change No. 8 of this Addendum.

51.

52.

Please provide the following information about any
medical, behavioral health, or other special needs
units
(infirmary, addiction recovery, sex offender, geriatric,
skilled nursing, hospice, etc.) at the Department’s
facilities.
a. Type of each unit
b. Location of each unit
c. Capacity of each unit
d. Average occupancy of each unit
e. Staffing for each unit
f. Type of services/Acuity able to be handled in each
unit

For each of the past 36 months, please provide the
following mental health data.
a. Number of inmates on suicide watch each month
b. Number of suicide attempts
c. Number of successful suicides
d. Number of self-injurious behavior incidents

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

a. The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.
b. Please see the Answer to Question 52 a. of this Addendum.
c. The FDC had 17 suicides in 2020, 24 suicides in 2021, and, as of 527-22, 10 suicides in 2022.
d. Please see the Answer to Question 52 a. of this Addendum.
See TAB B., (5) and PGM-005 and PGM-006

Addendum #003

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Comprehensive Health Care Services

Question
Number

Question

Answer

53.

Given the many responsibilities of psychologists in
this RFP, please confirm the number of psychologists
in the current staffing plan by institution as well as
number of vacancies.

Please see the Answer to Question No. 20 of this Addendum.
The Vendor is expected to provide staffing to meet all requirements
specified in ITN.

54.

Please provide ADP counts for each service location
by month for FY 2018, FY 2019, FY 2020, and FY
2021

Please see the Answer to Question No. 21 of this Addendum and the
FDC Annual Reports: Florida Department of Corrections -- Index to
Statistics and Publications (state.fl.us)

55.

Please provide projected inmate census for each of
the next three years.

Please see the FDC Annual Reports: Florida Department of Corrections
-- Index to Statistics and Publications (state.fl.us)

56.

Please clarify whether the proposed hospital will be in
addition to or replacing the existing hospital at RMC in
Lake Butler.

The Department did not receive approval for the proposed hospital
proviso funding language by the Legislature.

57.

Please confirm a revised staffing plan will be
negotiated when the new 500 bed Mental Health
Facility opens.

58.

59.

Yes. All staffing expectations regarding the new mental health facility
will be discussed with the Vendor when the facility is completed.
Please see PGM-005.

Please confirm a revised staffing plan will be
negotiated when the new 250 bed prison hospital
facility opens.

Please see the Answer to Question No. 56 of this Addendum.

Please clarify whether the Department is requiring one
(1) Oral Surgeon statewide or per institution.

Please see Change No. 6 of this Addendum.

Addendum #003

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Comprehensive Health Care Services

Question
Number
60.

Question

Please identify the retention rate for nurses in 2021 by
institution.

Answer

The Department does not maintain the requested data.

Please identify which Major Institutions require two
CHO/SMDs due to physical layout of the facility and
its mission.

Currently, RMC is the only facility that has two (2) CHOs in its staffing
plan.

Please identify the number of security staffing
vacancies by institution per month or semi-annually
for the past two years.

The information requested is unrelated to this ITN.

62.

63.

Please identify which institutions have had 80% or
less security staffing hours than were scheduled in the
past two years. For each of these Institutions, identify
how frequently this has occurred over the preceding
24 months.

61.

64.

65.

a. Please provide a copy of the current equipment
inventory by institution
b. Please identify the current medical waste disposal
subcontractor and utilization for 2021
c. Please identify the current linens subcontractor and
utilization for 2021
d. Please provide a current list of the healthcare
supplies in inventory
Please confirm the number of Medical Record
Personnel and/or Health Information Specialists
currently staffed by institution

Addendum #003

The information requested is unrelated to this ITN.

a. The Department added the requested information to Section 2.7
Resources referenced in the ITN.
Please se Change No. 8 of this Addendum.
b. Please see the Answer to Question No. 23 of this Addendum.
c. Please see the Answer to Question No. 23 of this Addendum.
d. The Department does not maintain the requested data.
Please see the Answer to Question No. 20 of this Addendum.

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Question
Number

Question

66.

Please identify the current language interpreter
subcontractor and utilization for 2021

67.

For FY 2018, FY 2019, FY 2020 and FY 2021, please
provide a summary of amounts reimbursed by private
prison operators for use of RMCH.

68.

Please provide the current RMCH established rate
schedule.

Answer

Please see the Answer to Question No. 23 of this Addendum.

The FDC does not have this information available.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

69.

Please confirm the current salary for psychology
interns and residents.

Please see the Answer to Question No. 42 of this Addendum.

70.

How many IMR and OC cells are certified in the state?
How many are pending certification?

The FDC has 306 certified Infirmary Management Review and
Observation Cells and 74 cells that are pending certification.

71.

Please provide an inventory of the Isolation
Management Rooms (IMR) items.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

Addendum #003

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Question
Number

72.

Question

a. Please confirm the number of healthcare
grievances by month for the past three years.
b. Please confirm the financial penalties assessed
based on grievances by month for the past 3 years
c. Please provide all health care grievance
compliance reporting by service location for FY 2018,
FY 2019, FY 2020, and FY 2021.

Answer

a. The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.
.
b. There were no financial consequences assessed regarding the
performance measure pertaining to grievances.
c. Please see the Answer to Question 72 a. of this Addendum.

73.

74.

75.

a. Please provide the past two years of CMA surveys
b. Please confirm what CMA related financial
penalties have been assessed by category for the last
three years
c. Please provide all CMA survey compliance
reporting by institution for FY 2018, FY 2019, FY
2020, and FY 2021.

Please provide an explanation of the appeal process
for the determination that CMA findings have not been
cured.
a. Please provide an explanation of or examples of
what would be considered an “indirectly” attributable
cause of death.
b. Please clarify whether this is an individualized
measure based on the circumstances of the individual

Addendum #003

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

Disputes regarding financial consequences being assessed may be
submitted to the Contract Manager. Disputes regarding Correctional
Medical Authority (CMA) findings must be submitted to the CMA.

This would be determined during the mortality review process to include
peer review.

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FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question

Answer

death (as indicated in the Description column) or a
“systemic pattern” (as indicated in the Expectation
column)

76.

a. Please confirm how many inmate deaths were
directly or indirectly attributed to omission indifference
or inaction related to healthcare over the past 5 years.
b. Have any such deaths results in financial penalties?
If yes,

77.

a. Would the awarded vendor be assessed a
$100,000 per occurrence/Institution penalty for those
that are not currently accredited by ACA?
b. Please provide a list of Institutions that have lost
the relevant accreditation in the last five (5) years and
identify the year in which the accreditation was lost.
c. Please provide the penalty amount assessed for FY
2018, FY 2019, FY 2020, and FY 2021.

78.

Please provide the weighted average base wage
(excluding benefits or values for shift differentials,
overtime, backfill, etc.), by Institution (or by Region),
by position

79.

Please provide detail on incentive programs currently
in place to recruit and retain Medical and Mental
Health staff, by position and Region, such as:
a. Sign-on bonuses
b. Retention bonuses

Addendum #003

a. – None have been documented
b. – No, N/A

a. All facilities are currently ACA accredited.
b. None
c. None

Please see the Answer to Question No. 42 of this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.

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Comprehensive Health Care Services

Question
Number

Question
c. Education/Tuition Reimbursement
d. Parking Reimbursement
e. Other Travel Reimbursement

80.

a. Please provide the current CHCC’s FDC approved
staffing plan by service location and identify any
vacancies by position for each of the preceding 24
months
b. Please provide the past four semi-annual staffing
reports, including the calculation resulting in the
financial consequence assessment.
c. Please confirm whether the current CHCC is
maintaining 90% of all required hours per Institution,
and per position type, including hours fulfilled by
subcontracted providers
d. Please identify how many times the current CHCC’s
staffing hours dropped below the 90% threshold
e. Please confirm the number of times the current
CHCC has been financially penalized for not meeting
the 90% staffing threshold and the dollar amount
associated with these penalties.

81.

Please confirm the average weekly number of intakes
by location.

82.

Please identify the Institutions with Youthful Offenders
(YOs) and their census at each.

Answer
Please see Change No. 8 of this Addendum.

a. Please see the Answer to Question No. 20 of this Addendum.
b. Please see the Answer to Question No. 20 of this Addendum.
The requirements in the ITN differ from the current Contract
c. N/A under the current contract.
d. N/A under the current contract.
e. N/A under the current contract.

Please see the Answer to Question No. 55 of this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

Addendum #003

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Comprehensive Health Care Services

Question
Number
83.

84.

Question

Please clarify what training inmate assistants receive
and who is responsible for providing it to them.

Please identify the number of infirmaries, including
bed capacity and average daily census for each by
institution.

Answer

Inmates receive training at individual facilities training is provided by the
Vendor. The training was developed by the Department.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

85.

86.

87.

Please identify which institutions have long term care
units and/or hospice programs and the average daily
census for each.

To plan for enough staff for observation of patients in
an IMR or Observation cell in the infirmary, please
provide the average daily number of individuals in
these locations

Please confirm how frequently psychiatric restraints
have been used, by institution, over each of the past
24 months.

Addendum #003

CFRC South Palliative Care 6 beds. Full 98% of the time.
CFRC South Intensive Medical 64 compound beds. No nursing care
provided. 70% full.
SFRC F-Dorm 76 beds Palliative and long-term. 70% full.
Zephyrhills J-Dorm 66 beds – Intensive medical patients from minimal to
quadriplegic. 95% full.
Intensive Medical Lowell I-Dorm 11 beds. Currently on administrative
hold.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question

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FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question

Answer
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

88.

How many inmates have been released from each
institution each year the past two years?

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

89.

90.

a. How many GD patients are in the system?
b. How many are waiting for a comprehensive
psychological evaluation to confirm provisional
diagnosis?
c. Please confirm at which institutions comprehensive
psychological evaluations of GD occur.

a. What is the number of known patients with
untreated chronic Hepatitis C?
b. Can the Department provide a breakdown of the
untreated patients remaining by priority level?
c. Is there a court ordered mandate of a minimum
number of patients to treat a year or other required
benchmarks?
d. Is there a court ordered oversite body or committee
to oversee Hepatitis C treatment? If so, is there
scheduled progress reporting (monthly or quarterly)?

Addendum #003

As of 5/26/22:
a. 296
b. 85
c. Wakulla CI, FSP, FWRC, Dade CI

a. 261 F2-F4.
b. 34 F4; 14 F3; 15 F2; 33 F1; 66 F0
c. No. Treatment must be in accordance with HSB 15.03.09 Supplement
3
d. No.

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FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

91.

Question

Please identify which sites failed to meet the triage
requirement over the past two years and how many
such instances occurred by site

Answer

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

92.

Please identify the total number of sick call requests
submitted per month for the past 24 months, by
category, for each service location

This information is not available. Approximately 2,300 sick calls are
triaged per week.

93.

Please identify the number of Infirmary admissions
per month for each institution over the past three
years.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

The number of inpatient admissions from May 1, 2021 to April 30, 2022
are as follows:

94.

Please provide number of admissions to inpatient
units broken down by institution.

Addendum #003

31

Facility Name
Santa Rosa Annex
Dade CI
Lake CI
Wakulla Annex

Count
1006
803
507
336

Suwannee CI
FWRC
Zephyrhills CI

321
194
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FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question

Answer

I RMC

95.

96.

a. Please provide the number of individuals requiring
sex offender treatment.
b. Are they required to be housed at designated
facilities? If so, which facilities?
c. What screening tools are currently implemented for
sex offenders?

Please confirm the number of restrictive housing beds
at each institution

I 87

I

a. As of 5-27-22, there are approximately 1,500 sex offenders awaiting
treatment.
b. There are no designated sex offender facilities.
c. Please see the Answer to Question No. 95.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

97.

98.

Please confirm the percentage of individuals
prescribed psychotropic medications by institution.

a. Please identify the institutions that have RCCU’s
and the bed capacity, type, and census of each
RCCU.
b. Is there a need for more RCCUs and if so what is
the backlog or waitlist?
c. If yes, please identify the reason why more RCCUs
aren’t currently in place

Addendum #003

Please see the Answer to Question No. 97 for the number of patients
who were dispensed mental health medications from 4/1/2022 –
5/31/2022. Approximately 16.5% of the population is being prescribed
psychotropic medications.

a. Wakulla houses the male Residential Continuum of Care Units
(RCCU):
Diversion Treatment Unit (DTU) = 240 beds (120 cells with 2 beds
each, 30 beds reserved for single occupancy)
Secure Treatment Unit (STU) = 92 beds (single cell)
Cognitive Treatment Unit (CTU) = 19 beds (single cell)
Florida Women’s Reception Center (FWRC) houses the female
RCCU:
DTU = 42 beds (14 cells with 2 beds, 14 single bed cells)

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Question

Answer
b. There is a need for more RCCUs. The waiting list numbers are as
follows:
Wakulla
Wait list
DTU
60
STU
I CTU

106
I 19

I

c. Renovations of facilities have been ongoing as they require both
space and funds to put in place.

99.

100.

101.

Please confirm this should read “the inmate will
receive initial treatment to include but NOT be limited
to…” It currently states, “but be limited to.”

Please clarify what the educational and experience
requirements are for the Behavioral Health Technician
and Behavioral Health Specialist positions.

The ITN references Behavioral Health Clinicians only
twice and both instances are in IIC-016. Please
confirm this is the same position as the Behavioral
Health Specialist. If not, please identify the
qualifications for this position.

Addendum #003

Please see Change No. 7 of this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

Behavioral Health Clinicians can be Psychologists or Behavioral Health
Specialists.
The Department added the requested information to Resources
referenced in Section 2.7 of this ITN.
Please see Answers to Questions No. 102 and No.103.

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FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question

Answer

a. Please provide current SOCTS group schedules.
b. Please confirm the average group size for SOCTS
groups
c. Please confirm the participation rate in SOCTS
groups

a. Group schedules vary by institutions – please see Procedure 404.004
for requirements
b. Group sizes are defined in Procedure 404.004
c. The Department does not track this information.

103.

Please identify what incentives are currently used in
the behavioral level system

Please see the Answers to Questions No. 101, No.102, and Procedure
404.004 attachment of this Addendum.

104.

Please clarify whether the Institutional Reentry
Specialists are DOC or vendor staff?

The Institutional Reentry Specialists are Vendor Staff.

Please confirm how many releases monthly per
institution are on the MH caseload

The Department can’t answer the question in the manner it was asked.

102.

105.

106.

107.

Please confirm under what agency RMCH is currently
licensed or credentialed
Please identify the standards for licensing a hospital
as defined by the State of Florida.

Please provide utilization data for each of the past 24
months for all specialty clinics conducted at RMCH,
including:
a. ASC by procedure
b. Endoscopic
c. Otolaryngologic
d. General Surgery
e. Orthopedic Surgery
f. Plastic Surgery/Hand Surgery
g. Podiatry

Addendum #003

ACHA licenses hospitals in the State of Florida in accordance with the
Florida Statutes.

Please see the Answers to Questions No. 112 and No. 265 of this
Addendum.

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Comprehensive Health Care Services

Question
Number

Question

Answer

h. Urology
i. Dermatology
j. Ophthalmology
k. Radiology
l. Stroke/Cardiac Rehabilitative Services

108.

a. Please clarify why RMCH’s surgical suites are listed a. We are unaware of RMCH’s surgical suite being inoperable. Surgeries
as inoperable
are performed at the Ambulatory Surgical Center (ASC).
b. For staffing, what is the utilization of the ASC
b. Ortho, Gastro, Ophthalmology, General Endodontics
services by specialty (frequency of appointments)?
c. Privately owned and maintained by the ASC subcontractor
c. What is the status of the ASC is in terms of
d. The ASC is licensed through AHCA and maintained through the ASC
operational equipment?
subcontractor
d. Please confirm the existing ASC is currently
e. The Department added the requested information to Resources
licensed as required and by what agency
referenced in Section 2.7 of this ITN.
e. Please provide the most recent accreditation survey
Please see Change No. 8 of this Addendum.

109.

Please provide the name of the current vendor for OR
packs and supplies

110.

Please provide volume and types of
procedures/surgeries over the past 24 months
performed in the Ambulatory Surgical Unit, including
those in the ORs and Endo Suites.

111.

Please provide volume and similar types of
procedures/surgeries that can be performed in the
Ambulatory Surgical Unit that were performed off-site.

Addendum #003

Please see the Answer to Question No. 23 of this Addendum.

Please see the Answer to Question No. 265 of this Addendum.

Please see the Answer to Question No. 265 of this Addendum.

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Comprehensive Health Care Services

Question
Number

112.

Question

Please confirm the number of surgical procedures
performed by month and by name of procedure in
2018 and in 2021

Answer

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

113.

Please confirm the specific onsite nuclear medicine
capabilities at RMCH

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

114.

115.

Please provide the number of on-site cases over the
past 24 months for each type of radiological study
(Xray, CT, MRI, Fluoroscopic, PET, Nuc Med,
US/Echo, IR, bone scan, etc.), including specific test
and body part (e.g., CT abdomen, MRI brain, stress
echo/Lexiscan, etc.). Also please provide volume and
type of radiological studies conducted off-site over the
past 24 months.

Please clarify whether CT scans are processed on
site.

Addendum #003

Please see the Answers to Questions No. 112 and No. 265 of this
Addendum.
The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

Please see the Answer to Question No. 113 of this Addendum.

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FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question

Answer

Please see the Answer to Question No. 23 of this Addendum.
116.

117.

118.

119.

120.

Please identify all onsite specialty clinics and
contracted providers by institution.

Please identify any specialty clinics the Department
would like to expand or add

The Department is open to expanding clinics that provide patient care
reduce the impact on security transports and improve access to care.
Specific clinics are not currently being pursued for expansion/ addition.

Please provide a list of the most commonly used
providers for Inpatient and Outpatient services by
institution

Please see the Answer to Question No 23 of this Addendum.

Is there an ability logistically and/or physically to
accommodate expanded outpatient surgical
procedures, radiology, and/or oncology services at
any of the physical prison locations?

a. Please confirm offsite utilization, per patient, for
each of the past 24 months
b. Is there an excel version of this data, listing specific
providers and offsite claims information?

Limitations are due to physical plant and staffing and would be site
specific.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

121.

Please identify the most commonly accessed
hospitals for each institution

Please see the Answer to Question No. 23 of this Addendum.
Please see the Answer to Question No. 120 of this Addendum.

Addendum #003

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FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

122.

123.

124.

125.

126.

127.

128.

Question

Answer

What is the Department’s ability to transport patients
to RMCH? Is there a distance or radius defined in
miles or by geographic region that determines
whether patients are eligible for transfer to RMCH?

The Department operates transport buses and vans. Distance is not
considered alone when evaluating patient eligibility for transport to the
RMCH.

Please confirm number of sites with ACLS certification
requirements for nurses

One, the RMC Hospital only.

Please confirm number of sites with ACLS certification
requirements for providers

One, the RMC Hospital only.

Please identify which service locations have IT
connectivity issues

The Department does not currently have a list of locations with issues;
however, connectivity issues were observed at the Santa Rosa CI site
visit.

Please identify all facilities which currently have a
functioning EMR. Have these sites converted fully to
an EMR or are they using a hybrid EMR/paper
system?

The EMR is functioning at all medical facilities. Paper records are
retained based on records retention requirements.
Please see the Answer to Question No. 27 of this Addendum.

Please identify all facilities which currently lack the
infrastructure to implement a fully functioning EMR

There are no Department facilities that lack the infrastructure to
implement a fully functioning EMR.

Please identify the Departments timeline for
implementing an EMR by site

Please see the Answer to Question No. 126 of this Addendum.

Addendum #003

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FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question

Answer

129.

Please identify how many facilities are currently on a
paper-based system

Please see the Answer to Question No. 126 of this Addendum.

130.

Please clarify how vendor’s other than the current
CHCC who provided the EMR can be held
accountable for its performance

The Vendor will be accountable through its Service Level Agreement
with the EMR provider as detailed in EMR-014.

Please confirm the number of times the current EMR
has not been up and available 99.99% of the time.

None.

Please identify the dollar value in fines and frequency
of occurrences associated with the current EMR not
being available 99.99% of the time.

No financial consequences have been assessed.

131.

132.

133.

Please clarify whether the Department would consider
another vendor’s EMR solution

No, the Department will not consider another EMR solution.

134.

Is the Department satisfied with its current EMR?
Would the Department be open to considering another
vendor’s EMR solution?

Yes, the Department is satisfied with its current EMR. No, the
Department will not consider another EMR solution.

135.

Please provide the referenced Department’s Office of
Information Technology (OIT) specifications

Please see the Answer to Question No. 30 of this Addendum.

136.

a. What is the process for obtaining the Departments
approval for the supplies, equipment, and network
connections that the Vendor proposes to implement?
b. Please provide networking equipment specifications

Addendum #003

a. Vendor will submit their network proposal to the Department. The
Department will then review, provide feedback, and
approve\disapprove.

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Comprehensive Health Care Services

Question
Number

Question

Answer

b. Please see the Answer to Question No. 30 of this Addendum.

a. Can the Department provide the model
specifications for the Wi-Fi, Switching, and VOIP
equipment that will be provided for Vendor use?
b. Is the Vendor responsible for administration or
operation of the VOIP system, or will the Department
administer and operation the systems and the Vendor
simply uses the VOIP Phones?
c. Are data circuits currently in place, presumably
contracted by the incumbent vendor?
d. Can these circuits be transferred to the new
Vendor?
e. Is a circuit inventory available?
f. Is the Department aware of any specific fiber or
copper cabling requirements that must be addressed?
Can a list be provided?
g. Please provide a list of all networking services
equipment the Department has identified needs or
recommends to be purchased.

a. Switches are Aruba 2930F PoE+, Wi-Fi APs are Aruba

If the Vendor provides network-based storage for all
files, is the vendor required to backup individual
windows computers in the facilities?

No, as long as all files are backed up.

138.

139.

Please provide copies of Procedures 206.001 through
206.010.

Please see Section 2.7 for how to request Restricted documents.

137.

Addendum #003

AP-535 and AP-303.
b. No, the Department will administer and operate the VOIP system.
c. The incumbent Vendor is currently utilizing the Department’s network.
d. No.
e. No.
f. Please see Section 3.6.10.2 Information Technology Software
Requirements; ITS-009 subsection a.; page 188, specifically, “a
Vendor-initiated site survey is recommended.”
g. Please see Section 3.6.10.2 Information Technology Software
Requirements; ITS-009 subsection a.; page 188, specifically, “a
Vendor-initiated site survey is recommended.

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FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question

140.

Please identify any specialty services currently
provided through telehealth services by institution

141.

a. What are current vacancy rates for each identified
clinical discipline?
b. Please confirm that the Mental Health Director
referred to is the Statewide Mental Health Director

142.

143.

144.

Please provide a list of all current licenses and
accreditations of FDC and its facilities. Are the
facilities licensed by AHCA? Are they accredited by
TJC, HFAP, or DNV?

Please provide a list of all certifications, licenses, or
permits currently held by FDC or their vendors that
would impact this
project (e.g., pharmacy license, radiation permit,
CLIA, hazardous waste, etc.)

a. Provide an inventory of Health Care Equipment by
Institution, including age and date of purchase, if

Addendum #003

Answer

Please see the Answer to Question No. 45 of this Addendum and HSB
15.06.12 Telehealth.

a. Please see the Answer to Question No. 20 of this Addendum.
b. See 3.6.1.2 Program management Minimum Requirements,
Statewide Leadership Positions

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

Please see the Answer to Question No. 142 of this addendum.

a. Please see the Answer to Question No. 64 of this Addendum.

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FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question
available
b. Provide an inventory of all computers slated for the
transition
c. Please identify the current subcontractor
responsible for maintaining copier/printers

145.

Please provide reporting and calculation of financial
consequences for each of the Institutional Care
Performance Measures identified in section 3.6.2.4 for
FY 2018, FY 2019, FY 2020, and FY 2021.

Answer
b. Please see the Answer to Question No. 64 of this Addendum.
c. Ricoh

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

146.

147.

Please provide reporting and calculation of financial
consequences for each of the Institutional Dental Care
Performance Measures identified in section 3.6.3.4 for
FY 2018, FY 2019, FY 2020, and FY 2021.

Please confirm the number of individuals coded I-SY
by institution

Please see the Answer to Question No. 145 of this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

148.

Please provide the census and capacity of individuals
with R-grades by institution

Addendum #003

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question

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FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question

Answer
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

a. The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.

149.

a. Please identify the institutions that have TCUs and
the bed capacity and census for each TCU
b. Please identify the institutions that have a CMHTF
and the bed capacity and census for each CMHTF
c. Please identify the institutions that have a CSU
level of care and the bed capacity and census for
each CSU
d. Please identify titles of inmate orderly and observer
education modules

Please see Change No. 8 of this Addendum.
b. Please see the Answer to Question No. 149 a. of this Addendum.
c. Please see the Answer to Question No 149 a. of this Addendum.
d. The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

150.

151.

Please provide reporting and calculation of financial
consequences for each of the Mental Health Services
Performance Measures identified in section 3.6.4.3 for
FY 2018, FY 2019, FY 2020, and FY 2021.

Please provide reporting and calculation of financial
consequences for each of the Pharmaceutical

Addendum #003

Please see the Answer to Question No. 145 of this Addendum.

Please see the Answer to Question No. 145 of this Addendum.

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Question
Number

Question

Answer

Services Performance Measures identified in section
3.6.6.4 for FY 2018, FY 2019, FY 2020, and FY 2021.

152.

Please provide reporting and calculation of financial
consequences for each of the Utilization Management
and Specialty Care Performance Measures identified
in section 3.6.7.4 for FY 2018, FY 2019, FY 2020, and
FY 2021.

153.

Please provide reporting and calculation of financial
consequences for each of the Quality Management
Performance Measures identified in section 3.6.8.4 for
FY 2018, FY 2019, FY 2020, and FY 2021.

154.

Please describe the process for resolving disputes to
the Contract Monitor’s findings of performance
measure deficiencies.

155.

Please clarify or further describe “instances of
egregious Vendor conduct or other Vendor actions
which may be harmful to the Department” that would
lead the Department to terminate for cause without
notice.

Examples include blatant non-compliance with statutory requirements to
provide adequate healthcare, or instances which pose an outrageous
threat to a facility’s security.

The current indemnification provision is unilateral.
Please state whether the Department is open to
negotiating a reciprocal indemnification provision for
Vendor.

The Department is willing to discuss indemnification provisions during
negotiations.

156.

Addendum #003

Please see the Answer to Question No. 145 of this Addendum.

Please see the Answer to Question No. 145 of this Addendum.

Any exceptions must be requested, in writing, by the Vendor, and must
be submitted to the Department’s Contract Manager for review by the
Department’s discipline director. If denied, the Vendor may request, in
writing, a secondary review by the Department’s Director of Health
Services.

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Comprehensive Health Care Services

Question
Number

157.

158.

Question

a. Please clarify whether the current CHCC is making
payments to subcontractors within seven business
days of receipt of full or partial payments from the
Department.
b. Please confirm how the timeliness of vendor
payments to subcontractors is being monitored
c. Pursuant to Section 287.0585, F.S.,(2), please
confirm, “This section shall not apply when the
contract between the contractor and subcontractors or
sub-vendors provides otherwise, or when payments
under the contract are otherwise governed by ss.
255.0705-255.078.”

Please provide actual program expenditures for FY
2018, FY 2019, FY 2020 and FY 2021 in the following
categories (by Institution or Region, if possible):
a. Medical Staff/Labor Costs
b. Mental Health Labor Costs
c. Dental Labor Costs
d. Other Labor Costs
e. Pharmaceutical Expenses (excluding stock, HIV
therapies, Direct Acting Anti-Virals, or other
medications not paid for by the Vendor)
f. In-facility Dialysis Costs
g. Out-of-facility Medical Costs (not incurred at
RMCH)
h. Costs incurred at RMCH
i. Laboratory Costs
j. Radiology Costs (including, but not limited to CT
Scans, X-Rays, and MRIs)

Addendum #003

Answer

The Department does not have any documentation to respond to this
inquiry.
Under the current cost-plus Contract, the Department reimburses the
contractor after services are provided and the Contractor is responsible
for reimbursing the subcontractor.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

Please see the Answer to Question No. 120 of this Addendum.

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Comprehensive Health Care Services

Question
Number

Question

Answer

k. All Other Expenditures relevant to the ITN Scope of
Services

159.

Please provide actual program expenditures by
Region for FY 2018, FY 2019, FY 2020 and FY 2021.

160.

Please provide the ADP (daily census) by month July
2021 through May 2022 disaggregated by age as
follows:
a. 17 & Under
b. 18-24
c. 25-34
d. 35-49
e. 50-54
f. 55-59
g. 60-64
h. 65-69
i. 70-74
j. 75-79
k. 80-84
l. 85-89
m. 90-94
n. 95+

161.

Please provide the Pharmaceuticals costs (excluding
stock, HIV therapies, Direct Acting Anti-Virals, or other
medications not paid for by the Vendor) disaggregated
by age as follows:
a. 49 & Under
b. 50+

Addendum #003

Please see the Answer to Question No. 158 of this Addendum.

Please see the Answer to Question No. 21 of this Addendum.

The Department is unable to provide data by age range.
Please see the Answer to Question No. 158 of this Addendum.

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Question
Number

Question

162.

Please provide the Out-of-facility (Off-site Medical)
costs disaggregated by age as follows:
a. 49 & Under
b. 50+

163.

Please provide claims detail illustrating off-site
utilization statistics for the following (but not limited to)
beginning with 2018 service dates:
• Specialty
• IP/OP professional
• Place of Service Code
• Admission/Discharge Dates
• Service incurred dates
• Claim types (UB/HCFA)
• DRG/Rev/CPT codes/Modifiers
• Billed Charges, Discount, Paid Amounts
• # of units or # of days
• Current network par status
• Ambulance Trips

164.

165.

Has the use of any common Medicaid (or similar) risk
adjustment model been applied to Florida prison
population? If so, please provide the model used and
average case-mix score outputs.

Please provide the amounts and range of services
paid for healthcare services to off-site providers not
shown in the claims detail, through other means such
as invoices. Examples may include oncology
treatment, dialysis, or other specialty care.

Addendum #003

Answer

Please see the Answer to Question No. 120 of this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.
Please see the Answer to Question No. 120 of this Addendum.

No.

Please see the Answer to Question No. 120 of this addendum.

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Comprehensive Health Care Services

Question
Number
166.

167.

168.

169.

170.

171.

Question

Please provide annual volumes of both 15- and 30Day IP Readmissions.

Please provide the annual volume and % of Total IP
admissions resulting in a complication or major
complication.
Please provide off-site emergency services statistics:
• Volumes for each level 1-5 emergency services
• IP Admission rate
• Volume of critical care service visits
• Volume of patients sent to observation status but not
admitted inpatient

During the last day of the site tours we were told by
that volume data and other metrics important would
be provided to vendors. Please confirm if this will
happen and how it will be provided.
The Department expressed interest in reopening its
discontinued on-site ER and Lab. Please provide
relevant policies and procedures specific to both when
they were in service, and include a description of the
equipment, supplies, staffing, and capabilities specific
to each
Please identify what type of training is provided to the
inmate assistants in the ADA Dorm at Central FL
Reception Center and who is responsible for that
training.

Addendum #003

Answer

Please see the Answer to Question No. 120 of this Addendum.

Please see the Answer to Question No. 120 of this Addendum.

Please see the Answer to Question No. 120 of this Addendum.

Please see Change No. 8 of this Addendum.

The Department does not have the requested information. However,
potential Vendors may address providing such services in their response
to the ITN.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question

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Comprehensive Health Care Services

Question
Number

Question

Answer
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

172.

173.

The Department indicated that Lowell and FSP
currently and historically utilize agency staff to fill
clinical positions. Are there other facilities that also fall
into this category?

Please confirm number of nursing encounters, annual
physicals, psychiatry contacts, mental health contacts,
infirmary admissions, suicide watch events, per
institution by month for each of the past 24 months

Staffing agencies are utilized statewide to address vacancies and
ensure coverage is provided.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.
Please see the Answer to Question No. 93 of this Addendum.

174.

175.

176.

Please identify the total number of security lockdowns
> 3 hours that have occurred by facility over the past 3
years.

2020- 196
2021- 166
2022- 48
The FDC does not release facility level detail regarding lockdowns.

Please identify any gaps in current medical and
mental health services the Department would like to
see closed.

The expectations for service delivery are outlined in the ITN document
and will be discussed further during negotiations.

Please provide relevant offsite statistics specifically
related to COVID-19:

Please see the Answer to Question No. 120 of this Addendum.

Addendum #003

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Comprehensive Health Care Services

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Question

Answer

- Distinct count of patients
- IP admissions
- ER Visits
- Total Cost for all patients with primary diagnosis of
COVID-19 positive

177.

Please provide a demographic breakdown of patient
population stratified by age, gender, and race for each
year beginning with CY 2018.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

178.

Are there any physical locations where airconditioning or other adequate climate controls are
unavailable to a material portion of the population?

All population locations pertaining to medical treatment areas or mental
health and transitional care units for mental health care are air
conditioned. A portion of our general population do occupy buildings that
are climate controlled in other manners such as geothermal dehumidification and fresh air-ventilation and exhaust systems.

179.

The ITN has not provided detailed information as it
relates to each facilities' mission, specifications, and
services delivered which is critical in developing an
appropriate solution. Would the Department please
provide an additional 30 days from when Q&A
responses are posted to ensure all bidders can
provide a response that offers a best value to the
Department?

Please see the Answer to Question No. 6 of this Addendum.

Addendum #003

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Comprehensive Health Care Services

Question
Number

Question

Answer

180.

Given the scale and complexity of the services
solicited and the amount of information pending via
the Q&A process, please confirm the Department will
allow vendor’s an additional clarifying round of followup questions.

Please see the Answer to Question No. 6 of this Addendum.

181.

ITN Section 2.1 Background Page 10
Please provide a copy of the contract and any
amendments between the State and the current
healthcare vendor.

Please see Change No. 7 of this Addendum.

182.

ITN Section 2.1 Background Page 10
Are there any current or pending consent decrees,
lawsuits, or other court action that may influence the
standards of care or required services at the facilities?
If so, please identify and provide documentation.

There were two lawsuits filed by Disability Rights Florida and a lawsuit
filed by death row inmates. These may not include all of the cases that
are being sought as it is unclear what is meant by “may influence the
standards of care or required services at the facilities.”
The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

183.

ITN Section 2.1 Background Page 10
Please provide the number of off-site inpatient
admissions and total inpatient hospital days (nonRMC) for each institution for the unique time periods
of calendar year 2020, 2021 and year to date through
April 2022.

Addendum #003

Please see the Answer to Question No. 120 of this Addendum.

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Question

Answer

184.

ITN Section 2.4 The Department’s Health Care Goals
Page 11
Will the State provide the number of inmate
healthcare lawsuits currently pending in which the
State, its employees or agents are a named party?

It is estimated that there were approximately 75 lawsuits filed by inmates
currently pending. This is a rough estimate as the Department does not
maintain a list of just medical care lawsuits.

185.

Also, will the State provide a list of the inmate
healthcare lawsuits closed over the last two (2) years
and the outcome of the cases including the amount of
any payments (judgments or settlements) paid by the
State over the course of the last two (2) years?

186.

187.

188.

The Department does not maintain a list of just medical care
lawsuits. Additionally, information is not maintained in a format that
breaks down closed cases by year and settlement information. This will
require staff to review thousands of cases to determine which were
medical, then determine which medical cases closed within the last two
years and if they were settled, then staff would have to review each
settlement agreement to determine the amount.

ITN Section 2.1 Background Page 12
What specialty clinics are currently being provided at
each institution? What is the frequency of the clinics?

Respiratory, Endocrine, Miscellaneous, Cardiovascular, Tuberculosis,
Immunity, Neurology, Gastrointestinal, and Oncology. Clinics are held as
necessary based on the patient population. Please see HSB 15.03.05.

ITN Section 2.6 Pricing Methodology Page 12
What was the annual Offsite Medical expenditures for
the unique time periods of calendar year 2020, 2021
and year to date through April 2022 for the following?
a. Inpatient hospital
b. Outpatient hospital
c. Non-Institutional Providers

Please see the Answer to Question No. 120 of this Addendum.

ITN Section 2.6 Pricing Methodology Page 12
Please provide total expenditures charged by the
current medical vendor (staffing, offsite services,

Addendum #003

Please see the Answer to Question No. 120 and No. 158 of this
Addendum.

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Number

Question

Answer

pharmacy, other direct expenses, etc.) for the unique
time periods of calendar year 2020, 2021 and year to
date through April 2022.

189.

ITN Section 2.6 Pricing Methodology Page 12
Please provide a comprehensive list of direct costs
associated with the vendor’s health care program that
cannot be included in the cost reimbursement by the
FDC.

190.

ITN Section 3.6.1.1 How Service is Provided Today
Page 18
Provide the number of existing computers available to
the medical staff by institution.

191.

192.

193.

ITN Section 3.6.1.2 Program Management Minimum
Requirements Page 25
What is the medical staffing plan for each facility in the
current contract? Indicate the staffing plan for each
unit for facilities with more than one unit.
ITN Section 3.6.1.2 Program Management Minimum
Requirements Page 25
How many contracted healthcare staff vacancies
currently exist at each institution by job title?

ITN Section PGM-001 Page 25
With the Vendor financially responsible for costs
associated with statewide and regional offices, and all
associated items necessary for such offices, please

Addendum #003

The Department does not maintain the requested information.

Please see the Answer to Question No. 64 of this Addendum.

Please see the Answer to Question No. 20 of this Addendum.

Please see the Answer to Question No. 20 of this Addendum.

These costs are not reimbursed.

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Question

Answer

clarify if these costs are excluded from the cost
reimbursement by the FDC.

194.

ITN Section PGM-001 Page 25
Will the vendor be allowed to host a regional office
within the statewide office (I.e. Region 1)?

195.

ITN Section PGM-006 Page 25
Is there a current, agreed upon staffing plan for each
institution and unit? If yes, please provide the number
of full-time equivalents (FTEs) by institution, unit, and
position.

196.

ITN Section PGM-011 Page 26
Compensation under this ITN includes all EMR costs as well as other
Please clarify if the vendor has any financial
costs not specifically identified but commonly associated with delivery of
necessary health services and Vendor-required computer installations,
responsibility for fees associated with the vendor’s
staff use of the EMR. If yes, please clarify if these fees software, etc.
are reimbursable by the FDC under the cost-plus
administrative fee structure.
The Vendor will be reimbursed for cost and fees of the EMR.

197.

ITN Section PGM-015 Page 30
Please confirm that any equipment purchased by the
vendor that is approved by the FDC will be
reimbursed at 100% of the total equipment cost.

Addendum #003

Yes.

Please see the Answer to Question No. 20 of this Addendum.

FDC approved equipment purchases will be reimbursed according to the
purchase amount as approved and verified through the supporting
documentation, in accordance with the terms of the contract and
applicable laws, rules, and policies.

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Number

Question

Answer

198.

ITN Section PGM-015 Page 30
In the event the vendor subcontracts on-site services
that include the temporary use of subcontracted
equipment on-site, please confirm that the temporary
equipment will not become the property of the FDC
upon contract termination and subcontractor may
remove their owned equipment.

199.

ITN Section PGM-015 (5) Page 30
Regarding “Additional Equipment” to the extent
telehealth carts are purchased by the contractor, will
said carts be considered “Additional Equipment” and
be retained by the contractor at the time of contract
termination?

200.

ITN Section PGM-015 (6) Page 31
Please provide a list of all IT Equipment currently
used by the existing vendor by institution.

Please see the Answer to Question No. 64 of this Addendum.

201.

ITN Section PGM-019 Page 32
Provide the total number of ER trips by facility for the
unique time periods of calendar year 2020, 2021 and
year to date through April 2022. Indicate the number
of ER trips by ambulance.

Please see the Answer to Question No. 120 of this Addendum.

202.

ITN Section PGM-019 Page 32
Please list each hospital providing emergency
services for each institution.

Please see the Answer to Question No. 23 of this Addendum.

Addendum #003

Leased equipment will not become the property of FDC upon contract
termination.

Yes.

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Number

Question

203.

ITN Section PGM-021 Page 33
Provide the number of EKG and AED apparatuses at
each institution.

204.

ITN Section PGM-031 Page 35
Is the State currently or anticipated to be under
investigation, audit, or review by any federal, State or
local governmental authority or regulatory agency for
health care services provided?
a. Is any visit/audit/inspection currently scheduled or
pending?
b. Is the State waiting for the results of any report from
or any prior inspection/audit review?
c. Have any reports of audits or visits been issued or
received in the last 24 to 36 months? Will the State
share such reports of audits or visits?

205.

ITN Section PGM-031 Page 35
Please provide dates of all ACA and Correctional
Medical Authority audits for 2022 and beyond.

Answer

Please see the Answer to Question No. 64 of this Addendum.

a. No.
b. No.
c. Please see the Answer to Question 182 in this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.
CMA does not have a schedule of audits at this time.

206.

ITN Section PGM-034 Page 36
Please provide the approximate number of impaired
incarcerated individuals by institution.

Addendum #003

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question

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Question
Number

Question

Answer
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

207.

ITN Section PGM-034 Page 37
Which institutions (if any) are not ADA designated
facilities?

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

208.

209.

210.

211.

ITN Section PGM-050 Page 40
What mental health-related training to FDC staff is
currently provided (in addition to Suicide Prevention)?
Can/should the vendor propose training curricula as a
part of the proposal?

The FDC Security Staff receive 54 hours of training for working in mental
health units. Training modules are set by The FDC Staff Development
and OHS. Recommendations for training are always welcome but not
required.

ITN Section PGM-050 Page 40
What is the current schedule to provide mental healthrelated training to FDC staff? What is the hourly
requirement for the provision of said training?

Training schedules are determined at each institution separately. The
FDC Security Staff receive 54 hours of training for working in mental
health units.

ITN Section PGM-050 Page 40
Can/should the vendor propose training curricula for
mental health-related training to FDC staff as a part of
its proposal?

Training modules for the FDC staff is set by Staff Development and
OHS. Recommendations for training are always welcome but not
required.

ITN Section PGM-054 Page 41

Addendum #003

These are reimbursable costs if they are in accordance Florida’s
Reference Guide for State Expenditures.

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Question

Answer

Are the costs associated with development of a
SharePoint site for corrective action plans reimbursed
through the cost-plus administrative fee by the FDC?

Florida inmates in Other States
126 Inmates
• The receiving state is responsible for basic routine medical,
dental and psychiatric cost however any non-emergency, nonroutine special procedures and emergency cost are the
responsibility of Florida and/or its Vendor.
• These inmates are not counted in the FDC/ADP count

212.

ITN Section PGM-055 Page 42
How many Interstate Compact inmates are housed in
and outside of Florida? Will the vendor be responsible
for care/services for inmates housed in other states
outside of the State of Florida?

Other States’ inmates in Florida
94 Inmates
• Florida is responsible for basic routine medical, dental and
psychiatric cost however any non-emergency, non-routine special
procedures and emergency cost are the responsibility of the other
state and/or its Vendor.
• These inmates are counted in the FDC/ADP count
Florida inmates in Federal Custody
26 Inmates
• The FBOP is responsible for basic routine medical, dental and
psychiatric cost however any non-emergency, non-routine special
procedures and emergency cost are the responsibility of Florida
and/or its Vendor.
• These inmates are not counted in the FDC/ADP count
Federal inmates in Florida
9 Inmates
• Florida is responsible for basic routine medical, dental and
psychiatric cost however any non-emergency, non-routine special

Addendum #003

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Question

Answer
procedures and emergency cost are the responsibility of the
FBOP and/or its Vendor.
• These inmates are counted in the FDC/ADP count

213.

214.

215.

216.

ITN Section PGM-055 Page 42
Will the vendor be responsible for care/services for
FDC inmates housed in other states outside of
Florida? Also, will those inmates be listed on the
FDC/ADP inmate counts?

ITN Section PGM-058 Page 43
Please provide the number of telehealth mental health
visits listed by institution for calendar years 2020,
2021 and YTD through April 2022.

ITN Section PGM-058 Page 43
Please confirm, for the provision of telehealth mental
health services, a mental health staff person must be
present with the patient in the room. Are there FDC
requirements regarding the credentials of the mental
health staff person in the room with the patient?

ITN Section PGM-058 Page 43
Other than telepsych, please describe what if any
telehealth services are currently being provided, to
include what specialties and at which institutions.

Addendum #003

Please see the Answer to Question No. 212 of this Addendum.

The Department does not track this information.

Please see the Answer to Question No. 45 of this Addendum.
The Department approved select outpatient settings.
Please HSB15.06.12. in 2.7 Resources of this ITN.

Please see the Answer to Question No. 45 of this Addendum.

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Question
Number

217.

218.

219.

220.

221.

Question

ITN Section PGM-058 Page 43
Please identify all telehealth equipment currently in
use and at which institutions.

Answer

Please see the Answer to Question No. 64 of this Addendum.

ITN Section PGM-058 Page 43
Please advise as to the requisite license level of the
nursing staff required for the encounter at the
institution (i.e. RN or LPN)?

At minimum, nursing staff must be LPNs.

ITN Section PGM-058 Page 43
For each institution, please describe the specific
connectivity, availability and access to the
Department’s networks for the purpose of delivering
telehealth.

Please see Section 3.6.10.2 Information Technology Software
Requirements; ITS-009 subsection a.; page 188, specifically, “a Vendorinitiated site survey is recommended.” Additionally, please see ITS-042
and ITS-043.

ITN Section PGM-059 Page 43
In reference to 340B agreements, does the FDC
intend to expand those agreements beyond HIV to
include other chronic illnesses, such as HCV?

ITN Section PGM-059 Page 43
Please advise as to the approximate number of HIV
patients by institution and please indicate which, if any
of those institutions are not 340B dedicated
institutions.

Addendum #003

Not at this time.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.

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Question

Answer
Please see Change No. 8 of this Addendum.
The Department attempts to place HIV inmates at 340B institutions.

222.

223.

224.

225.

ITN Section PGM-061 Page 45
Please confirm that the Program Director of Internship
and Residency Training as well as the Assistant
Director of Internship and Residency Training are
intended to be the health services vendor’s personnel.

ITN Section PGM-061 Page 45
Should the psychology internship and residency
positions be included in the vendor’s staffing plan?

ITN Section PGM-076 Page 50
Please clarify if costs associated with all required
compliance inspections, environmental permitting
designs, and any experts required by the Department
to review specialized medical requirements will be
reimbursed by the FDC under the cost-plus
administrative fee.

ITN Section PGM-090 Page 54
Please clarify if the travel costs associated with OBIS
training are reimbursable by the FDC under the costplus administrative fee structure.

Addendum #003

The Internship and Residency Training Director is an FDC employee
and is not the responsibility of the Vendor. The Assistant Director is an
employee of the Vendor.

Yes, the psychology interns and residency positions are paid and
managed by the Vendor and are eligible for reimbursement by the FDC.

Please see the Answer to Question No. 211 of this Addendum.

No, travel costs are not reimbursable under the contract. See PGM-090
and Section 5.2 Travel Expenses oof the ITN.

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Question

Answer

226.

ITN Section PGM-091 Page 54
Please clarify if the vendor has any financial
responsibility for fees associated with the vendor’s
staff use of OBIS. If yes, please provide the costs or
method of calculating costs charged to the vendor.
Please also clarify if the charged fees are
reimbursable by the FDC under the cost-plus
administrative fee structure.

227.

ITN Section PGM-093 Page 54
Please confirm that background checks are not
required by the vendor’s remote corporate staff
assigned to support the FDC contract.

The Vendor’s staff assigned to the contract are required to undergo a
background/criminal records check. See PGM-093.

ITN Section 3.6.1.3 Program Management
Performance Measures Page 56
For the current healthcare contract, please identify by
measure and by institution, all Financial
Consequences imposed by the FDC for the unique
time periods of calendar year 2020, 2021 and year to
date through April 2022.

Please see the Answer to Question No. 145 of this Addendum.

ITN Section PM-PGM-004 Page 57
Have any FDC institutions lost accreditation in the last
3 years and if so, which?

No.

228.

229.

Addendum #003

The Department does not anticipate changing any fees with the use of
OBIS.

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230.

231.

232.

Question

ITN Section PM-PGM-004 Page 57
What are the vendor’s responsibilities regarding ACA
accreditation at contracted facilities such as work
release or other satellite sites operated by contractors
of the FDC?

ITN Section PM-PGM-005 Page 58
Please provide all financial consequences (penalties,
performance deductions, offsets or other reductions
from the vendor’s payments) imposed by institution for
PM-PGM-005 noncompliance for the unique time
periods of calendar year 2020, 2021 and year to date
through April 2022.

ITN Section IC-044 Page 62
Please identify all institutions which provide “special
housing” and the number of beds so designated at
each location.

Answer

The Vendor has no ACA responsibilities at the contracted centers.

Please see the Answer to Question No. 145 of this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

233.

ITN Section IC-025 Page 70
How many pregnant inmates have been housed in the
institutions during the past 12 months? How many
pregnant inmates have delivered during the past 12
months?

Addendum #003

Approximately 116 inmates per year are pregnant. There are
approximately 65 deliveries per year.

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234.

235.

236.

237.

238.

Question

ITN Section IC-39 Page 73
Please list the FDC institutions that provide dialysis
services and the number of dialysis chairs for each.

ITN Section IC-39 Page 73
Please provide the number of dialysis patients treated
for calendar years 2020, 2021 and YTD through April
2022.

ITN Section IC-39 Page 73
Please list the number of peritoneal dialysis
treatments provided by each institution for calendar
years 2020, 2021 and YTD through April 2022.

ITN Section IC-39 Page 73
Please list the number of hemodialysis dialysis
treatments provided by each institution for calendar
years 2020, 2021 and YTD through April 2022.

ITN Section IC-39 Page 73
Who owns the dialysis equipment? What is the
age/condition of the dialysis equipment?

Addendum #003

Answer

RMC-21
FSP-1 (only used for FSP patients, not currently in use.)
Lowell -4
SFRC-5

Please see the Answers to Questions No. 236 and No. 237.

There are currently four (4) patients at RMC.

There are currently 53 patients at RMC, 3 at Lowell, and 11 at SFRC.

Currently, a subcontractor owns and maintains all equipment.

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Question
Number

239.

Question

ITN Section IC-045 Page 77
Please identify all locations with infirmaries and the
number of beds within each infirmary.

Answer

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.
Please see the Answer to Question No 84 of this Addendum.

240.

241.

ITN Section IC-052 Page 79
Please identify all locations that provide palliative care
and the number of beds designated for such
purposes.

ITN Section IC-055 Page 81
How many SHOS cells and respiratory isolation cells
are available in each facility?

Please see the Answer to Question No. 85 of this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

242.

243.

ITN Section IC-055 Page 81
What is the average number of patients on Self-Harm
Observation Status per day by institution?

ITN Section IC-055 Page 82
Please provide the number of patients housed in the
infirmary on observation/suicide watch/in an IMR by

Addendum #003

The Department does not maintain the requested data in the desired
manner. Please see the Answer to Question No. 86.

Please see the Answer to Question No. 93 of this Addendum.

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Question

Answer

institution/unit for calendar years 2020, 2021 and YTD
through April 2022.

244.

245.

246.

247.

ITN Section IC-056 Page 82
Please provide the number of psychiatric restraint
incidents utilized by month and institution/unit for
calendar year 2021.

ITN Section IC-059 Page 84
Do all FDC institutions and annexes currently have
properly working EKG equipment? If not, please
identify those locations without appropriate EKG
equipment.

ITN Section IC-063 Page 84
Other than dental, do any FDC institutions have
permanent radiology equipment? If so, please provide
the specific equipment item(s) by institution.

ITN Section IC-078 Page 89
Regarding, please indicate how many FDC inmates
are 1) HCV positive, 2) currently being treated for
HCV, and 3) the number of inmates treated for HCV
during calendar years 2020, 2021 and YTD through
April 2022.

Addendum #003

Please see Answer to Question No. 87 of this Addendum.

All facilities with medical departments have EKG equipment.

Please see the Answer to Question No. 64 of this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

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Answer

Please see the Answers to Questions No. 147 and No.148 of this
Addendum.
248.

ITN Section 3.6.4 Mental Health Services Page 108
Please provide the number of patients at each of the
S-Grades, R-Grades, and SY-Grades by institution.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

Please see the Answer to Question 149 of this Addendum.

249.

250.

ITN Section 3.6.4 Mental Health Services Page 108
Please provide the number of beds by facility and unit
for each TCU, CSU, CMHTF, RCCU and residential
intensive outpatient program.

ITN Section MHS-026 Page 118
Is there a residential sex offender treatment program
or all sex offender treatments provided on an
outpatient basis? If there is no designated residential
treatment unit for sex offenders, are sex offenders
housed at the same facility to facilitate group
programming?

Addendum #003

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

There is no residential sex offender treatment program. Treatment is
performed on an outpatient basis. There is no designated facility for sex
offenders.

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Question
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251.

Question

ITN Section MHS-046 Page 123
What is the current scope of services provided by
Case Managers?

Answer

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

2020- 10,049
2021- 9,036
2022- 3,481
252.

ITN Section MHS-048 Page 124
Please indicate the number of use of force incidents
by institution for calendar years 2020, 2021 and YTD
through April 2022.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

253.

254.

ITN Section IIC-017 Page 136
Please indicate the number of patients assigned to
participate in weekly medication education groups
provided by Registered Nurse Specialist due to
medication non-adherence by institution for calendar
years 2020, 2021 and YTD through April 2022.

The Department doesn’t currently have the requested information
available.

ITN Section IIC-018 Page 136
What incentives are currently utilized in the BMPS?

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

Addendum #003

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Question

Answer

255.

ITN Section 3.6.5.2 Hospital Care (HC) Page 155
Are there ventilators onsite for long-term care
services? If yes, which institutions have ventilators,
who owns the ventilators, and what is the
age/condition of each of the ventilators?

There are currently three (3) ventilators in use at RMCH only. All of the
units are being rented by the Contractor as needed.

256.

ITN Section 3.6.6.3 Pharmaceutical Services
Minimum Requirements Page 165
Does the FDC purchase and provide all medication
carts?

No, the Contractor is responsible for purchasing and providing
medication carts.

257.

ITN Section 3.6.6 Pharmaceutical Services Service
Area Page 165
Provide identity and provide the number of nonformulary medications ordered by institution for
calendar years 2020, 2021 and YTD through April
2022.

Please see the Answer to Question No. 158 of this Addendum.

ITN Section 3.6.6.1 Description Page 165
Please confirm that medical vendor is responsible to
pay for non-formulary medication cost AND such nonformulary costs are included in the cost
reimbursement by the FDC.

Expenditures for non-formulary medications will be considered part of
the Compensation Cap. The Department may elect to (and currently
does) pay for medication ordered through the Department’s
pharmaceutical wholesaler directly.

258.

259.

ITN Section PS-039 Page 170
Please clarify the term “Compensation Cap” and how
it relates specifically to the vendor’s services and
reimbursement.

Addendum #003

The State of Florida fiscal year maximum amount that will be reimbursed
to the Vendor by the Department.
Please see the Answer to Question No. 293 of this Addendum.

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Question

Answer

260.

ITN Section UM-004 Page 172
In which Institutions are optometry clinics held?

All facilities should hold optometry clinics on-site at least monthly or as
needed.

261.

ITN Section UM-004 Page 172
Please list the number of optometry exams provided
by institution for calendar years 2020, 2021 and YTD
through April 2022

Please see the Answer to Question No. 265 of this Addendum.

262.

ITN Section UM-004 Page 172
Please list the number of audiology exams provided
by institution for calendar years 2020, 2021 and YTD
through April 2022

Please see the Answer to Question No. 265 of this Addendum.

263.

ITN Section UM-004 Page 172
Please list the number of PT exams provided by
institution for calendar years 2020, 2021 and YTD
through April 2022

Please see the Answer to Question No. 265 of this Addendum.

264.

ITN Section UM-004 Page 172
Please provide for the unique time periods of calendar
year 2020, 2021 and year to date through April 2022,
the number of the following procedures performed
onsite/mobile unit:
a. CT
b. MRI
c. Ultrasounds

Please see the Answer to Question No. 114 of this Addendum.

Addendum #003

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Question
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265.

Question

ITN Section REP-UM-02 Page 174
Please provide copies of the last 8 quarters of all
Hospital Utilization Quarterly Reports.

Answer

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

266.

ITN Section 3.6.9.3 Electronic Medical Record
Performance Page 185
What Fusion Features are currently in use at the FDC
facilities (e.g. eMAR, Dental, BH, Orders Manager,
Optometry, Infirmary, Scheduling, e-Signature)?

The Department is using all functions currently available within the
Fusion EMR system including eMAR, Order Manager, Bedboard, eSign,
Group Notes, Formulary Manager, Non-Formulary Manager, SSRS
Reporting, Lab Manager.

267.

ITN Section 3.6.9.3 Electronic Medical Record
Performance Page 185
Are there any FDC institutions not using Fusion? If
yes, please provide the name(s) of these institutions.

No, please see the Answer to Question No. 27 of this Addendum.

268.

269.

ITN Section 3.6.9.3 Electronic Medical Record
Performance Page 185
Is the Fusion Reporting and Analytics software
currently being used to obtain all required reports and
facilitate the audit needs of FDC?

ITN Section 3.6.9.3 Electronic Medical Record
Performance Page 185
What vendors currently interface with Fusion (Lab,
Radiology, Pharmacy, etc.)?

Addendum #003

Yes.

BioReference (Lab), CIPS (Pharmacy), Trident Mobile X (Radiology),
Dental (Fusion/Athena), FDC (OBIS).

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Question

Answer
The correctional facilities operated by the Florida Department of
Management Services interface with Tech Care (radiology) and Lab
Corp (Lab).

270.

ITN Section 3.6.9.3 Electronic Medical Record
Performance Page 185
Are the current interfaces using HL7 or flat file
structure?

Yes, they are using HL7.

271.

ITN Section 3.6.9.3 Electronic Medical Record
Performance Page 185
Please confirm that FDC does not want existing paper
medical records converted into electronic medical
records. If such conversion is desired, please specify
the scope of conversion and indicate the
institutions/locations involved and the number of
records to be converted.

Correct, however, all paper medical records for currently incarcerated
inmates must be maintained in accordance with records retention
requirements

272.

ITN Section 3.6.9.4 Electronic Medical Record
Performance Page 187
Has there been any unplanned downtime for Fusion
since its date of implementation? If yes, please
provide the details including number of occurrences,
and locations and amount of down-time

Please see the Answer to Question No. 131 of this Addendum.

273.

ITN Section 3.6.9.4 Electronic Medical Record
Performance Page 187
Has there been any time when the Fusion EMR was
unavailable when needed and required to deliver
critical health care services to inmates? If yes, please

Addendum #003

This information is not available. Paper forms are used as backup to
document care in the case of an emergency.

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Answer

provide the number of occurrences, and description of
each occurrence to include the number of inmates
impacted.

274.

275.

276.

277.

ITN Section 3.6.9.4 Electronic Medical Record
Performance Page 187
Please confirm if any EMR penalties have been
accessed to date. If yes, please provide details
including the number of occurrences, amount of the
financial consequence applied, and root cause (if
known) per performance measure.

ITN Section 3.6.9.4 Electronic Medical Record
Performance Page 187
Was the current vendor provided an exception window
after Fusion's implementation?

ITN Section 3.6.9.4 Electronic Medical Record
Performance Page 187
Please confirm that the EMR performance measures
will not apply when the outage is due to factors
outside of Vendor’s control, including waiting on a
response or action from an outside entity.

ITN Section 3.6.10 Page 187
Contractually, will there be equipment left by the
current vendor that will be available to incoming

Addendum #003

Please see the Answer to Question 132 of this Addendum.

No.

Monitoring of performance measures will be performed in accordance
with the expectations

Please see the Answer to Question No. 64 of this Addendum.

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Answer

vendor? If so, please provide inventory by institution
(e.g., desktop, laptop, printer, scanner, telehealth,
etc.).

278.

279.

280.

281.

282.

ITN Section 3.6.10 Page 187
Is rack space, power, and cooling available within
current network closets to install additional
equipment?

ITN Section 3.6.10 Page 187
Does FDC have backup generators at each facility in
case of power outage?

Is internet connectivity available in housing units
currently? If so, at which institutions.

ITN Section ITS-043 Page 195
Which facilities currently have telemedicine capability?
Please provide the number of units for each
institution/unit.

ITN Section ITS-043 Page 195
Provide the number of medical encounters provided
via telemedicine at each institution for the unique time

Addendum #003

This will vary depending on the site. Admin buildings are more likely to
have availability.

The Department has backup generators at each facility in case of power
outage.

No, connectivity is not present in all housing units currently. Please see
Section 3.6.10.2 Information Technology Software Requirements; ITS009 subsection a.; page 188, specifically, “a vendor-initiated site survey
is recommended.”

All major institutions as approved by the FDC. Please see the Answer to
Question No. 64 of this Addendum.

Please see the Answer to Question No. 45 of this Addendum.

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periods of calendar year 2020, 2021 and year to date
through April 2022.

283.

ITN Section 3.7 Key Performance Monitoring Page
201
Please confirm that financial consequences are
deducted from all costs-plus administrative fees billed
to the FDC.

284.

ITN 4.9 Contents of Reply Submittals Page 207-208
TABs A and B require bidders to submit Additional
Documentation (TAB A) and Reference forms,
Subcontractor Information forms, and Job
Descriptions (TAB B). Will these required documents
count toward the page limits for TABs A and B?

285.

ITN Section 5.15 Prison Rape Elimination Act (PREA)
Page 226
How many PREA events have happened by institution
over the last full year?

Addendum #003

Per Section 3.7 of the ITN, if the Department assesses financial
consequences, the Vendor shall respond with a credit for said financial
consequences on its next monthly invoice. If neither occurs, and the
financial consequences are unpaid after 60 Days, the Department will
deduct the financial consequences owed from the Vendor’s next invoice.
The Vendor will invoice the Department monthly for both the direct costs
of care, to be reimbursed, and the percentage administration fee.

Please see the Answer to Question No. 7 of this Addendum.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

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Question
Number

286.

287.

Question

Mental Health Service Requirements, MHS010; page
113
This requirement states that psychiatric evaluations
need to occur within 10 days of arrival at a reception
center. Are these business or calendar days?

Program Management Requirements; subsection
PGM-005; page 25
ITN Section PGM-005 on Page 25 states: “The
Vendor shall develop and implement a Departmentapproved Staffing Plan that identifies all positions at
the State, regional, and institutional levels and
ensures compliance with the requirements outlined in
this ITN, including timely service delivery”.

Answer

Calendar days.

A separate staffing plan shall be submitted for every institution, annex,
and work camp.

Should vendors include each major institution’s
annexes and work camps in the staffing plan for that
facility or does the Department desire a separate
staffing plan for every annex and work camp?

288.

3.6.8.4 Quality Management Performance Measures;
page 183
The first performance measure PM-QM-01 reads,
“RMCH and any other Department license the hospital
holds, a valid AHCA Hospital Licensure”
a. Is this performance measure only related to AHCA
hospital licensure or to another, or to any other
Department license held by the hospital?

Addendum #003

a. Only for the required AHCA hospital licensure.
b. The current licensure for RMCH is through AHCA.

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b. Can the Department please identify what licensure
other than AHCA may be applicable here?

289.

3.6.4.3 Mental Health Services Performance
Measures; page 183
The 50th performance measure PM-MH-050 reads, “A
case manager completes the Form DC4-657 between
45-30 Days of release for Patients in a TCU level of
care.”

Confirmed. The language is correct as written.

Please confirm this is supposed to read 45-30, or 3045, and not 45-90?

290.

3.6.5.2, Hospital Care
ITN Section 3.6.5.2, Hospital Care provides minimum
requirements as section 3.6.5.3, but no performance
measures or services reports sections are noted.

The performance measures related to RMCH are captured in all the
service areas. There are no additional performance measures
exclusively for this service area.

Please confirm that this omission was intentional.

291.

General - Cost
Will the annual compensation cap be established by
mutual negotiation with the vendor, or has the amount
already been established by the Department of
Corrections annual budget process?

The amount is established annually by the Florida Legislature.

292.

General – Cost
Please clarify for all vendors what happens if the costs
of the program exceed the compensation cap. Does
the vendor bear the risk for any costs over the cap?

Yes, the vendor bears the risk for costs exceeding the compensation
cap.

Addendum #003

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Question

293.

General – Cost
Does the Department have projected annual budgets
for the healthcare program beyond the current and
upcoming fiscal years? If so, please provide future
projected budgets if able.

294.

General – Cost
Please describe the Department’s understanding of
the types of costs and expenditures that will NOT be
reimbursed under the compensation cap that vendors
can expect to be responsible for. In addition, are
there other cost items vendors can anticipate for
which the administration fee will NOT apply?

295.

296.

3.6.1.2 Program Management Minimum
Requirements; page 19 & 21
Please clarify the requirement for FTE pharmacy
positions. The ITN notes a Statewide Pharmacy
Program Director (Florida Consultant Pharmacist
License) on ITN page 19 and a RMC Hospital
Pharmacy Consultant (Florida Consultant Pharmacist
License) on ITN page 21.
a. Is this the same position?
b. If these are two different positions, please confirm
the requirement for two FTE pharmacist positions in
vendors proposed staffing plans.

RFP Section Program Management Minimum
Requirements Page 21

Addendum #003

Answer

The base funding is $421 million appropriated annually. Any additional
funding is contingent upon legislative approval.

Costs not allowable in accordance with Florida’s Reference for State
Expenditure Guidelines are not reimbursable. Travel is allowed in the
reference guide, but will not be reimbursable under the Contract.
Not at this time.

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

a. No, the position must meet the requirement of a pharmacist under
current law.

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Number

Question
Regarding the 1.0 FTE position RMC Hospital
Pharmacy Consultant (Florida Consultant Pharmacist
License):
a. Can the Department please provide a job
description for this position?
b. Is this a new position that has been created or is
there a pharmacist already serving in this role?

297.

Section 3.6.10.2 Information technology Software
Requirements; ITS-009.b; page 188
The RFP stipulates, “..., including any additional interfacility network connections required…”
Please verify that this is “Inter” and not meant to be
“Intra” facility

298.

299.

Answer
b. The current CHCC provider is responsible for the Consultant
Pharmacist of Record for the RMC Institutional Pharmacy License.

This is found in Section 3.6.10.2 Information Technology Software
Requirements; ITS-001; page 188. This should read as “intra-facility”.
Please see Section 3.6.10.2 Information Technology Software
Requirements; ITS-009 second subsection b. and c.; page 188 for
additional clarity. " b. Any new network infrastructure needs, including
LAN wiring, building to building fiber, switching, or Wi-Fi equipment will
be the responsibility of the Vendor to procure and manage; c. Any
campus fiber installation initiatives shall be scaled to offer benefit to the
Department. Example: 12 strands minimum of fiber optic cable to be
installed between buildings;”

Section 3.6.10.2 Information technology Software
Requirements; ITS-009.b; page 188
Please clarify if the existing cabling is in place and not
in use the vendor will be able to use it. First sub
section a. indicates if fiber is available, it will be
provided. The second subsection b. the vendor is
required to provide all new cabling.

The Vendor will be able to utilize existing fiber optic cabling if it is
available. Availability is limited. As mentioned in Section 3.6.10.2
Information Technology Software Requirements; ITS-009 subsection a.;
page 188, fiber optic cabling within the facility will be provided based on
availability, a Vendor-initiated site survey is recommended, and the FDC
does not anticipate cable will be available for use.

Section 3.6.10.2 Information technology Software
Requirements; ITS-009.b; page 188

The Department anticipates the Vendor will assume responsibility.

Addendum #003

79

FDC ITB-22-042

Responses to Written Questions
FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question

Answer

For existing wired and wireless connectivity, will the
DOC continue to maintain that or will the vendor take
over that responsibility?

300.

301.

302.

303.

Section 3.6.10.2 Information technology Software
Requirements; ITS-009.b; page 188
Is it permissible to have separate data circuits
connecting to the facilities as opposed to connecting
via the DOC circuits?

Yes, if approved by the Department.

Section 3.6.10.2 Information technology Software
Requirements; ITS-009.b; page 188
If there is no fiber optic available in any given facility,
who provides the fiber and who maintains it?

Please see Section 3.6.10.2 Information Technology Software
Requirements; ITS-009 second subsection b and c.; page 188. " b. Any
new network infrastructure needs, including LAN wiring, building to
building fiber, switching, or Wi-Fi equipment will be the responsibility of
the Vendor to procure and manage; c. Any campus fiber installation
initiatives shall be scaled to offer benefit to the Department. Example:
12 strands minimum of fiber optic cable to be installed between
buildings.”

Section 3.6.10.2 Information technology Software
Requirements; ITS-009.b; page 188
Can the existing Wireless Access Points be used on
Vendor's network as opposed to on the FDC network?

Section 3.6.10.2 Information technology Software
Requirements; ITS-009.b; page 188
Does a future need for analog telephony exist or will
VOIP and e-fax cover this aspect?

Addendum #003

Yes, if approved by the Department.

The Department is not aware of a future need for analog telephony. The
Department does not have an “e-fax” solution.

80

FDC ITB-22-042

Responses to Written Questions
FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

304.

305.

306.

307.

Question

General
a. Are there any restrictions on hardware
manufacturers?
b. Are Thin Clients allowed for use in the FL DOC
facilities for vendor PC usage?
c. Will all of this existing equipment be provided at no
cost to the new Contractor to be put on the prescribed
replacement schedule?
d. If so, please provide details of expected
replacement schedule (in general).

General
Are there any specifications or restrictions regarding
the system allowing providers to review documents
and diagnostic tests offsite?

General
Considering the growth of telemedicine and
collaboration technologies, what is the current network
bandwidth for each site?

General
Are any inmate health education programs currently
provided via tablets or other portable devices?

Addendum #003

Answer

a. Yes. Please see Section 3.6.10.2 Information Technology Software
Requirements; ITS-002; page 188.
b. Yes, pending approval by the Department.
c. The Department does not anticipate existing equipment will be made
available to the new Vendor.
d. The expected replacement schedule for network equipment is dictated
by the manufacturer according to announced End Of Life\End Of
Support dates.

Please see the Answer to Question No. 44 d. of this Addendum.

Please see the Answer to Question No 219 of this Addendum.

No.

81

FDC ITB-22-042

Responses to Written Questions
FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

Question

Answer

308.

General
Does the FDC provide e-fax services or is that the
vendor's responsibility?

No. The services would be the Vendor’s responsibility.

309.

If the only pricing consideration is Administrative
Fees, how will the Department evaluate cost
improvement ideas without a total cost buildup?

As stated in the Answer to Question No. 32, Vendors should describe
their ability to control direct costs in TAB C of their Replies. The
Department will evaluate cost improvement ideas while evaluating TAB
F of Vendor’s Replies. Please see Change No. 2 of this Addendum.

310.

311.

312.

Can the Department please confirm it does not wish to
see any sort of cost build up in the Cost Reply or
should potential Vendors just simply provide
Attachment I - Price Information Sheet?

Please see the Answers to Questions No. 32 and No. 309 of this
Addendum.

If the Department wishes to see a cost build up, is
there any desired format that can be provided to
potential Vendors ahead of submittal?

The Department’s expectation for Vendor’s Replies is outlined in Section
4.9 of the ITN.

Can the Department explain the current invoicing
process and what backup is required for invoices?

Vendor invoices are reviewed and verified for payment in accordance
with the terms of the contract, applicable laws, rules, and policies. The
Vendor must submit detailed invoices and supporting documentation to
include, but not limited to, verification of service delivery, medical claims
information, product and subcontractor invoices, proof of delivery, proof
of payment, etc. for any reimbursement requests.

Addendum #003

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Responses to Written Questions
FDC ITN-22-042
Comprehensive Health Care Services

Question
Number
313.

Question

Are all medical personnel in support of the DOC
vendors/contractors? Or, are there state medical
personnel as well?

Answer
FDC employs medical professionals that provide oversight and policy
determinations. The Vendor will be responsible for comprehensive
inmate healthcare.

314.

Will the state please provide the current funded
staffing levels at all facilities as well as current actual
staffing levels?

Please see the Answer to Question No. 20 of this Addendum.

315.

Is telemedicine currently used in any capacity? If so,
where and for what specialties?

Please see the Answer to Question No. 45 of this Addendum.

316.

To verify; will vendor personnel complete state DOC
security or other new hire trainings?

Yes.

317.

318.

Is the vendor responsible for its own learning
management system?

As it relates to the Administrative Fee, would the
Department consider any leadership called out in
3.6.1.2 to be indirect costs as they would not be
dealing with particular inmates?

Addendum #003

Yes.

The Vendor shall be compensated an administrative fee to cover
corporate support costs including, but not limited to, oversight of
recruiting, human resources, clinical operations/utilization management,
payroll, and information technology.

83

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Responses to Written Questions
FDC ITN-22-042
Comprehensive Health Care Services

Question
Number

319.

Question

Please provide user/administrative documentation
about the FLDOC instance of GE Fusion Electronic
Medical Record (EMR) application.

Answer

The Department added the requested information to the Resource
Library as a document/report titled with the corresponding Question
Number. The link to the Resource Library is provided in Section 2.7,
Resources of this ITN.
Please see Change No. 8 of this Addendum.

320.

What electronic Utilization Management System is
currently in use on the incumbent contract?

321.

Can the State confirm what space, fixtures, furniture,
non-health care equipment, and health care
equipment is currently present in each facility that can
be used by the successful bidder?

The Department does not have a comprehensive list as requested.
Please see the Answer to Question No. 64 of this Addendum.

322.

Who is responsible to provider interpreters - the State
or the vendor?

The Vendor is responsible for providing language interpreters for the
provision of medical services.

323.

Can you confirm whether the department pays the
CHDs to provide medical services at designated
institutions?

Yes, under the 340B program for five (5) county health departments.

324.

Do vendor medical staff accompany inmates on
transfer transportation?

Addendum #003

TrueCare.

No.

84

FDC ITB-22-042

ADDENDUM #002
Solicitation Number:

FDC ITN-22-042

Solicitation Title:

Comprehensive Health Care Services

Bids due by:

July 15, 2022 at 2:00 p.m., Eastern Time

Addendum Number:

002

Addendum Date:

June 13, 2022

Failure to file a protest within the time prescribed in Section 120.57(3), Florida Statutes, or failure to
post the bond or other security required by law within the time allowed for filing a bond shall constitute
a waiver of proceedings under Chapter 120, Florida Statutes.
Please be advised that the information below is applicable to the original specifications of the above referenced
solicitation. Added language to the ITN is highlighted in yellow, while deleted language is stricken.
This Addendum includes the following changes:
Change No. 1:
A revision to the Timeline.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

Addendum #002

1

ITB-22-042

-

REVISED
TIMELINE
FDC ITN-22-042
EVENT

DUE DATE

Release of ITN

April 1, 2022

Mandatory
Pre-Reply
Conferences and Site
Visits

April 19 – May 4,
2022

Last Day for written
inquiries to be
received by the
Department

May 13, 2022, Prior
to 5:00 p.m., Eastern
Time

Anticipated Posting
of written responses
to written inquiries

June -1320, 2022

-

LOCATION
Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs
See Section 4.4 for information regarding the
mandatory site visits.
NOTE: A Vendor’s Reply will be deemed nonresponsive if the Vendor fails to attend all of the site
visits.
Submit questions to:
Florida Department of Corrections
Bureau of Procurement
Email: purchasing@fdc.myflorida.com
Subject Line Should Read: ITN-22-042
Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs

Sealed Replies
Due and Opened

June 30 July 15,
2022, at 2:00 p.m.,
Eastern Time

Replies should be addressed to:
Attn: Eunice Arnold, Procurement Officer
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399

Evaluation Team
Meeting

July 30 August 15,
2022, at 2:00 p.m.,
Eastern Time

Meeting Location:
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399

Anticipated
Negotiations

Anticipated Posting of
Intent to Award

Addendum #002

September 2022 –
November 2022

March 2023

Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399
Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs

2

ITB-22-042

ADDENDUM #001

Solicitation Number:

FDC ITN-22-042

Solicitation Title:

Comprehensive Health Care Services

Bids due by:

June 30, 2022 at 2:00 p.m., Eastern Time

Addendum Number:

001

Addendum Date:

April 12, 2022

Failure to file a protest within the time prescribed in Section 120.57(3), Florida Statutes, or failure to
post the bond or other security required by law within the time allowed for filing a bond shall constitute
a waiver of proceedings under Chapter 120, Florida Statutes.
Please be advised that the information below is applicable to the original specifications of the above referenced
solicitation. Added language to the ITN is highlighted in yellow, while deleted language is stricken.
This Addendum includes the following changes:
Change No. 1:
Section 4.4, Mandatory Site Visits and Pre-Reply Conferences, first paragraph, is hereby revised as follows:
All interested Vendors, before submitting their Reply, must visit the following sites to become familiar with
conditions that may affect the services required as they pertain to the Contract. The Department will
deem a Vendor’s Reply non-responsive if a Vendor does not attend each of the following site visits. The
Department has set specific dates for the site visits and will not allow visits for individual Vendors or visits at any
other time. Interested parties must contact Tim Hooten at Tim.Hooten@fdc.myflorida.com
Timothy.Hooten@fdc.myflorida.com at least fivetwo(52) Business Days before the site visit listed in the Timeline
and furnish him with the following information on all attendees: the attendee’s Full Name, Social Security
Number, Date of Birth and Driver’s License Number. Participation in the Site Visits will be limited to two (2)
representatives per organization, though the same individuals do not need to attend all visits. The Vendor
may send different individuals to each Site Visit so long as at least one (1) Vendor representative is present at
each Site Visit.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

Addendum #001

1

ITB-22-042

Invitation to Negotiate (ITN)

'l'ransl'o1·111ing One Lif'e at a Time"

Florida Department
of Corrections

Comprehensive Health Care Services
ITN 22-042
ITN Released: April 1, 2022
Site Visits: April 18-29, 2022 (See Section 4.4 for additional information.)
Deadline for Questions: 5:00 p.m. ET May 13, 2022*
Replies Due: 2:00 p.m. ET June 30, 2022*
Eunice Arnold
Procurement Officer
Florida Department of Corrections
501 S. Calhoun Street
Tallahassee, FL 32399
*Timeline subject to change. Changes will be communicated through an addendum to this
ITN (see Section 4.18)

TABLE OF CONTENTS
TIMELINE........................................................................................................................................................ 4
SECTION 1 – DEFINITIONS .......................................................................................................................... 5
SECTION 2 – INTRODUCTION....................................................................................................................10
2.1
2.2
2.3
2.4
2.5
2.6
2.7

Background ........................................................................................................................... 10
Statement of Purpose ........................................................................................................... 10
Procurement Overview ......................................................................................................... 11
The Department’s Health Care Goals .................................................................................. 11
Term of Contract ................................................................................................................... 12
Pricing Methodology ............................................................................................................. 12
Resources .............................................................................................................................. 13

SECTION 3 – SCOPE OF WORK ................................................................................................................15
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9

General Description of Services .......................................................................................... 15
Overview of Services ............................................................................................................ 15
Service Locations and Service Times ................................................................................. 16
Rules and Regulatory Requirements .................................................................................. 16
Confidentiality ....................................................................................................................... 17
Health Care Services ............................................................................................................ 17
Key Performance Monitoring ............................................................................................. 201
Overall Contract Compliance Monitoring ......................................................................... 202
Future Transitions and Contract Expiration Tasks ......................................................... 202

SECTION 4 – PROCUREMENT RULES AND INFORMATION ................................................................203
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.8
4.9
4.10
4.11
4.12
4.13
4.14
4.15
4.16
4.17
4.18
4.19
4.20
4.21
4.22
4.23
4.24
4.25
4.26
4.27
4.28

General Instructions to Vendors ....................................................................................... 203
Procurement Officer ........................................................................................................... 203
Questions ............................................................................................................................. 203
Mandatory Site Visits and Pre-Reply Conferences.......................................................... 203
Special Accommodations .................................................................................................. 205
Alternate Provisions and Conditions ................................................................................ 205
Reply Bond .......................................................................................................................... 205
Pass/Fail Mandatory Responsiveness Requirements ..................................................... 205
Submission of Replies ........................................................................................................ 206
Contents of Reply Submittals ............................................................................................ 207
Reply Evaluation Criteria .................................................................................................... 212
Reply Evaluation and Negotiation Process ...................................................................... 214
Reply Opening ..................................................................................................................... 219
Costs of Preparing Reply ................................................................................................... 219
Disposal of Replies ............................................................................................................. 219
Right to Withdraw Invitation to Negotiate ........................................................................ 219
Right to Reject Reply Submissions and Waiver of Minor Irregularities ........................ 219
Addenda ............................................................................................................................... 219
Cost/Price Discussions ...................................................................................................... 219
No Prior Involvement and Conflicts of Interest ................................................................ 219
State Licensing Requirements........................................................................................... 220
MyFloridaMarketPlace (MFMP) Vendor Registration....................................................... 220
Unauthorized Employment of Alien Workers ................................................................... 220
Confidential, Proprietary, or Trade Secret Material ......................................................... 220
Vendor Substitute W-9 ........................................................................................................ 221
Scrutinized Companies Certification ................................................................................ 221
Disclosure of Reply Submittal Contents .......................................................................... 221
Advertising Notice of Agency Decision ............................................................................ 222
Protest Procedures ............................................................................................................. 222

Page 2 of 259

FDC ITN-22-042

SECTION 5 – CONTRACT TERMS AND CONDITIONS ...........................................................................223
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
5.11
5.12
5.13
5.14
5.15
5.16
5.17
5.18
5.19
5.20
5.21

General Contract Conditions ............................................................................................. 223
Travel Expenses .................................................................................................................. 223
E-Verify ................................................................................................................................. 223
State Initiatives .................................................................................................................... 223
Subcontracts ....................................................................................................................... 224
Copyrights, Right to Data, Patents and Royalties ........................................................... 225
Use of Funds for Lobbying Prohibited.............................................................................. 225
Reservation of Rights ......................................................................................................... 225
Taxes .................................................................................................................................... 226
Safety Standards ................................................................................................................. 226
Americans with Disabilities Act ......................................................................................... 226
HIPAA Business Associate Agreement ............................................................................ 226
Employment of Department Personnel ............................................................................. 226
Legal Requirements ............................................................................................................ 226
Prison Rape Elimination Act (PREA)................................................................................. 226
Termination .......................................................................................................................... 227
Retention of Records .......................................................................................................... 227
Audit Records ...................................................................................................................... 228
Indemnification .................................................................................................................... 228
Inspector General ................................................................................................................ 228
Cooperation with the Florida Senate and Florida House of Representatives............... 228

ATTACHMENT I – PRICE INFORMATION SHEET ..................................................................................229
ATTACHMENT II - SERVICE LOCATIONS ...............................................................................................230
ATTACHMENT III – VENDOR'S CONTACT INFORMATION AND CERTIFICATION .............................239
ATTACHMENT IV – REPLY BOND FORM ...............................................................................................240
ATTACHMENT V – PASS/FAIL REQUIREMENT CERTIFICATION AND NON-COLLUSION
CERTIFICATION ........................................................................................................................................241
ATTACHMENT VI – VENDOR’S REFERENCE FORM .............................................................................243
ATTACHMENT VII – CERTIFICATION OF DRUG FREE WORKPLACE PROGRAM .............................248
ATTACHMENT VIII – NOTICE OF CONFLICT OF INTEREST .................................................................249
ATTACHMENT IX – SUBCONTRACTING FORM .....................................................................................250
ATTACHMENT X – SECURITY REQUIREMENTS FOR VENDORS ........................................................251
ATTACHMENT XI – BUSINESS ASSOCIATE AGREEMENT FOR HIPAA .............................................253
ATTACHMENT XIII – FEDERAL BUREAU OF INVESTIGATION CRIMINAL JUSTICE INFORMATION
SERVICES SECURITY ADDENDUM ....................................................................................................... 259

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Page 3 of 259

FDC ITN-22-042

TIMELINE
FDC ITN-22-042
EVENT

DUE DATE

Release of ITN

April 1, 2022

Mandatory
Pre-Reply
Conferences and Site
Visits

LOCATION
Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs
See Section 4.4 for information regarding the
mandatory site visits.
NOTE: A Vendor’s Reply will be deemed nonresponsive if the Vendor fails to attend all of the site
visits.

April 19 – May 4,
2022

Last Day for written
inquiries to be
received by the
Department

May 13, 2022, Prior
to 5:00 p.m., Eastern
Time

Anticipated Posting
of written responses
to written inquiries

June 13, 2022

Sealed Replies
Due and Opened

Evaluation Team
Meeting

Anticipated
Negotiations

Anticipated Posting of
Intent to Award

Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs
Replies should be addressed to:
Attn: Eunice Arnold, Procurement Officer
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399

June 30, 2022, at
2:00 p.m., Eastern
Time

July 11, 2022, at 2:00
p.m., Eastern Time

September 2022 –
November 2022

March 2023

Submit questions to:
Florida Department of Corrections
Bureau of Procurement
Email: purchasing@fdc.myflorida.com
Subject Line Should Read: ITN-22-042

Meeting Location:
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399
Florida Department of Corrections
Bureau of Procurement
501 South Calhoun Street
Tallahassee, Florida 32399
Vendor Bid System (VBS):
http://www.myflorida.com/apps/vbs

Page 4 of 259

FDC ITN-22-042

SECTION 1 – DEFINITIONS
The terms used in this Invitation to Negotiate (ITN), unless the context otherwise clearly requires a
different construction and interpretation, have the following meanings:
1.1

Administrative Confinement: The temporary separation of an Inmate from Inmates in General
Population in order to provide for security and safety until such time as a more permanent Inmate
management decision process can be concluded, such as a referral to Disciplinary Confinement,
Close Management, Protective Management, or a transfer.

1.2

American Correctional Association (ACA): An international accreditation entity that establishes
standards for and conducts audits of correctional programs to assess their administration and
management, facilities, operations and services, Inmate programs, staff training, medical services,
sanitation, use of segregation and detention, incidents of violence, crowding, offender activity levels,
and provision of basic services which may impact the life, safety, and health of Inmates and staff.

1.3

Americans with Disabilities Act (ADA): Legislation which prohibits discrimination based on
disability, which can be found in the Americans with Disabilities Act and in the Code of Federal
Regulations (C.F.R.) at 28 C.F.R. Parts 35 (Title II) and 36 (Title III).

1.4

Business Day: 8:00 a.m. to 5:00 p.m., Eastern Time (ET), excluding weekends and State holiday.

1.5

Clinician: A Florida-licensed Clinician, Advanced Practice Registered Nurse (APRN), Physician,
Physician’s Assistant (PA), Dentist, Psychiatrist, Psychiatric APRN, or other appropriately-licensed
health care provider delivering or overseeing direct Patient care.

1.6

Close Management (CM): The Confinement of an Inmate apart from the General Population for
reasons of security, or to maintain the order and effective management of the Institution; the Inmate,
through his/her own behavior, has demonstrated an inability to live in General Population without
abusing the rights and privileges of others.

1.7

Cognitive Treatment Unit (CTU): an outpatient level of mental health care for Inmates who exhibit
an impairment of cognitive functioning due to dementia, traumatic brain injury, or other
neurocognitive disorder that substantially interferes with their ability to meet the ordinary demands
of daily living.

1.8

Confinement: Administrative Confinement or Disciplinary Confinement.

1.9

Contract: The formal written agreement resulting from this ITN between the Successful Vendor
and the Department.

1.10 Contract Manager: The Department’s employee, or his/her designee, responsible for performance
oversight and operational management of the Contract. The Contract Manager will be designated
in the Contract.
1.11 Correctional Institution or Institution (CI): Any prison or other correctional facility, temporary or
permanent, in which Inmates are housed under the custody of the Department to include, main
units, annexes, road prisons, work camps, forestry camps, community release centers, re-entry
centers, and any other satellite facilities.
1.12 Correctional Medical Authority (CMA): An independent oversight group established Sections
945.601-6036, Florida Statute (F.S.), to assist with the delivery of health care services for Inmates
through an advisory role, and by assuring that adequate standards of medical and mental health
Page 5 of 259

FDC ITN-22-042

services are maintained by the FDC.
1.13 Corrections Mental Health Treatment Facility (CMHTF): Any extended treatment or
hospitalization-level unit that the Department’s Assistant Secretary for Health Services specifically
designates by Rule 33-404.201, Florida Administrative Code (F.A.C) to provide psychiatric care,
which may include involuntary treatment and therapeutic interventions in accordance with Sections
945.40-945.49, F.S.
1.14 Corrective Action Plan (CAP): The Vendor’s written comprehensive plan to remedy deficiencies
discovered during the Contract term.
1.15 Cost Reply: The portion of the Vendor’s Reply relating to costs, which must include the completion
of Attachment I, Price Information Sheet.
1.16 Crisis Stabilization Unit (CSU): An inpatient mental health treatment unit that provides intensive
management, observation, and treatment intervention, while seeking rapid stabilization of acute
symptoms and conditions.
1.17 Day: Calendar Day, unless otherwise stated.
1.18 Death Row: A class of custody, also known as Maximum Custody (different from Maximum
Management), wherein the Inmate is under a sentence of death.
1.19 Dentist: A dental practitioner holding an active Florida Dental License, or Dental Temporary
Certificate (DTC) from the Florida Department of Health’s Board of Dentistry, who is certified in
cardiopulmonary resuscitation (CPR).
1.20 Department or FDC: The State of Florida, Department of Corrections.
1.21 Disabled Inmate: An Inmate who has a physical or mental impairment that substantially limits one
(1) or more major life activities.
1.22 Disabled Inmate Committee: A multi-disciplinary team that works together for the development,
implementation, and monitoring of an individualized management and services plan for each
Disabled Inmate.
1.23 Disciplinary Confinement: A form of punishment in which Inmates found guilty of committing
violations of Department rules are confined for specified periods of time to individual cells based
upon authorized penalties for prohibited conduct.
1.24 Diversion Treatment Unit: An outpatient level of mental health care for Inmates who exhibit an
impairment(s) associated with the diagnosis of a serious mental illness that hinders their ability to
function in the General Population.
1.25 Electronic Medical Record (EMR): An enabling technology that allows Clinicians and health care
providers and administrators access to an Inmate’s clinical and behavioral health content, and
provides operational efficiencies for both inpatient and outpatient services.
1.26 End of Sentence (EOS): When an Inmate reaches the end of their court-mandated sentence of
incarceration and is released from a Department Institution, ending their eligibility for coverage for
medical services covered under this ITN.

Page 6 of 259

FDC ITN-22-042

1.27 General Population: The population of Inmates who are not in a Special Housing status or
inpatient mental health or medical unit(s).
1.28 Health Classification Grade: A designation of overall functional capacity in various areas including
medical, mental health, work, transportation, work camp eligibility, and impairment status, provided
to each Inmate upon reception and revised as necessary throughout their incarceration.
1.29 Health Services Bulletin (HSB): The Department’s guidelines for the provision of Inmate health
care, created pursuant to Section 945.6034, F.S. Health Services Bulletins do not override rules or
procedures but provide additional guidance for health services staff and are considered Department
policies. HSBs are published under the authority of the Director of Health Services.
1.30 HIPAA: The federal law known as the Health Insurance Portability and Accountability Act of 1996
(HIPAA, Title II), which established standards for the security and privacy of health data, and related
rules.
1.31 HITECH Act: The Health Information Technology for Economic and Clinical Health Act, enacted as
part of the American Recovery and Reinvestment Act of 2009 and related rules. HITECH generally
establishes new requirements for notification of protected health information breaches, makes
business associates directly liable for compliance with HIPAA security and privacy requirements,
modifies disclosure accounting rules and enhances the civil and criminal enforcement of HIPAA.
1.32 Impaired Inmate: Any Inmate who has a professionally determined limitation in the performance
of daily living activities, work, or participation in the programs and services available to the general
Inmate population.
1.33 Impaired Inmate Committee: The institutional staff members functioning as a multi-disciplinary
team working together for the development, implementation, and monitoring of an Individualized
Service Plan for each Impaired Inmate.
1.34 Individualized Service Plan (ISP): A written description of an Inmate’s current problems, goals,
and treatment.
1.35 Inmate(s) or Patient(s): An individual who is incarcerated by the Department.
1.36 Inmate Assistant: An Inmate whose work assignment is to assist another Inmate with his/her
activities of daily living, and who has received the training required in the Nursing Manual in relation
to the performance of their assistance.
1.37 Isolation Management Room (IMR): A cell in an infirmary area or inpatient mental health care
unit that has been certified as being suitable for housing those with acute mental impairment or
those who are at risk for self-injury.
1.38 Licensed Nurse: A Registered or Licensed Practical Nurse, with an active license in the State of
Florida.
1.39 Major Institution(s) or Parent Institution(s): A Correctional Institution designated to provide
oversight and limited classification services to smaller satellite facilities.
1.40 Mandatory Responsiveness Requirements: Terms, conditions, or requirements that must be met
by the Vendor to be considered responsive to this ITN.
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1.41 Material Deviation(s): A deviation that the Department, in its sole discretion, finds to be out of
substantial accord with the requirements of this solicitation, provides a substantial competitive
advantage to other Vendors, or has a potentially significant effect on the quantity or quality of
services sought or on the cost to the Department.
1.42 Maximum Management: A temporary status for an Inmate, who through a recent incident, or
series of incidents, has been identified as being an extreme security risk to the Department, and
requires an immediate level of control beyond that available in Confinement, Close Management,
or Death Row.
1.43 Minor Irregularity: A deviation from the ITN terms and conditions that does not significantly affect
the price or quality of services sought, does not give the Vendor a substantial competitive advantage
or benefit not enjoyed by other Vendors, and does not adversely impact the interests of the
Department.
1.44 Multi-Disciplinary Services Team (MDST): A group of individuals representing different
professions, disciplines, or service areas, which has the responsibility for ensuring access to
necessary assessment, treatment, continuity of care, and services to Inmates in accordance with
their identified mental health needs, and which collaboratively develops, implements, reviews, and
revises an Individualized Service Plan, as needed.
1.45 Observation Cell (OC): A Confinement cell that has been certified as meeting the housing and
safety criteria of an Isolation Management Room.
1.46 Offender Based Information System (OBIS): The Offender Based Information System that serves
as the Department’s official record-keeping system of Inmates.
1.47 Prison Rape Elimination Act (PREA): The “Prison Rape Elimination Act of 2003” and related
rules. The Act provides for analysis of the incidence and effects of prison rape in federal, State, and
local Institutions and for information, resources, recommendations, and funding to protect
individuals from prison rape.
1.48 Protective Management: Special management status for the protection of Inmates from other
Inmates in an environment as representative of that of Inmates in General Population as is safely
possible.
1.49 Reply: A Vendor’s written response submitted in answer to this ITN.
1.50 Residential Continuum of Care Unit (RCCU): Specialized residential mental health units that
provide augmented outpatient mental health treatment and habilitation services in a protective
environment for Inmates with serious psychological impairments associated with a historical
inability to successfully adjust to daily living in the incarceration environment.
1.51 Responsible Vendor: A Vendor who has the capability in all respects to fully perform the Contract
requirements and the integrity and reliability that will assure good faith performance.
1.52 Responsive Reply: A Reply, submitted by a responsive and Responsible Vendor that conforms in
all material respects to this ITN.
1.53 Secure Treatment Unit (STU): An outpatient level of mental health care for Inmates who exhibit
an impairment(s) associated with a diagnosis of serious mental illness and a marked inability to
conform their behavior to institutional standards.
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1.54 Self-Harm Observation Status (SHOS): A clinical status ordered by a qualified Clinician that
provides safe housing and close monitoring of Inmates determined to be suicidal or at risk for
serious self-injurious behavior.
1.55 Service Location(s): Any site(s) where services are performed under the Contract.
1.56 SOAP: A format of medical documentation utilizing the headings, “Subjective, Objective,
Assessment, and Plan.”
1.57 SOAPIE: A format of medical documentation utilizing the headings, “Subjective, Objective,
Assessment, Plan, Intervention, and Education.”
1.58 Special Housing: Administrative Confinement, Disciplinary Confinement, Protective Management,
Maximum Management, Death Row, and Close Management.
1.59 Structured Out-of-Cell Treatment Services (SOCTS): Weekly scheduled individualized treatment
services, psychoeducational groups, and therapeutic activities to ameliorate disabling symptoms of
a diagnosed mental illness and improve behavioral functioning as identified in the Individualized
Service Plans.
1.60 Successful Vendor: The Vendor who receives the award of this ITN and will be performing
contractual duties as the prime Vendor under the Contract.
1.61 Transitional Care Unit (TCU): An inpatient mental health unit that provides intermediate care for
Inmates transitioning from a more intensive level of inpatient care back to an outpatient setting, as
well as long term care for Patients with chronic and severe mental illness.
1.62 Value-Added Services: Additional services and commodities the Vendor may offer the
Department, at no additional cost, beyond those services and commodities expressly included in
this ITN, which may be unknown to the Department at this time yet meet its overall goals.
1.63 Vendor: A legally qualified corporation, partnership, or other business entity submitting a Reply to
this ITN.
1.64 Warden: The Department employee, or his/her designee, responsible for the management and
oversight of the Day-to-Day operations of a Correctional Institution.

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SECTION 2 – INTRODUCTION
2.1

Background
The Department is responsible for the supervisory and protective care, custody, and control
of approximately 80,000 Inmates and the community supervision of approximately 150,000
offenders. These numbers are projected to increase over the term of the Contract. The
Department is the third largest state prison system in the United States, with an annual
operating budget of approximately $2.7 billion.
The Department has over 144 facilities statewide, including 50 Major Institutions, 17 annexes,
seven (7) private prisons (operated by the Florida Department of Management Services (DMS)
and not included as Service Locations for the services sought in this solicitation), 35 work camps,
four (4) road prisons/basic training units/forestry camps, three (3) re-entry centers, and 28
community release centers. Not all of the Department’s facilities are currently housing Inmates.
The Department has divided the State into four (4) geographic regions: Region I (the Panhandle),
Region II (North Florida), Region III (Central Florida), and Region IV (South Florida). Each Major
Institution is supervised by a Warden. Each Warden reports to the Regional Director of Institutions
for their assigned region.
Prior to 2012, the Department ran its health services operations through a combination of State
employees, who provided direct medical, mental health, and dental health care services behind
the secure perimeter of an Institution, and more than 200 contracted providers who provided
specialty care, hospital services, and ancillary services. Currently, the Department delivers
medical, dental, and mental health services through a privatized model as contracted with
Centurion of Florida, LLC (Centurion). Centurion provides on-site primary medical, mental health,
and dental health care services, and on-site and off-site specialty care, inpatient, and outpatient
hospital care, and ancillary services. Centurion also operates health care services at the
Department’s Reception and Medical Center (RMC) in Lake Butler, FL which includes a licensed
120 bed hospital with an ambulatory surgical center, contracted cancer center, and specialty care
clinics. The Department provides pharmacy dispensing services through three (3) regional
pharmacies and one (1) hospital pharmacy at RMC. The Department has implemented the use
of an Electronic Medical Record (EMR) application provided by GE Fusion in collaboration with
Centurion.

2.2

Statement of Purpose
The Department is seeking Responsive Replies from qualified and Responsible Vendors to
deliver comprehensive health care services, including medical, mental health, dental, and hospital
services, effectively and efficiently to Inmates at all Service Locations listed in Attachment II.
Comprehensive health care services include all Patient care services, and administrative support
services, required to provide the necessary and appropriate treatment to Inmates that meets the
minimum constitutionally adequate level of care established by federal law. These services
include treatment on-site and off-site as necessary. Services must be provided in accordance the
comprehensive health care standards outlined in Section 3 of this ITN and detailed in the
Department’s procedures and Health Services Bulletins. Vendors must have at least three (3)
years of business/corporate experience within the last five (5) years providing correctional health
care as described in this ITN. Vendors may use experience of their subsidiaries and any
anticipated subcontractor relationship in their Reply to fulfill this requirement.

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2.3

Procurement Overview
The Department is requesting competitive sealed Replies from Responsible Vendors to establish
a multi-year Contract for the provision of comprehensive health care services to Inmates in the
Department’s care. The Department is interested in considering Value-Added Services that would
be beneficial to or otherwise complement the services required by this ITN.
The process for evaluating and selecting a Vendor will consist of two (2) phases. The first phase
involves evaluation of the submitted Replies, which will result in the selection of Vendors to
participate in the negotiation phase. In the second phase, the negotiation phase, Vendors will be
asked to provide a presentation of their Replies and negotiate a final statement of work, pricing,
and terms and conditions of the final Contract. The negotiation phase culminates in one or more
of the Vendors receiving a request to submit a best and final offer (BAFO). Vendors’ BAFOs will
include: (1) a revised statement of work; (2) a final Contract draft; and (3) a final cost and
compensation model. The Department will award a Contract to a single Vendor for services
statewide.

2.4

The Department’s Health Care Goals
The Department is looking to not only provide the levels of care required by law and rule, but also
to achieve strategic improvements in Inmate care. Overall goals for the Department include:
•
•
•
•
•
•
•
•

Reducing Inmate mortality where early detection and appropriate, timely treatment could have
avoided preventable mortality;
Ensuring that Inmates in Special Housing have full access to and receive the same level of
care as Inmates in General Population;
Improving the provision of assessment, development, and implementation of mental health
treatment at all levels and settings of care.
Reducing the volume of Inmate grievances and litigation related to health care services;
Improving waiting times for consultations, diagnostic testing, and treatment;
Reducing the use of unsecured community hospital units and increasing the use of secured
community hospital units to alleviate the need for additional security staff resources and
overtime;
Ensuring Inmates are prepared for continued medical care and supportive services, where
appropriate, upon their release back into the community; and
Maximizing technology and efficiencies to provide enhanced services at reduced costs,
including the establishment and expansion of academic partnerships.

The intent of this ITN is to contract with a service provider to assist the Department in meeting
these goals.
2.4.1 Specific Goals of this ITN
•
•
•
•

Establish a flexible Contract, with transparency of service costs, alignment of costs with
services, and an efficient and accurate end-of-year projection and cost modeling
process.
Establish a Contract that allows the Vendor to bring industry expertise and the ability to
shape strategy to lower the cost of health care services.
Ensure a smooth transition and continuation of services from the current Contract to the
new, without disruption and with minimal risk.
Ensure pricing that is cost effective throughout the entire term of the Contract.
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•
2.5

Establish a collaborative relationship with the Vendor that will maximize the extent the
Department achieves the objectives of this ITN.

Term of Contract
It is anticipated that the initial term of the Contract shall be five (5) years. The Department may
renew the Contract for up to five (5) renewal years, or portions thereof. Any renewal shall be
contingent, at minimum, on the Vendor’s satisfactory performance of the Contract, as determined
by the Department and subject to the availability of funds. If the Department desires to renew the
Contract, it will provide written notice to the Vendor no later than 120 Days prior to the Contract’s
expiration date.

2.6

Pricing Methodology
The Department is seeking pricing that will provide the best value to the State; therefore,
interested Vendors must submit a Cost Reply utilizing the Price Information Sheet, provided as
Attachment I. Vendors are encouraged to submit a Cost Reply in such a manner as to offer the
most cost effective and innovative solution for services and resources the Vendor can offer, as
cost efficiency for the State will be a consideration in determining best value. Vendors shall
provide the Cost Reply according to the instructions provided in Section 4.10, Contents of Reply
Submittals.
The Successful Vendor will be reimbursed for all costs associated with the provision of
comprehensive medical, dental, mental health, pharmaceutical, and hospital services.
In addition to cost reimbursement, Vendors shall provide a single percentage administrative fee
to be charged above the actual costs for the delivery of comprehensive health care services
statewide. To ensure the Department obtains services at the best value, the Department reserves
the right, during the negotiation phase to consider alternate pricing models.
Compensation will be based on the provision of comprehensive health care services, which
include, but are not limited to the following:
Medical Services
• Primary, secondary, tertiary care and specialty care, including diagnostic testing, staging
procedures, and treatment of Inmates diagnosed with cancer
• Preventive clinical services
• All other therapeutic and diagnostic ancillary services, and completion of same-Day surgeries
in the ambulatory surgical unit
• All emergency room, outpatient, and inpatient hospital care, including hospital care at the
Reception and Medical Center Hospital
• All medical on-site or off-site specialty referrals
• Physical and occupational therapy
• All health-related assistive devices unless covered by vocational rehabilitation
• Hearing screening and diagnostic services necessary to identify and treat those who are deaf
or hard of hearing
• All optometry, orthopedic, neurology, and podiatry services
• Ambulance and other emergency transportation considered medically necessary
• Health education services
Dental Health Services
• Emergency dental treatment
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•
•
•
•
•

Urgent, non-emergent, dental treatment
Routine dental treatment
All therapeutic and diagnostic ancillary services
All reception and intake examinations
All dental-related appliances and protheses

Mental Health Services
• Mental health assessments and testing
• Mental health treatment and services to include outpatient services, inpatient services
including hospitalization
• Inpatient and infirmary mental health care
• Transitional mental health care, crisis stabilization, and operations of CMHTFs
• Mental health reentry and aftercare planning
Utilization Management
• Nationally accepted or recognized electronic Utilization Management System services, to
include basic audits and edits, such as the federally required National Correct Coding Initiative
edits, and the criteria for determination of health care treatment, procedures, and specialty
care, along with an electronic process for higher level review of denials.
Pharmaceutical Services
• All non-formulary prescription medications, except for medications provided through the
Federal 340B STD Specialty Care Drug Discount Program
• Acquisition and maintenance of all pharmacy licenses
• Monthly Consultant Pharmacist Inspection Reports
Electronic Medical Record
• Ongoing maintenance, improvements, and updates
• Storage of Electronic Medical Record data
• Training of other vendor(s) and Department staff
• Helpdesk support staff and administrative functions
Other Costs across Service Categories
All direct and indirect costs associated with the delivery of comprehensive health care services
will be incurred by the Vendor to include, but not be limited to:
• All costs for medical, surgical and related office supplies
• All costs for on-site medical and related office equipment needed in addition to existing
equipment
• Other costs not specifically identified but commonly associated with delivery of necessary
health services
• Vendor-required computer installations, software, etc.
In addition, the Department reserves the right to access any programs under the Federal Health
Care Reform Act, federal, State or local grants, and partnership opportunities, or any State
initiatives that result in savings on health care costs.
2.7

Resources
The Department is providing links to resources Vendors may find helpful in the development of
their Replies. In order to gain a comprehensive understanding of the current services, Vendors
are strongly encouraged to review the information contained in these links.
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Many exhibits contain multiple files. In addition, some exhibits contain information on health care
services or Correctional Institutions that may not be covered by this ITN. The Vendor may
disregard any information that does not pertain to this ITN.
•

Comprehensive Health Care Service contracts:
https://facts.fldfs.com/Search/ContractDetail.aspx?AgencyId=700000&ContractId=C2930

•

Current Department Policies, Procedures, and Health Services Bulletins (except those
identified as “Restricted”):
http://fdc.myflorida.com/health/procedures.html

Some of the Department’s Procedures are identified as “Restricted” and are not available for
public viewing. Restricted Department Procedures will be made available to interested Vendors
for the development of Replies. To obtain a copy of the restricted Procedures, Vendors must email
a signed copy of Attachment XII, Nondisclosure Agreement for Restricted Information, to the
Procurement Officer, along with their Express Mail (i.e., FedEx, UPS) account number to cover
the cost of shipping. Once the signed agreement is received by the Procurement Officer, the
Department will provide the restricted procedures on a CD to the Vendor, via overnight mail.
Vendors having trouble accessing any documents should contact the Procurement Officer.
Note: Exhibits are provided for informational purposes only. All possible efforts have been made
to ensure the information contained in the resource documents is accurate, complete, and current.

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SECTION 3 – SCOPE OF WORK
The State is required to provide Inmates with a constitutional standard of care when they are admitted
to the Department’s Institutions, in accordance with Sections 945.025(2), and 945.6034, F.S. The
Department’s health care delivery is managed by its Office of Health Services (OHS), which oversees
the delivery of health-related services, provides technical assistance to the Vendor, and handles
statewide operational functions such as policy development, grievance appeals, clinical legal issues,
contract management and monitoring, and collaboration with other State agencies.
3.1

General Description of Services
The Florida Department of Corrections seeks to deliver the required comprehensive health care
services to its correctional population in a cost-effective manner. Services are provided on-site,
at State-operated Correctional Institutions, and off-site at hospitals and specialty care
offices/centers. Under the Contract, the Vendor would assume total liability for health care
service(s) delivered to Inmates under the care and supervision of the Department. This includes
all health care provided in clinics, health care which cannot be provided in the clinics, and
responses to emergencies that occur in the clinic or elsewhere within the facility, until the
appropriate emergency medical or mental health providers arrive.
Health Care Standards
The Department is responsible for ensuring health care services are provided in accordance with
established standards of care. The Vendor will be held accountable for providing care in
accordance with these standards. Section 945.6034(1), F.S., outlines the general requirements
of these standards. Additionally, the Department has developed related Health Services Bulletins
(HSBs), procedures, and manuals that provide standards and responsibilities relating to Inmate
health care. The requirements noted below are not all-inclusive of the comprehensive health care
requirements outlined in the Department’s HSBs, procedures, and manuals. Various legal cases
have impacted the FDC’s present rules, policies, procedures, HSBs, manuals, and forms. In
case of error, omission, or discrepancy, the Department’s current HSBs, procedures, policies,
manuals, and forms will take precedence. To ensure the most efficient health care delivery, the
Department will consider changes suggested by the Vendor to policies, procedures, and forms
that are not explicitly mandated by law, but is not required to adopt any such change. The FDC
shall retain exclusive control of its policies, procedures, HSBs, manuals, and forms.
The Vendor shall be responsible for all pre-existing health care conditions of those Inmates
covered under the Contract as of 12:00 a.m. on the first Day of the Contract implementation. The
Vendor shall be responsible for all health care costs incurred for services provided after 12:00
a.m. on the first Day of the Contract without limitation as to the cause of an injury or illness
requiring health care services. The Vendor shall not dispute or refuse acceptance of any Inmate
assignment based on any medical or mental health condition(s).

3.2

Overview of Services
It is the intent of the Department to secure complete comprehensive health care services for
Inmates in its care and custody. Any incidental health, mental health, dental, nursing, or ancillary
services omitted from these specifications should be included as a part of the Vendor’s price to
deliver a quality, working, comprehensive health care services program that is in compliance with
the specifications of this ITN. The Vendor’s comprehensive health care services program,
training curriculum, staff, and supplies must be fully identified, described, and documented within
the Vendor’s Reply. All staff, supplies, and other required components of this ITN must be
included in the Vendor’s proposed pricing.
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The Vendor must operate the health services program with respect for Inmate’s right to
appropriate health care services.
There are eight (8) primary components that make up the current services:
• Program Management;
• Institutional Care;
• Dental Care;
• Mental Health Services;
• Utilization Management and Specialty Care;
• Hospital Administration and Care
• Quality Management; and
• Pharmaceutical Services.
These components are discussed in greater detail below.
3.3

Service Locations and Service Times
The Vendor shall provide comprehensive health care services at all Service Locations listed in
Attachment II. The Department reserves the right to add or delete Service Locations upon 60
Days’ written notice to the Vendor. The Vendor shall ensure Inmates have access to
comprehensive health care services as needed, 24 hours per Day, seven (7) Days per week,
and 365 Days per year.

3.4

Rules and Regulatory Requirements
3.4.1 The Vendor shall provide all services following all applicable federal and State laws, rules,
regulations, and the Department’s rules and procedures. All such laws, rules, regulations,
current and/or as revised, are incorporated herein by reference and made a part of the
Contract. The Vendor and the Department shall work cooperatively to ensure service
delivery is in complete compliance with all such rules and regulations.
3.4.2 The Vendor shall ensure that all Vendor’s staff providing services under the Contract
comply with prevailing ethical and professional standards, and the statutes, rules,
procedures, and regulations as mentioned above.
3.4.3 The Vendor shall ensure that the Vendor’s staff adhere to all policies and procedures
regarding transportation, security, custody, and control of Inmates.
3.4.4 Should any of the above laws, standards, rules, regulations, Department Procedures, or
directives change during the Contract term, the updated version will apply.
3.4.5 The Vendor shall pay for all costs associated with local, State, and federal licenses,
permits, and inspection fees required to provide services. All required permits and licenses
shall be current, maintained on site and a copy submitted to the Contract Manager, upon
request.
3.4.6 The Vendor shall comply with the provisions of the Americans with Disabilities Act. This
includes provisions referencing both employment and public service agencies (Titles I and
II), as well as any other applicable provision.
3.4.7 The Vendor must provide health care services in accordance with the national American
Correctional Association (ACA) standards, prevailing professional practice standards and
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guidelines, and State and federal statutes. The performance of the Vendor’s personnel
and administration must meet or exceed standards established by ACA as they currently
exist and/or may be amended.
3.4.8 From time to time, the Governor, State Surgeon General, or FDC Secretary may issue
Executive Orders that impact the Department’s health services operations. The Vendor
must comply with the terms and conditions of any Executive Orders issued.
3.4.9 Department policy, procedures, and directive language will take precedence and control
over the Vendor’s policies and procedures in the event of any conflict.
3.5

Confidentiality
The Vendor shall maintain confidentiality with reference to individual Inmates, in accordance with
applicable local, State, and federal law. The Department and Vendor agree that all information
and records obtained in the course of providing services to Inmates shall be subject to
confidentiality and disclosure provisions of applicable federal and State statutes and regulations
adopted pursuant thereto.

3.6

Health Care Services
3.6.1

Program Management Service Area
Description
The Vendor will be responsible for all oversight and program management of
comprehensive health care services. This includes the following responsibilities:
a) Deliverables – Maintain the ability to provide, and provide, all comprehensive health
care services to Inmates.
b) Impact Analyses – Perform and deliver impact analyses, within a time frame specified
by the Department, on how potential rule or statute changes may impact the health
services program and its cost and success.
c) Analytics – Compile and maintain statistical information related to Inmate health care
which the Department can use to make changes and improvements to the delivery of
health care services. No data or statistical information shall be released externally
without prior written approval from the FDC’s Office of Communications and Office of
Health Services.
d) Contract Compliance – Monitor Contract responsibilities, ensure compliance, and
report metrics, including gaps, and how gaps were prevented, monthly.
e) Service Function Oversight and Success – Provide oversight of each of the following
service functions:
• Program Management
• Institutional Care
• Dental Care
• Mental Health Assessments
• Mental Health Services
• Outpatient Services
• Inpatient and Infirmary Services
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•
•
•
•
•

Re-Entry and Aftercare Planning
Hospital Administration and Care
Utilization Management and Specialty Care
Quality Management
Pharmaceutical Services

Oversight includes, but not limited to:
• Resource Planning and Management
• Risk and Issue Management
• Change Control
• Budget Control
• Quality Assurance
• Problem Resolution
The Department will look to Vendor’s leadership to ensure a smooth and successful
operation as part of Program Management.
3.6.1.1 How Service is Provided Today
Program management is performed today by a Comprehensive Health Care
Contractor (CHCC). The CHCC coordinates the delivery of health care services
and provides management services to include:
•
•
•
•
•
•
•
•
•
•
•
•
•

Leadership at statewide, regional, and institutional levels;
Oversight of all administrative and program management requirements;
Problem resolution involving the delivery of health care services, policy
compliance, etc.;
Ensuring timely delivery of Contract reports and deliverables;
Coordinating staffing issues (filling vacancies, employee relations, etc.);
Ensuring responsiveness to requests for copies of records, public records;
requests, coordination of legal issues, etc.;
Resolving issues related to subcontractors (performance, billing, etc.);
Coordinating specialty care programs;
Maintaining, repairing, and replacing health care equipment;
Maintaining, repairing, and replacing FDC computers that were provided at
transition;
Purchasing and maintaining additional computers as needed;
Overseeing corrective action related to performance issues; and
Implementing, maintaining, and managing the Department’s EMR
application.

The Department oversees the delivery of health care services, provides technical
assistance to the CHCC, and handles statewide functions such as policy
development, grievance appeals, clinical-legal correspondence, and contract
management and monitoring. The Department retains control of bed movement
for the RMC Hospital (RMCH), other critical care medical beds, and inpatient
mental health units.
3.6.1.2 Program Management Minimum Requirements
The Vendor shall provide administrative oversight to ensure all program
management functions are carried out in accordance with the requirements
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outlined in this ITN. At minimum, the Vendor shall have the following program
management positions:
Statewide Leadership Positions
Position Title
(or equivalent title)
Corporate Officer

Vice-President of Operations
(VPO)
Statewide Medical Director
(Clinician)
Statewide Director of Nursing
(DON) (Registered Nurse)
Statewide Dental Director
(Dentist)

Statewide Mental Health Director
(Psychologist)
Statewide Psychiatric Advisor
(Psychiatrist)
Statewide Mental Health Re-entry
Coordinator
Statewide Mental Health Training
Coordinator
Statewide Pharmacy Program
Director (Florida Consultant
Pharmacist License)

Statewide Medical Re-entry
Coordinator (located at RMC)

Purpose
Overall Contract
program management
liaison
Contract oversight
and management
Statewide
responsibility for
clinical oversight of
medical services
Statewide
responsibility for all
nursing services
Clinical oversight of all
dental care, both on
and off-site, dental
utilization
management, and the
supervision of all
dental staff members
Oversee mental
health services
statewide
Oversee all
psychiatric services
statewide
Discharge planning for
Inmates with serious
mental health issues
Training management
and coordination for
mental health topics
Direct overall
pharmacy service
including
management of all
pharmacy staff, all
pharmacy licenses,
coordinating
pharmacy services
with other health care
providers
Discharge planning for
Inmates with
Page 19 of 259

Department Liaison
• Health Services
Director

• Chief of Health
Services
Administration
• Contract Manager

# of
Positions
1

1

• Chief Clinical
Advisor
• Chief of Medical
Services
• Chief of Nursing
Services

1

• Chief of Dental
Services

1

• Chief of Mental
Health Services

1

• Chief of Mental
Health Services

1

• Central Office
Mental Health ReEntry Manager
• Assistant Chief of
Mental Health

1

• Chief of Pharmacy
Services

1

• Statewide Medical

1

Reentry Coordinator
(Office of Institutions)

1

1

FDC ITN-22-042

Position Title
(or equivalent title)
Statewide Female Health Services
Coordinator

Continuous Quality Improvement
(CQI) Coordinator

Statewide EMR Director

Statewide EMR Project Manager
Statewide Recruitment
Coordinator

Statewide Disabled/Impaired
Inmate Coordinator

Purpose
challenging health
issues
Oversee female
health services and
evolving medical
standards of care
addressing specific
needs for an
incarcerated
population.
Responsible for
quality assurance,
quality management,
utilization
management, and risk
management within
each discipline

To support ongoing
EMR improvements,
maintenance, and
training
Oversee EMR
helpdesk, training,
and education
Oversee statewide
recruiting efforts, and
plan for short-term
staffing solutions
during staff turnover,
transition, or extended
staff leave
Oversee
Disabled/Impaired
Inmate services

Department Liaison

• Female Services

Administrator,
Office of
Institutions

1

• Chief of Pharmacy
Services
• Chief of Dental
Services
• Chief of Mental
Health Services
• Chief of Medical
Services
• Chief of Nursing
Services
• Chief of Health
Services
Administration

1

• Chief of Health
Services
Administration
• Chief of Health
Services
Administration
• Contract Manager

1

• Impaired Inmate

1

Services Coordinator

1

1

(OHS)

Reception and Medical Center Hospital (RMCH) Leadership Positions
Position Title
Purpose
Department Liaison
(or equivalent title)
RMC Hospital Administrator
Manage all hospital • Chief of Health
operations (the
Services
RMCH Governing
Administration
Body must approve
this candidate
before employment)
RMC Hospital Chief Medical
Oversee clinical
• Chief Clinical Advisor
Officer (Florida-licensed Clinician
services at RMC
• Chief of Medical
with experience as a Hospitalist)
Hospital (RMCH)
Services
Page 20 of 259

# of
Positions

# of
Positions
1

1

FDC ITN-22-042

Position Title
(or equivalent title)
RMC Hospital Executive Nursing
Director (Registered Nurse)

RMC Hospital Director of Nursing
(Registered Nurse)
RMC Hospital Infection Control
Nurse (Registered Nurse)

RMC Hospital Pharmacy
Consultant (Florida Consultant
Pharmacist License)

RMCH Health Information
Specialists
RMCH Risk Manager (FloridaLicensed Risk Manager)

RMCH EMR Specialist

Regional Leadership Positions
Position Title
(or equivalent title)
Regional Directors of Operations

Purpose
Oversee nursing
services at RMCH
and RMC(this
position is in
addition to the DON
position at RMC as
an Institution)
Oversee nursing
services for RMCH
Oversee infection
control within RMC
Hospital (this
position is in
addition to the
Infection Control
Nurse position at
RMC as an
Institution)
Serve as the
Consultant
Pharmacist of
Record for the RMC
institutional
pharmacy permit(s),
and will provide
clinical oversight of
the institutional
pharmacy services
at RMC
Manage all medical
records and record
requests at RMC
Oversee the
comprehensive risk
management
program for RMC
Hospital health care
operations
Provide EMR
support training,
troubleshooting, and
acting as a liaison to
the EMR team

Department Liaison
• Assistant Chief of
Nursing Services

• Assistant Chief of
Nursing Services
• Statewide Infection
Control Coordinator

1

• Chief of Pharmacy
Services

1

• Chief of Health
Services
Administration
• Chief of Medical
Services

1

• Chief of Health
Services
Administration

1

Purpose
Responsible for the
health care operations
and administration in
each region
Page 21 of 259

# of
Positions
1

Department
Liaison
• Regional
Directors of
Institutions

1

1

# of
Positions
4

FDC ITN-22-042

Position Title
(or equivalent title)
Regional Medical Directors
(Clinicians)

Purpose
Responsible for the
clinical care in each
region

Regional Mental Health Directors
(Psychologists)

Responsible for all
mental health care in
each region

Regional Dental Directors
(Dentists)

Responsible for all
clinical dental care in
each region
(The Regional Dental
Director may provide
clinical services at an
Institution they manage
if needed.)
Responsible for all
nursing services in each
region
Oversee institutional
infection control in each
region
Responsible for the QM
program within each
region
Oversee and support
regional recruiting
efforts, and plan for
short-term staffing
solutions during staff
turnover, transition, or
extended staff leave
Responsible for
interpreting medical
evaluations and
treatment of Inmates
who are deaf, hard-ofhearing, or otherwise
non-verbal

Regional Directors of Nursing
(Registered Nurses)
Regional Infection Control Nurse
(Registered Nurses)
Regional QM Program
Coordinators
Regional Recruitment Coordinators

Region 2 American Sign Language
Staff Interpreter

Regional EMR Specialists

Provide EMR support
training,
troubleshooting, and
acting as a liaison to the
EMR team

Department
Liaison
• Chief of Medical
Services
• Regional
Directors of
Institutions
• Assistant Chief
of Mental Health
• Regional
Directors of
Institutions
• Assistant Chief
of Dental
Services

# of
Positions
4

• Chief of Nursing
Services

8 (two (2)
per
Region)
4

• Statewide
Infection Control
Coordinator
• QM Program
Manager

4

4

4

• Regional
Directors of
Institutions
• Institution
Wardens

4

• Impaired Inmate
Services
Coordinator
• Regional
Directors of
Institutions
• Institution
Wardens
• Chief of Health
Services
Administration

1

4

The Vendor shall add other regional positions as needed to ensure the appropriate oversight of
health care operations within each region.
Page 22 of 259

FDC ITN-22-042

Institutional Leadership Positions
Position Title
(or equivalent title)
Health Services Administrator
(HSA) (Administrator or Registered
Nurse)

Purpose
Responsible for the
program management
of health care
operations within their
Institution, including
issue resolution

Department
Liaison
• Warden

Chief Health Office (CHO)
(Clinician/Doctor)/Site Medical
Director (SMD)

Responsible for the
clinical care at each
Institution and their
associated satellite
sites

• Warden for
administrative
issues
• Chief of
Medical
Services for
clinical issues

Psychological Services Director
(Psychologist)

Serve as the single
point of accountability
for the delivery of
mental health
services

• Warden for
administrative
issues
• Chief of Mental
Health
Services for
clinical issues

Page 23 of 259

# of
Positions
1 per Major
Institution,
with a junior
HSA position
at annexes or
work camps.
RMC shall
have at least
one (1) HSA
and one (1)
junior HSA in
addition to the
Hospital
Administrator
to provide
administrative
oversight over
non-hospital
health care
operations at
RMC
1-2 per Major
Institution
depending
upon physical
layout (annex)
of the facility
and its
mission
1 per Major
Institution (to
include those
with 2 or more
psychologists)
with either an:
• inpatient
services
• Close
Management
unit
• reception
center
(excluding
Sumter CI)
• an S-3
population of
400+
• RCCU
FDC ITN-22-042

Position Title
(or equivalent title)
Director of Nursing (Registered
Nurse)

Purpose
Responsible for all
nursing services in
their assigned
Institution

Assistant Director of Nursing
(Registered Nurse)

Oversee institutional
inpatient mental
health nursing
services in their
assigned Institution

Nurse Manager (Registered Nurse)

Oversee institutional
inpatient mental
health nursing
services in their
assigned Institution
and Department
liaison
Oversee institutional
infection control in
each region

Infection Control Nurse (Floridalicensed Registered Nurse)

Dentist (Florida-licensed or Board
of Dentistry-approved)

Responsible for all
dental care and
related issues

Oral Surgeon

Responsible for all
dental care and
related surgical issues
Page 24 of 259

Department
Liaison
• Warden for
administrative
issues
• Chief of
Nursing
Services for
clinical issues
• Warden for
administrative
issues
• Chief of
Nursing
Services for
clinical issues
• Warden for
administrative
issues
• Chief of
Nursing
Services for
clinical issues
• Warden for
administrative
issues
• Chief of
Medical
Services for
clinical issues
• Warden for
administrative
issues
• Chief of Dental
Services for
clinical issues

• Warden for
administrative
issues

# of
Positions
1 per Major
Institution

1 per
Institution with
an inpatient
mental health
unit
1 per re-entry
center

1 per
Institution
(This is a role,
not a
dedicated
position)
Based on
population as
follows for
Institutions
<600=0.5 – 1
FTE
600 – 1,200 =
1 FTE
1200 – 1500 =
1.5 FTE
1,500+ = 2
FTE
NWFRC,
CFRC, SFRC
3 FTE per
location
FWRC = 2
FTE
1 per
Institution

FDC ITN-22-042

Position Title
(or equivalent title)

Purpose

Department
Liaison
• Chief of Dental
Services for
clinical issues

# of
Positions

All Vendor positions providing services under the Contract shall be included in the Vendor’s
Department-approved Staffing Plan.
Program Management staff must be available by phone on health care service delivery and
Contract management issues, Monday through Friday, during regular business hours. After regular
business hours, the Vendor must have on-call telephone coverage for emergent or urgent purposes
only.
Program Management Requirements (PGM)
No.
PGM-001

PGM-002
PGM-003
PGM-004

PGM-005

PGM-006

Requirement
The Vendor shall establish and maintain office space to house its leadership team
in Florida. The Vendor will be responsible for all costs associated with this facility,
including rent, utilities, equipment, supplies, computers, phone, and other
electronics and communication devices, services, or programs. The Vendor’s
statewide leadership team would preferably be in Tallahassee, FL unless
otherwise approved by the Department, regional leadership would be located
within the region(s), preferably near the Department’s regional offices.
The Vendor shall work with the Contract Manager to establish and maintain
communication protocols for the handling of routine, urgent, and emergent
Contract issues.
The Vendor shall establish an online collaboration site (ex. SharePoint) for sharing
documents and other program information between it and the Department.
The Vendor shall establish and maintain a system to ensure staff and
subcontractors working under the Contract are knowledgeable of and adhere to
all applicable statutes, rules, procedures, HSBs, manuals, and forms covering the
delivery of health care services, security operations, and the conduct of staff in the
institutional health services units. Staff and subcontractors shall be trained on,
and given routine access to, all policies and procedures that pertain to their job
responsibilities, including any specific training requirements related to litigation.
The Vendor shall develop and implement a Department-approved Staffing Plan
that identifies all positions at the State, regional, and institutional levels and
ensures compliance with the requirements outlined in this ITN, including timely
service delivery. The Vendor shall review its Staffing Plan at least once per quarter
and be flexible enough to respond to minor institutional mission changes over the
Contract term. If there are mission changes that impact health services functions
and responsibilities at service locations, the Department will advise the Vendor of
such modifications in writing. If these modifications require the Vendor to make
changes that substantively impact cost, the Department and Vendor will work
together on the changes and implement them through a formal Contract
amendment. The Department must approve any changes to the Staffing Plan prior
to change implementation.
At all times, the Vendor shall ensure appropriate staffing levels under the Contract
in accordance with its Department-approved Final Staffing Plan, which shall note
the reasonable number of hours required and positions necessary to fulfill the
Department’s health care requirements. The Vendor shall ensure that it maintains
fulfillment of its positions to cover the hours required in its Final Staffing Plan, even
Page 25 of 259

FDC ITN-22-042

Program Management Requirements (PGM)
No.

PGM-007

PGM-008

PGM-009
PGM-010

PGM-011

Requirement
if coverage is secured by trained and qualified subcontracted providers. The
Vendor shall ensure that staff providing services have the requisite training,
licenses, certifications, and knowledge to provide services at the level of
professional competency required for each position.
The Vendor shall develop and implement a Department-approved written
comprehensive Health Care Work Plan Operations with clear objectives outlining
how the Vendor will:
1. develop and implement Department policies and procedures;
2. comply with all State licensure requirements and standards regarding the
delivery of comprehensive health care services;
3. ensure seamless EMR operations, including a HD and systems development
team;
4. maintain full reporting and accountability to the Department; and
5. keep an open, collaborative relationship with the Department’s Senior
Leadership, Office of Health Services, Department staff, Regional Directors,
Wardens, and institutional staff.
Recruitment and Retention
The Vendor shall develop and implement a Recruitment and Retention Plan that
identifies all recruitment and retention activities statewide, including plans for
short-term staffing solutions during staff turnover, or extended staff leave. The
initial Recruitment and Retention Plan will be submitted within 30 Days of Contract
execution and updated plans shall be provided at least once per quarter.
The Vendor shall establish Statewide and Regional Recruitment Coordinators.
The Statewide Recruitment Coordinator shall provide the Department a quarterly
report of all recruitment and retention activities it undertakes to ensure staffing of
the Contract. The Vendor shall provide this report in a manner approved by the
Department. The Regional Recruitment Coordinators shall provide real-time
updates to the Regional Directors and Warden of each Parent Institution when that
Service Location experiences vacancies less than 20% within a pay period, per
discipline. In addition, Regional Recruitment Coordinators shall provide monthly
Vacancy and Recruitment Action Reports to the Regional Director and leadership
at each Parent Institution in a manner and form approved by the Department.
The Vendor shall ensure institutional health services staff (including Vendor staff
and subcontractors) adhere to all requirements, including the schedule for running
reports necessary to meet requirements outlined in procedure, HSB and rule.
The Vendor shall ensure EMR training, OBIS or other FDC database training (if
necessary), technical assistance, and security access is handled in a tiered
approach. The Vendor shall set up an IT support desk and designate “super
users” to serve as the main points of contact to Department staff. The Department
will provide staff to coordinate security access requests. The Vendor shall provide
EMR training prior to the start date for new hires with recurring sessions available
for current staff. Train-the-trainer and super user sessions must establish
adequate on-site technical assistance coverage statewide. The Vendor’s super
users will be responsible for providing training and technical assistance to regional
and institutional health services staff. The Vendor will be responsible for ensuring
all Vendor staff who access the EMR are trained on data entry, scanning, and
reporting requirements.
The Vendor shall ensure all direct care staff document health care encounters
accurately and thoroughly in accordance with Department policy and professional
Page 26 of 259

FDC ITN-22-042

Program Management Requirements (PGM)
No.

PGM-012

Requirement
standards. All health care encounters with Inmate Patients shall be documented
in the EMR during or immediately following an encounter, before another Inmate
encounter occurs. If required by the FDC to be documented in paper, all
documentation shall be written in black ballpoint pen ink, except for noting orders
and allergies in red ballpoint pen ink. Approved, unaltered FDC Forms must be
completed in their entirety. If a field is not applicable, staff shall strikethrough the
response portion or write N/A. No fields should be left blank.
Nursing documentation shall include:
1. Date
2. Time
3. Problem-oriented charting format SOAPIE for each problem, if no form exists
for the issue:
• S=Subjective data
• O=Objective data
• A=Assessment data
• P=Plan
• I=Interventions
• E= Education and Evaluation
• Signature/e-sign, title, credentials, and printed name of the writer.
Late entries in the EMR shall be documented, and shall include:
1. Current date and time of the entry
2. Late entry for (date of incident/encounter)
3. Documentation information
4. Signature/e-sign of the writer with title, credentials, and printed name.
The Vendor shall ensure appropriate staff attends all required Department
meetings, including, but not limited to institutional leadership meetings scheduled
by the Wardens, regional meetings planned by the Regional Director(s) of
Institutions, statewide meetings planned by the Department, and:
Institutional Meetings
1. Disabled Inmate Committee: Institutional staff multidisciplinary team working
together for the development, implementation, and monitoring of an
Individualized Service Plan for each Disabled Inmate.
2. Institutional Health Services Leadership Meeting with Warden: Held
weekly, or as needed, to discuss issues related to health care services
delivery.
3. Institutional Quality Management (QM): Held monthly to evaluate and help
improve the quality of health care services provided to Inmates at each
Institution.
4. Nursing Staff Meeting: Conduct by the DON monthly with all nursing staff to
provide education on at least one (1) nursing protocol and all updated HSBs
and procedures.

Page 27 of 259

FDC ITN-22-042

Program Management Requirements (PGM)
No.

Requirement
Regional Meetings
The Department’s Regional Directors of Institutions and the Vendor’s regional
leaders will discuss issues that impact multiple Institutions within the region and
escalate any issues or concerns related to security.
Statewide Meetings
1. Semi-annual Reviews with the FDC Senior Management: The Vendor shall
lead a semi-annual review with the FDC Senior management on service
operations, including key statistics, challenges and successes, and policy
improvement recommendations. The Vendor shall develop and deliver the
agenda to the Contract Manager at least five (5) Business Days before the
meeting.
2. Weekly Contract Management: This weekly meeting is an opportunity for the
Vendor and the Contract Manager to review operational issues, discuss best
practices, and resolve problems.
3. Pharmacy and Therapeutics Committee: This committee comprises
representatives from the FDC and Vendor’s medical, mental health, and
dental disciplines. The Vendor shall have at least two (2) representatives on
the committee. The FDC Health Services Director appoints committee
members who must be prescribing Clinicians for their disciplines. This group
meets at least four (4) times per year. The group is responsible for, but not be
limited to, the following:
• Establishment and maintenance of a comprehensive drug formulary.
• Approval of policies and procedures relating to the selection, distribution,
handling, use, and administration of drugs.
• Evaluation of clinical data concerning new drugs or preparations requested
for addition to the formulary.
• Assistance and consultation on matters related to the oversight and
management of the Department’s pharmacy budget.
4. Statewide QM: Held at least twice yearly, the QM Program evaluates and
makes recommendations to improve the quality of health care services
provided to Department Inmates.
5. Statewide Operational: Held in conjunction with the Statewide QM meetings
and Pharmacy and Therapeutics Committee meetings, the Statewide
Operational Meeting is used to discuss and resolve issues related to the overall
operation of the Inmate health care system.

PGM-013

6. Statewide Recruitment and Retention: In response to significant concerns
raised by the FDC due to staffing shortages, the Vendor’s recruiters shall
provide updates to statewide leadership on recruiting and staff retention
progress and challenges.
Collaboration with Regional and Institutional Leadership
Regional Collaborations
The Department’s Regional Directors of Institutions are responsible for overseeing
every Institution within their assigned region. The Vendor’s regional leadership
Page 28 of 259

FDC ITN-22-042

Program Management Requirements (PGM)
No.

Requirement
team shall maintain regular and open communication with each Regional Director
and hold a minimum of one (1) in person meeting per quarter.
These communications will involve discussion on issues such as:
• interpretation of security policies and procedures;
• monitoring results, with an emphasis on Institutions that are not meeting
performance standards and trends involving findings at multiple Institutions
within the region;
• the Vendor’s proposed solutions to resolving problems involving health care
trends;
• plans for new or expanded programs (such as telehealth);
• best practices that could be replicated in other Institutions or other areas of the
State; and
• general problem-solving.
Institutional Collaborations
The Department will provide security for the Vendor’s staff while in Sate facilities.
The level of security provided will be in accordance with the same security
standards afforded to FDC personnel.
The Vendor shall be required to work collaboratively with Department staff in
delivering health care services at each Institution covered under the Contract. All
Vendor staff working under the Contract shall be required to follow all laws, rules,
and Department Procedures.
The Warden at each Institution has full responsibility for the Institution's operation
and all associated satellite facilities. The Vendor will obtain and review the security
requirements specific to that Institution and establish a schedule of regular
meetings with the Warden to include the designated institutional health services
leadership team. These meetings shall provide a forum for the Vendor to:
• provide status reports to the Warden;
• provide staffing schedules and address any vacancy concerns;
• discuss preparations for upcoming surveys and monitoring visits;
• track corrective action related to surveys; and
• engage in problem-solving.

PGM-014

The Vendor shall maintain an open and honest dialogue with the Warden and
advise them of any possible barriers to effective care delivery. The Vendor’s
dialogue should include a real-time communication of vacancies and recruitment
efforts, and a discussion of the Vendor’s plans to ensure service delivery. The
Vendor shall also be responsive to the Warden on any issues between the
regularly scheduled meetings.
The Vendor shall:
1. Possess and maintain documents material to the Contract such as current
copies of required State and federal licenses, permits, registrations, and the
insurance policy face-sheet showing sufficient coverage.
2. Ensure all required compliance inspections, environmental permitting designs,
and any experts required by the Department to review specialized medical
requirements are acquired or maintained throughout the Contract term.
Page 29 of 259

FDC ITN-22-042

Program Management Requirements (PGM)
No.

PGM-015

Requirement
3. Ensure all required operating licenses, permits, registrations, and insurance
are acquired and maintained at each Institution.
4. Post license and permits at each Institution, per statutory requirements and
FDC policy.
1. The Department will not provide any administrative functions or office support
for the Vendor (e.g., clerical or data entry assistance, office supplies, copiers,
fax machines, and preparation of documents).
2. Space and Fixtures: The Department will provide office space within each
health services unit of each Institution. The Institution shall provide and
maintain presently available and utilized health space, building fixtures, and
other items for the Vendor’s use to ensure the Contract's efficient operation.
The Institution shall also provide or arrange for non-hazardous waste disposal
services, not including medical waste disposal, which is the Vendor's
responsibility. The Department will maintain and repair the office space
assigned to the Vendor, if necessary, and provide building utilities necessary
for the Contract's performance as determined necessary by the Department.
The Vendor shall operate the space provided in an energy-efficient manner.
3. Furniture and Non-Health Care Equipment: The Department will allow the
Vendor to utilize the Department’s furniture and non-health care equipment
currently in place in each health services unit. The Vendor shall lease or
purchase of office equipment such as scanners, copiers, etc. The Vendor shall
be liable for their utilization of associated non-health care equipment, including
all telephone equipment, telephone lines, and service, including all longdistance service and dedicated lines for EKG’s or lab reports, copy machines,
or fax equipment, and is responsible for all costs, including the installation of
any phone, fax, or dedicated lines requested by the Vendor. The Vendor shall
maintain any furniture and non-health care equipment identified on the
provided inventory, including repair and replacement (including installation) of
Department-owned equipment. Any equipment damaged or otherwise found
to be beyond economical repair after the Contract start date will be repaired or
replaced by the Vendor and placed on the inventory list. All inventoried
furniture and non-health care equipment identified on the inventory sheet shall
remain the Department's property upon expiration or termination of the
Contract. All furniture and non-health care equipment purchased by the
Vendor in support of the Contract shall become the Department's property
upon Contract expiration or termination.
4. Health Care Equipment: The Vendor may utilize the Department’s existing
medical equipment, including all ancillary equipment in medical and dental
units. The Vendor shall maintain all equipment and replace any equipment
used by the Vendor that becomes non-functional during the Contract term. All
health care equipment, including Vendor replacements, shall remain the
Department's property upon Contract expiration or termination. Any health
care equipment damaged or otherwise found to be beyond economical repair
after the Contract’s effective date will be repaired or replaced by the Vendor
and added to the Department’s inventory list. Within 30 Days of Contract
execution, the Vendor shall advise the Department of any existing health care
equipment that it does not need.
Page 30 of 259

FDC ITN-22-042

Program Management Requirements (PGM)
No.

Requirement
5. Additional Equipment: If the Vendor identifies necessary health care
equipment not already in the Department’s inventory, the Vendor shall submit
a request for approval to the Contract Manager. If approved, the Vendor shall
purchase, install, and maintain such equipment per the Department’s
functionality, sanitation, and security requirements. Any additional equipment
purchased by the Vendor for the Contract that the Department does not
reimburse shall be maintained by the Vendor and shall remain its property
upon Contract expiration or termination. Such equipment shall become the
Department’s property upon Contract expiration or termination.
Additional equipment purchased by the FDC for use in the medical or dental
unit(s) shall be maintained by the Vendor and replaced should it become
nonfunctional.
6. IT Equipment: The Vendor shall have adequate computer hardware and
software for staff to perform care, enter information into the EMR system
timely, provide required reports, and perform essential functions required by
the Contract. The Vendor must maintain all computer equipment in compliance
with the Department’s information technology standards.
7. Health Care Supplies: The Vendor shall provide all health care supplies
required to render health care services. The Vendor shall have at least a 30
Day-supply of health care supplies upon its assumption of responsibility for
service implementation at the Institutions.
8. Within 14 Days of expiration or termination of the Contract, The Vendor shall
ensure a physical inventory be conducted of all equipment, pharmaceuticals,
and health care supplies. All equipment, pharmaceuticals, and supplies
reimbursed by the Department will become the Department’s property.
9. Forms: The Vendor shall utilize Department Forms (written and within the
EMR), as specified, to carry out the provisions of the Contract. The Department
will provide an electronic copy of each form in a format that the Vendor may
duplicate for use. The Vendor shall request prior approval from the Contract
Manager to modify or develop additional forms.

PGM-016

10. The Vendor shall not be responsible for housekeeping services, building
maintenance, bed linens, routine Inmate transportation, and security.
However, the Vendor shall be responsible for maintaining the health services
unit in compliance with Department policy, including sanitation, infection
control, and specialty garments required per Department policy. The Vendor
is responsible for health care specialty items used in the infirmary, including,
but not limited to, treated (flame-retardant) mattresses, medical/psychiatric
restraint materials and devices, suicide garments, and infirmary clothing.
The Vendor shall establish and maintain a provider network that provides costeffective quality health care and establishes a sufficient provider base to meet
industry standards in all Regions. The network should be robust to ensure
sufficient coverage for all necessary health care services and specialties. The
Vendor shall execute subcontracts with community health providers, including
Page 31 of 259

FDC ITN-22-042

Program Management Requirements (PGM)
No.
PGM-017

PGM-018

PGM-019

PGM-020
PGM-021

Requirement
hospitals, clinics, Clinicians, agency and locum tenen staffing services specialty
care services, diagnostic testing, laboratory services and other ancillary services.
The Vendor shall develop and maintain a Biomedical and Pharmaceutical Waste
Plan, which addresses the definition, collection, storage, decontamination, and
disposal of regulated waste. The Vendor shall provide its BMWP to the Contract
Manager within 30 Days of Contract execution and shall submit any updates to the
Biomedical and Pharmaceutical Waste Plan to the Contract Manager within 30
Days of the proposed update. The Vendor shall provide biomedical waste handling
training to staff and Inmates as required.
To support this Biomedical and Pharmaceutical Waste Plan, the Vendor shall
execute subcontracts for the disposal of regulated waste and provide a list of any
new or updated biomedical/pharmaceutical waste subcontracts to the Contract
Manager within 30 Days of such changes.
The Vendor shall develop and maintain an Emergency Medical Services (EMS)
plan to ensure the provision of all medically necessary Inmate transportation by
ambulance or other life-support conveyance, either by ground or air, for all Service
Locations covered by the Contract. The Vendor shall submit any updates to the
existing plan to the Department within 30 Days of the proposed changes to the
Contract Manager.
Per Florida Statutes, county EMS are solely responsible for determining the need
for air transport (ie. Life Flight); however, the Vendor shall cover such services'
costs.
The Vendor’s Institutional CHO/SMD shall work closely with the Warden to support
the overall Institution emergency plan's health services components.
The Vendor shall develop and implement Medical Emergency Care Plans for each
Institution and satellite facility covered by the Contract, per the requirements
outlined in HSB 15.03.22, Medical Emergency Care Plan and Guidelines. The
Plans shall ensure the immediate response and care of Inmates who have health
care emergencies, and include 24-hour emergency coverage, per HSB 15.03.06,
Medical Emergency Plans. The Vendor shall provide training on HSBs 15.03.06
and 15.03.22 to all institutional staff. The Vendor shall develop and implement a
system for ensuring the Vendor’s institutional team carries out all required
emergency activities, including participation in institutional disaster drills and mock
codes, and shall participate in all the necessary emergency activities coordinated
by the Department’s Emergency Operations Center(s).
The Medical Emergency Plan shall include, at a minimum, the following items:
1. communications system;
2. recall of key staff;
3. assignment of health care staff;
4. safety and security of the patient and staff areas;
5. use of emergency equipment and supplies;
6. establishment of a triage area;
7. triage procedures;
8. medical records and EMR availability;
9. transfer of injured to local hospitals;
10. evacuation procedures (to be coordinated with security personnel);
11. practice disaster drills covering each shift at least once per year;
Page 32 of 259

FDC ITN-22-042

Program Management Requirements (PGM)
No.

PGM-022

Requirement
12. evaluation of medical emergency drills, including a written report of findings
and recommendations;
13. training and orientation of health services staff to the plan and respective
roles;
14. coordination with outside agencies; and
15. report of each actual medical emergency within 30 Days after the event,
including the major medical activities, staffing, casualties, overall evaluation,
and recommendations. The Vendor shall provide each report to the Warden,
the Department’s Regional Health Services Manager, the Department’s
Director of Health Services, the Department’s Chief Clinical Advisor, and the
Department’s Chief of Health Services Administration.
At each Institution, the Vendor’s HSA/DON/Hospital Administrator, working with
the Warden, will ensure that a written emergency services plan includes the
following:
1. on-site emergency first aid equipped with:
• Automatic External Defibrillator (AED)
• Suction
• One-way mask or Ambu-bag
• EKG
• IV supplies (solutions, tubing, and start kits)
• Oxygen, masks, and tubing
• Jump Bag (HSB 15.03.22, Attachment 1)
• Emergency Medication (DC4-681)
2. emergency evacuation of the Inmate(s) from the facility;
3. use of an emergency vehicle;
4. use of one or more designated hospital emergency rooms or other
appropriate health care facilities;
5. emergency on-call Clinicians, DON, pharmacist, and dental services;
6. Security procedures providing for the immediate transfer of Inmates, when
appropriate; and
7. control and access for keys to secure the Jump Bag, medications, and
emergency treatment area.
The Vendor shall provide and maintain first aid kits in all specified locations in
Institutions and satellite facilities, including dental clinics, per Procedure 403.005,
First Aid Kits.
Each first aid kit must include:
• an approved CPR barrier device;
• at least two (2) pairs of disposable latex gloves (large and medium);
• four (4) doses of Narcan (Note: This requirement does not apply to first aid kits
stored in areas where the ambient temperature exceeds the Narcan’s storage
limitations listed in Procedure 403.005)
• rolled gauze,
• 2" x 2" gauze pads,
• 4" x 4" gauze pads,
• 1" rolled tape
• band-aids of various sizes (to avoid opening first aid kits unnecessarily, an
assortment of band-aids may be kept separately in areas identified by the
Institution for daily Inmate use); and
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PGM-023

PGM-024
PGM-025

PGM-026
PGM-027

PGM-028

PGM-029

Requirement
• disinfectant for cleaning wounds.
The Vendor shall purchase and restock first aid kits. The Vendor shall seal the
First Aid Box with a sealed numbered plastic security seal after refilling. The
Vendor shall list the contents and attach the list to the outside of each kit.
The Vendor shall provide and maintain the following in all institutional dental
clinics:
1. an Automatic External Defibrillators (AEDs), as required by Rule 64B5-17.015,
Florida Administrative Code (F.A.C.) (Office Safety Requirements) and
Chapter 466, F.S.;
2. a portable oxygen tank with tubing and mask(s);
3. an Emergency Kit, as outlined in HSB 15.04.13, Dental Services; Supplement
A, Dental Office Emergency Treatment Protocols; and
4. a sufficient supply of Personal Protective Equipment (PPE) for all dental staff
with Inmate contact.
The Vendor must ensure crash carts are in all nursing stations within the RCMH.
A list of contents must be displayed on the front of each drawer, and a list of
medical supplies must be attached to the top right front of each crash cart.
Emergencies
The Vendor shall ensure Licensed Nurses are available onsite at all Institutions to
respond to urgent and emergent outpatient needs, 24 hours a Day, seven (7) Days
a week.
The Vendor shall ensure a Clinician or Licensed Nurse respond to all medical
emergencies immediately and no longer than four (4) minutes after notification (a
First Responder may fulfill this requirement). If determined necessary, the Vendor
shall ensure the Patient’s transport via local ambulance services to the nearest
community hospital offering 24-hour emergency services.
The Vendor shall participate in the annual disaster drill and perform quarterly mock
codes.
The Vendor shall provide qualified health care staff to respond to Department staff,
vendors, volunteers, and visitors for emergencies at Institutions and provide Basic
First Aid and Basic Life Support to stabilize them while awaiting emergency
medical services and transportation to the nearest community hospital offering 24hour emergency services.
The Vendor shall ensure compliance with HIPAA administration, privacy and
security requirements and ensure compliance with all provisions outlined in the
Business Associate Agreement for HIPAA (Attachment XI), and shall:
1. Ensure all staff (including subcontractors) are trained on Procedures 102.006,
HIPAA Privacy Policy, and 206.010, Information Technology Security Relating
to HIPAA.
2. Ensure a release of information (Form DC4-711B, Consent and Authorization
for Use and Disclosure Inspection and Release of Confidential Information) is
obtained to release all Protected Health Information (PHI), except under the
conditions outlined in Procedure 102.006.
The Vendor shall develop, implement, and manage a system for tracking and
responding timely to all care inquiries or complaints made by Inmates and
requesters. When the Department requests copies of health care records, health
care summaries, or any other clinical information on Inmates, the Vendor shall
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Requirement
provide the documentation to the Department’s Health Services Director, per the
following schedule:
1. Urgent Care Issues (examples: cancer, cardiac, or neurological) – requires a
response within 24 hours; and
2. Routine Care Issues – requires a response within 72 hours.

PGM-030

Unless authorized by law in accordance with HIPAA and Section 945.10, F.S., the
Vendor shall ensure under HIPAA, a valid Release of Information (ROI) must be
verified, or the Inmate be asked to sign an ROI to allow the requestor access to
their PHI. If the Inmate refuses to sign an ROI, the information shall not be
provided to the requestor. Requests for information by authorized Department staff
do not require an ROI since the Department is the medical and mental health
records custodian. Additionally, requests for PHI authorized in Florida Statutes,
court-orders, or in response to a valid HIPAA-compliant subpoena do not require
an ROI.
The Vendor shall process all Inmate requests and informal and formal grievances
following Chapter 33-103, F.A.C., Form DC6-236, Inmate Request, Form DC1303, Request for Administrative Remedy or Appeal, HSB 15.02.01, Medical and
Mental Health Care Inquiries, Complaints, and Informal Grievances, and HSB
15.04.05, Dental Care Requests, Complaints, and Informal Grievance.
The Vendor’s leadership staff at each Institution shall:
1. serve as the liaison to the Warden, on all issues related to institutional health
care grievances;
2. process and respond to Inmate requests, informal grievances, and formal
grievances that involve health care services, per policy;
3. maintain copies of all Inmate requests, informal grievances, and formal
grievances in the health care unit;
4. ensure a completed Form DC6-236 or Form DC1-303 is in the Inmate’s health
care record and documented in the health record, per documentation
requirements outlined in HSB 15.02.01, Sections IV, Parts A and B.; and
5. maintain tracking logs for Inmate requests, informal grievances, and formal
grievances using Form DC4-797C, Grievance, Inmate Request or Inquiry Log.

PGM-031

PGM-032

The Vendor must obtain a completed ROI (Form DC4-711B, Consent and
Authorization for Use and Disclosure Inspection and Release of Confidential
Information) to release all PHI, except under the conditions outlined in Procedure
102.006.
The Vendor shall notify the Contract Manager via email of its receipt of any of the
following related to services provided under the Contract within 24 hours (or the
next Business Day, if the deadline falls on a weekend or holiday):
• Notice of any audit or investigation;
• Intent on imposing disciplinary action by any State or federal regulatory or
administrative body; and
• Any other legal actions or lawsuits filed against the Vendor.
The Vendor shall provide copies of the below reports or documents within seven
(7) Business Days of the Vendor’s receipt:
• Audit reports for any reportable condition, complaints, or files;
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PGM-033

Requirement
• Notices of investigation from any State or federal regulatory or administrative
body;
• Warning letters or inspection reports issued, including reports of “no findings,”
by any State or federal regulatory or administrative body;
• All disciplinary actions imposed by any State or federal regulatory or
Administrative body for the Vendor or any of the Vendor’s employees; and
• Notices of legal actions and copies of claims.
The Vendor shall cooperate with the Office of the Attorney General, State
Attorney, or any outside counsel designated by the Department on cases that
involve Inmates who are under the Vendor’s care through the Contract.
The Vendor shall process public records requests, following Chapter 119 and
Section 945.10, F.S., Confidential Information, Rule 33-102.101, F.A.C., Public
Information and Inspection of Records, Rule 33-401.701, F.A.C., Medical and
Substance Abuse Clinical Files, Rule 33-601.901, F.A.C., Confidential Records,
and Procedure 102.008, Public Records Requests.
Specifically, the Vendor shall:
1. allow the Department and the public access to any documents, papers, letters,
or other materials subject to the provisions of Florida Statutes, made or
received by the Vendor in conjunction with services provided under the
Contract, which are not otherwise exempt from disclosure;
2. train all Vendor employees and subcontractors on the provisions of Procedure
102.008;
3. provide specialized training to all Health Information Specialists on their role
as the record custodian for health services records of active Inmates at their
Institution or health services unit; and
4. develop and implement a tracking system for all public records requests
received and processed.

PGM-034

Note: Florida has a very broad public records law. No requirement in Florida Law
requires public records requests to be submitted in writing.
The Vendor shall provide health care services to Inmates with impairments, per
HSB 15.03.25, Services for Inmates with Auditory, Mobility, or Vision Impairments
and Disabilities, Procedure 403.013, Inmate Impairment and Disabilities Services,
HSB 15.03.25.01, Auditory Services, HSB 15.03.25.02, Mobility Services, HSB
15.03.25.03, Vision Services, and all appendices.
The Vendor shall:
1. Notify the Warden of each Institution of the identification of Inmates who
become disabled for the availability of an ISP and for required services of all
assigned Disabled Inmates;
2. Provide a medical or psychological evaluation, as appropriate, and document
service needs on Form DC4-691, Disabled Inmate Management and Service
Plan;
3. Ensure appropriate impairment grades outlined in HSB 15.03.13, Assignment
of Health Classification Grades to Inmates, are recorded correctly for all
Impaired Inmates on the Form DC4-706, Health Services Profile, ensure EMR
data transfer to the HS06 screen in OBIS, and confirm these records match;
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4. Participate in quarterly institutional Disabled Inmate Committee meetings in
January, April, July, and October of each year;
5. Complete Form DC4-691, Disabled Inmate Management and Service Plan, for
each Disabled Inmate at each quarterly committee meeting (Note: Inmates
must participate in this process unless they a documented refusal);
6. Process transfers of impaired or Disabled Inmates, per Procedure 401.016,
Medical Transfers; and
7. Prepare a prerelease plan for each impaired or Disabled Inmate, per HSB
15.03.29, Prerelease Planning for Continuity of Health Care, and all
appendices.
The Vendor shall handle all disabilities that qualify for consideration under the
Americans with Disabilities Act (ADA) per Rule 33-210.201, F.A.C., ADA
Provisions for Inmates, and Procedure 604.101, Americans with Disabilities Act
Provisions for Inmates.
The Vendor shall ensure a Clinician be responsible for the diagnosis of a medical
or physical condition, determination of the Inmate’s capabilities for work and
program participation, and determination of the need for services or special
accommodations, following Procedure 604.101, Americans with Disabilities Act
Provisions for Inmates. The Psychologist shall have these responsibilities, in
consultation with the Clinician and the use of an individualized psychological
assessment, for intellectually Disabled Inmates. The Psychologist shall also be a
member of the Disabled Inmate Committee for all Inmates with identified
disabilities.

PGM-035

PGM-036
PGM-037

The Vendor shall cooperate fully with all Department staff on issues related to the
planning and implementation of services for Inmates with impairments or ADA
accommodation needs.
The Vendor shall ensure the RMCH nursing services are appropriately organized,
staffed, and equipped to provide competent nursing care according to the level of
acuity of Patient care provided, and in accordance with Florida hospital licensure
requirements.
The Vendor shall ensure Certified Nursing Assistants (CNAs) are utilized within
the scope of their competency and license.
The Vendor shall determine the need for new Inmate Assistants. The Vendor shall
provide Inmate Assistants the required training, upon initial assignment and
annually, per Procedure 403.011, Inmate Assistants for Impaired Inmates.
Responsibilities include, but are not limited to:
1. Inmate Assistant training shall be provided by a health care professional
designated by the Vendor’s CHO/SMD, based on the training outlined in the
Nursing Manual.
2. Following the training session, each Inmate Assistant shall demonstrate the
skills taught during the training to the instructor. The instructor shall check
“passed” if the skills are demonstrated correctly and “needs training” if not
using the Nursing Manual Inmate Assistant Training Modules.
3. The Impaired Inmate Nurse, or designee, shall provide training as needed to
any Inmate Assistants who need remedial or additional training, and shall
document the training in Nursing Manual Inmate Assistant Training Modules.
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PGM-038

PGM-039
PGM-040

Requirement
4. Before the Inmate Assistant assumes their duties, the CHO or Institution’s
Medical Director shall confirm the Inmate is trained in all aspects of their
assignment’s responsibilities and that the Inmate has demonstrated
acceptable performance.
5. Training shall be documented using the Nursing Manual Inmate Assistant
Training Modules and entered in OBIS on the Inmate Program Achievements
screen.
6. For Inmates assigned as an Inmate Assistant, an entry shall be made in OBIS
on her/his “General Medical Contact” screen recording the Inmate Assistant’s
assigned duties and identify the Inmate Assistant.
7. Both original completed forms, the Nursing Manual Inmate Assistant Training
Modules, shall be filed in the Inmate’s medical record and a copy provided to
Classification.
8. The Vendor shall discuss the importance of confidentiality with the Inmate
Assistant, and the Inmate shall sign Form DC1-206, Inmate Acknowledgement
of Responsibility to Maintain Confidentiality of Health or Substance Abuse
Information, before assuming her/his responsibilities as an Inmate Assistant.
9. The Vendor’s staff will take reasonable measures to avoid disclosing the
Disabled Inmate’s PHI when the disclosure is not necessary to perform an
Inmate Assistant’s duties.
The Vendor shall follow and enforce the Department’s Prison Rape Elimination
Act (PREA) policies which mandate reporting and treatment for abuse or neglect
of all Inmates in secure Institutions. PREA is federal law, Public law 108-79, and
is designated as 34 U.S.C. 30301-30309. Following PREA, the Department has a
zero-tolerance standard against sexual assaults and rapes of incarcerated
persons of any age.
The Vendor shall:
1. ensure compliance with Procedure 602.053, Prison Rape: Prevention,
Detection, and Response, and HSB 15.03.36, Post Sexual Battery Medical
Action;
2. complete all documentation, reporting, and referral requirements outlined in
HSB 15.03.36, Section III;
3. train all health care staff on PREA requirements outlined in HSB 15.03.36,
Section IV, Specialized Training; and
4. ensure compliance with the applicable PREA standards as required by 28
C.F.R. Part 115.
The Vendor shall implement and oversee a health care Quality Management
program per HSB 15.09.01, Quality Management Program.
The Vendor shall ensure all newly employed Licensed Nurses and CNAs receive
an orientation that includes, but is not limited to:
1. a review of HSB 15.11.01, Health Services Personnel Orientation and
associated Appendices A, B, and C, completing Form DC4-654C, Nursing
Personnel Orientation Process Checklist;
2. completion of skills assessment, DC4-678, Emergency Procedures Skills
Checklist;
3. information on where to access and review Chapter 33, F.A.C., the
Department’s procedures, HSBs, manuals, and associated forms;
4. OBIS training, as applicable;
5. EMR training; and
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PGM-041

PGM-042
PGM-043
PGM-044
PGM-045
PGM-046
PGM-047
PGM-048

PGM-049

Requirement
6. Job-specific information and expectations.
New staff must also complete the FDC New Employee Orientation, and the training
required in the FDC Master Training Plan, totaling 40 training credits annually.
The Vendor’s nursing staff must demonstrate ongoing professional competency,
including records and documentation requirements, through competency
assessments annually, quarterly, and as needed.
The Vendor’s Licensed Nurses shall complete a quarterly mock code response
that includes:
1. A man-down drill simulating an emergency affecting one (1) individual who
needs immediate medical intervention in a life-threatening situation commonly
experienced in a correctional setting. Use Forms DC4-679, Med Code 99
Emergency Resuscitation Flowsheet and DC4-677, Med Code 99 Critique to
document the team’s performance;
2. Completing Form DC4-678, Emergency Procedures Skills Checklist; and
3. Training on inventory and use of the Jump Bag, emergency equipment, and
emergency medications
The Vendor must maintain nursing orientation, competency assessments, and
emergency training documentation on-site in the HSA or DON’s office.
The Vendor must provide their staff with unimpeded access to all current
Department Procedures, HSBs, manuals (e.g., Nursing Manual, Infection Control
Manual, and Blood Borne Pathogen Manual), and forms.
The Vendor shall maintain an acknowledgment sheet with employee signatures to
affirm that they have read and understand the policies and procedures noted in
PGM-044.
The Vendor’s Statewide Medical Director and the Statewide DON shall sign the
acknowledgment receipt in the FDC Nursing Manual and the Statewide DON shall
maintain the receipt.
The Vendor’s Statewide DON must review updates to laws, rules, Department
Procedures, HSBs, Health Care Manuals, and forms within one (1) week of being
published.
The Vendor shall ensure that all its nursing staff review all associated updates of
laws, rules, procedures, bulletins, and forms related to their work assignments.
The Vendor shall ensure that its nursing staff attend education programs to
increase their knowledge of infection control practices, including care of
tuberculosis (TB) patients, hepatitis, outbreaks, wound care, mental disorders,
and mental health nursing interventions.
The Vendor shall protect Inmate Patient rights by:
• ensuring Inmate PHI is maintained confidential, as required in the Contract;
• providing access to care by posting sick call sign up times and sick call hours
in medical areas and Inmate dormitories, per Procedure 403.006, Sick-Call
Process and Emergencies;
• honoring an Inmate’s expressed wishes to refuse medical care, per Rule 33401.105, F.A.C, Refusal of Health Care Services. Document all refusals on
Form DC4-711A, Refusal of Health Care Service, and document the refusal in
the Patient’s medical record, per Rule 33-401.105(3), F.A.C.;
• honoring an Inmate’s right to refuse medications, per Procedure 403.007,
Medication Administration and Refusals, and document medication refusals,
per Procedure 403.007(4);
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PGM-050

PGM-051

PGM-052

Requirement
• ensuring Inmates can, and encouraging Inmates to, exercise their selfdetermination rights to establish written instructions regarding incapacity
planning, per HSB 15.02.15, Health Care Advance Directives; and
• ensuring all Inmates are educated on these rights.
The administration of psychotropic medications by a Clinician without an Inmate’s
informed consent is restricted to emergencies in accordance with HSB 15.05.19,
Psychotropic Medication Use Standards and Informed Consent, and Florida law.
Upon request an approval from the Department’s Chief of Mental Health Services,
the Vendor shall develop and provide mental health-related training to FDC staff
to improve clinical and operational efficacy. Training may cover any mental healthrelated topic required in policies, procedures, HSBs, and the Department’s Staff
Development curriculum.
The Vendor shall ensure as part of primary health care, health education services
are essential and required component of the total health care delivery system. As
requested by the Department’s Regional Directors, Wardens, or the Contract
Manager, the Vendor shall provide specialized training to security staff,
institutional staff, and Inmates on health care-related topics, such as:
• First aid training
• Cardiopulmonary resuscitation (CPR) certification training
• AED Training for selected staff
• Sprains
• Casts
• Seizures
• Minor burns
• Dependency on drugs
• Health seminar
• Lifts and carries
• Suicide Prevention and Emergency Response Training; and
• Universal Precautions
This training does not replace any health care services offered by the Vendor but
augments the Vendor's services. Inmates are not permitted to provide health
services to other Inmates.
The Vendor’s nursing staff shall:
1. orient Inmates on access to care procedures immediately upon arrival at
reception and at new facilities, per Procedure 403.008, Inmate Health Services
Orientation and Education;
2. document the Inmate orientation on the DC4-773, Inmate Health Education;
and
3. ensure each Inmate receives a copy of NI1-010, Health Services Inmate
Orientation Handbook, in English, Spanish, or another appropriate format.
The Vendor shall provide all Inmates communicable disease and health education:
1. within seven (7) Days of arrival at a Reception and Medical Center;
2. within seven (7) Days of arrival at a permanent Institution;
3. during periodic screenings; and
4. no less than 30 Days before their End-of Sentence (EOS).
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PGM-053

PGM-054

Requirement
Inmate health care education should cover:
1. Access to health care, including mental health and psychiatric emergencies;
2. Communicable diseases (HIV; Hepatitis A, B, and C; Gastroenteritis; Syphilis;
Chlamydia; Gonorrhea; Human Papilloma Virus; Herpes; Methicillin-Resistant
Staphylococcus Aureus; and Tuberculosis)
3. Care of minor skin wounds
4. Diabetes
5. Personal/oral hygiene
6. Exercise
7. Heart disease
8. Hypertension
9. Infection control for kitchen workers
10. Smoking and smoking cessation
11. Stress management
12. Universal Precautions
13. Co-payment for Inmate health services
14. How to obtain over the counter and prescribed medications
15. Right to refuse medication and treatment
16. Advance directives
17. Antibiotic-resistant microorganisms;
18. Hand hygiene;
19. Healthy weight management;
20. Medication education; and
21. Self-examinations for men or women, as appropriate.
The Vendor shall ensure that all health services information and care (written and
oral) is provided in a language understood by the Inmate, including American Sign
Language or Signed English. American Sign Language or Signed English
interpreters shall be provided when needed. When selecting an interpreter, every
reasonable effort should be made to use American Sign Language interpreters
who hold a certification from the National Registry of Interpreters for the Deaf or
the National Association of the Deaf.
When a literacy problem exists, a staff member with the necessary literacy skills
shall assist the Inmate in understanding the training. Physically or mentally
challenged Inmates will receive health education and health-related
communication based on their individual needs. Inmates may not provide
interpretation services for fellow Inmates.
The Vendor shall actively participate in Department Contract and QM monitoring
reviews, Correctional Medical Authority (CMA) surveys, and American
Correctional Association (ACA) accreditations reviews.
The Vendor shall:
1. Maintain the health services area of each Institution in a state of readiness at
all times;
2. Cooperate with monitors/surveyors on requests for information that are made
before, during, and after visits;
3. Develop Corrective Action Plans (CAP) to address all findings and
recommendations, following Department policy and Contract monitoring
requirements, CMA policy, and ACA policy, as applicable;

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PGM-055

PGM-056

Requirement
4. Develop and manage a Microsoft SharePoint site (or similar) that the
Department and the CMA can access to upload corrective action
documentation; and
5. Manage and track their progress on all CAPS to ensure actions are fully
completed within the CAP's timelines.
Following its initial surveys, CMA conducts CAP assessments to determine if
corrective action is being taken per the approved CAP. CMA findings shall be
closed no later than the second on-site CAP assessment visit.
The Vendor shall collaborate with the Federal Bureau of Prisons, county jails,
private correctional facilities, and other correctional jurisdictions on intakes,
transfers, and discharges. The Vendor shall provide health care services for
Inmate Patients referred from the following programs to Institutions covered by the
Contract:
1. Interstate Compact Inmates - Assume all responsibility for the coordination,
provision of care, and reimbursement processing for Interstate Compact
Inmates, under established Interstate Compact Agreements. The Vendor shall
coordinate all interstate compact medical requests through the Department’s
designee to ensure they are appropriately processed.
2. County Jail Work Programs - The Department sometimes houses Inmates
in certain county jails where they participate in work programs. Inmates in
these programs receive health care at the closest Institution. The Vendor is
responsible for coordinating the transfer and medical care of these Inmates.
3. Federal Inmates – The Vendor shall coordinate medically-related transfers to
and from federal prisons. The Department has a small number of federal
Inmates in our custody, and there is no cost exchanged with the Federal
Bureau of Prisons.
4. Private Correctional Facilities – The Vendor shall provide and coordinate
health care services for all Inmates transferred from private facilities to the
Department-operated Institutions. The private correctional facilities are
allowed to use RMCH when available. The Vendor will work with the private
prison operators to coordinate reimbursement based on the established rate
schedule. The Vendor shall work cooperatively with private facility staff on
transfers to and from these facilities.
There are currently approximately 10,000 Inmates housed in seven (7) private
correctional facilities. The Department retains final decision-making authority
regarding the transfer of Inmates between the Department-operated Institutions
and private correctional facilities.
When an Inmate with a serious medical issue is released from an Institution, the
Vendor must identify their health care conditions during the pre-release stage and
then identify community resources to meet the Inmate’s individualized needs.
Planning should include, at a minimum, continuing medication with a 14-Day
supply (except for HIV medications, which shall be a 30-Day supply), provided
upon release, unless clinically contraindicated or earlier appointments with outside
providers have been scheduled for follow-up care.
The Vendor shall:
1. Provide adequate staffing to coordinate discharge planning at each Institution.
Discharge planning includes making referrals to appropriate community health
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PGM-057
PGM-058

PGM-059

Requirement
care providers and organizations and participating in the institutional discharge
planning process to promote continuity of care. As part of discharge planning,
the Vendor is responsible for referring releasing Inmates meeting the criteria
in Section 945.46, F.S., for commitment under Chapter 394, F.S.
2. Develop, implement, and coordinate a comprehensive discharge plan for
Inmates with acute or chronic illness who are difficult to place due to their
offense and are within six (6) months of EOS.
3. Coordinate Inmate release issues with the Department’s Office of Health
Services, Division of Development: Improvement and Readiness, and Bureau
of Admission and Release to help assist Inmates as they prepare to transition
back into the community.
4. Coordinate the health care portion of the Department’s re-entry initiative.
The Vendor shall provide sufficient staff and a system for timely review,
verification, processing, and payment of all claims and invoices for services
provided under the Contract.
The Vendor may use telehealth services to augment direct health care services,
with approval by the Department. Any use of telehealth services must follow
Section 456.47, F.S., and the Department’s Information Technology and Security
requirements for telehealth.
Telehealth services (including medical, psychological, and psychiatric care) may
be offered under the following conditions:
1. The Vendor must submit a plan to be approved by the Department’s Health
Services Director.
2. The plan must address programmatic, security, and information technology
issues and meet statutory requirements.
3. The Clinician must provide services from a location compliant with Florida
Statutes, prevailing professional guidelines, and community standards.
4. Telehealth may only augment primary medical care services or provide
psychological or psychiatric outpatient services (telehealth services may not
be provided to Inmates in Close Management, mental health inpatient units,
Protective Management, and Death Row).
5. All sessions must include a nurse/mental health staff in the room with the
Inmate during the telehealth evaluation, as required by the Department.
The Department has interagency agreements with the Florida Department of
Health (DOH) and five (5) county health departments (CHDs) to treat Inmates with
HIV/AIDS and other Sexually Transmitted Diseases. Under these agreements,
approved by the Federal Centers for Disease Control and Health Resources
Services Administration, the Department pays the CHDs to provide medical
services at designated Institutions. The CHD Clinicians prescribe the drugs, which
the DOH State Pharmacy fills. This model allows the Department to be eligible for
Federal 340B drug pricing. The CHD services cover the Department’s routine
Immunity Clinic visits (see HSB 15.03.05, Chronic Illness Monitoring and Clinic
Establishment Guidelines and Attachment 6, Immunity Clinic).
The Department will provide the following support for the program:
1. The Department will pay for the CHD clinical team services and
pharmaceuticals associated with the 340B Program.
2. The Department will provide a computer, printer, and associated supplies for
use by the CHD staff.
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Requirement
3. The Department will provide technical assistance on administrative and clinical
functions requirements of the Program.
4. The Department will serve as the liaison between the Vendor and the DOH
and CHDs on issues requiring problem resolution.
The Vendor shall provide the following support for this program:
1. Advise the Department of HIV positive Inmates housed at a non-participating
Institutions, so that they can be considered for transfer to a 340B site.
2. Enroll all eligible Inmates in the 340B Program at each participating site.
3. Advise the CHD staff of the expected number of Inmates at the next scheduled
time block for appointments.
4. Provide dedicated examination room space for the CHD.
5. Escort CHD Inmates from the waiting area to the CHD clinic room(s) without
revealing any Protected Health Information or announcing that the Inmates
being seen by the CHD Clinician (to ensure compliance with State and federal
confidentiality laws).
6. Perform any required labs timely to ensure the lab results are available for
each scheduled Inmate before the next CHD visit.
7. Maintain a record for CHD Patients, per HSB 15.12.03, Health Records,
Section VI. Provide the Inmate copy of the documentation outlined in this
portion of the health record to the Inmate upon EOS/release from the
Department’s custody, so they can take it to the nearest CHD to receive
treatment post-release.
8. Ensure continuity of care by coordinating other clinical issues regarding the
treatment of participating Inmates with the CHD clinical team. The Site
Medical Director shall serve as the clinical liaison to the CHD Clinician.
9. Fax (or electronically submit if appropriate) DOH prescriptions to the
Department’s pharmacies (for profiling purposes).
10. Review and verify 340B service and pharmaceutical invoices from the CHDs
on the Department’s behalf. The Department will pay the invoices once the
Vendor has verified that services were provided and advised the Department
of any discrepancies.
Under Section 945.355, F.S., the Department is responsible for providing various
transitional services to HIV positive Inmates who are reaching EOS, including
educational assistance, an Individualized Service Plan, HIV testing, and a 30-Day
supply of HIV medications at release unless clinically contraindicated. As
continuity of medications is critical to the care of HIV Patients, the medications
should be ordered far enough in advance, so they can be hand-delivered to the
Inmate before they release from the Institution.
The pre-release planning services required under Florida Statutes are funded
through a Pre-Release Planning grant from the Department of Health (DOH). This
program has been in effect since 1999 and is 100% funded through federal Ryan
White Title B funds. HIV Pre-Release Planners, who are Department employees,
work with Inmates and corrections staff in other Institutions to coordinate referrals
and linkages to medical care, case management, medication assistance, and
other supportive services. They coordinate with local Ryan White providers to
ease the transition post-release back into the community and ensure clients
continue to seek necessary care and treatment. Also, the Department has a
separate Peer Educator grant from DOH. Under this program, a Department
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No.

PGM-061

Requirement
employee trains Inmates to provide other Inmates with education on preventing
the transmission of HIV and HCV to others and on the importance of receiving
follow-up care and treatment. This program is currently serving Inmates at Central
Florida Reception Center and Florida Women’s Reception Center.
The Department will provide the following support for the program:
1. Pre-release planners in each region to plan and coordinate resources and
activities with each Inmate before release.
2. A linkage coordinator in South Florida and Central Florida to follow up with
Inmates post-release.
3. A Peer Educator at Central Florida Reception Center and Florida Women’s
Reception Center (which also provides services to Inmates at Lowell CI) to
train Inmates to become HIV/HCV Educators to their Inmate peers.
The Vendor shall provide the following support for the program:
1. Ensure there is documentation of HIV positivity in each HIV positive (HIV+)
Inmate’s record, either through a Western Blot or Multi-Spot.
2. Work with the Pre-release Planners to coordinate the scheduling of
appointments with Inmates.
3. Provide private, secure office space for Pre-release Planners to meet with
Inmates to discuss release plans.
4. Provide EOS testing, per the terms and conditions outlined in Section 945.355
(2), F.S. The Inmate has the right to refuse testing under the provisions of
Rule 33-401.105, F.A.C., Refusal of Health Care Services. The Vendor shall
document refusals using Form DC4-711A, Refusal of Health Care Services.
The Department has a Doctoral Psychology Internship program accredited by the
American Psychological Association (APA), which is a member of the Association
of Psychology Postdoctoral and Internship Centers (APPIC). The internship
mission is to provide training that will produce postdoctoral, entry-level
Psychologists who have the requisite knowledge and skills for successful entry
into the practice of professional psychology in general clinical or correctional
settings and eventually become licensed Psychologists. The internship uses a
Practitioner-Scholar Model where scientific training is integrated into the practice
training component. The internship consists of 2,000 hours over one year,
beginning July 1st and ending June 30th.
The Department also has a Psychology Post-Doctoral Residency program that is
a member of the Association of Psychology Postdoctoral and Internship Centers
(APPIC) and has obtained accreditation by the American Psychological
Association. The Residency program’s mission is to prepare the Psychology
Residents for the advanced practice of professional psychology, emphasizing
correctional psychology.
The Vendor shall incorporate the FDC Program Director of Internship and
Residency Training, the FDC Assistant Director of Internship and Residency
Training, four (4) Interns, four (4) Residents and a staff assistant into the mental
health service delivery system to satisfy the internship and residency requirements
as determined by the Program Director. The Program Director will assign the
interns’ and residents’ workload and duties to meet program requirements. The
interns and residents’ complete rotations at different facilities during the year. The
Vendor will ensure that at least three (3) different Florida-licensed Psychologists
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No.

PGM-062

PGM-063

PGM-064

PGM-065

PGM-066

PGM-067

PGM-068

Requirement
are consistently available to provide supervision to the interns and residents, as
determined by the Program Director. This Program is currently administered from
Zephyrhills CI.
The Department currently has working relationships with Nova Southeastern
University and the University of Florida to provide interns, residents, and students
at FDC facilities. The Vendor is encouraged to continue the relationships with
these universities or propose other partnerships that encourage Florida students
to consider careers in correctional health care. The Vendor will ensure the interns'
and residents' supervisory and educational requirements are consistent with the
accrediting organization requirements.
The Vendor shall assist the Department in processing transfers for Inmates with
complex medical needs. The Department must approve all Inmate transfers to the
Department’s specialty care Institutions that serve Inmates with complex medical
needs such as step-down care, long-term care, and palliative care. Currently, the
Department has specialty dorms at Zephyrhills CI (A-Dorm and J-Dorm), Central
Florida Reception Center (South Unit Infirmary); South Florida Reception Center
(F-Dorm), and Lowell CI (Main unit, I-Dorm). Transfers to these facilities shall be
made following HSB 15.09.04, Utilization Management Procedures, Section VII.
The Department must approve all non-emergent transfers to RMCH.
The Vendor shall provide health care services to Inmates at satellite facilities, per
HSB 15.07.02, Health Services for Inmates in Community Facilities. The Vendor
must provide basic health care services at each satellite facility, with more
complex care provided at the nearby Parent Institution. Health records for Inmates
at satellite facilities shall be maintained per HSB 15.12.03 and HSB 15.07.02. The
Vendor shall track utilization costs for Inmates at satellite facilities separately from
their Parent Institution.
The Warden has full operational control of the Institution and designated satellite
facilities. The Vendor shall ensure its staff, including subcontractors, are required
to follow all security directives, including but not limited to requirements for
entering and exiting Institutions, counts, lockdowns, use of restraints, and incident
reporting.
The Vendor shall coordinate outside referrals with the Department for security and
transportation arrangements. The Vendor’s staff shall not provide personal
transportation services to Inmates. Off-site services (including specialty consults
and hospital care) should occur close to the Institution, to the extent possible.
When Department staff become aware of an Inmate experiencing an emergent or
urgent health problem, the Vendor’s health care personnel must immediately
address the issue by permitting the Inmate to be escorted to medical or the
Infirmary for an evaluation or sending Vendor staff to the Patient’s location. The
Vendor must plan, in advance, for the management of emergency services and
must maintain an “open” system capable of responding to emergency
circumstances as they occur.
The Vendor shall certify Isolation Management Rooms (IMR) and Observation
Cells (OCs) per Procedure 404.002, Isolation Management Room and
Observation Cells. The Vendor will ensure that each IMR and OC is certified by a
Regional Mental Health Director following all standards and guidelines in
Procedure 404.002 and documented on Form DC4-527, Checklist for Review of
Isolation Management Room/Observation Cell. These completed checklists
should be readily available at the Institution for review at any time. Each IMR and
OC will be inspected and certified at least annually, and any time damage or a
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No.

PGM-069

Requirement
structural change occurs that affects one (1) or more of the criteria listed in
Procedure 404.002.
The Vendor will purchase and ensure that approved suicide mattresses, blankets,
and garments are available, as specified in Procedure 404.002, for all certified
IMRs and OCs located in inpatient units and infirmary settings:
• one (1) mattress, two (2) blankets, and garments per each IMR located in an
inpatient unit; and
• one (1) mattress, three (3) blankets, and garments per each IMR located in an
Infirmary setting and each OC.
The Vendor shall ensure its staff are required to report various incidents per
Procedure 602.008, Incident Reports-Institutions:
1. When an event occurs that is not fully documented in another form or
information is received, requiring written notification or documentation, an
employee involved in the event, who witnessed the event, or received the
information must complete Form DC6-210, Incident Report.
2. An Incident Report (Form DC6-210) must always be completed:
• by staff who participate in or witness a use-of-force;
• by medical staff when restraints are applied without use-of-force per Rule
33-602.210, F.A.C.;
• by an employee who witnesses an incident as outlined in Procedure
602.010, Drug Testing of Inmates, that results in a reasonable suspicion
drug test; and
• by an employee who knows about any incident, or allegation of an incident,
involving sexual battery or sexual harassment of an Inmate outlined in
Procedure 602.053, Prison Rape: Prevention, Detection, and Response.
3. Each incident should be considered regarding its possible impact on public
safety, the operation of the Institution, or the Department's liability.

PGM-070

4. Incident Reporting: A statement of the circumstances and details of the
incident will be completed by each Vendor employee who has witnessed or
received information pertaining to an unusual or suspicious event involving
an Inmate, employee, or member of the general public. This will be completed
as soon as possible, but no later than the end of the shift. The employee will
legibly sign the incident report (Form DC6-210) using her/his full name. An
employee who is unsure whether the incident warrants an incident report
should notify her/his immediate supervisor. The Shift Supervisor should be
notified of the incident before the incident report(s) (Form DC6-210[s]) is
written. The Shift Supervisor will determine which employees will prepare
incident reports (Form DC6-210s) if numerous employees witness the same
incident. Staff who see abuse of an Inmate should file Form DC6-210A as
established in Rule 33-602.210, F.A.C., without prior notification to the Shift
Supervisor.
The Vendor shall ensure its staff are familiar and comply with their responsibilities
noted in the procedures below:
1. 607.001 Security Threat Management Program (STG) *Restricted*
2. 602.009 Emergency Preparedness *Restricted*
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PGM-071

PGM-072

Requirement
3. 602.010 Drug Testing of Inmates*Restricted*
4. 602.011 Escape/Recapture*Restricted*
5. 602.016 Entering/Exiting FDC Institutions *Restricted*
6. 602.018 Contraband and Searches of Inmates *Restricted*
7. 602.023 Personal Body Alarms*Restricted*
8. 602.024 External Inmate Transportation and Security *Restricted*
9. 602.028 Special Management Spit Shield *Restricted*
10. 602.037 Tools and Sensitive Items Control *Restricted*
11. 602.039 Key Control and Locking Systems*Restricted*
12. 602.049 Forced Hygiene Compliance *Restricted*
13. 602.053 Prison Rape: Prevention, Detection, and Response *Restricted*
14. 602.054 Escort Chair *Restricted*
15. 602.056 Identification Cards *Restricted*
16. Rule 33-602, F.A.C., Security Operations *Restricted*
17. DC1-211, Non-Security Staff Instructions for Reporting Inappropriate Inmate
Behavior *Restricted*
The Vendor shall comply with Procedure 602.037, Tool & Sensitive Item Control
for items including, but not limited to, hypodermic needles, syringes, and medical
tools. The Vendor shall store reserve stocks of hypodermic needles, scalpels, and
syringes in a secure area located behind a locked door with a restricted key. The
Vendor shall only make available for use the minimum number of syringes,
needles, scalpels, and blades needed for daily operations with the remaining
inventory stored in the secure area until removed for use on a specific Patient.
The Vendor shall maintain a perpetual inventory of needles and syringes and
scalpels/blades on Form DC4-765S, Syringes and Other Sharps Control Log. The
inventory shall be updated as items are removed from the storage area for use.
Inventories of the “working stocks” shall be conducted each shift and recorded on
Form DC6-284. The Vendor shall report lost sharps, medical and dental tool to the
Institution’s Chief of Security immediately upon discovery. Form DC4-765R will be
updated as items are removed from bulk stock storage areas to replenish daily
working stocks.
The Institution’s Chief of Security and Vendor’s HSA will coordinate guidelines for
the safe handling of dangerous drugs, hypodermic apparatus, and medical/dental
tools. They will restrict key access to those health care and administrative staff
approved for access to these items.
The Vendor shall ensure its medical staff assuming duties at posts are authorized
to use 24-hour checkout keys will inventory/count the keys received and will notify
the control room of her/his findings.
Keys shall not be:
1. left hanging in locks;
2. kept in office desk drawers;
3. left lying on a desk;
4. unattended in any manner;
5. thrown from one (1) person to another;
6. skidded or intentionally dropped on the floor; or
7. carried attached to the belt where they are visible.
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No.

PGM-073

Requirement
If the Vendor loses, misplaces, or damages a key, Vendor staff shall immediately
report the incident to the Institution’s Chief of Security or Shift Supervisor so that
adequate safeguards may be placed. The Vendor shall complete Form DC6-210,
Incident Report, detailing the circumstances of the incident of the lost, misplaced,
or damaged keys.
Under no circumstances shall an Inmate be permitted to handle security
keys and locks or be allowed to work on or make repairs to any locking
device.
Mental Health Clinical Review, Supervision, and Training
The Vendor shall ensure that all non-psychiatric mental health services provided
are supervised by the Vendor’s Psychologist who assumes clinical responsibility
and professional accountability for the services provided. In doing so, the
Psychologist reviews and approves reports, intervention plans, and strategies.
The review is documented by co-signing Bio-Psycho-Social Assessments
(BPSAs), Individualized Service Plans (ISPs), treatment summaries, and referrals
for psychiatric services and clinical consultations. Regardless of an Inmate’s
mental health grade, only a Psychologist can approve testing protocols or conduct
a psychological evaluation.
The Vendor shall ensure if a Behavioral Health Specialist (Mental Health
Counselor) is a Registered Mental Health Intern, supervision will be provided and
documented per the requirements of the Chapter 491, F.S. Supervision for
provisional licensed Psychologists will be provided and documented per the
requirements of the Chapter 490, F.S.

PGM-074

PGM-075

One (1) hour of relevant in-service training shall be provided monthly by a
Psychologist to institutional clinical staff.
The Vendor shall provide staff support for the RMCH Governing Body and ensure
compliance with all requirements outlined in the Governing Body By-Laws. The
Department will coordinate appointments to the Governing Body and provide
orientation for new members.
Conduct and Safety Requirements
The Vendor shall ensure all staff adhere to the standards of conduct prescribed in
Chapter 33-208, F.A.C, and as prescribed in the Department’s personnel policy
and procedure guidelines, particularly rules of conduct, employee uniform,
employee grooming, and clothing requirements (as applicable), security
procedures, and any other applicable rules, regulations, policies and procedures
of the Department. By submitting a response to this ITN, the Vendor
acknowledges and accepts, for itself and any of its agents, that all or some of the
services to be provided under the Contract shall be provided in a correctional
setting with direct and/or indirect contact with the Inmate population and that there
are inherent risks associated with the correctional environment. Staff conduct
requirements are as follows:
1. The Vendor’s staff shall not display favoritism to or preferential treatment of
one Inmate or group of Inmates over another.
2. The Vendor’s staff shall not deal with any Inmate except in a relationship that
supports services under the Contract. Specifically, staff members must never
accept for themselves or any member of their family, any personal (tangible or
intangible) gift, favor, or service from an Inmate, an Inmate’s family, or close
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No.

PGM-076

Requirement
associate, no matter how trivial the gift or service may seem. The Vendor shall
report to the Contract Manager any violations or attempted violation of these
restrictions. In addition, no staff member shall give any gifts, favors, or services
to Inmates, their family, or close associates.
3. The Vendor’s staff shall not enter any business relationship with Inmates or
their families (example – selling, buying or trading personal property), or
personally employ them in any capacity.
4. The Vendor’s staff shall not have outside contact (other than incidental contact)
with an Inmate being served or their family or close associates, except for
those activities that are to be rendered under the Contract.
5. The Vendor’s staff shall not engage in any conduct which is criminal in nature
or which would bring discredit upon the Vendor or the State. In providing
services pursuant to this ITN, the Vendor shall ensure that its employees avoid
both misconduct and the appearance of misconduct.
6. At no time shall the Vendor or Vendor’s staff, while delivering services under
the Contract, wear clothing that resembles or could reasonably be mistaken
for an Inmate’s uniform or any correctional officer’s uniform, or bears the logo
or other identifying words or symbol of any law enforcement or correctional
department or agency.
7. Any violation or attempted violation of the restrictions referred to in this section
regarding employee conduct shall be reported by phone and in writing to the
Contract Manager, including proposed action to be taken by the Vendor. Any
failure to report a violation or take appropriate disciplinary action against the
offending party or parties shall subject the Vendor to appropriate action, up to
and including termination of the Contract.
8. The Vendor shall report any incident described above or requiring investigation
by the Vendor, in writing, to the Warden and the Contract Manager within 24
hours of the Vendor’s knowledge of the incident.
9. Vendor shall participate, as needed, with FDC security audits to ensure
compliance with tool control and other security-related policies and
procedures.
The Vendor shall:
1. Possess and maintain documents material to the Contract resulting from this
ITN, including but not limited to current copies of all required State and federal
licenses, permits, registrations, and insurance documentation.
2. Bear any costs associated with all required compliance inspections,
environmental permitting designs, and any experts required by the Department
to review specialized medical requirements.
3. Ensure all required operating licenses, permits, registrations, and insurance
are acquired prior to the transition date at each Institution.
4. Post license and permits at each Institution, in accordance with statutory
requirements and FDC policy.
5. Maintain current copies of the foregoing documents which include, but are not
limited to:
a. The face-sheet of the current insurance policy showing sufficient coverage
b. Any applicable State and/or federal licenses related to services provided
under the Contract resulting from this ITN
In addition, ensure all such licenses, permits, and registrations remain current and
in good standing throughout the term of the Contract. Any revisions or renewals
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No.
PGM-077

PGM-078
PGM-079

Requirement
to the above documents made during the Contract period shall be submitted to the
Contract Manager within 15 Days of revision or renewal.
The Vendor shall ensure staff performing services under the Contract resulting
from this ITN receive required orientation and training, as follows:
1. The Department will determine what type and duration of orientation and
training is appropriate for the Vendor’s staff. Job specific orientation/training
with regard to particular policies, procedures, rules and/or processes
pertaining to the administration of health care at each Institution where the
Vendor delivers services shall be coordinated between the Vendor and
designated Department staff.
2. The Vendor will not be compensated by the Department for any costs incurred
as a result of Vendor’s staff attending non-FDC required orientation and
training, including any wages paid unless authorized by the Department.
3. The FDC New Employee Orientation will be provided by the Department before
the Vendor’s staff begins to provide direct Patient care services on-site. The
Vendor shall coordinate with designated Department staff at each Institution
for the administration and scheduling of the Vendor’s staff new employee
orientation.
4. The Vendor shall be responsible for ensuring that all Vendor staff complete 40
hours of required annual training. The nature, extent, and content of the
training will be determined by the Department’s Office of Staff Development
and published in the Department’s Master Training Plan.
5. The Vendor shall, at their expense, track and document all orientation and
training as indicated above.
6. The Department is not responsible for any required professional or nonprofessional education/training required for the Vendor’s staff.
7. The Vendor shall provide trainers/instructors for training relevant to the
Department, including, but not limited to, peer support, psychiatric restraint,
and suicide prevention.
The Vendor shall maintain acknowledgement sheets with employee signatures to
affirm that they have read the policies and procedures and understand them.
Medical Disaster Plan
The Vendor shall participate in the Department’s disaster plan for the delivery of
health services in the event of a disaster, such as an epidemic, riot, strike, fire,
tornado, or other acts of God. The Vendor shall implement and emergency plan in
accordance with HSB 15.03.06, Medical Emergency Plans, and Procedure
602.009, Emergency Preparedness, and shall update its plan annually, or as
indicated. The health care disaster plan must include the following:
• Communications system;
• Recall of key staff;
• Assignment of health care staff;
• Establishment of a triage area;
• Triage procedures;
• Health records - identification of injured;
• Medical Record/EMR availability;
• Use of ambulance services;
• Transfer of injured to local hospitals;
• Evacuation procedures (coordinated with security personnel);
• Back-up plan;
• Use of emergency equipment and supplies; and
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PGM-080

PGM-081

PGM-082

PGM-083

PGM-084
PGM-085
PGM-086

• Annual practice drill, according to Department policy.
The Vendor shall ensure its institutional staff, including subcontractors and other
providers performing services under the Contract, are screened and/or tested for
tuberculosis prior to the start of service delivery, as appropriate, and
screened/tested annually thereafter, as required by Department Procedure
401.015, Employee Tuberculosis Screening and Control Program. The Vendor
shall provide each Institution’s Environmental Health and Safety Officer (EHSO)
with a report, with proof of Tuberculosis system screening and testing prior to the
start of service delivery by the staff member and annually thereafter. The Vendor
shall be responsible for obtaining the TB screening/testing and shall bear all costs
associated with the TB screening/testing.
The Vendor shall ensure its staff performing services under the Contract at
institutional sites are vaccinated against Hepatitis B in accordance with the
Department of Health’s guidelines prior to the start of service delivery. The Vendor
shall provide the Contract Manager with proof of vaccination prior to the start of
service delivery by the staff member. The Vendor shall bear all costs associated
with the vaccination of their staff or subcontractor staff.
Additionally, the Vendor is responsible for vaccinating the Department’s
institutional staff. The Department will supply the vaccine for Department staff.
To accomplish its operational mission, the Department must communicate with
parties outside of its internal email and information systems. These
communications may include electronic protected health information (ePHI) or
other confidential information governed HIPAA, HITECH, Section 945.10, F.S., or
Chapter 60GG-2, F.A.C. These and other regulations require that electronic
transmission of ePHI or confidential information be encrypted.
The Vendor must follow all State and federal laws, rules, and Department policies
and procedures relating to storage, access to, and confidentiality of health care
records. The Vendor shall provide secure storage to ensure the safe and
confidential maintenance of active and inactive Inmate health records and logs, in
accordance with HSB 15.12.03, Health Records. In addition, the Vendor shall
ensure the transfer of Inmate health records and medications required for
continuity of care in accordance with Procedure 401.017, Health Records and
Medication Transfer. Health records will be transported in accordance with HSB
15.12.03.
The Vendor shall ensure that its personnel document in the Inmate’s health record
all health care contacts in the proper format per standard health practice, ACA
standards, and any relevant Department policies and procedures.
The Vendor shall be responsible for the orderly maintenance and timely filing of
all health information utilizing Contract employees, as staffing indicates.
The Vendor shall ensure all Inmates have an updated health record that complies
with HSB 15.12.03;
1. Safeguard and secure health records and any other documents containing
PHI, per Procedure 102.006, HIPAA Privacy Policy;
2. Employ at least one (1) Health Information Specialist at each Major Institution
and each institutional annex, and at least one (1) Health Information
Specialists and one (1) EMR Specialist at RMCH, to ensure compliance with
the standards outlined in HSB 15.12.03, Section III., F., and to serve as
records custodian for all active Inmates;
3. Employ a sufficient number of trained medical records clerks to ensure clinical
information, significant to an Inmate’s health, is filed in each health record
within 72 hours of receipt;
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PGM-087

PGM-088

4. Process health record transfers following Procedure 401.017, Health Records
and Medication Transfer;
5. Perform health record vault audits, per the schedule outlined in HSB 15.12.03;
6. Secure and transport records of Inmates who have reached EOS, per HSB
15.12.03, Section XVIII, Post-Release (EOS) and Deceased Inmates - Health
Record Retention and Destruction Schedule;
7. Organize and transmit any loose filing discovered after a record has been
transported, following Procedure 401.017 or HSB 15.12.03, as applicable.
The information shall be secured separate from any other medical records and
clearly marked with the Inmate’s name and DC number, and mailed to the
Inmate’s current Institution or to the medical records archive if the Inmate has
reached EOS; and
8. Upon request, make all nonproprietary records related to services provided
under the Contract available to the Department for any litigation, requests for
public records, or monitoring and evaluation activities of the Contract timely.
Health Record Retention Period
1. Unless otherwise governed explicitly by Department regulations, the Vendor
shall keep all health records for seven (7) years or for the retention period
required for records of the same type according to Florida Statutes, whichever
is longer. All retention periods start on the first Day after expiration or
termination of the Contract.
2. If any litigation, claim, negotiation, audit, or other action involving the records
referred to has been started before the expiration of the applicable retention
period, the Vendor shall retain all records until completion of the action and
resolution of all issues, which arise from it, or until the end of the period
specified for, whichever is later.
3. To avoid duplicate recordkeeping, the Department may make special
arrangements with the Vendor for the Department to retain any records, which
are needed for joint use. The Department may accept the transfer of records
to its custody when it determines that the records possess long-term retention
value. When records are transferred to or maintained by the Department, the
retention requirements of this paragraph are not applicable to the Vendor for
those records.
4. The Department’s retention program complies with guidelines established by
the Florida Department of State, Division of Library and Information Services
Records Management program. The following medical record retention and
destruction practices are followed:
• Records of Inmates presently on extended parole will be maintained until
release from such Department of Corrections responsibility. After seven (7)
consecutive years of inactivity, the Department shall authorize
destruction/recycling procedures in accordance with law.
• Hard copies of health records will be securely stored at the Statewide
Records Retention Center in Raiford. All health records received at the
record archives will be checked to ensure that the color-coded year band
is properly attached before filing.
The Department shall provide security and security procedures to protect the
Vendor’s equipment as well as FDC medical equipment. FDC security procedures
shall provide direction for the reasonably safe security management for
transportation of pharmaceuticals, medical supplies and equipment. The Vendor
shall ensure that the Vendor’s staff adheres to all policies and procedures
regarding transportation, security, custody, and control of Inmates.

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PGM-089
PGM-090

PGM-091

PGM-092

PGM-093

The Department shall provide security escorts to and from clinic appointments
whenever necessary as determined by security regulations and procedures
outlined in the policies and procedures.
OBIS Use and Training
If deemed necessary by the Department, the Vendor shall make available
appropriate personnel for training in the Health Services’ component of the
Offender-Based Information System (OBIS-HS). Training will be provided by the
Department and will be conducted at designated locations across the State.
Personnel required to attend include the Data Entry Operators and any personnel
entering or accessing data in the OBIS-HS system. The Vendor is responsible for
payment of travel expenses for its employees, in the event that such training is
required. Failure of the Vendor to provide sufficient personnel for training is not an
acceptable reason for not maintaining OBIS information current. If there is any
reason the Vendor is directed to access the Department’s information network,
each employee doing so must have undergone a successful level 2 background
check as defined in Chapter 435, F.S.
Data Entry and Data Exchange
The Vendor shall ensure information is available for input or via interface into the
Department’s existing information systems including but not limited to OBIS. Data
includes, but is not limited to information or reports, billing information, and
auditing data to ensure accuracy of medical records plus any other Department
system or component developed for Health Services or any Department system
or component deemed necessary for Health Service operations. When requested,
the Vendor shall provide the Department data that can be uploaded into the
medical record system. The data will meet all the parameters of the Department
and will be provided at no cost to the Department. This data shall conform to all
Department, State, and federal rules, guidelines, procedures, and laws covering
data transfer.
The Vendor shall provide a method to interface and submit data in a format
required by the Department for uploading to the OBIS or other system as
determined by the Department. The Vendor shall also provide a web-based
method for reviewing the reports.
Staff Background/Criminal Record Checks
1. The Vendors’ staff assigned to the Contract shall be subject to a Florida
Department of Law Enforcement (FDLE) Florida Crime Information
Center/National Crime Information Center (FCIC/NCIC) background/criminal
records check. The Vendor shall send all potential hires for fingerprinting to do
a thorough background check. The Department may conduct background
checks and they may occur or re-occur at any time during the Contract period.
The Department has full discretion to require the Vendor to disqualify, prevent,
or remove any staff from any work under the Contract. The use of criminal
history records and information derived from such records checks are
restricted pursuant to Section 943.054, F.S. The Department shall not disclose
any information regarding the records check findings or criteria for
disqualification or removal to the Vendor. The Department shall not confirm to
the Vendor the existence or nonexistence of any criminal history record
information.
2. In order to carry out this records check, the Vendor shall provide, (prior to
commencing services upon Institution property) OR (prior to Contract
execution, if requested) OR (upon request), the following data for any
individual Vendor or subcontractor’s staff assigned to the Contract: Full Name,
Race, Gender, Date of Birth, Social Security Number, Driver’s License
Number, and State of Issue.
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PGM-094

PGM-095

3. The Vendor shall also ensure that the Contract Manager is provided the
information needed to have the FCIC/NCIC background check conducted prior
to any new Vendor staff being hired or assigned to work under the Contract.
The Vendor shall not offer employment to any individual or assign any
individual to work under the Contract, who has not had an FCIC/NCIC
background check conducted, unless authorized by the Contract Manager.
4. The Vendor shall ensure that no person who has been barred from any
Institution or other facility shall provide services under the Contract.
5. The Vendor shall not permit any individual to provide services under the
Contract who is under supervision or jurisdiction of any parole, probation, or
correctional authority. Persons under any such supervision may work for other
elements of the Vendor’s agency that are independent of the contracted
services.
6. Note that a felony or first-degree misdemeanor conviction, a plea of guilty or
nolo contendere to a felony or first-degree misdemeanor crime, or an
adjudication of guilt withheld to a felony or first-degree misdemeanor crime
does not automatically bar the Vendor from hiring the proposed employee.
However, the Department reserves the right to prior approval in such cases.
Generally, two (2) years with no criminal history is preferred. The Vendor shall
make full written report to the Department’s Contract Manager within three (3)
Days whenever an employee has a criminal charge filed against him/her, or is
arrested, or receives a Notice to Appear for violation of any criminal law
involving a misdemeanor, felony, ordinance (except minor violations for which
the fine or bond forfeiture is two hundred dollars ($200) or less) or when
Vendor or Vendor’s staff has knowledge of any violation of the laws, rules,
directives, or procedures of the Department.
Legal Health Services Requirements
The Vendor shall provide its own legal services in support of those expended by
the Department in relation to health care litigation. The Vendor shall provide its
own legal services to support the requirements in the Contract or as related to the
provision of services (i.e., guardianship).
The Vendor shall provide a Transition Plan detailing the activities and timeframes
for transitioning various aspects of service delivery to a new provider upon
termination or expiration of the Contract. Transition activities should occur over
four (4) to six (6) months.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

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3.6.1.3 Program Management Performance Measures

No.

Description

PM-PGM-001

All informal
health care
grievances
are
responded to
within 15
Days of
receipt of the
initial
grievance in
accordance
with 33103.005,
F.A.C.

PM-PGM-002

All findings
from CMA
surveys are
cured by the
second CAP
assessment.

Performance Measures (PM)
Measurement
Expectation
Duration

80%
compliance,
per Institution

100% Per
Occurrence

Financial Consequence

Semi-annually

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution

Semi-annually

For performance below
100%, consequences will be
assessed as follows:
More than 2:
$10,000 per Institution
3-4:
$20,000 per Institution
4 or more:
$40,000 per Institution
For CMA audit findings not
cured by the third and
subsequent CAP
assessments, the
consequence will increase
by 25% in value for each
subsequent assessment not
cured.

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No.

PM-PGM-003

PM-PGM-004

Description
No Inmate
deaths occur
that are
directly or
indirectly
attributed to
the Vendor’s
omission
indifference
or inaction to
a Patient's
identified
needs.

Maintain
compliance
with
mandatory
medical
health
standards
and 90% of
nonmandatory
Health care
standards to
retain ACA
accreditation.

Performance Measures (PM)
Measurement
Expectation
Duration
All Mortality
Per
Reviews
occurrence
(conducted
upon an
Inmate’s
death) show
no Inmate
deaths occur
as a result of
the Vendor’s
systemic
pattern of
indifference or
inaction to
identified
needs of a
Patient which
directly or
indirectly
resulted in
death.

Retain
accreditation

Per
occurrence

Page 57 of 259

Financial Consequence
$100,000 per occurrence

$100,000 occurrence, per
Institution that loses
accreditation related to
failed health standards, plus
payment of all costs and
fees associated with ACA
re-accreditation

FDC ITN-22-042

No.

Description

PM-PGM-005

Maintain a
staffing
pattern that
fulfills the
needs of the
Department
by ensuring
the minimum
numbers of
staff hours
are met, per
Service
Location and
per position
type, as
approved by
the
Department
in the Final
Staffing Plan.

Performance Measures (PM)
Measurement
Expectation
Duration

90% of all
required hours
are met, per
Institution, and
per position
type, including
hours fulfilled
by
subcontracted
providers

Semi-Annually

Financial Consequence

$10,000 per percentage
point, or portion thereof, less
than 90%

3.6.1.4 Program Management Reports
Reports
REP-PGM-01 Final
Transition and
Implementation Plan
REP-PGM-02
Vendor
Organization and
Staffing Plan

REP-PGM-03
Staff Review Report

REP-PGM-04
Medical Emergency
Plan
REP-PGM-05
Staff New Employee
Orientation Report

Due Date
Within three (3)
Days of Contract
execution
Within five (5)
Business Days of
Contract execution,
and annually
thereafter on the 5th
Business Day each
July
Quarterly by the 10th
Business Day of the
month following the
end of the quarter

Within 30 Days of
Contract’s effective
date
Within 14 Days of
Contract effective
date and annually
thereafter

Description
The Vendor shall provide a Final Transition and
Implementation Plan in accordance with Section
3.6.11.3 of this ITN.
The Vendor shall provide an overview of its
organization, specifically those staff assigned to the
services included in this ITN, including an
organization chart, staffing plan, and other relevant
organizational information.
The Vendor shall provide a list of personnel on staff,
including staff who have been added and/or
removed since the prior report, titles, start date, date
of required trainings, credentials (as applicable),
and date of successful background screening.
Also, the report should list vacant positions and the
length of each vacancy.
The Vendor shall provide a plan for the immediate
response and care of Inmates with medical, dental,
and mental health emergencies for each Institution.
The Vendor shall provide documentation that
training that will be provided to Vendor and
subcontractor staff prior to their engagement on the
Contract, and annually thereafter.

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Reports
REP-PGM-06
Subcontractor List
REP-PGM-07
Biomedical and
Pharmaceutical
Waste Plan
REP-PGM-08
Emergency Medical
Services (EMS)
Plan

REP-PGM-09
End-of-Contract
Transition Plan
REP-PGM-10
Quarterly Cost
Report

3.6.2

Due Date
Within five (5)
Business Days of
the Contract’s
effective date
Within 30 Days of
Contract’s effective
date

Description
The Vendor shall provide a list of all subcontracts
and letters of agreement for hospitals, Clinician
services, specialty care services and ancillary
services to the Contract Manager.
The Vendor shall provide a plan addressing the
definition, collection, storage, decontamination, and
disposal of regulated waste.

Within 30 Days prior
to the transition date
at each Institution

The Vendor shall develop and maintain this plan to
ensure the provision of all medically necessary
Inmate transportation by ambulance or other lifesupport conveyance, either by ground or air, for all
Institutions covered by this ITN. Any changes to the
EMS Plan must be reported in writing to the
Contract Manager.
The Vendor shall provide a transition plan that
documents the Vendor’s plans for transitioning to
another Vendor upon the expiration of the Contract.
The Vendor shall provide a quarterly report of its
operating costs to include, at a minimum, employee
salaries
and
benefits,
ancillary
services,
medication, and medical supplies used for each
Institution. Costs that are not able to be broken out
by Institution may be provided in aggregate. These
costs reports should be submitted in a format
approved by the Contract Manager. Any changes
made to the format of this report by the Department
during the term of the Contract shall be incorporated
by the Vendor.

Within 90 Days of
Contract’s effective
date
Quarterly by the 10th
Business Day of the
month following the
end of the quarter

Institutional Care Service Area
3.6.2.1 Description
Institutional care consists of many different facets of health care delivery within the secure
correctional environment. This includes services provided to Inmates during the reception
process and at their permanent Institution, including sick call, use-of-force examinations,
physical assessments, and specialty care such as palliative care, geriatric medicine, female care,
health education, and infirmary services.
3.6.2.2 How Service is Provided Today
Today, institutional care is delivered by our current CHCC. The CHCC’s staff is involved in all
elements of care “behind-the-fence.” These services are critical to the success of health care
delivery. The fundamental right of Inmates to access health care begins with the health care staff
at their Institution. It is critical that institutional teams ensure that quality care is given to Inmates,
with special attention given to follow-up of diagnostic tests and specialty consultations.
Vendor staff need to understand how to interact with Inmates and often are required to provide
clinical care at an Inmate’s location, such as in Special Housing, rather than just in the designated
health services area. A prospective Vendor should take into account the staffing required to not
only appropriately staff the health services/infirmary area, but also to ensure that Inmates in
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annexes, work camps, and other areas, which may not be located within walking distance of the
main health services area, are afforded appropriate care.
3.6.2.3 Institutional Care Minimum Requirements
Institutional Care Requirements (IC)
No.
IC-001

IC-002

IC-003

IC-004

Requirement
The Vendor shall provide Health Education to Inmate Patients during all encounters
as well as during Chronic Illness Clinic (CIC) appointments on relevant topics
including, but not limited to, medication compliance, disease prevention, blood borne
pathogens, STDs, TB, personal hygiene, weight control, exercise, and healthy
lifestyle.
The Vendor shall ensure Clinician’s Orders:
1. Unless input directly into the EMR, Clinician’s orders shall be legibly documented
in black ball point pen ink on the DC4-714B, Clinician’s Order Sheet, and/or on
the DC4-714C, DEA Controlled Substances Clinician’s Prescription/Order Sheet.
2. All Clinician orders shall be implemented by the nursing staff, as directed by the
Clinician.
3. All stat and “now” orders shall be noted and transcribed by the Licensed Nurse
immediately following the Clinician’s written or verbal order.
4. Infirmary orders shall be noted and transcribed by the Licensed Nurse within two
(2) hours of the Clinician’s verbal or written order.
5. Outpatient clinic Clinician orders shall be noted and transcribed by the Licensed
Nurse on the shift written or no later than the next Day’s shift.
6. All noted orders shall be documented in red ball point pen ink and reflect the date,
time, signature and stamp or printed name with title (RN or LPN).
7. All Clinician orders that require medical treatment and data collection (nebulizer
treatment, blood pressure and glucose monitoring, etc.) except wound care shall
be documented on the DC4-701A, Medication and Treatment Record.
8. All telephone orders shall:
a. Be preceded by the abbreviation “T.O.” written by the Licensed Nurse.
b. Be repeated back to the Clinician to ensure accuracy of the order and
documented as such.
9. Documented by the Licensed Nurse and countersigned by a prescribing Clinician
as soon as possible and no later than the next Business Day.
Medical Holds
The Vendor shall ensure the Clinician document Medical holds on the “Health
Services Profile,” DC4-706, in accordance with HSB 15.02.02, Health Care
Clearance/Holds.
The Vendor shall ensure medical holds shall continue until an Inmate’s care is stable
to the point that a transfer will not compromise treatment or the health of the Inmate.
The Vendor shall provide all care in accordance with applicable State and federal
statutes, Florida Administrative Code, Department procedures, manuals, HSBs,
health care directives, and forms.
In addition, the Vendor shall provide nursing care in accordance with:
National Nursing and Health Care Standards including, but not limited to:
• National Council of State Boards of Nursing
• The American Nurses Association Correctional Nursing Scope and Standards of
Practice
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Institutional Care Requirements (IC)
No.

IC-005
IC-006
IC-007
IC-008
IC-009
IC-010
IC-011
IC-012

Requirement
• The American Nurses Association Nursing Scope and Standards of Practice
• The American Nurses Association Psychiatric Mental Health Nursing Scope and
Standards of Practice
• The American Nurses Association Nurses Code of Ethics
• American Correctional Association
The Vendor’s nursing services shall be organized, staffed, and equipped to provide
competent nursing care, according to the level of acuity of Patient care provided at
each Institution.
The Vendor’s Registered Nurses shall provide coverage 24 hours per Day, seven (7)
Days per week at Institutions with 600 or more Inmates designated to house Inmates
classified as medical grades M-3 or M-4.
The Vendor shall ensure its Licensed Nurses are available on-site at all times to
provide services within the scope of their licenses and certifications under the
direction of an RN, if the Licensed Nurse is not an RN.
The Vendor shall ensure where levels of inpatient care are provided (Infirmary,
Palliative Care, Intensive Medical Unit, etc.), a Registered Nurse(s) is available onsite to oversee inpatient nursing care at all times.
The Vendor shall ensure certified nursing assistants (CNAs) are utilized, as
appropriate, within the scope of their practice.
The Vendor shall ensure each Institution’s Director of Nursing is available on-site
during regular business hours and available after hours and on weekends and
holidays by telephone.
The Vendor shall ensure its Clinician provide clinical assistance to the nursing staff
during their daily activities including, but not limited to wound care, infirmary care,
insulin line, and EKG.
Intake and Reception Process
The Vendor shall provide services in accordance with Procedures 401.014, Health
Services Intake and Reception Process; 403.008, Inmate Health Services Orientation
and Education and HSB, 15.01.06, Health Care Reception Process for New
Commitments.
1. The Vendor shall ensure a Licensed Nurse provide each newly committed Inmate
Form DC4-711C, Authorization for Health Evaluation and Treatment, to sign prior
to screening and evaluation.
2. The Vendor shall ensure a Licensed Nurse witness Inmate’s signature on Form
DC4-711C and once signed by the Inmate, the Licensed Nurse will also sign and
stamp, or electronically sign, the form as a witness. If the Inmate refuses to sign
Form DC4-711C, s/he will sign a Refusal of Health Care Services, Form DC4711A, is documented on Form DC4-701
3. The Vendor shall ensure if an Inmate’s current health is stable, within eight (8)
hours of arrival, a Licensed Nurse conduct an initial screening of the Inmate and
a review of any transfer information from the county jail (Form DC4-871, County
Jail to DC Health Information Transfer Summary) to identify Inmate health care
needs.
4. The Vendor shall ensure nursing staff immediately refer any Inmate they believe
is showing active symptoms of psychosis (e.g., active hallucinations, delusions,
etc.), a manic episode (unexplained agitation, pressured speech, etc.), or risk of
self-injury/suicide to mental health staff and must take necessary precautions to
provide for the Inmate’s safety, in accordance with Procedure 404.001, Suicide
and Self-Injury Prevention.
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Institutional Care Requirements (IC)
No.

Requirement
5. The Vendor shall ensure any Inmate who needs immediate mental, dental, or
medical services be identified and referred by the Licensed Nurse to respective
specialties for evaluation and appropriate treatment.
6. The Vendor shall ensure Inmates with impairments or disabilities be assessed
and provided with specialized services, per HSB 15.03.25, Services for Inmates
with Auditory, Mobility, or Vision Impairments and Disabilities. The Warden, or
designee, shall be notified of the disability and recommend accommodation
needs.
7. The Vendor shall ensure communicable diseases be documented on the Form
DC4-710, Communicable Disease Record.
8. The Vendor shall ensure medication from previous jail providers that is prescribed
appropriately, clearly identified, unadulterated, dispensed, and with a label
indicating the Inmate’s name, be single-dosed until a Clinician sees the Patient.
If there is no clear medical need for the prescription, the Inmate will be referred to
a Clinician as soon as possible and the medication will be withheld until the
Clinician has evaluated the Patient.
9. The Vendor shall ensure every effort will be made to ensure continuity of
medication, in accordance with HSB 15.14.04, Pharmacy Operations.
10. The Vendor shall ensure the examining Clinician determine if a review of an
inactive medical record is needed and shall order all relevant non-correctional
medical records necessary to the Inmate Patient’s previous medical history. The
examining Clinician shall order all relevant non-correctional medical records
necessary to determine medical history, including any information from the county
jail not provided on the jail transfer summary.
11. The Vendor shall ensure inactive paper medical records for Inmates previously
incarcerated are available by Clinician order, if applicable.
12. The Vendor shall ensure all required Inmate laboratory tests during reception are
collected and performed by trained, qualified health care staff.
13. The Vendor shall ensure newly committed Inmates receive the following tests
within seven (7) Days of arrival, prior to receiving a comprehensive health
appraisal:
• Rapid Plasma Reagin;
• Complete Blood Count;
• Comprehensive Metabolic Panel (CMP);
• Urinalysis by dipstick;
• Sickle Cell Screening (if clinically indicated by intake Clinician);
• Two-step Tuberculin Skin Test (the Reception Center should try to complete
the two-step process on those Inmates who need it, before they are
transferred out of the Reception Center);
• Electrocardiogram (only if clinically indicated by intake Clinician);
• Stool Hemoccult on all Inmates 50 years of age or older;
• Chest X-ray (when there is a documented positive Tuberculin Skin Test
within the past two (2) years, or has HIV, or other pertinent findings); and
• Testing for HIV infection shall be offered to all new Inmates and shall be
conducted per HSB 15.03.08, Human Immunodeficiency Virus (HIV)
Disease and Continuity of Care. If an Inmate already has a previous,
documented, positive diagnosis of HIV, an HIV Viral Load will be ordered
instead of repeating the Western Blot or ELISA.
• The Clinician may order further diagnostic procedures, if clinically indicated.
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Institutional Care Requirements (IC)
No.
IC-013

Requirement
New Commitment Initial Physical Exam:
The Vendor shall ensure a Clinician completes a complete Initial Physical
Examination (IPE) on every newly committed Inmate within 14 Days of arriving at a
Reception Center.
The Vendor shall ensure a Licensed Nurse conduct an initial screening of each
Inmate to include taking their vital signs, checking their weight, and reviewing any
county jail transfer information to identify the Inmate’s health care needs. The
receiving Licensed Nurse will conduct the initial screening and complete Form DC4707, Health Appraisal, within eight (8) hours of arrival at the receiving facility.
The health appraisal shall include a thorough socio/medical history with:
1. Present illness and health problems;
2. Current medications;
3. Medical history;
4. Mental health history;
5. Previous hospitalizations;
6. Surgical history;
7. History of any sexually transmitted diseases;
8. Childhood diseases;
9. Chronic conditions;
10. Family history of any significant medical problems (e.g., cancer, tuberculosis,
diabetes, heart disease, etc.);
11. Social history, especially drug abuse and sexual activity (frequency, number of
partners, orientation, or preference); and
12. Immunization history.
The complete physical examination, also known as the Initial Physical Exam (IPE),
shall include:
1. A review of systems;
2. Digital rectal exam, if indicated;
3. Visual screening;
4. Audiometric screening (if there is a significant hearing deficit); and
5. A female Inmate shall also have the following:
a. Gynecological and obstetrical history;
b. Pelvic examination;
c. Pap smear done between the ages of 21 and 65 (exception: women who have
had a total hysterectomy for non-cancerous reasons);
d. Vaginal and cervical smears for Gonorrhea and Chlamydia;
e. Baseline mammography for Inmates aged 50 years or older (the Clinician has
the discretion to begin earlier, if clinically indicated);
f. Pregnancy test; and
g. Prenatal referral for all pregnant Inmates.
Any deviations from the above shall be documented on Form DC4-701, Chronological
Record of Health care.
The Clinician shall:
1. Review, initial, stamp/electronically sign, and date all laboratory results;
2. Review any transfer information from the county jail;
3. Document all past and current health issues on the Problem List, Form DC4-730;
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Institutional Care Requirements (IC)
No.

IC-014

Requirement
4. Provide additional care as needed based on their findings following the IPE
5. Document additional assessment and treatment on Form DC4-701,
Chronological Record of Health Care, appropriate;
6. Upon completion of the Inmate’s health appraisal, assign the appropriate health
grades and documented in accordance with HSB 15.03.13, Assignment of Health
Classification Grades to Inmates.
7. Identify Inmates with chronic illnesses, complete an evaluation, and schedule for
follow-up in a chronic illness clinic at an appropriate interval, following HSB
15.03.05, Chronic Illness Monitoring and Clinic Establishment Guidelines;
8. Provide treatment plan including Chronic Illness Clinic assignment, follow-up
appointments, and medication orders;
9. Obtain medical records from Inmates’ community Clinicians, if needed;
10. Order further testing or radio-imaging, if clinically indicated.
Upon completion of the health services intake and reception process, the Inmate will
be considered “medically ready” to transfer to a permanent Institution. Staff shall
forward records that arrive after the Inmate transfers to the new Institution where the
Inmate is located.
Inmate Transfers-Sending Facility
The Vendor shall provide services in accordance with Procedures 401.017, Health
Records and Medication Transfer and 401.016, Medical Transfers, and the
Department’s Nursing Manual.
The Vendor shall ensure before an Inmate transfer, the Licensed Nurse shall review
the Inmates’ health record to check for any current health care conditions or medical
holds that would prevent the Inmate from transferring safely. The Licensed Nurse
shall complete the top section of Form DC4-760A, Health Information Transfer/ Arrival
Summary, for Intrasystem transfers (within the Department), including transfers to
Departmental mental health inpatient units (Transitional Care Unit (TCU), Crisis
Stabilization Unit (CSU), and Corrections Mental Health Treatment Facility (CMHTF)),
and out-to- court, before the Inmate departs from sending facility.
The Vendor shall document any pending laboratory results for a transferring Inmate
on Form DC4-760A. Laboratory results received after Inmate transfer shall be mailed
to the Inmate’s permanent Institution or entered in the EMR.
The Vendor’s staff shall place Direct-Observed Therapy (DOT) medication and a copy
of the current medication administration record (packaged separately in a brown
envelope) inside the bag with the current health record the evening before, or the Day
of, the transfer, if the Inmate is prescribed medications to take in the morning. A
Licensed Nurse shall administer DOT morning medications before the Inmate departs
the Institution.
In Transit Receiving Facility
The Vendor shall ensure a Licensed Nurse complete Form DC4-760A, Health
Information Transfer/ Arrival Summary, In Transit Section, within eight (8) hours of an
Inmate’s arrival to the transit Institution. Vendor’s staff at in-transit facilities will review
medical records with red identifiers for direct observed therapy (DOT) medication or
medical conditions that require intervention (i.e., diabetic on insulin that need Accuchecks) before arrival at their permanent Institution.
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Institutional Care Requirements (IC)
No.

IC-015

IC-016

IC-017

IC-018

IC-019

Requirement
Permanent Receiving Facility
The Vendor shall ensure a Licensed Nurse complete Form DC4-760A, Health
Information Transfer/Arrival Summary, Permanent Section, within eight (8) hours of
an Inmate’s arrival to a permanent Institution. A Clinician shall review the health
record and Form DC4-760A, Health Information Transfer/Arrival Summary within
seven (7) Days of arrival. A Licensed Nurse shall check each DOT and Keep On
Person (KOP) medication against the Inmate medical record. Any medication that
has an expired order will be disposed of and documented.
Scheduled Medical Transfers
The Vendor shall complete Form DC4-702, Consultation Request/Consultant’s
Report, when sending an Inmate to a local hospital for a scheduled appointment or
procedure or when sending to a community-based provider for a consult. The Vendor
will send the hospital/consult the original form and copies of any relevant Patient
information and place a copy of the Form DC4-702 in the Inmate’s health record.
The Vendor shall ensure upon the Inmate’s return, a Licensed Nurse make a Form
DC4-701 chronological note reflecting the Inmate’s medical condition upon return.
The Institution’s Clinician will then review the original Form DC4-702 and the Inmate’s
health record for further action, including documenting any resulting orders per the
established process for Clinician Orders. After the Clinician reviews the plan with the
Inmate, Form DC4-702 will be filed in the Inmate’s medical record in chronological
order under the yellow “consultation” tab (or in the EMR).
Emergency Transfer of Inmate to Outside Hospital
The Vendor shall ensure Inmates transferred directly to a hospital from a Major
Institution have a copy of Form DC4-760B, Health Information Summary for
Emergency Transfer to Outside Hospital, and copies of any pertinent information from
the health record sent with the Inmate.
Return from Outside Hospital
The Vendor shall provide continuity of care to all Inmates who return from the Outside
Hospital, including communicating with the hospital to monitor Inmate Patients'
progress during hospitalization.
A Vendor Clinician shall assess all Inmate Patients upon discharge from the hospital,
obtain a copy of the hospital record to file in the Department’s record, and review the
recommended treatment plan for continuity of care.
Transfer to Court/County Jail
The Vendor shall ensure a Registered Nurse completes the top section of Form
DC4-760A, Health Information Transfer/Arrival Summary for intra-system transfers,
when Inmates are transferred to a court or county jail. The original Form DC4-760A
will remain in the Inmate’s health record.
The letterhead envelope will be addressed to the county jail and marked
“CONFIDENTIAL CONTAINS PROTECTED HEALTH INFORMATION.”
Sick Call
The Vendor shall provide services per Procedure 403.006, Sick-Call Process and
Emergencies and the Nursing Manual.
1. The Vendor shall ensure sick-call and callout times for non-urgent health services
be established by the CHO or Institution’s Medical Director and security staff,
depending on meal schedules, work squads, count times, and other security
factors at each Institution.
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IC-020

Requirement
2. The Vendor shall ensure Licensed Nursing staff provide a health care services
orientation to Inmates immediately upon arrival, including how the Inmate will
access sick-call.
3. The Vendor shall ensure sick call be provided in a clinical setting at least five (5)
Days per week by a Licensed Nurse.
4. The Vendor shall ensure Inmate requests for sick call services be available to
Inmates daily.
5. The Vendor shall ensure Inmates may sign up for sick call daily by one of the
following methods:
a. Signing up on the Inmate Sick-Call Sign Up Log, Form DC4-698B and then
completing Form DC4-698A, Inmate Sick-Call Request, upon arrival;
b. Completing Form DC4-698A, Inmate Sick-Call Request and placing it in a
secured box that the Vendor’s staff will access and collect daily; (or submitted
electronically, if available);
c. Completing Form DC6-236, Inmate Request Form; or
d. Inmates who cannot make a written request due to language or education
barriers will continue to access care via a verbal request with an interpreter’s
assistance.
6. The Vendor shall ensure a Registered Nurse (RN) triages all sick call requests
daily (including all units, Confinement, and satellite facilities), and classifies sick
call requests as emergent, urgent, or routine in accordance with the Department’s
policies and procedures. All sick call requests shall be logged Form DC4-698C,
Sick Call Triage Log.
7. The Vendor shall ensure Inmates be seen by the Licensed Nurse according to
triage priority:
a. Emergent Patient is seen immediately;
b. Urgent Patient is seen within 24 hours; and
c. Routine Patient is seen timely (not to exceed one week from request).
8. The Vendor shall ensure a Licensed Nurse complete an assessment on the
Inmate and document using the appropriate DC4-683 Form.
9. The Vendor shall ensure a Licensed Nurse implement the plan, as outlined on
the appropriate DC4-683 Form.
10. The Vendor shall ensure a Licensed Nurse document sick call that does not have
a corresponding DC4-683 Form on the DC4-701, Chronological Record of Health
care, including vital signs, as described under documentation section.
11. The Vendor shall ensure that when an LPN assists with sick call, his/her
completed nursing protocol or SOAPIE note (if no applicable protocol is available)
is reviewed and cosigned by a RN or Clinician before the end of the shift. If no
RN or Clinician is scheduled on the LPN’s shift, an RN or Clinician on the next
shift is responsible for reviewing and cosigning the LPN’s assessment.
12. The Vendor shall ensure the Institution’s Director of Nursing maintain and display
a current list of available Nursing Protocols in all treatment rooms used for Sick
Call and Medical Emergencies.
13. An APRN or PA can complete sick call using a SOAPIE format instead of the
DC4-683 Series. The APRN or PA may also self-refer and treat at the same
visit.
Sick Call - Special Housing
The Vendor shall provide services in accordance with Procedure 403.003, Health
Services for Inmates in Special Housing and the Nursing Manual.
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1. The Vendor shall ensure Inmates in Special Housing have access to sick call
seven (7) Days a week.
2. The Vendor shall ensure an Inmate in Special Housing use Form DC4-698A to
sign-up for sick call.
3. The Vendor shall ensure nursing staff initial and date Form DC4-698A (white
copy), upon receipt.
4. The Vendor shall ensure that Inmates who cannot make a written sick call
request, due to language or educational barriers, continue to access health care
by verbal request with the assistance of an interpreter’s assistance.
5. The Vendor shall ensure that nursing staff conducting daily Special Housing
rounds place the name of any Inmate unable to complete a written request on a
DC4-698B to ensure the Inmate will be scheduled. A copy of Forms DC4-698B
shall be provided to institutional security staff.
6. The Vendor shall add Confinement Inmates requesting sick call to Form DC4698C, in order of triage priority.
7. The Vendor shall ensure a Licensed Nurse only perform sick call at the cell front
in an emergency or when, at their discretion, addressing the following
conditions/problem (vital signs are still required):
a. Headache, without visual changes;
b. Insect bites;
c. Blisters;
d. Calluses/corns;
e. Simple rash;
f. Jock itch;
g. Sinus;
h. Sore throat; and/or mild sunburn
If any of these conditions fail to respond to two (2) courses of treatment with
OTC medication or require access to sick call two (2) consecutive times must
have an expanded assessment outside the cell or referral to the Clinician.
8. The Vendor shall ensure Inmates with vital signs outside the normal parameters
be assessed outside of the cell regardless of the compliant.
9. The Vendor shall ensure the Licensed Nurse performing sick call have the
Inmate’s record at the time the Inmate is evaluated. If the record is not available,
the Inmate shall still be evaluated for their complaint.
10. The Vendor shall ensure that complicated or special procedures continue to be
performed in the health services department, as the Clinician deems necessary.
11. The Vendor shall ensure, when possible, a room in the Special Housing unit be
identified and equipped with appropriate equipment and supplies to allow for sick
call and examinations (both nursing and Clinician) to be held. If no area can be
established for these purposes, Inmates will be seen in the medical area.
12. The Vendor shall ensure if an Inmate’s medical condition changes that affect the
use of chemical restraint agents or electronic immobilization devices, a Licensed
Nurse must complete a new Form DC4-650B, Risk Assessment for the Use of
Chemical Restraint Agents and Electronic Immobilization Devices, and provide a
copy to institutional security staff, replacing the previous Form DC4-650B.
13. Daily, the Vendor’s CHO or Institution’s Medical Director or other health care staff
shall review the names of Inmates who do not attend scheduled appointments
against the rosters of Inmates in Special Housing. When this occurs, the CHO or
Institution’s Medical Director will arrange for those Inmates to be rescheduled for
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No.

IC-021

Requirement
a callout to the clinic or to be examined by health care staff in the Special Housing
unit.
14. The Vendor shall ensure for Inmates in Special Housing only, copies Form DC4698B be maintained in a file by the Institution’s Director of Nursing or Health
Services Administrator for six (6) months and then discarded.
15. The Vendor shall ensure Form DC4-698A, Inmate Sick-Call Request be
maintained in the same manner as in open population.
Sick Call Referral
The Vendor ensure sick call complaints outside the Licensed Nurse's scope of
practice to treat, or continued complaints not resolved, be referred to the Clinician
for evaluation and treatment.
The Vendor shall ensure a Licensed Nurse will make an immediate Clinician referral
for the following types of complaints:
1. Respiratory distress
2. Chest pain
3. New onset of change in mental status
4. New onset of neurological deficits
The Vendor shall ensure a Licensed Nurse call the Clinician for Inmates who
present twice with the same complaint (continued or worsening symptoms, within 24
hours, after regular business hours, when no Clinician is on site to evaluate the
Inmate).
Inmates who present to sick call three (3) times with the same complaint unresolved
will be referred to a Clinician.

IC-022

The Vendor’s Clinician shall assess and provide treatment to Inmates referred by
nurses (or other health care staff) by way of sick call referral, either “stat” (same
Day, immediate) referral or by scheduled appointments and APRNs and PAs who
conduct sick call visits may self-refer and treat at the same visit.
Inmate Emergencies (self-declared or staff referred)
A Licensed Nurse shall provide Inmates a health care services orientation
immediately upon arrival, including an explanation of how to access emergency
health care when needed.
The Vendor’s Clinician shall provide urgent care or emergency care to Inmate
Patients in case of emergencies, such as:
• Self-declared emergency by an Inmate,
• Referred by nursing staff (or other health care staff);
• Sudden onset of an acute illness; or
• An injury caused by an accident, altercation, sexual assault, trauma, use-of-force,
or self-inflicted injuries/suicide.
The Vendor shall ensure a Licensed Nurse respond to medical emergencies declared
by an Inmate or referred by staff, as soon as possible but no longer than four (4)
minutes (First Responders satisfy the four (4) minute response time). Upon response,
a Licensed Nurse may conduct a focused assessment and initiate first aid or basic
life support within their scope of practice. If needed, the Vendor’s On-Call Provider
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Requirement
shall provide consultation via phone after-hours, on weekends, and State holidays,
and if necessary, shall be able to return to the Institution to provide services.
The Vendor shall ensure health care emergencies with possible loss of life or limb be
dealt with immediately by the senior health care staff member on-duty and transferred
to the local emergency management system (EMS), depending on the emergency's
criticality. The Inmate's immediate health care needs take precedence over any
documentation requirements to ensure the nurses' ability to render lifesaving
interventions. The nurse may document once the Inmate is stabilized or transferred.
The Vendor shall ensure all Inmates seen for a declared emergency have, at
minimum, a completed appropriate DC4-683 Form or DC4-701 Form, Chronological
Record of Health Care, with vital signs.
The Vendor shall ensure when an LPN assists with an emergency, their completed
nursing protocol or SOAPIE note (if no applicable protocol is available) be reviewed
and co-signed by an RN or Clinician before the end of the shift. If no RN or Clinician
is scheduled on the LPN’s shift, an RN or Clinician on the next shift is responsible for
reviewing and co-signing the LPN’s assessment. The reviewer shall ensure the
LPN’s Inmate assessment is reviewed for timeliness, thoroughness, and
appropriateness of Inmate disposition. Findings of concern should be addressed by
issuing a “call out” for the Inmate for additional evaluation.

IC-023

The Vendor shall ensure if a complaint is determined to be an emergency requiring
specialized care, not available at the Institution, the Vendor shall transfer the Inmate
to Outside Hospital and complete Forms DC4-701C, Emergency Room Record, DC4708, Diagram of Injury, and DC4-781M, Emergency Nursing Log.
Periodic Screening Encounter
The Vendor shall perform a Periodic Screening Encounter every five (5) years until
the Inmate is 50 years of age and annually thereafter in accordance with HSB
15.03.04 Periodic Screenings.
Typically, this can be completed by a Licensed Nurse; however, if the Inmate is
enrolled in any of the CICs, this screening and health assessment will be completed
by the Clinician during one of the CIC appointments.
The following diagnostic tests will be performed seven (7) to (14) Days prior to the
Periodic Screening Encounter:
1. Complete blood count and urinalysis by dipstick.
2. Prostate Specific Antigen, if clinically indicated, or as determined by the Clinician.
3. Lipid profile to be done at age 40 as baseline.
4. Random blood glucose by finger stick.
5. EKG, if clinically indicated or determined by the Clinician.
6. Mammogram for female Inmates 45 years of age and older, in accordance with
HSB 15.03.04. Mammogram may be ordered by the Clinician for a younger
Inmate if clinically indicated.
7. Stool Hemocult for Inmates 50 years of age and older.
8. Annual chest X-Ray in accordance with HSB 15.03.04.

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No.
IC-024

IC-025

Requirement
Female Health Examinations
The Vendor shall perform female health examinations following HSB 15.03.04,
Periodic Screening and 15.03.24, Breast Cancer Screening/Mammograms.
The Vendor shall ensure a Clinician will perform Gynecological examination and
record their findings Form DC4-686, Gynecological Examination.
1. Routine Pap smears: will be conducted every three (3) years for Inmates between
the ages of 21-65 if their previous test was normal. Pap smears can be done
more frequently if clinically indicated. Inmates with a prior hysterectomy for noncancerous reasons do not require a Pap smear.
2. Additional gynecological examinations shall be performed as deemed clinically
necessary by the Clinician.
Pregnant Inmates
The Vendor shall provide services for pregnant per HSB 15.03.39, Health Care for
Pregnant Inmates.
The Vendor shall ensure that an Inmate who is confirmed to be pregnant be
transferred to Lowell CI for the duration of her pregnancy; she shall be referred to an
Obstetrician to establish an official expected date of delivery, to receive routine
prenatal care and to be screened for high-risk pregnancy and chemical addiction for
obstetrical care. The Obstetrician shall follow the Inmate throughout her pregnancy
and make any necessary specialist consultation referral requests. Testing and
counseling shall be provided per Rule 64D-3.042, F.A.C. An APRN specialized in
Gynecology may manage gynecology exams. An appropriate referral to a
Gynecologist shall be made if clinically indicated.
Unless there is documentation of a previous positive test in an Inmate’s medical
record, the Vendor shall offer all pregnant Inmates HIV testing. Before the testing,
the Vendor shall provide counseling, including information on the potential impacts
to the child and the availability of treatment if she tests positive. The HIV counseling
shall be documented on Form DC4-812. If the pregnant Inmate objects to HIV testing,
the Vendor shall document her refusal on Form DC4-711A (Section 384.31, F.S.).
HIV, Hepatitis B (HBsAg), Gonorrhea, Chlamydia, and Syphilis testing will be offered
at the initial prenatal visit and at 28 to 32 weeks’ gestation (unless the first test is
positive) for all pregnant women, regardless of risk behavior per Rule 64D-3.042,
F.A.C. The HBsAg test is not necessary if there is a previous positive test in the
medical record.

IC-026

The Vendor shall ensue Pregnant Inmates be transferred to a contracted outside
hospital for the actual delivery and returned to Lowell CI when discharged by the
attending Obstetrician. Post-partum care, including the six-week check-up will be
provided at Lowell CI according to the orders of the attending Obstetrician. In the
case of an emergency delivery at the Institution, the Inmate and the infant will be
transferred to the contracted outside hospital as soon as possible and care will be
provided according to the attending Obstetrician's orders.
The Vendor shall ensure Institutions with Youthful Offenders (YOs) focus on health
education including Sexually Transmitted Diseases, Tuberculosis, Blood Borne
Pathogens, infectious diseases, personal hygiene, exercise, weight control and
nutrition.
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No.
IC-027

IC-028

IC-029

IC-030

Requirement
The Vendor shall provide health care to Inmates with impairments and disabilities, in
accordance with the ADA, FDC procedures, and HSBs. The Clinician shall assist in
placement of Inmate with impairments or disabilities to ensure that they will receive
all necessary accommodations appropriate to their impairment or disability.
The Vendor’s goal should be to protect and preserve useful ranges of motion of all
articulations to the extent possible. Inmate with disabilities must receive adequate
assistance with their activities of daily living from trained Inmate Assistants, if
clinically indicated.
Chronic Illness Clinics
The Vendor shall establish chronic illness clinics and enroll Inmates into such clinics
according to their diagnoses. The Vendor shall evaluate, monitor, and provide
continuity of care to all Inmates enrolled in those clinics listed below, per HSB
15.03.05 and all attachments pertaining to their diagnosed illness.
Cardiovascular Clinic
Baseline procedures: Fundoscopic exam, EKG, Comprehensive Metabolic Profile
(CMP), Thyroid Stimulating Hormone, Urine Analysis by dipstick. If clinically
indicated: Chest X-ray, Lipid Profile, Complete Blood Count with platelets, PTT,
Prothrombin time with INR, Albumin, Creatinine, Liver Function tests.
Follow-up: lab test(s) are determined and ordered by the attending Clinician based
on findings at the previous clinic appointment. However, at a minimum, CMP and
urine analysis are required annually.
Goals:
Hypertension-Blood pressure less than 140/90 and if diabetic blood pressure is less
than 130/80.
Hyperlipidemia see chart below.
LDL Cholesterol
Low risk
<160
Moderate risk
<130
High risk
<100
HDL Cholesterol
Men
>40 mg/dl
Women
>50 mg/dl
Triglycerides
<150mg/dl
Anticoagulation: minimize number of Clinicians prescribing/adjusting wafarin for the
Inmate; establish to review each Inmate at least monthly; achieve a therapeutic INR
goal within 30 Days of warfarin initiation; use single target INR value as goal endpoint
(i.e., target 2.5 range 2.0-3,0); avoid major medication interactions.
Endocrinology Clinic
Baseline procedures: Dilated fundoscopic exam, Urine dipstick, CMP, Lipid Profile,
HbA1c are required for diabetic Inmates. Inmate with a thyroid disorder required TSH;
EKG may be ordered, if clinically indicated.
Follow-up: HbA1c (diabetic Inmate); TSH (thyroid disorder). At a minimum: CMP or
CMP, Lipid Profile, Urine dipstick and dilated fundoscopic exam are to be done
annually for diabetic Inmate. Inmate with thyroid disorders will need TSH annually.
Goals: HbA1c less than 7.0; prevent end-organ damage; if diabetic, blood pressure
less than 130/80 or for thyroid disorders, blood pressure less than 140/90; ACE
inhibitors or ARB are prescribed for any degree of proteinuria unless contraindicated;
Lipid profile range is LDL less than 100; TG less than 150 and HDl in men greater
than 40mg/dl and women greater than 50mg/dl; other endocrine conditions stable
with no unaddressed problems.
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No.
IC-031

IC-032

IC-033

IC-034

IC-035

IC-036

IC-037

Requirement
Respiratory Clinic
Baseline procedure: Chest X-Ray
Follow-up: As clinically indicated
Goals: Good control of medical condition (shortness of breath, wheeze, cough less
than two (2) Days per week); prevent complications; asymptomatic reactive airway
disease with fewer than two rescue inhalations a week of inhaled short acting beta
agonist; requires only routine care; and other pulmonary conditions stable with no
unaddressed problems.
Neurology Clinic
Baseline: EEG, Neuro-imaging, and Serum Drug level, if applicable
Follow-up: Serum Drug level, if applicable. At a minimum a CBC and CMP are
required annually.
Goals: Identify and classify type of seizure; avoid drug-drug interactions; minimize
seizures through appropriate therapy; minimize adverse events, including potentially
avoidable hospitalizations; prevent pressure ulcers in Inmates with paralysis; and
other neurological conditions stable with no unaddressed problems.
Immunity Clinic
Baseline: Fundoscopic exam, CD4 count with percentage, Complete Blood Count,
HIV Viral load, Toxoplasma Antibody, CMV-Antibody, TSH, Chest X-Ray, CMP, UA,
RPR. Hepatitis ABC screening, Pap smear.
Follow-up: CD4 and CBC, HIV viral load, these tests can be done more frequently if
clinically indicated. Fundoscopic exam if CD4 < 50 or if Inmate has visual complaints;
Pap smear every six (6) months.
Goals: Offer to screen; Identify acute seroconversion; Identify chronic infection
HIV viral load undetectable (sustained viral suppression); Prevent opportunistic
infection; No adverse effect from medication.
Gastroenterology Clinic
Baseline: HCV Viral load, Genotype, Fasting CMP, Complete Blood Count with
platelets, Liver Function test, UA
Follow-up: Liver Function Test. At a minimum annually: Complete Blood Count with
platelets, CMP and UA; Hepatocellular Carcinoma screening if indicated.
Goals: Prevent complications; Control condition; Diagnose cirrhosis early; Determine
complications, if present; and Delay decompensation.
Miscellaneous Clinic
Baseline: Blood tests are ordered based on diagnosis
Follow-up: As related to diagnosis or based on the clinical findings at the previous
appointment.
Goals: Control of medical condition and prevention of complications.
Oncology Clinic
Baseline: Diagnostic procedures as recommended by Oncologist
Follow-up: CBC and others, as clinically indicated
Goals: Cure disease; prevent spread of malignancy; prevent complications; prolong
life; and relieve suffering.
Tuberculosis Clinic
Baseline: Chest X-Ray, HIV test, Liver Function Test. Sputum for AFB Smears, NAA
(MTD) and culture, if clinically indicated.
Follow-up: Monthly Liver Function test or as ordered by the Clinician
Goals: Cure the individual Inmate and minimize the transmission of Mycobacterium
tuberculosis.
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No.
IC-038

IC-039

IC-040

Requirement
Specialty Care
When Inmate’s medical condition requires specialty care, the Vendor’s Clinician will
refer the Inmate to a specialty clinic. An attempt shall be made to provide a
presumptive diagnosis to the specialist.
The Clinician will review, acknowledge (by initial, date, stamp) all consultation
reports; follow-up visit, testing, and medications will be ordered. Meet with Inmate to
discuss results and discuss plan of care. The Clinician shall place Inmate on medical
hold until their medical issue has resolved.
Dialysis
The Vendor shall provide a board-certified nephrologist to supervise/oversee the
operation of the Dialysis Clinic at RMC, Florida State Prison (FSP), and Lowell CI or
alternate locations approved by the Department. The Nephrologist also monitors and
provides care for the Inmates who require dialysis.
Inmate Post Use of Force Assessment
The Vendor shall provide services to Inmates after a use-of-force incident, per Rule
33-602.210, F.A.C.
If a chemical agent was used, a Licensed Nurse shall ensure that the Inmate receives
education on the following:
1. Importance of showering immediately and not using soap;
2. To report any difficulty breathing immediately;
3. To remain in an upright position;
4. Not apply lotion to skin; and
5. To splash cool water to eyes every five (5) to 10 minutes
If an Inmate refuses to shower after force using chemical agents, the Vendor’s
medical staff shall conduct a cell-front examination and explain to the Inmate in a
clear and audible tone the purpose and potential physical implications of not
completing decontamination. Medical staff members shall record notes of any
decontamination consultation on Form DC4-701C, Emergency Room Record.
Immediately following a physical or electronic immobilization use-of-force event and
after the decontamination shower following a chemical agent use-of-force event, a
Licensed Nurse shall examine the Inmate, including a visual inspection of the entire
body, render any necessary medical treatment and document on Forms DC4-701C,
Emergency Room Record, Form DC4-708, Diagram of Injury, and Form DC4-701,
Chronological Record of Health Care. The Licensed Nurse shall notify the Clinician
and implement any treatment ordered. The Clinician shall review and sign Form DC4701C no later than the following Business Day. Copies of Form DC4-701C shall be
filed and distributed as directed on the form.

IC-041

The attending medical staff member shall make a mental health referral for any
Inmate with an S-grade of S-2 or S-3 using Form DC4-529, Staff Request/Referral.
The Referral shall be forwarded immediately so that a mental health evaluation can
be conducted on the Inmate following involvement in use-of-force by the following
Business Day.
Staff Care Post Use-of-Force
The Vendor’s Clinician or Licensed Nurse shall offer all Department or Vendor staff
involved in a use-of-force event a medical examination. If an examination is
conducted, it should be documented on Form DC4-701C, including all injuries
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No.

IC-042

Requirement
claimed by the staff member or observed by the medical staff. Should the staff
member decline a post-use-of-force medical examination, the Vendor’s medical staff
will have the employee sign Form DC4-711A, Refusal of Health Care Services,
indicating an examination was offered but declined.
Post Sexual Battery Examination
The Vendor shall provide services following reported sexual battery per Procedure
602.053, Prison Rape: Prevention Detection, and Response and HSB 15.03.36,
Post Sexual Battery Medical Action.
If an Inmate or staff member reports an Inmate as the alleged victim of sexual battery,
the Vendor’s Licensed Nurse shall:
1. Assess the alleged victim for any life-threatening conditions or injuries, notify the
Clinician immediately, and treat accordingly on the appropriate DC4-683
Protocol and document on Form DC4-683M, Alleged Sexual Battery Protocol.
2. Leave non-life-threatening injuries untreated to preserve any possible forensic
evidence for the Sexual Assault Response Team (SART).
3. Notify the OIC if the nurse is the first to know.
4. Provide the alleged victim with Form DC4-711B, Consent and Authorization for
Use and Disclosure Inspection and Release of Confidential Information, and
complete as described in HSB 15.03.36.
5. Complete Form DC4-529, Staff Request Referral, to initiate a Mental Health
Referral for the alleged victim to be seen no later than the next Business Day.
6. The Vendor shall document the PREA (Prison Rape Elimination Act) number on
the appropriate DC4-700B or DC4-700C Form (Medical Encounter Coding Form
– Male and Female).
The Vendor shall ensure after a medical screening by the SART at the Institution, the
Licensed Nurse review the medical record to ascertain which of the following labs
were collected:
• HIV
• Hepatitis B
• Hepatitis C
• Syphilis
• Gonorrhea
• Chlamydia
The Vendor shall ensure if any of the above tests were not performed, the Licensed
Nurse obtain a Clinician’s Order to collect specimen(s) and administer treatment(s)
as ordered, including prophylactic treatment. If the perpetrator is known and
identified, a Clinician will order for the perpetrator to be tested for the above
conditions.
The Vendor shall ensure all female victims capable of becoming pregnant (i.e., premenopausal, non-pregnant, childbearing age, the uterus still intact) have pregnancy
testing scheduled at the appropriate interval. Emergency contraception (e.g., Plan B
One-Step) shall be kept in stock or readily available at all female Institutions/facilities
and shall be offered to all alleged female victims of reproductive age, per the
instructions on the medication insert.

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Requirement
The Vendor shall ensure repeat testing for diseases that may have been transmitted
be done at intervals of four (4) weeks, three (3) months, and one (1) year. Clinicians
shall repeat testing cultures and probes within two (2) weeks for female victims.
The Vendor shall ensure an Inmate with any positive test results for trichomonas,
cervicitis, or any other STD be treated by the Clinician, as clinically indicated,
following current STD treatment guidelines.
1. HIV
2. Hepatitis B
3. Hepatitis C
4. Syphilis
5. Gonorrhea
6. Chlamydia

IC-043

The Vendor shall ensure if any of the above tests were not performed a Licensed
Nurse obtain a Clinician’s Order to obtain as well as for prophylactic treatment.
Collect specimen(s) and administer treatment(s) as ordered.
Pre-Special Housing Health Evaluation
The Vendor shall provide evaluations before an Inmate is moved into Special Housing
per Procedure 403.003, Health Services for Inmates in Special Housing. The
assessment requires the Inmate's presence and includes, at a minimum, vital signs,
weight, health-related inquiry (questions), and observation of any acute mental
impairment.
The Vendor shall ensure licensed health care staff, including a Clinician, RN, or LPN
as soon as possible, conduct a health assessment on an Inmate before the Inmate
enters Special Housing.
The pre-Special Housing health assessment will include the following:
1. A review of the Inmate’s mental and physical health records;
2. Completion of the Risk Assessment for the Use of Chemical Restraint Agents
and Electronic Immobilization Devices, Form DC4-650B, including notations if
the Inmate;
• Has a condition that may be exacerbated by chemical restraint agents such
as asthma, chronic obstructive pulmonary disease, emphysema, chronic
bronchitis, tuberculosis, congestive heart failure, dysrhythmia, angina
pectoris, cardiac myopathy, pacemaker, pregnancy, unstable hypertension
greater than 160/110, multiple sclerosis, muscular dystrophy, or a seizure
disorder.
• Has a condition that may be exacerbated by electronic immobilization
devices (EID) such as seizure disorder, multiple sclerosis, muscular
dystrophy, pacemaker, or is pregnant.
3. A determination of any medication being taken by the Inmate that will be
continued while in a Special Housing unit;
4. Identification of scheduled health appointments for callout;
5. Physical assessment on Form DC4-769 that determines any current health
complaints;
6. Evaluation of any physical or mental complaints using the appropriate DC4-683
protocol form;
7. Observing the Inmate for signs of acute mental impairment;
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IC-044

Requirement
8. Addressing any concerns to ensure continuity of care for the Inmate in Special
Housing; and
9. Documentation of the overall fitness of the Inmate for Special Housing.
The omission of any of the above actions during a health assessment requires written
justification by the Vendor’s health care staff. Same-Day written notification on Form
DC4-529, will be provided by the Vendor’s medical staff to the Vendor’s mental health
staff for any S-2 and S-3 Inmates placed in Special Housing. On weekends or
holidays, mental health staff will be notified the next Business Day.
Special Housing
The Vendor shall ensure a Clinician visits Special Housing at least once a month to
assess overall conditions of the housing and ensure that Inmates in Special Housing
have access to and receive adequate health care. Inmates scheduled to see
Clinicians will be seen in the Exam Room in each Special Housing unit, as defined in
Procedure 403.003, Health Services for Inmates in Special Housing, and related FDC
forms.
The Vendor shall administer medication cell front in Special Housing units as ordered
by the Clinician. A Licensed Nurse shall document when medication is administered
using Form DC4-701A, Medication and Treatment Record
The Vendor shall ensure the CHO/SMD designate qualified health care staff (for
nursing, only a Licensed Nurse shall be assigned) to perform daily health care rounds
in Special Housing. Special Housing rounds shall be performed at least once daily
during waking hours at Major Institutions. These rounds are intended to be a medical
screening, not designed to provide treatment (unless an emergency).
Rounds shall include:
1. Asking each Inmate whether they have any medical or mental health complaints,
receiving a response from the Inmate, and observing each Inmate to verify if there
are any obvious health problems.
2. If a Licensed Nurse is performing rounds, once he/she has checked on every
Inmate, the Nurse shall sign Form DC4-696, Nursing Special-Housing Rounds.
The Vendor’s Clinician shall evaluate and document an appraisal on the Form DC4701 if an Inmate refuses medical treatment or the Inmate’s condition has visibly
deteriorated. Any refusal for health care services or procedures will be fully
documented in the medical record and on Form DC4-711A, Refusal of Health Care
Services.
The CHO/SMD or other designated Clinician shall visit the Special Housing areas at
least once each month to evaluate the effectiveness of the health care provider visits
and determine the area's general sanitation. Whenever a facility does not have an
assigned Clinician, the Regional Medical Director will ensure appropriate coverage
is provided.
Visits shall be documented on Form DC4-694, Monthly Special Housing Inspection,
and shall include:
1. A check of general environmental health and sanitation conditions;
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Requirement
2. Any specific health concern for Inmates expressed by health care staff, security
staff, or Inmates; and
3. Identification of any special attention that an Inmate requires, documented on
Form DC4-701.
The Vendor shall provide a copy of the completed Form DC4-694, Monthly Special
Housing Inspection, with the results of the monthly visit to the Warden and the
Institution’s Chief of Security.
Infirmary Care
The Vendor shall provide infirmary services per HSB 15.03.26, Infirmary Services
and Nursing Manual. All infirmary Inmates must be within sight or sound of the
Vendor or health services staff at all times.
The Vendor’s Clinician shall provide infirmary care, including:
1. Admission physical examination;
2. Admission orders as clinically indicated (such as diagnosis, medications, lab, Xray, EKG, ultrasound, diet, activities, and IV fluid);
3. Daily rounds to monitor and assess Inmates’ health status, give new treatment
plans, or give orders as necessary;
4. Long term care;
5. Continuity of care, continue maintenance medication regimen and refer to
Palliative Care when appropriate;
6. Discharge orders including medications and discharge summary, diagnoses,
follow-up diagnostic testing/labs, and consultation(s); and
7. If the Inmate is not responding or improving with infirmary care, the Clinician shall
refer the Inmate to the nearest community hospital for further evaluation and
treatment.
The Vendor’s Licensed Nurses shall provide the following infirmary care:
1. Rounds every two (2) hours for all Inmates in the Infirmary and documented on
Form DC4-717, Infirmary Inmate Rounds Documentation Log (a CNA may
perform these rounds with referral to a Licensed Nurse on duty if any issues are
identified);
2. A sufficient number of Licensed Nurses available to meet the Inmates' needs
based on the number of Inmates, the severity of their illnesses, and the level of
nursing care required;
3. Complete Form DC4-529, Staff Request/Referral, for all Inmates admitted to the
infirmary for mental health reasons, and ensure the referral is provided to the
Vendor’s mental health staff;
4. Log admissions and discharge for inpatient admissions (acute, chronic, or
IMR/SHOS) using Form DC4-797E, Infirmary Log Inpatient, for Inmates with
acute, chronic (long-term care) needs or on IMR/Self-Harm Observation Status
(SHOS); and
5. Log admissions and discharge for outpatient admissions (23-hour observation
and test preparation/specimen collection) using Form DC4-797B, Infirmary Log
Outpatient.
An RN shall be available on-site at all times if there are Inmates in the Infirmary to
oversee Inmates' care. Daily Clinician rounds can be completed via telephone rounds
on weekends and State holidays by making calls to the infirmary's charge nurse.
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IC-046

IC-047

IC-048

Requirement
The Vendor shall ensure Inmates admitted into the infirmary for 23-hour observations
have one of the following dispositions documented on Form DC4-714B, Clinician’s
Order Sheet.
1. The Inmate is discharged back to their dorm once their condition has improved,
up to 23 hours from admission;
2. If the condition does not improve, the Inmate may be admitted to the Infirmary as
an acute Inmate, if clinically appropriate (Clinician shall complete form DC4714D, Infirmary Admission Orders Sheet); or
3. If the Inmate’s condition has worsened past the level of care available in the
Infirmary, the Inmate shall be transferred to an Outside Hospital for care and
treatment.
Infirmary Admissions
The Vendor shall ensure in infirmary admissions:
1. A Licensed Nurse shall complete an assessment on all Inmates admitted for
acute status, chronic (long-term care) status, or IMR/SHOS, documented using
Form DC4-732, within two (2) hours of admission to the infirmary.
2. A Licensed Nurse shall complete an assessment on all Inmates admitted for 23Hour Observation and document on Form DC4-732B, within one (1) hour of
infirmary admission.
3. A Licensed Nurse shall complete a focused assessment on all stable Inmates
currently in the infirmary for test preparation/specimen collection, documented on
Form DC4-732A, within one (1) hour of their arrival at the infirmary.
Infirmary Nursing Evaluations
The Vendor shall ensure in infirmary nursing evaluations:
1. Acute Patients shall be assessed by a Licensed Nurse every eight (8) hours,
including vital signs documented on Form DC4-684, Infirmary/Hospital Daily
Nursing Evaluation. A Licensed Nurse shall assess, treat, and document all new
Patient health complaints using the appropriate DC4-683 Protocol Series.
Nursing staff should document all additional nursing notes on Form DC4-714A,
Infirmary Progress Record.
2. Chronic (long-term care) Patients shall be evaluated daily by a Licensed Nurse,
if the Patient is stable, documented on Form DC4-714A, Infirmary Progress
Record, in SOAPIE format. The RN or Clinician shall modify the plan if the desired
outcome is not achieved.
3. IMR/SHOS Infirmary Patients shall be observed every 15 minutes by a Licensed
Nurse, CNA, or security staff assigned to the infirmary documented on Form DC4650, Observation Checklist. A Licensed Nurse must evaluate the Patient every
eight (8) hours, documented on Form DC4-673B, Mental Health Daily Nursing
Evaluation. A Licensed Nurse shall assess, treat, and document all new Patient
health complaints using the appropriate DC4-683 Protocol Series. Nursing staff
should document all additional nursing notes on Form DC4-714A, Infirmary
Progress Record.
4. 23-hour observation Patients and test preparation/specimen collection Patients
shall be evaluated by a Licensed Nurse every eight (8) hours, including vital
signs, documented on Form DC4-732B. A Licensed Nurse shall assess, treat,
and document all new Patient health complaints using the appropriate DC4-683.
Additional nursing notes shall be documented on Form DC4-701, in SOAPIE
format. An RN or Clinician shall modify the plan if the desired outcome is not
achieved.
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No.
IC-049

IC-050

IC-051

Requirement
Infirmary Patient Weights
The Vendor staff shall weigh acute, chronic (long-term care), 23-hour observation;
and IMR/SHOS Patients upon admission and then as follows:
1. Acute Patients: as ordered by Clinician;
2. Chronic (long-term care) Patients: weekly;
3. IMR/SHOS Patients: as ordered by Clinician; and
4. Test preparation/specimen collection Patients: as ordered by a Clinician.
Infirmary Weekend/Holiday Clinician Rounds
A Licensed Nurse shall call the on-call Clinician on Saturday, Sunday and State
holidays to provide the Clinician with current Patient nursing assessment information
for acute medical and mental health admissions.
The Licensed Nurse shall document the conversation with Clinician on the on Form
DC4-714A, Infirmary Progress Record, and document any new Clinician Orders,
using Form DC4-714B, Clinician’s Order Sheet.
Infirmary Discharge:
When a Clinician writes the order to discharge a Patient from the infirmary, the nursing
staff will complete a nursing discharge note on the progress note form or nursing daily
assessment form.
A Licensed Nurse shall complete a discharge evaluation and education that includes
the following:
1. Nursing assessment (note wounds or dressings);
2. Current Patient complaints, if any;
3. Patient education, including medication information;
4. Discharge instructions, including signs and symptoms to watch for, and when to
return to the medical department;
5. A follow-up appointment with the Clinician;
6. The Patient’s understanding of the discharge instructions; and
7. Disposition of the Patient (Document where the Patient was discharged to).

IC-052

The Licensed Nurse shall document the discharge evaluation and education using
the following:
1. For acute and chronic (long-term care) admissions: Form DC4-684,
Infirmary/Hospital Daily Nursing Evaluation;
2. For IMR/SHOS admissions: Form DC4-673B, Mental Health Daily Nursing
Evaluation, or Form DC4-714A, Infirmary Progress Record;
3. For 23-hour observation admissions: Form DC4-732B, Infirmary Outpatient
Admission 23-Hour Observation Nurses Note; and
4. For test preparation/specimen collection admissions: Form DC4-732A, Infirmary
Outpatient Admission Test Preparation or Specimen Collection.
Palliative Care
The Vendor shall provide palliative care per HSB 15.02.17, Palliative Care Program
Guidelines and Nursing Manual. The Vendor’s Clinician shall work closely with its
nursing staff and mental health staff, along with the FDC’s chaplain, security staff,
and classification staff, as a member of the Interdisciplinary Team to provide
compassionate care for Inmates with advanced stage terminal illnesses in the last
phase of his/her life per HSB 15.02.17, Palliative Care Program Guidelines.

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Requirement
The primary goals are to provide comfort care to alleviate pain while continuing
maintenance medication regimens. A Licensed Nurse shall provide direct nursing
services, provide case management services, and give supportive care to palliative
Patients. A Licensed Nurse shall complete an assessment of the Patient at the
beginning of each eight-hour shift and documented on Form DC4-701, Chronological
Record of Health care.
When transferring a Patient into palliative care, the transferring facility RN shall
complete:
1. Form DC4-760F, Palliative Care Program Nurses Referral, and verify consent for
palliative care is in the medical record.
2. Document instructions and the counseling provided for Patient at discharge.
3. Complete the transfer section of Form DC4-760A, Health Information
Transfer/Arrival Summary.
The receiving facility RN shall complete:
1. Complete the Arrival section of Form DC4-760A, Health Information
Transfer/Arrival Summary;
2. An initial nursing assessment on Form DC4-732, Infirmary/Hospital Admission
Nursing Evaluation;
3. Within 24 hours of admission confer with the attending Clinician to obtain orders
for treatment, medication, advanced directives, and release of information as
indicated by the Patient; and
4. On-going assessments on Form DC4-701, Chronological Record of Health care,
throughout her/his length of stay.

IC-053

A Licensed Nurse shall provide the following supportive care to palliative Patients:
1. Works with the Patient’s attending Clinician to plan interventions that control and
or alleviate the Patient’s symptoms, including pain.
2. Ensures that nursing provided by subordinates is delivered in a manner
consistent with palliative goals and objectives, through reviewing records and
direct observation.
3. Participates as a team member of the Interdisciplinary team, assuming
responsibility for the management of Patient care.
4. Monitors the overall well-being of the Patient and coordinates the services of
other disciplines between meetings of the Interdisciplinary team.
5. Documents the Patient’s Plan of Care, as conceived by the Interdisciplinary team
on Form DC4-701, Chronological Record of Health Care, following the meeting.
6. Chart any additional problems and interventions on Form DC4-701,
Chronological Record of Health Care.
Fall Risk Assessment
The Vendor shall provide care in accordance with the Nursing Manual. A Licensed
Nurse shall complete a fall risk assessment upon all acute and chronic admissions
into the Infirmary and document using Form DC4-684A, Morse Fall Scale. Ongoing
fall risk assessments shall be completed and documented by a Licensed Nurse as
follows:
1. Daily on all Acute Patients;
2. Weekly on all Chronic Illness Patients; and
3. As needed for changes in the Patient’s cognitive dysfunction (dementia, delirium);
impaired mobility; or medication that may affect the Patient’s balance.
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No.

IC-054

Requirement
Post-Fall Assessment
If a Patient does fall, a Licensed Nurse shall assess the fall and complete a new Form
DC4-684A, Morse Fall Scale and Form DC4-684B, Post Fall Protocol, and fall risk
assessment for each one.
Pressure Ulcer Prevention
The Vendor shall provide care following the Infection Control Manual. The Vendor
shall establish an interdisciplinary team with defined roles and responsibilities to
oversee pressure ulcer prevention for Inmates in the inpatient setting. The Vendor
shall provide ongoing education to the Patient and all members of the health care
team regarding pressure ulcer prevention and treatment.
The Vendor shall provide Clinicians with expertise to provide initial and ongoing
pressure ulcer prevention education, including how to accurately stage and treat
pressure ulcers. The Vendor shall maintain, encourage, and preserve activities of
daily living (ADLs) as much as possible. The Vendor shall also protect and prevent
skin breakdown secondary to extended immobility.
A Licensed Nurse shall complete the admission and a Licensed Nurse shall complete
the daily assessments, as outlined in the infirmary requirements above, that includes
Braden Scale and performs head to toe skin inspections for all Patients upon
admission and document any alteration in skin color, temperature, texture, turgor,
consistency or moisture. A Licensed Nurse shall repeat the head-to-toe skin
assessment, as required. Document, as required, and communicate the results of
the pressure ulcer risk assessment, skin assessments and the pressure ulcer
prevention plan to all members of the health care team.
The Vendor shall establish a pressure ulcer prevention plan, targeted to the Patient
identified risk factors, that aims to:
1. Minimize or eliminate friction and shear;
2. Minimize pressure with off-loading and support surfaces;
3. Manage moisture; and
4. Maintain adequate nutrition.

IC-055

The Vendor shall monitor compliance with pressure ulcer prevention practices
through auditing the process measures (e.g., percentage of Patients with
documentation of risk assessment and skin inspection at admission, percentage of
at-risk Patients with an appropriate pressure reduction surface in place). This ongoing
monitoring should allow the Vendor to continually monitor the effectiveness of the
pressure ulcer prevention program through ongoing monitoring of outcome
measures. The Vendor shall investigate every occurrence of stage III or stage IV
pressure ulcers to identify what system failures and factors contributed to the
occurrence of these pressure ulcers through a root cause analysis and identify
opportunities for improvement.
Self-Harm Observation Status
The Vendor shall provide care in accordance with Procedures 404.001, Suicide and
Self-Injury Prevention and 404.002, Isolation Management Rooms and Observation
Cells and HSB 15.05.18, Outpatient Mental Health Services.
The Vendor shall ensure when an Inmate is referred for observation, pursuant to the
above procedures, the Licensed Nurse shall complete a Patient assessment on Form
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No.

IC-056

Requirement
DC4-683A, Mental Health Emergency Protocol; Form DC4-529, Staff
Request/Referral; and Form DC4-781M, Emergency Nursing Log. The Vendor’s
mental health staff shall direct the FDC’s security staff to place the Inmate in an IMR,
or Observation Cell, if an IMR is not available. After-hours, a Licensed Nurse may
provide direction to place the Inmate. The Licensed Nurse shall obtain a verbal order
from the on-call Clinician and document the order on Form DC4-714B, Clinician’s
Order Sheet.
When the Inmate is housed in an IMR or an Observation Cell in the infirmary, the
Vendor’s medical staff shall observe the Inmate at the frequency specified in the
SHOS order (either every 15 minutes or continuously). If the cell is located within a
housing unit, FDC will be responsible for observing the Inmate. Staff will document
observations of Inmates on SHOS every 15 minutes on Form DC4-650, Observation
Checklist. Licensed Nursing staff shall complete a Patient assessment once every
eight (8) hours and document on Form DC4-673B, Mental Health Daily Nursing
Evaluation.
Psychiatric Restraint Use
The Vendor shall provide care in accordance with HSB 15.05.10, Psychiatric
Restraint. For Institutions with a mental health inpatient unit, these services shall be
provided by the Vendor’s mental health staff.
The Vendor shall ensure a Licensed Nurse completes an assessment on the Inmate
prior to restraint application using Form DC4-683A, Mental Health Emergency
Protocol. In an emergency, restraints can be authorized by an RN, who begin the
process of obtaining an order from a Clinician within 15 minutes of initiating restraints.
The health care professional granting authorization for restraints shall prepare, date,
and sign Form DC6-232, Authorization for Use-of-Force. Documentation of a
telephone order must include the content specified below and be countersigned by a
Clinician during the next regular Business Day.
The Clinician’s order, documented on Form DC4-714B, Clinician’s Order Sheet, or
within the EMR shall accompany each use of restraints and cannot be repeated on
an as-needed (PRN) basis. The Clinician’s order for restraints shall be documented
in the infirmary and include the following:
• Date and time
• Duration
• Purpose
• Release Criteria
• Authorization for the use-of-force
The Vendor’s staff shall provide continuous observation of any Inmate undergoing
psychiatric restraint. Either direct observation or video monitoring equipment may be
used. Observations will be noted every 15 minutes and continued until the use of
restraints is terminated. Nursing staff shall document pertinent observations and
checks on Form DC4-650A, Restraint Observation Checklist. Nursing staff shall
make observations of respiration and satisfactory circulatory status (e.g., respiration
rate, nail beds, skin warm to touch, etc.) every 15 minutes.
The Vendor shall ensure nursing staff check the restraints every 60 minutes for
rubbing and excessive looseness or tightness and remind the Inmate (if awake) of
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Requirement
the 30-minute rule release criteria. An incidental note will be made in the record
hourly to note the Inmate’s condition, behavior, and monitoring activities. Nursing
Staff will exercise the Inmate’s restrained limbs every two (2) hours. One (1) limb will
be released at a time and placed back into restraints before releasing the next limb
for exercise. Each limb will be exercised for at least one (1) minute. A bedpan or
urinal will be offered every two (2) hours. Fluids will be offered every two (2) hours.
Staff will prop-up an Inmate in four (4) point restraints to minimize the risk of the
Inmate choking on the fluids. Meals will be offered during regular mealtimes. Nursing
Staff will feed the restrained Inmate. Staff will prop-up an Inmate in four (4) point
restraints to a seated position to minimize the risk of the Inmate choking. vital signs
shall be taken at the end of the restraint period.
The Vendor shall ensure the Inmate be released from ambulatory or four (4) point
restraints when the 30-minute rule is met. The Inmate must remain calm for 30
continuous minutes, that is, not display any verbal or physical signs of agitation,
before releasing her/him from restraints. The clinical lead staff member, as defined
in HSB 15.05.10, will determine when the release criteria have been met.

IC-057

The Vendor shall ensure upon release from restraints, the Inmate remain under
constant visual observation for 30 additional minutes to monitor for continuous calm
behavior. Restraints will be reapplied if, within 30 minutes following release from
restraints, the individual displays agitation. The restraints will be reapplied under the
current restraint order (so long as the order has not expired).
Therapeutic Diets
The Vendor shall prescribe any necessary therapeutic diets per Procedure 401.009,
Prescribed Therapeutic Diets.
The Vendor’s Clinician shall complete Form DC4-728, Diet Prescription/Order for all
therapeutic diet prescriptions/orders, and print the orders from the EMR with the
following distribution by the Vendor’s staff:
• One (1) copy to the Inmate; and
• One (1) copy emailed to food service staff.
The CHO/SMD, or designee, shall review the Form DC4-668 concurrently with
medical charts when considering renewal of a therapeutic diet. As a result of the
review, the following action will be taken:
1. Any Inmate, following the orientation, who misses 10% or more of her/his meals
during any month shall be called to medical to sign Form DC4-711A and the diet
will be discontinued accordingly.
2. If the Inmate refuses a special diet or is found consuming a regular tray when
known to be on a therapeutic diet, s/he will be directed by the FDC’s security staff
to return to the health services unit to sign Form DC4-711A for the therapeutic
diet.
3. Therapeutic diet counseling will be documented on Form DC4-701, Chronological
Record of Health Care.
Unless unusual medical circumstances exist, the CHO/SMD, or designee, may refuse
to re-prescribe a therapeutic diet for an Inmate who has been non-compliant. The
Vendor shall notify food services of any Inmate who has been removed from her/his
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No.
IC-058

Requirement
therapeutic diet, via email or by writing a new diet prescription that indicates the
therapeutic diet was discontinued.
Hunger Strikes
The Vendor shall provide care of hunger strikes per Procedure 403.009, Management
of Hunger Strikes. Nursing staff are to perform an initial assessment of the Inmate on
form DC4-683RR, Hunger Strike Protocol, within 30 minutes of being notified of the
Inmate’s hunger strike.
The Vendor’s Clinician will determine if placement in the infirmary is necessary based
upon the Inmate’s medical history and clinical findings. If clinically indicated, a
Clinician shall admit the Inmate to the infirmary as an acute admission.
A Clinician shall complete the following:
1. Baseline history and physical examination including weight and vital signs
2. Order laboratory testing
• Metabolic panel
• Complete blood count
• Urinalysis
• Repeat tests, as clinically indicated
3. Daily follow-up, which includes clinical observation for signs of dehydration or
malnutrition, vital signs, and weight, can be performed by a Licensed Nurse making
daily sick call rounds in Special Housing.
A Licensed Nurse shall document the follow-up in the Inmate’s medical record on
Form DC4-684D, Hunger Strike Daily Nursing Assessment. Daily follow-up for
Inmates in the infirmary shall be completed, in accordance with infirmary care for
acute admissions. Daily physical follow-up assessments will also be scheduled for all
hunger strike Inmates who are not admitted to the infirmary.
Nutritional and fluid intake shall be documented after each meal. A psychological or
psychiatric evaluation should be requested for any Inmate engaged in a hunger strike
to determine whether the hunger strike is associated with a mental disorder.

IC-059

In a difficult case where the rapidly changing situation requires Clinician availability
24 hours per Day, the Inmate shall be transferred to a site with 24-hour Clinician
availability, in accordance with Procedure 401.016, Medical Transfers.
EKG Services
The Vendor shall ensure EKG Services are available at the Major Institutions and
annexes at all times. EKG equipment shall be properly and safely maintained.
The Vendor shall ensure all EKG’s shall be performed by trained staff and a printed
EKG report shall be available immediately and placed in the chart. The Clinician
reading the EKG Report shall determine when an Inmate requires treatment, consult,
or offsite evaluation.
If requested by the Clinician, the Vendor shall provide a review by a cardiologist.
All EKGs shall be reviewed by a Clinician:
Immediately for the following:
• chest pain;
• new abnormal EKG results;
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IC-060

Requirement
• unchanged abnormal with new or increasing symptoms;
• abnormal vital signs; and
Next Business Day for the following:
• normal EKG results; or
• unchanged abnormal EKG results and no new cardiac symptoms.
Laboratory Testing
The Vendor shall be responsible for all laboratory and phlebotomy services, including
staff, supplies, and equipment. The Vendor shall provide or subcontract for laboratory
services that are not available on-site.
The Vendor’s Clinician shall write order(s) for all laboratory or diagnostic test(s) using
Form DC4-714B, Clinician’s Order Sheet. A Licensed Nurse shall note all
lab/diagnostic orders as required. Inmate Lab appointments shall be scheduled, as
ordered by a Clinician, in EMR by the Vendor’s staff.
The Vendor shall ensure a Phlebotomist or trained nursing staff (RNs, LPNs, or
CNAs):
1. Collect all Inmate specimen(s) as ordered by a Clinician.
a) If an Inmate refuses specimen collection, have the Inmate sign Form DC4711A, Refusal of Health Care Services Form;
b) notify the appropriate Clinician of the refusal the same Day; and
c) document the refusal on Form DC4-701, Chronological Record of Health
care.
2. Document all required information on Form DC4-797H, Laboratory Log (Inmate
name, DC#, type of lab test ordered date of order, date and time drawn) on the
Day that the specimen is collected.
3. Retrieve and print all laboratory results from the laboratory service provider daily
and alert the appropriate Clinician of any critical values immediately.
4. Document all lab results and the date received on Form DC4-797H, Laboratory
Log.
5. Lab reports shall be placed in the corresponding Inmate’s health care record
within 72 hours of receipt of the report, except for critical notifications, which shall
be brought to the appropriate Clinician immediately.
6. Monitor lab results for new positive Hepatitis B, Hepatitis C, HIV, MRSA, STD and
TB results.
7. Review culture and sensitivity reports to compare with Inmate’s prescribed
antibiotics and notify the appropriate Clinician as soon as possible of any Inmate’s
report that shows that there is resistance to a current prescribed antibiotic
therapy.
8. Ensure that the appropriate Clinician has reviewed and initialed/signed the labs.
9. Ensure that the appropriate Clinician has notified the Inmate of the results and it
is documented on Form DC4-701, Chronological Record of Health Care.
10. Ensure all reportable diseases and conditions are reported to the DOH by a
Clinician within the timeframes required in Section 381.0031, F.S., and Chapter
64D-3, F.A.C., and documented on Form DC4-710, Communicable Diseases
Record.
A Clinician shall review all lab results, initial the report once reviewed, and notify the
Inmate of the results, documenting Patient notification on Form DC4-797H,
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Institutional Care Requirements (IC)
No.
IC-061
IC-062

IC-063

Requirement
Laboratory Log. The Clinician shall address and treat all abnormal results as clinically
indicated.
The Vendor shall perform all genetic testing, as outlined in HSB 15.02.18, Genetic
Testing.
Radiology
The Vendor shall provide radiology services for the detection, diagnosis, and
treatment of injuries and illnesses. All x-rays must be provided in a digital format.
Referral for specialized diagnostic imaging shall be available and completed as
clinically necessary. The Vendor shall ensure radiology services comply with all
applicable laws, rules, and regulations.
Discharge Planning
The Vendor shall provide discharge planning per HSB 15.03.29, Prerelease Planning
for Continuity of Health Care.
The Vendor shall be responsible at each Institution for coordinating the health care
portion of the Department’s re-entry initiative.
The Vendor’s Clinician shall complete a pre-release assessment on each Inmate, as
applicable and document on Form DC4-549, Prerelease Health Care Summary in the
following time frames:
1. Inmates with clinically significant functional impairment 180 Days prior to EOS;
and
2. Inmates without placement needs between 30 and 60 Days prior to EOS.
The Vendor shall ensure all prerelease Inmates that are referred to a community
provider have a completed Form DC4-711B, Consent and Authorization for Use and
Disclosure Inspection and Release of Confidential Information for all relevant
providers or entities at the time of release.
The Vendor shall provide all pre-release Inmates who choose not to sign Form DC4711B at the time of release, a blank Form DC4-711B for follow-up after release. The
Vendor shall also provide all prerelease Inmates with the address and telephone
number of the inactive storage warehouse locations where EOS health records are
maintained.
The Vendor shall provide all Inmates who require immediate medical attention or
continuity of care, as determined by the CHO/SMD or Clinician, copies of the
Prerelease Health Care Summary, DC4-549, along with other pertinent or vital health
information to support any specific diagnoses at the time of release.

IC-064

The Vendor shall provide copies of pertinent health information at the time of release
to aid Inmates with applications for disability, employment requirements, vocational
rehabilitation services, county health department services, private Clinician
treatment/care, etc.
Tuberculosis Discharge Planning
The Vendor shall comply with HSB 15.03.18 and notify the DOH as part of discharge
planning and to ensure continuity of care for Inmates currently receiving treatment for
Tuberculosis Disease or Infection.
A Licensed Nurse shall complete Form DC4-758, Tuberculosis EOS Health
Information Summary, before release. The Licensed Nurse shall also contact the
Page 86 of 259

FDC ITN-22-042

Institutional Care Requirements (IC)
No.
IC-065

IC-066

Requirement
county health department in the county where the Inmate will be residing before or at
release, to ensure continuity of care.
HIV Pre-Release Planning
The Vendor shall provide care per HSB 15.03.08. FDC pre-release planning staff will
establish an appointment for the Inmate at the local county health department or
community provider as soon as his/her EOS date is known.
The Vendor shall provide the following information from the Inmate’s medical record
to the appropriate county health department or community provider where the Inmate
will receive health care after release:
1. HIV test result showing a Western Blot confirmation of a positive result.
2. Latest CD4 count.
3. Latest viral load test result (if done).
4. Documentation of opportunistic infections and AIDS defining illnesses (lab
reports, CXR results, and/or notes).
5. Latest TST test date and results.
6. Date of pneumococcal and influenza vaccine.
7. Antiretroviral history and current treatment.
Mandatory HIV End of Sentence (EOS) Testing
The Department is required by Section 945.355, F.S., to test all Inmates for HIV prior
to the end of their sentences. Accordingly, all Inmates shall be scheduled for an HIV
test 180 Days prior to their date of EOS. If the Inmate refuses the test, they will be
advised of the possible benefits of having such testing performed and the requirement
by the Florida Statutes. The Vendor will ensure the Inmate signs a DC4-711A,
Refusal of Health Care Services within 60 Days of EOS if they still wish to refuse.
Inmates with a previous positive HIV test are exempt from this requirement. Inmates
with a negative HIV test within one (1) year from their EOS date are also exempt from
this requirement.
If an Inmate’s HIV status is unknown to the Department, the Vendor staff shall perform
an HIV test on the Inmate no less than 60 Days prior to the Inmate’s release date.

IC-067

The Vendor shall record the results of the HIV test in the Inmate’s medical record on
Form DC4-710, Communicable Diseases Record.
EOS Medication and Medical Equipment/Supplies
The Vendor’s Clinician shall order release medications, medical equipment or
medical supplies at the time of the EOS assessment to ensure delivery to the
Institution before the Inmate’s release. Such medications, medical equipment, and
medical supplies shall be placed in a designated secure location in the medical unit
for issuance upon release.
Inmates with a chronic illness shall have their maintenance medications prescribed
for up to 14 Days if deemed indicated. However, HIV medications, shall be provided
for 30 Days at all times.
Inmates with an acute illness shall have enough medication prescribed to complete
the therapy regimen. Care must be exercised in prescribing medications with the
potential for abuse.
Page 87 of 259

FDC ITN-22-042

Institutional Care Requirements (IC)
No.

IC-068
IC-069

IC-070
IC-071

IC-072

IC-073

IC-074

IC-075

Requirement
A Licensed Nurse shall place EOS medication received from the Department’s
pharmacy in a bin, basket, or tray in the institutional pharmacy.
A Licensed Nurse will create a call-out list for EOS Inmate(s) to pick up their
medication and ensure each EOS Inmate signs for the medication just as they would
for any Keep On Person (KOP) medication.
The Vendor shall take proper precautions and promptly transmit the appropriate
reports to the DOH, outside hospitals, and health care delivery facilities and notify the
Department’s Office of Health Services when communicable diseases are diagnosed.
The Vendor shall implement an Infection Control Program, which includes concurrent
surveillance of Inmates and staff, preventive techniques, and treatment and reporting
of infection in accordance with local and State laws. The program shall be in
compliance with CDC guidelines on universal precautions and OSHA regulations.
The Vendor shall administer a Bloodborne Pathogen Control Program according to
National Guidelines and Department practices. The Vendor must comply with all
provisions of this plan.
Infection Control Nurse Orientation Training
The Vendor shall provide infection control orientation and training to each institutional
Infection Control Nurse (ICN) and, upon completion, provide the Office of Health
Service with a written documentation of their training completion (certificate) and
maintain the Certificate on file for each ICN at the appropriate Institution.
The Vendor shall ensure as part of the Infection Control Program, the Vendor
administer an Immunization Program, according to the National Recommendations
of Advisory Committee on Immunization Practices (ACIP), a Tuberculosis Control
Program according to CDC guidelines and YO Institutions shall participate in the
Federal Vaccines for Children Program (VFC). This program provides all vaccines
used in youth settings, including but not limited to HBV, at no cost to the Department.
The Vendor’s personnel shall register for this program.
Employee Health Program:
The Vendor shall be responsible for an employee health program for each Institution,
which includes the Vendor’s completion of the following for FDC staff:
1. TB screening and testing;
2. Hepatitis B vaccination series or any other vaccinations provided by the
Department;
3. Immediate review and initial treatment of exposure incidents; and
4. Completion of the appropriate records and forms (actual records are to be made
available to the Department’s Human Resource office upon verifiable request).
The Vendor shall provide screening, evaluation/assessment, and necessary
treatment for Inmates who are identified as having Gender Dysphoria, as outlined in
Procedure 403.012, Identification and Management of Transgender Inmates and
Inmates Diagnosed with Gender Dysphoria. Only a provisional diagnosis of Gender
Dysphoria can be given prior to the completion of a comprehensive psychological
evaluation, in accordance with Procedure 403.012. The provisional diagnosis must
be agreed upon by the Multi-Disciplinary Services Team (MDST) at each facility. At
Institutions without an MDST, the provisional diagnosis may be made by a
Psychologist or behavioral health specialist. The Vendor’s Regional Mental Health
Director shall review all provisional diagnoses charts/records prior to submission to
the Office of Health Services for processing.
The Vendor shall provide services to Inmates with hearing, mobility and vision
disabilities in accordance with HSB 15.03.13, Assignment of Health Classification
Page 88 of 259

FDC ITN-22-042

Institutional Care Requirements (IC)
No.

IC-076
IC-077

IC-078

IC-079

IC-080

Requirement
Grades to Inmates, and HSB 15.03.25, Services for Inmates with Auditory, Mobility,
or Vision Impairments and Disabilities (including HSBs 15.03.25.01, 15.03.25.02,
15.03.25.03, and all appendices); and shall respond promptly to inquiries received
from the Department regarding the status of individual Inmate Patient cases.
The Vendor shall treat all hernias as required in HSB 15.03.47, General Guidelines
for Management of Hernias; and shall respond promptly to inquiries received from the
Department regarding the status of individual Inmate Patient cases.
The Vendor shall treat Inmates with Hepatitis C in accordance with HSB 15.03.09,
Supplement 3, Management of Hepatitis C, and the Department’s provided treatment
plan; and shall respond promptly to inquiries received from the Department regarding
the status of individual Inmate Patient cases.
Screening, Testing, and Treatment of Hepatitis C (HCV)
The Vendor shall ensure that Patients receive a progression of screening labs, as
needed, to prioritize Inmate Patients for treatment. All Patients will have lab tests for
Hepatitis C (HCV) antibodies. Positive HCV antibody results will be reflexively
assayed for viral load. Positive viral loads will be reflexively assayed for Fibrosure,
which will provide the fibrosis score. All Inmate Patients with a fibrosis score of F2,
or above, will receive an abdominal ultrasound to test for indications of advanced
hepatic fibrosis.
Some Patients will also need to be tested for HIV, as clinically indicated, for treatment
prioritization. Also, Patients will receive routine lab testing during treatment, followed
by a test for a sustained viral response (SVR) at 12-weeks post-treatment. The SVR
will verify whether the treatment was successful.
Keep on Person (KOP) Medication Pick Up
The Vendor shall ensure the Licensed Nurse or trained Certified Nursing Assistant:
1. Prepare a written or typed call-out list (list of Inmate names) daily from the
information on the pharmacy delivery sheets by the nurse in the medication room.
2. Ensure the call-out is distributed to FDC security with enough copies for each
dorm that the Inmates on the list are assigned.
3. Ensure the Inmate signs the sticker(s) that are attached to the refill slip(s) for their
medications.
4. Ensure the signed stickers are placed on the actual delivery sheet where the
medication is listed by responsible nursing staff.
5. Ensure, if the Inmate does not show up for the KOP medication, the no-show
procedure is followed.
The delivery sheets with the signed stickers shall be filed and saved by nursing staff
assigned to medication room.
IV Therapy
The Vendor shall ensure IV therapy be initiated, maintained and discontinued under
the authority of a licensed Clinician. IV therapy shall be provided by an RN or an IVcertified LPN under the direction of an RN.
An LPN may provide IV therapy, if s/he is licensed in the State of Florida per the
guidelines in Chapter 64B9-12, F.A.C., Administration of Intravenous Therapy by
LPNs, have completed an approved IV training course, and demonstrate
competency.

Page 89 of 259

FDC ITN-22-042

Institutional Care Requirements (IC)
No.
IC-081

Requirement
Special Housing Medication Administration
The Vendor shall ensure medications for Inmates in Special Housing be reviewed by
health care staff during the Pre-Special Housing Health Evaluation to verify a current
(valid) order on DC4-714B, Clinician’s Order Sheet, for the medication.
1. Single-dose medications shall be delivered and administered by the Licensed
Nurse to Special Housing. Single-dose medications will be taken to the Special
Housing unit(s) and administered by licensed nursing staff. A “no-show” shall not
occur in Special Housing.
2. KOP medications will be returned to the Inmate for self-administration unless
determined otherwise by health care staff. Inmates in Special Housing will be
allowed to have KOP medication in their cells and self-administer as prescribed.
Special circumstances will be addressed individually.

IC-082

Single-dose medications will be taken to the Special Housing unit(s) and administered
by licensed nursing staff. A “no-show” shall not occur in Special Housing.
Medication Refusal
The Vendor shall ensure that if an Inmate refuses prescribed medication, the
prescribing Clinician:
1. Write an Order to either continue or discontinue the prescribed medication using
the appropriate Department form;
2. Make an entry in the Form DC4-701, Chronological Record of Health Care,
reflecting the decision to continue or discontinue the medication(s), and the
rationale for the decision;
3. Request nursing staff educate the Inmate on the necessity of continuing the
medication at the time of refusal, and document the request on the Form DC4701A; and
4. Complete a Form DC4-711A, Refusal of Health Care Services. The medication
will not be offered by nursing personnel based on the completion of the Form
DC4-711A. The completed Form DC4-711A, along with the chart, will be
forwarded to the Clinician for their review and further clinical disposition. The
Clinician’s review shall be documented on Form DC4-701 in chronological order.
The Vendor shall ensure a Licensed Nurse immediately notify a Clinician of a
medication refusal that may put the Inmate’s health at risk.
If an Inmate indicates they no longer want to take the medication and will refuse all
future doses:
1. The Vendor shall complete Form DC4-711A, including the appropriate
medication counseling;
2. The Inmate will no longer be required to report to the medication window (except
for Inmates being treated for Latent Tuberculosis Infection); and
3. A Clinician referral will be made requiring the same documentation as stated
above.
Documentation of medication refusals will be made in the comments section on the
back of Form DC4-701A, Medication and Treatment Record. After three (3)
consecutive medication refusals or five (5) medication refusals in a month, a Licensed
Nurse shall have the Patient sign Form DC4-711A.
Page 90 of 259

FDC ITN-22-042

Institutional Care Requirements (IC)
No.
IC-083

IC-084

Requirement
Medication No-Shows
The Vendor shall ensure that if Inmates are on the call out log and fail to report to the
medication window:
1. At the end of scheduled single-dose medication administration, a list of Inmates
who have failed to appear shall be documented on the No Show-Call Out Log,
DC4-701L Form, by the medication nurse(s) and delivered to the correctional
officer assigned to medical or the FDC shift supervisor.
2. An Inmate’s no-show and action taken (including the name of the security officer
notified of the no-show) will be documented on Form DC4-701A, by nursing staff.
3. The FDC Shift Supervisor will ensure the Inmates listed on Form DC4-701L are
located and ordered to report immediately to the clinic.
4. No-shows at the medication window will be considered a tacit refusal of singledose medication, with the exception of HIV, insulin, and INH medication. The
DC4-701A Form will reflect a refused dose of medicine and a comment reflecting
the no-show will be made in the comments section.
5. Counseling/education related to the problem(s) resulting from non-adherence
with the medication will be provided to the Inmate by the Licensed Nurse and
documented on Form DC4-701A.
Transferring Inmate Medication
The Vendor shall ensure a Licensed Nurse administer morning medications to
transferring Inmates on DOT before their departure. A Licensed Nurse shall pull the
original medication administration treatment record and the Inmate’s prescription(s),
place them in a plastic bag, and attach the bag to the medical record before the
Inmate’s departure.
The Licensed Nurse shall transfer:
1. A seven (7) Day supply of medication for scheduled transfers to another
Institution, U.S. Immigration and Customs Enforcement, Court, or a County Jail;
a) If a seven (7) Day supply of medication(s) is not available, the sending
Institution will forward the amount of medication the Inmate has on hand.
2. A 30-Day supply of medication for scheduled transfers to an FDC satellite facility.
3. All KOP medications will be sent and will remain with the Inmate in the quantity
they have on-hand.
The Vendor shall ensure a Licensed Nurse notify the pharmacy if there are insufficient
quantities on hand to transfer the appropriate amount. A Licensed Nurse shall send
new or refill prescriptions for Inmates who have transferred to their new location within
24 hours of receiving medication and notify the receiving facility that the Inmate’s
medications have been forwarded.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

Page 91 of 259

FDC ITN-22-042

3.6.2.4 Institutional Care Performance Measures

No.

PM-IC-001

PM-IC-002

PM-IC-003

PM-IC-004

Description
An RN will triage all
sick call requests
(emergent, urgent, or
routine) within 24
hours from when the
Inmate request form
is submitted.

Performance Measures (PM)
Measurement
Expectation
Duration
80% compliance,
Semi-annually
per Institution

Inmates with sick call
requests categorized
as “emergent” are
seen by a Licensed
Nurse as soon as
possible, within a
time frame not to
exceed 60 minutes
from the time of
triage.

100% compliance

Semi-annually

Inmates with sick call
requests categorized
as “urgent” are seen
by a Licensed Nurse
within 24 hours from
the time of triage.

90% compliance,
per Institution

Semi-annually

All post-use-of-force
examinations are
conducted within 30
minutes of the
Vendor’s notification
of the post-use-offorce occurrence.

90% compliance,
per Institution

Semi-annually

Page 92 of 259

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below
100%, consequences will
be assessed as follows:
90%-99.99%:
$6,000 per Institution
80%-89.99%:
$12,000 per Institution
Less than 80%:
$18,000 per Institution
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$6,000 per Institution
70%-79.99%:
$12,000 per Institution
Less than 70%:
$18,000 per Institution

FDC ITN-22-042

No.

PM-IC-005

PM-IC-006

PM-IC-007

PM-IC-008

Description
All Inmates admitted
to the Infirmary will
have an admission
assessment
completed within two
(2) hours of
admission by a
Licensed Nurse in
accordance with HSB
15.03.26.
Acute care
admissions to the
infirmary receive a
nursing assessment
once every eight (8)
hours.

Chronic care
admissions to the
infirmary receive a
nursing assessment
once every seven (7)
Days using Form
DC4-684, Infirmary/
Hospital Daily
Nursing Evaluation.
All 23-hour
observation
admissions do not
exceed 23 hours
without a disposition
(dispositions include
discharge, admitted
as acute, or
transferred to a
hospital).

Performance Measures (PM)
Measurement
Expectation
Duration
90% compliance,
Semi-annually
per Infirmary

80% compliance,
per Institution

Semi-annually

80% compliance,
per Institution

Semi-annually

80% compliance,
per Institution

Semi-annually

Page 93 of 259

Financial Consequence
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$6,000 per Infirmary
70%-79.99%:
$12,000 per Infirmary
Less than 70%:
$18,000 per Infirmary
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution

FDC ITN-22-042

No.

PM-IC-009

PM-IC-010

PM-IC-011

PM-IC-012

PM-IC-013

Description
A Clinician conducts
daily rounds (once
every 24 hours) to
assess all acute
illness Patients in the
infirmary. In-person
rounds are required
on Business Days,
and documented callin rounds on
weekends and State
holidays.
All new commitment
Inmates receive a
medical health
appraisal, including a
physical examination
within 14 Days of
arrival at a reception
center.

Performance Measures (PM)
Measurement
Expectation
Duration
80% compliance,
Semi-annually
per Institution

80% compliance,
per Institution

Semi-annually

All Inmates shall
have an initial intake
screening completed
by a Licensed Nurse
during reception
within eight (8) hours
of arrival at the
receiving facility.

80% compliance,
per Institution

Semi-annually

All emergent consults
are submitted to UM
within one (1)
Business Day, in
accordance with HSB
15.09.04.01.

80% compliance,
per Institution

Semi-annually

All urgent consults
are submitted to UM
within two (2)
Business Days, in
accordance with HSB
15.09.04.01.

80% compliance,
statewide

Semi-annually

Page 94 of 259

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%: $5,000 per
Institution
60%-69.99%: $10,000 per
Institution
Less than 60%: $20,000
per Institution
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%: $3,000
60%-69.99%: $6,000
Less than 60%: $12,000

FDC ITN-22-042

No.

Description

PM-IC-014

All emergent
specialty medical
requests are
processed within one
(1) Business Day in
accordance with HSB
15.09.04.
All urgent specialty
medical requests are
processed by the
Vendor’s UM Staff
within three (3)
Business Days in
accordance with HSB
15.09.04.
Emergency
Treatment Orders
(ETO) shall be
prescribed via a
written order by a
psychiatrist or other
qualified prescribing
Clinician, in
accordance with HSB
15.05.19.
All Inmate Patients
with chronic Hepatitis
C are prioritized for
treatment with Direct
Acting Antivirals
(DAAs) in
accordance with HSB
15.03.09,
Supplement 3,
Section I.
All Inmates with
disabilities are seen
by the Institution’s
Disabled Inmate
Committee quarterly,
with their service
needs documented
on Form DC4-691
(documented Patient
refusals are
excluded).

PM-IC-015

PM-IC-016

PM-IC-017

PM-IC-018

Performance Measures (PM)
Measurement
Expectation
Duration
80% compliance,
Semi-annually
statewide

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%: $3,000
60%-69.99%: $6,000
Less than 60%: $12,000

80% compliance,
statewide

Semi-annually

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%: $3,000
60%-69.99%: $6,000
Less than 60%: $12,000

100% compliance

Per
occurrence

$5,000 per occurrence

90% compliance,
statewide

Semi-annually

For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000
70%-79.99%:
$8,000
Less than 70%:
$12,000

90% compliance,
per Institution that
houses Disabled
Inmates

Semi-annually

For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$6,000 per Institution
Less than 70%:
$12,000 per Institution

Page 95 of 259

FDC ITN-22-042

Performance Measures (PM)
Measurement
Expectation
Duration
90% compliance,
Semi-annually
per Institution that
houses Disabled
Inmates

No.

Description

PM-IC-019

All Inmates with
impairments or
disabilities have the
appropriate Health
Classification Grade
entered in the EMR
based on the clinical
assessment.

PM-IC-020

Inmate Assistants
working with an
impaired and/or
Disabled Inmate are
trained in accordance
with Procedure
403.011.

80% compliance,
per Institution

Semi-annually

PM-IC-021

Nursing staff shall
perform a monthly
skin check on all
Inmates assigned a
wheelchair,
prosthetic, or
permanent brace in
accordance with HSB
15.03.25.02.
All Inmates with
hernias referred for a
surgical consultation
per HSB 15.03.47,
Section V.A., but not
scheduled for
surgery, have a
documented reason
for refusing the
surgeon's
recommendation in
their medical file (or
the utilization
management
records, if available).

80% compliance,
per Institution

Semi-annually

90% compliance,
per Institution

Semi-annually

PM-IC-022

Page 96 of 259

Financial Consequence
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

FDC ITN-22-042

Performance Measures (PM)
Measurement
Expectation
Duration
90% compliance,
Semi-annually
per Institution

No.

Description

PM-IC-023

All Inmates referred
to Special Housing
will receive a preSpecial Housing
placement
assessment per
Procedure 403.003.

PM-IC-024

All single-dosed
medications will be
administered per
Procedure 403.007.

80% compliance,
per Institution

Semi-annually

PM-IC-025

At reception, Inmates
are assigned an Sgrade of three (3) or
above if they have
received
antipsychotic
medication at any
time during the 30
Day period preceding
arrival or have
received inpatient
mental health care
within the past six (6)
months in
accordance with HSB
15.05.17.
Each Inmate in a
CSU is evaluated
with an assessment
form completed every
shift by a Licensed
Nurse. An RN must
complete each Day
shift in accordance
with the FDC Nursing
Manual.

80% compliance,
per Institution

Semi-annually

90% compliance,
per Institution

Semi-annually

PM-IC-026

Page 97 of 259

Financial Consequence
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$6,000 per Institution
70%-79.99%:
$12,000 per Institution
Less than 70%:
$18,000 per Institution
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

FDC ITN-22-042

No.
PM-IC-027

Performance Measures (PM)
Measurement
Description
Expectation
Duration
When an Inmate is in 100% compliance Per episode of
psychiatric restraints,
restraint
they are evaluated
every 15 minutes by
a Licensed Nurse
until the episode of
restraint is terminated
including a postrestraint evaluation,
in accordance with
HSB 15.05.10.

Financial Consequence
$2,500 per episode of
restraint

3.6.2.5 Institutional Care Reports
Reports
REP-IC-01
Quarterly Institutional
Care Report

Due Date
10th Business Day
of the month
following the end of
a quarter (for the
prior quarter)

REP-IC-02
Monthly Dialysis
Infection Control
Report
REP-IC-03
Monthly Health Care
Associated Infections
Report
REP-IC-04
Monthly Infection
Rates & Trends
Report
REP-IC-05
Immunizations
Monthly (Vaccine)
Report
REP-IC-06
Infectious Disease
Outbreak Worksheet
Report

10th Business Day
of each month (for
the prior month)

Description
The Vendor shall provide the following:
1. Number of past due appointments for all chronic
illness clinics, as of the last Day of the previous
month (listed by Institution);
2. Number of Inmates referred to specialty clinics, as
of the last Day of the previous quarter (listed by
Institution);
3. Number of Inmates see in all specialty clinics, as of
the last Day of the previous quarter (listed by
Institution); and
4. Number of Inmates sent to the community for
emergency care, as of the last Day of the previous
quarter (listed by Institution and reason for visit).
The Vendor shall provide a Monthly Dialysis Infection
Control Report (DC4-539E) following the Infection
Control Manual.

10th Business Day
of each month (for
the prior month)

The Vendor shall provide a monthly Healthcare
Associated Infections, Table I Report (DC4-539G)
following the Infection Control Manual.

10th Business Day
of each month (for
the prior month)

The Vendor shall provide a monthly Infection Rates &
Trends, Table II Report (DC4-539H) by each Institution,
in accordance with the Infection Control Manual.

10th Business Day
of each month (for
the prior month)

The Vendor shall provide an Immunizations Monthly
Table IV Report (DC4-539F) in accordance with the
Infection Control Manual.

Every Business Day
by 3:00 p.m., E.T.,
until outbreak is
resolved

The Vendor shall provide the Infectious Disease
Outbreak Worksheet Report (DC4-544C) daily from the
Institution affected until outbreak has resolved in
accordance with Procedure 401.001, Movement
Restrictions During Communicable Disease Outbreaks.

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Reports
REP-IC-07
Department of
Health (DOH) Daily
Infectious Disease
Outbreak Report
REP-IC-08
Summary of Infection
Control Investigation
Report

Due Date
Every Business Day
by 3:00 p.m., E.T.,
until outbreak is
resolved

Description
The Vendor shall provide a Daily Infectious Disease
Outbreak Report (DC4-543) to DOH, in accordance with
the Infection Control Manual.

Within seven (7)
Days of outbreak
end

REP-IC-09
Summary
Tuberculosis EOS
Health Information
Report
REP-IC-10
Bloodborne
Pathogen Exposure
Report
REP-IC-11
Inmate Tuberculosis
(TB) Suspects and
Tuberculosis (TB)
Cases Reporting

Within three (3)
Business Days of
an applicable
Inmate’s EOS

The Vendor shall provide a Summary of Infection
Control Investigation Table V Report (DC4-539A) within
seven (7) Days of an outbreak being resolved by the
affected Institution, following the Infection Control
Manual.
The Vendor shall provide a Tuberculosis EOS Health
Information Summary Report (DC4-758) for those
Inmates who EOS on TB medications and completed
before EOS by each Institution, and per HSB 15.03.18.

Within 24 hours of
exposure
Within 24 hours of
discovery

The Vendor shall report any bloodborne pathogen
exposure using Forms DC4-799 and DC4-798, as
applicable, by each Institution, per HSB 15.03.43 and
Bloodborne Pathogen Manual
The Vendor shall provide the required documentation
for a TB case or suspected TB case per Institution, per
HSB 15.03.18, and local and State laws

3.6.3 Dental Care Services
3.6.3.1 Description
The Vendor is responsible for the delivery of comprehensive dental services to Inmates,
meeting constitutional requirements, both on-site at the Department’s Correctional
Institutions and off-site at hospitals, dental offices, and specialty care offices/centers.
Services include routine, urgent, and emergency dental care, available to all Inmates,
with an emphasis on preventative dental practices. The Vendor shall provide dental care
according to an Inmate’s treatment plan, as developed and determined appropriate by a
Dentist.
The Vendor must employ a full-time Florida licensed Director of Dental Services with an
active unrestricted Florida Dental License. The Director of Dental Services will oversee
all clinical dental care services, and must be able make all clinical dental decisions
including utilization management, dental equipment repair/purchasing, supplies, staffing,
and laboratory issues.
3.6.3.2 How Service is Provided Today
Institutional dental care consists of many different facets, delivered within the secure
environment of the Department’s Correctional Institutions, both in the reception process
and at permanent Institutions, including dental sick call – urgent, emergent, and routine
dental care, as described in HSB 15.04.13, Supplement H, Section O. Dental care
services are available to Inmates based on four (4) levels of care required in HSB
15.04.13.
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Level I
This level of dental care shall be provided to Inmates during the reception process. It
includes, but is not limited to, intake examinations, necessary extractions as determined
by the intake dental examination, Class II extractions, and emergency dental treatment,
including soft tissue pathology. This level of care also includes the development of a
provisional treatment plan using Form DC4-735.
Level II
This level of dental care shall be provided to Inmates with less than six (6) months of
Department incarceration time. It includes, but is not limited to, all Level I care, caries
control (reversible pulpitis) with temporary restorations, gross cavitron debridement of
symptomatic areas with an emphasis on oral hygiene practices, and complete or partial
denture repairs, provided the Inmate has sufficient Department incarceration time
remaining on his/her sentence to complete the repair. This level of care also includes
Inmates who are edentulous in one (1) or both arches and who have requested dentures.
That Inmate is to be placed on the appointment waiting list at his/her permanent facility
and is not required to wait six (6) months for Level III care. However, to receive dentures,
the Inmate must have at least four (4) months of continuous incarceration time remaining
on his/her sentence. In case of medical referral, Inmates are to be scheduled as soon as
possible, but no later than three (3) weeks, for evaluation of dental care.
Level III
This level of dental care shall be provided to Inmates who have served six (6) months or
more of continuous Department incarceration time. It includes, but is not limited to:
• all Level I and Level II care;
• complete dental examination(s) with full mouth radiographs, Periodontal Screening
and Recording (PSR) and development of an individualized dental treatment plan
using DC4-764;
• complete denture(s) provided the Inmate has least four (4) months of continuous
Department incarceration time remaining on their sentence;
• prophylaxis with definitive debridement, periodontal examination, as indicated by the
PSR, and oral hygiene instructions with emphasis on preventative Dentistry;
• Restorative Care, after the Inmate has received a complete prophylaxis with definitive
debridement, including amalgams, resins, glass ionomers, temporary crowns, chairside post and cores, single unit crowns if the Inmate is not missing any other teeth in
that quadrant and the tooth in question is in occlusion (at the discretion of the treating
Dentist);
• removable prosthetics, including acrylic partial dentures (provided the Inmate has at
least four (4) months of continuous Department incarceration time remaining on
his/her sentence), anterior flippers, and relines and rebases (provided the Inmate has
enough continuous Department incarceration left on his/her remaining sentence to
complete the procedure(s));
• anterior endodontics (canine-canine), provided the tooth in question has adequate
periodontal support (early to moderate periodontitis), and has good prognosis of
restorability and long-term retention;
• posterior endodontics, which may be performed at either the local facility or by referral
to an endodontist, provided the tooth is crucial to arch integrity (no missing teeth in
the quadrant or necessary as a partial denture abutment), has adequate periodontal
support (early to moderate periodontitis), and has good prognosis of restorability and
long-term retention; and
• basic non-surgical periodontal therapy, as necessary.
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Level IV
This level of care represents advanced dental services to be provided to Inmates on an
as-needed basis after completion of Level III services and successful demonstration of a
Plaque Index Score (PIS) of 90% or better, for two (2) consecutive months. If an Inmate
does not achieve the required PIS, he/she shall be rescheduled in three (3) months for a
follow-up PIS evaluation. If the required score is still not obtained, advanced dental
services will not be provided.
Dental care and follow-up of highly specialized procedures, such as orthodontics and
implants, placed before incarceration, shall be managed on an individual basis after
consulting with the Department’s Chief of Dental Services. The Vendor’s dental staff
shall provide follow-up care for oral surgery and pathology-related issues per the
appropriate HSBs.
This level also includes all other advanced dental services exceeding Level III. This can
include fixed prosthetics (multiple units), periodontal surgery (including, but not limited to,
grafts, specialized endodontic care, orthodontics placed pre-incarceration, implants
(most of which would be placed pre-incarceration), and specialized oral surgery). The
Vendor shall follow HSB 15.04.13, Supplement C, Section B, Levels of Dental Care.
3.6.3.3 Dental Services Minimum Requirements
Institutional Dental Care Requirements (IDC)
No.
IDC-001

IDC-002

IDC-003
IDC-004
IDC-005

Requirement
The Vendor shall be responsible for all on-site and off-site dental care for Inmates,
and all other specialty dental care, as necessitated. Any necessary dental care that
the Vendor cannot provide on-site must be made available by referral to an outside
provider. The Vendor must ensure that an Inmate receives the necessary services
timely after the Inmate has been referred to an outside provider.
The Vendor shall provide dental care in accordance with Rule 33-402.101, F.A.C.,
Dental Services, and the 15.04 series of HSBs, including the establishment of an
Inmate’s level of care, and determination whether an Inmate’s dental sick call request
is emergent, urgent, or routine.
The Vendor shall answer directly to the Warden to coordinate and ensure the provision
of all institutional dental care. Questions or issues arising during daily activities that
cannot be resolved at the Institution will be referred to the Contract Manager.
The Vendor’s Dentists shall develop an individualized treatment plan for each Inmate
in accordance with his/her level of care. The Vendor shall not refuse to treat an Inmate
seeking emergent, urgent, or routine dental care.
The Vendor shall ensure emergency dental care is available on a 24-hour basis, using
on-duty dental staff during working hours, and referring to the appropriate medical
staff during non-working hours. In the event a Dentist is not available at a facility to
treat a dental emergency, the emergency will be referred to the Vendor’s institutional
medical care staff, in accordance with the dental industry’s accepted dental
emergency protocols.
There shall be no waiting list for dental emergencies.
The Vendor shall ensure its staffing levels are appropriate to respond to an emergency
within 24 hours of occurrence.

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Institutional Dental Care Requirements (IDC)
No.

IDC-006

IDC-007

IDC-008
IDC-009

IDC-010

Requirement
The Vendor shall have back-up dental coverage when the Institution’s assigned
Dentist is not available. The Vendor’s list of back-up Dentists must include a location
for emergent/life threatening care.
The Vendor shall ensure its medical staff have a Dentist on-call list, in the event a
Dentist should need to be contacted when an emergent/urgent dental situation arises
and no Dentist is available at the Institution. If required, the on-call Dentist must travel
to another Institution if that Institution’s Dentist is unavailable to cover a call.
The Vendor shall ensure dental clinics hold daily sick call for urgent care five (5) Days
per week, Monday through Friday, to provide dental access to those Inmate Patients
who cannot wait for a routine appointment, but who do not yet meet the criteria for
emergency care. Inmates signing up for dental sick call must be evaluated, triaged, or
treated within 72 hours. If an Inmate needs urgent dental care and the necessary
dental treatment cannot be completed that Day, the Inmate is to be treated palliatively
and treatment rescheduled as soon as possible, but no later than 10 Days.
Some Institutions may have a small population requiring less than one (1) full-time
Dentist. In the event the Institution does not have an assigned Dentist available for
dental sick call, the Vendor must ensure an alternate Dentist is assigned to complete
dental sick call, a minimum of three (3) Days per week.
The Vendor shall ensure the appointment waiting time between an initial request for
routine dental care and the dental treatment plan appointment not exceed six (6)
months. This is defined as the time between the Inmate’s initial request for routine,
comprehensive, dental care, and the actual development of the Dental Treatment Plan
(Form DC4-764), signed by a Dentist.
The Vendor shall ensure wait times between routine dental appointments does not
exceed three (3) months.
The Vendor shall complete immediate reviews of incidents involving possible
exposure to pathogens (post-exposure follow-up treatment and care is the
responsibility of the Vendor).
The Department emphasizes preventative Dentistry that strives to restore and
maintain the Inmate’s dentition to an acceptable level of masticatory function within
appropriate Department guidelines. Preventative Dentistry shall be taught to all
Inmate Patients in two (2) ways:
1. The Vendor shall provide prevention training with oral hygiene instructions to each
Inmate, as part of his/her orientation to the Institution. This training is to include
instructions in the proper usage of essential oral hygiene aids (toothbrush,
toothpaste, and floss). This training shall be coordinated with the institutional
orientation and may be accomplished either through a direct presentation or any
other method approved by the Department.
2. The Vendor shall provide personal preventative training, including oral hygiene
instructions, as part of an Inmate’s current dental treatment plan. Oral hygiene
instructions shall be reinforced throughout the Dental Treatment Plan.
The Vendor shall ensure every Inmate receives an intake dental examination at a
reception center by a Dentist. The intake dental examination shall take place within
seven (7) Days of arrival and must include, at a minimum:
1. a visual clinical exam of the head, neck, and intraoral areas for any pathology or
cancer;
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Institutional Dental Care Requirements (IDC)
No.

IDC-011

IDC-012

IDC-013
IDC-014

IDC-015

IDC-016

Requirement
2. charting of any missing teeth, restorations present, fixed or removable prosthetics,
gingival conditions, and deposits;
3. an evaluation of masticating efficiency; and
4. any treatment indicated (provisional treatment plan).
Class II extractions identified at the initial intake dental examination during the
reception process should be scheduled as soon as possible, but no later than seven
(7) Days from the date the need for an extraction is identified during the intake
examination.
The Vendor shall ensure each Inmate receives an orientation to dental services upon
arrival at his/her permanent Institution. The Vendor shall provide this orientation within
seven (7) Days of arrival and include how to access dental services and availability
hours. Prior to treatment, a Dentist shall review and Inmate’s prior dental treatment
record for emergency/urgent dental needs and follow-up care requirements. If an
Inmate’s prior dental treatment record has not been received at the time of orientation,
or the Inmate has not had a dental examination in accordance with established policy,
then a dental exam shall be completed within seven (7) Days, and a replacement
dental record established.
The Vendor shall ensure each Inmate receives a periodic dental examination per HSB
15.04.03, Guidelines for Dental Periodic Oral Examinations. At a minimum, periodic
dental examinations must include a visual clinical exam of the head, neck, and
intraoral areas for any pathology or cancer.
When necessary, the Vendor’s Dentists shall perform dental examinations,
assessments, and treatment for Inmates in Confinement units.
Before commencing with a routine comprehensive dental treatment, the Vendor shall
ensure a diagnosis and treatment plan is developed for each Inmate using Forms
DC4-735 or DC4-764, as applicable. The following information shall be used to
formulate this plan: a complete clinical examination, pathology/cancer examination,
full mouth radiographs, periodontal screening and recording (PSR), periodontal
charting when indicated, a plaque evaluation, all appropriate charting to record
findings, and health history.
The Vendor shall ensure the topical application of fluoride be included in the dental
treatment plan as deemed necessary by the treating Dentist. The topical application
of fluoride shall be included as part of the dental treatment plan for all Inmates less
than 18 years of age.
The Vendor shall provide comprehensive dental care, including:
• Reception/Intake Examinations
• Reception Class II Dental Extractions
• Diagnostics
• Radiographs
• Preventative care
• Periodontics
• Restorative
• Endodontics
• Removable Prosthetics-Partial and Complete Dentures, Partial and Compete
Denture Repairs, Rebases, Relines, and Palatal Obturators
• Fixed prosthetics
• Oral Surgery
• Treatment of pre-existing implants
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Institutional Dental Care Requirements (IDC)
No.
IDC-017
IDC-018
IDC-019

IDC-020
IDC-021
IDC-022
IDC-023
IDC-024
IDC-025
IDC-026
IDC-027
IDC-028
IDC-029

IDC-030

IDC-031
IDC-032

Requirement
• Treatment of pre-existing orthodontics
• Treatment of Temporomandibular Disorders
The Vendor shall be responsible to answer and respond to consults and referral
requests from the Vendor’s medical and mental health staff, within three (3) weeks of
referral, unless needed more urgently, as determined by a Clinician.
The Vendor’s dental staff shall be responsible for completing infirmary/hospital rounds
for all Inmate Patients admitted for dental reasons or at the medical staff's request.
The Vendor shall coordinate and provide all specialty dental care services required by
Inmates. Specialty dental care services include, but are not limited to, trauma care,
cancer care, oral medicine, oral surgery, treatment of temporomandibular disorders,
endodontics, periodontics, orthodontics, obturators, fixed prosthetics (multiple units),
and the treatment of dental implants. Additionally, the Vendor must provide all
diagnostic testing, laboratory services, pathology, and radiology required to complete
dental care for Inmates.
The Vendor shall manage specialty dental care services using an electronic utilization
management process, to avoid unnecessary off-site travel while also ensuring
necessary consultations and off-site services are provided.
The Vendor shall forward all referral denials of dental service(s) to the Department’s
Chief of Dental Services within one (1) week of determination for review.
If a Dentist establishes an alternative treatment plan (ATP), the Vendor shall ensure
the ATP is forwarded to the Department’s Utilization Management liaison and Chief of
Dental Services within one (1) week of ATP creation.
The Vendor shall be responsible for the completion of all invasive dental treatment(s)
necessary prior to the initiation of radiotherapy. These must be completed within five
(5) Business Days of the referral.
The Vendor shall be responsible for placing and removing dental implants, when
indicated.
The Vendor shall be responsible for providing palatal obturators.
The Vendor shall be responsible for treatment using hyperbaric oxygen and/or dives
necessitated by an Inmate’s previous head and neck radiation treatment.
The Vendor shall evaluate and treat (surgically or non-surgically) temporomandibular
disorders and diseases.
The Vendor shall be responsible for the treatment of intra-oral alveolar fractures.
The Vendor shall be responsible for all intra-oral, alveolar, and lip biopsies to evaluate
oral pathology. The Vendor shall follow general dental treatment standards, which call
for a biopsy of oral lesions or suspected lesions, if they’ve not healed within 10 Days
of when they were first observed. A biopsy shall be taken no later than 10 Days after
the verification that a lesion has not healed.
If necessary, the Vendor shall refer Inmates to the Vendor’s medical staff for:
1. Medical clearance prior to dental treatment;
2. The evaluation of possible allergies to local anesthetics; and
3. Blood draws for samples requiring analysis prior to dental treatment.
The Vendor shall be responsible for all intra-oral soft tissue grafting and reconstruction
of the dentition, as needed, following surgical procedures, or other issues relating to
oral trauma.
At a minimum, the Vendor shall provide the following information to the Department
by the 10th Business Day of the month following the month service was rendered:
1. 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.
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FDC ITN-22-042

Institutional Dental Care Requirements (IDC)
No.

IDC-033
IDC-034
IDC-035

Requirement
2. 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 shall be included with the material describing the individual case.
The Vendor shall ensure urgent oral surgery referrals are treated within four (4) weeks.
The Vendor shall ensure routine oral surgery referrals are treated within three (3)
months.
The Vendor shall ensure routine endodontic referrals are treated within three (3)
months.

3.6.3.4 Institutional Dental Care Performance Measures

No.
PM-IDC-001

Performance Measures (PM)
Measurement
Description
Expectation
Duration
Emergency dental
100%
Per occurrence
treatment is
compliance
rendered within 24
hours.

PM-IDC-002

Inmates signing up
for dental sick call
are triaged within
72 hours of receipt
of the sick call form.

90%
compliance, per
Institution

Semi-annually

PM-IDC-003

Inmates needing
urgent dental care
receive the
necessary
treatment as soon
as possible, but no
longer than within
10 Days.

100%
compliance, per
Institution

Semi-annually

PM-IDC-004

The waiting time
between an initial
Patient request for
routine dental
services and the
appointment date is
no more than six (6)
months.

80%
compliance, per
Institution

Semi-annually

Page 105 of 259

Financial
Consequence
$1,000 per
occurrence, plus $500
per each 24-hour
period after the initial
24 hours has lapsed
For performance
below 90%,
consequences will be
assessed as follows:
70%-79.99%:
$3,000 per Institution
60%-69.99%:
$6,000 per Institution
Less than 60%:
$9,000 per Institution
For performance
below 100%,
consequences will be
assessed as follows:
90%-99.99%:
$3,000 per Institution
80%-89.99%:
$6,000 per Institution
Less than 80%:
$9,000 per Institution
For performance
below 80%,
consequences will be
assessed as follows:
70%-79.99%:
$3,000 per Institution
60%-69.99%:
$6,000 per Institution
Less than 60%:
$9,000 per Institution
FDC ITN-22-042

No.
PM-IDC-005

Performance Measures (PM)
Measurement
Description
Expectation
Duration
The waiting time
80%
Semi-annually
between restorative compliance, per
dental
Institution
appointments is no
more than three (3)
months.

PM-IDC-006

The waiting time
between
preventative dental
appointments is no
more than three (3)
months.

80%
compliance, per
Institution

Semi-annually

PM-IDC-007

Urgent oral surgery
referrals and initial
treatment must be
completed within
four (4) weeks.

100%
compliance,
statewide

Semi-annually

PM-IDC-008

Routine oral surgery
referrals and initial
treatment must be
completed within
three (3) months.

80%
compliance,
statewide

Semi-annually

Page 106 of 259

Financial
Consequence
For performance
below 80%,
consequences will be
assessed as follows:
70%-79.99%:
$3,000 per Institution
60%-69.99%:
$6,000 per Institution
Less than 60%:
$9,000 per Institution
For performance
below 80%,
consequences will be
assessed as follows:
70%-79.99%:
$5,000 per Institution
60%-69.99%:
$10,000 per Institution
Less than 60%:
$15,000 per Institution
For performance
below 100%,
consequences will be
assessed as follows:
90%-99.99%:
$5,000
80%-89.99%:
$10,000
Less than 80%:
$15,000
For performance
below 80%,
consequences will be
assessed as follows:
70%-79.99%:
$5,000
60%-69.99%:
$10,000
Less than 60%:
$15,000

FDC ITN-22-042

No.
PM-IDC-009

PM-IDC-010

Performance Measures (PM)
Measurement
Description
Expectation
Duration
Routine endodontic
80%
Semi-annually
referrals and initial
compliance,
treatment must be
statewide
completed within
three (3) months.

Biopsies must be
taken within 10
Days after
verification that a
lesion has not
healed.

100%
compliance

Per occurrence

Financial
Consequence
For performance
below 80%,
consequences will be
assessed as follows:
70%-79.99%:
$5,000
60%-69.99%:
$10,000
Less than 60%:
$15,000
$2,500 per
occurrence, plus
$1,000 per Day for
each additional Day
after 10 Days

3.6.3.5 Institutional Dental Care Reports
Reports
REP-IDC-01
On-Call Dentist List

Due Date
Provided each
week for the
following week

Description
The Vendor shall provide a Dentist on-call list to each
institutional medical department in the event a Dentist
should need to be contacted when an emergent/urgent
dental situation a rise and no Dentist is available at the
Institution. When needed, the Vendor must ensure that
an on-call Dentist can travel to another Institution if that
Institution’s Dentist is unavailable to cover the call.

REP-IDC-02
Monthly Dental UM
Report

10th Business Day
of each month (for
the prior month)

REP-IDC-03
Monthly Dental
Alternative Action
Report

10th Business Day
of each month (for
the prior month)

The Vendor shall provide 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.
The Vendor shall provide a 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 shall be included
with the material describing the individual case.

3.6.4 Mental Health Services
3.6.4.1 Description
Mental health services consist of many different facets of mental health care delivery
within the secure correctional environment. This includes services provided to Inmates,
during the reception process and at their permanent Institution, including but not limited
to observations, assessments, psychological evaluations, and treatment interventions,
delivered in a spectrum of care from minimal outpatient to intensive inpatient settings.
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3.6.4.2 How Service is Provided Today
The contracted qualified mental health staff provides comprehensive mental health
services, delivered in a humane, respectful manner, ensuring all Inmates within
Department-operated facilities have proper access to care. Mental health services
include observations, assessments, psychological evaluations, and treatment
interventions, delivered in a spectrum of care from minimal outpatient to intensive
inpatient settings. Inpatient settings include infirmary mental health services, Transitional
Care Units (TCU), Crisis Stabilization Units (CSU), and Corrections Mental Health
Treatment Facilities (CMHTF). The Department has also implemented the Residential
Continuum of Care Unit (RCCU), residential intensive outpatient programs and a process
for the evaluation and treatment of Gender Dysphoria. The FDC Chief of Mental Health
Services serves as the Department's principal advisor on mental health matters and is
responsible for overseeing the mental health delivery system.
1. Mental Health Inmate Classification System
a. The Department’s mental health classification system ensures access to
appropriate levels of care, following Chapter 33-404, F.A.C., by utilizing a mental
health profiling system that assigns an “S-grade” (mental health grade) to each
Inmate based on the Inmate’s ability to function in various prison settings. The Sgrade is initially assigned at reception and is documented on DC4-706, Health
Services Profile, within the EMR and in OBIS.
b. HSB 15.03.13, Assignment of Health Classification Grades to Inmates, and HSB
15.05.18, Outpatient Mental Health Services govern the Inmate classification
system and associated care levels.
c. Institutions within the Department support different populations or “missions.” Part
of this classification identifies the highest care level of mental health care services
an Institution can provide. Population management uses an Inmate’s assigned Sgrade to determine, in part, which Institution will house the Inmate to ensure the
Inmate receives the appropriate level of care to match their clinical needs. For
example, an Institution classified as S-2 can house Inmates classified no higher
than an S-2 (which includes S-1). An Institution classified as an S-6 can house
Inmates classified as up to S-6 (including S-1, S-2, S-3, S-4, or S-5). Inmates
move among five (5) different mental health care levels depending upon the
seriousness of the Inmate’s mental symptoms and associated impairment at the
time.
d. Based on the intake evaluation at a reception center, each Inmate is assigned a
mental health grade, ranging from S-1 to S-6. The S-grade represents the mental
health professionals’ judgment regarding the Inmate’s level of mental impairment
and the necessary level of care. The S-grade is reviewed and changed as
necessary to reflect present functioning and service needs accurately.
1) S-1 is the mental health classification used to indicate an Inmate who shows
no significant impairment in the ability to adjust within an institutional
environment and is not exhibiting symptoms of a mental disorder (which
includes intellectual disability). Although Inmates classified as S-1 do not
require ongoing mental health treatment, they must have access to routine
mental health services.
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2) S-2 is the mental health classification that denotes an Inmate who exhibits
impairment associated with a diagnosed mental disorder. The impairment is
not so severe as to prevent satisfactory adjustment in general Inmate housing
with the assistance of mental health case management, psychological
services, and counseling. Note that in addition to S-2, an Inmate with an
intellectual disability is also assigned the grade of I-SY on the health profile.
This latter grade indicates that the Inmate is considered impaired (I) due to a
documented developmental disability.
3) S-3 is the classification used to indicate an Inmate who shows impairment in
adaptive functioning due to a diagnosed mental disorder. The impairment is
not so severe as to prevent satisfactory adjustment in general Inmate housing
with the assistance of mental health case management, psychological
services, counseling, and psychiatric consultation for psychotropic
medication. S-3 is also assigned routinely to an Inmate who is determined to
need psychotropic medication, even if the Inmate may be exercising the right
to refuse such medication.
4) S-4 is the classification used to denote an Inmate assigned to a TCU, an
inpatient mental health care level. The mental health classification S-4 can
only be assigned or changed at a TCU. An MDST will develop an ISP to
address the Inmate’s specific needs and limitations.
5) S-5 is the mental health classification used to denote an Inmate assigned to
a CSU, an inpatient mental health care level. This classification can only be
assigned or changed at a CSU. An MDST will help the Inmate recover from
a psychiatric emergency such as a suicide attempt, psychotic break, or severe
loss of behavioral control.
6) S-6 is the mental health classification assigned for Patients admitted to a
CMHTF, the highest and most intensive hospital level of mental health care
available to Inmates. Admission to the CMHTF requires judicial commitment.
7) S-9 is the mental health grade assigned to Inmates in the reception center's
intake process and has not been given their actual S-grade.
2. Residential Continuum of Care Units (RCCUs)
a. In addition to the Mental Health Classification System, the RCCUs are specialized
residential mental health units that provide augmented outpatient mental health
treatment and habilitation services in a protective environment for Inmates with
serious psychological impairment associated with a historical inability to
successfully adjust to daily living.
b. Procedure 404.004, Mental Health Inpatient Multidisciplinary Treatment and
Services, in conjunction with HSB 15.03.13, Assignment of Health Classification
Grades to Inmates, governs the assignment and use of residential housing grades
(R-grades) to denote the type of treatment needed. These are used in conjunction
with S-grades on a small sub-set of the population.
c. Upon arrival to an RCCU, the Mental Health Data Entry Operator ensures the
assignment of the appropriate mental health residential housing grade (R-grade).
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1) S is the R-grade designation for those assigned to the Secure Treatment Unit
(STU).
2) D is the R-grade designation for those assigned to the Diversion Treatment
Unit (DTU).
3) C is the R-grade designation for those assigned to the Cognitive Treatment
Unit (CTU).
In addition to testing and evaluation during the reception process, mental health
testing and assessments are required in several other settings. Within the RCCU,
testing is required per Procedure 404.005 to assist in clarifying diagnostic and
treatment plan issues. Within the inpatient units, violence risk assessments (currently
the HCR-20) are completed in accordance with Rule 33-404, F.A.C. Mental health
evaluation, testing, and assessment is also utilized to identify those Inmates with
Gender Dysphoria, per Procedure 403.012.
3. Mental Health Impairment Grades
a. The Department has instituted designations (SY-grades) of impairment or
disability due to intellectual or mental health deficits for the purpose monitoring
and servicing identified needs. If the Inmate’s ability to adjust satisfactorily within
the general Inmate population is only mildly impaired, staff should recommend
transfer to an Institution designated to receive Impaired Inmates. In contrast,
intellectually Disabled Inmates with more than mild impairment in adaptive
behavior should be referred for transitional care. Mental health services for
Inmates identified with an intellectual disability are provided per HSB 15.03.25.,
Services for Inmates with Auditory, Mobility, or Vison Impairments and
Disabilities, HSB 15.05.08, Services for Inmates who are Assigned to
Confinement, Protective Management or Close Management Status, and
Procedure 404.005, Residential Continuum of Care Units.
1) SY-Y designates those Inmates who demonstrate a neurocognitive or
neurodevelopmental impairment due to deficits that may or may not impair
adaptive functioning. This designation is initially assigned to anyone scoring
<70 on the final IQ test given, regardless of a score of >35 on Form DC4-659,
Adaptive Behavior Checklist.
2) SY-D designates those Inmates who meet diagnostic criteria for a
neurocognitive or neurodevelopmental disability and demonstrate impairment
in adaptive functioning. These Inmates will require regular review by the
Impaired Inmate Committee and will not be downgraded below an S-grade of
S-2 for the duration of their incarceration.
4. Mental Health Assessments (MHA)
Inmates enter the Department's custody through one of the Department’s five (5)
reception centers: Northwest Florida Reception Center, Reception and Medical
Center, Florida Women’s Reception Center, Central Florida Reception Center, and
South Florida Reception Center. While not technically a reception center, Suwannee
CI conducts reception of YO Inmates. Upon receipt at a Department reception center,
each Inmate receives a comprehensive mental health screening, including
psychological testing, clinical interview, mental health history, and psychiatric
evaluation, as indicated. HSB 15.05.17, Intake Mental Health Screening at Reception
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Centers, and Procedure 401.014, Health Services Intake and Reception Process
provide mental health screening guidelines for new Inmates.
5. Mental Health Services (MHS)
The Vendor is responsible for providing access to necessary mental health services,
which are those services and activities provided primarily by mental health staff and
secondarily by other health care staff for the purposes of:
•
•
•
•
•

Identifying Inmates who are experiencing disabling symptoms of a mental
disorder that impair the ability to function adequately within the incarceration
environment;
Providing appropriate intervention to alleviate disabling symptoms of a mental
disorder;
Assisting Inmates with a mental disorder with adjusting to the demands of prison
life;
Assisting Inmates with a mental disorder to maintain a level of adaptive
functioning; and
Providing re-entry mental health planning to facilitate the Inmate’s continuity of
care after release to the community.

Access to necessary mental health services must be available to all Inmates within
the Department and provided in a non-discriminatory way, following prevailing
community and correctional care standards. All Inmates are eligible to receive mental
health screenings and evaluations as necessary.
The conditions for Inmate eligibility for ongoing mental health treatment and services
are outlined in HSB 15.05.14, Mental Health Services. Inmates who display
symptoms of a mental disorder that interferes with their adjustment to incarceration,
as determined by mental health staff and defined in the current Diagnostic and
Statistical Manual of Mental Disorders, are eligible to receive ongoing mental health
treatment.
6. Outpatient Mental Health Services (OS)
Outpatient services are provided primarily by following HSB 15.05.18, Outpatient
Mental Health Services; HSB 15.05.08, Mental Health Services for Inmates Who are
Assigned to Confinement, Protective Management, or Close Management Status;
HSB 15.05.19, Psychotropic Medication Use Standards and Informed Consent, and
Procedure 404.005, Residential Continuum of Care Units.
Outpatient services are those provided to an Inmate who is not currently housed
inside an inpatient mental health unit or admitted to an infirmary for mental health
reasons. Outpatient services include individualized service planning, case
management, clinical group and individual therapy, psychiatric services, therapeutic
services and periodic evaluations of Inmates in Confinement units (including
Administrative and Disciplinary Confinement, Protective Management, Close
Management, and Death Row).

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Mental Health Service Requirements (MHS)
No.
MHS-001

Requirement
Intake and Reception Nursing
The Vendor shall ensure a Licensed Nurse conducts an initial screening and a
review of any transfer information from the county jail of all Inmates appearing
to be in stable condition (Form DC4-781, County Jail to DC Health Information
and Transfer Summary) to identify Inmate health care needs (including mental
health) upon arrival and complete within eight (8) hours at receiving facility.
The Vendor shall ensure that if the Licensed Nurse conducting the assessment
believes an Inmate is showing active symptoms of psychosis (e.g., active
hallucinations, delusions, etc.), a manic episode (unexplained agitation,
pressured speech, etc.), or risk of self-injury/suicide, they immediately refer the
Inmate for mental health services and take necessary precautions to provide
for the Inmate’s safety per Procedure 404.001, Suicide and Self- Injury
Prevention. Likewise, any Inmate who needs immediate mental health services
will be identified and referred by a Licensed Nurse to the Vendor for evaluation
and appropriate treatment.

MHS-002

MHS-003

The Vendor shall provide continuity of psychotropic medication(s) until the
Vendor’s psychiatric Clinician sees the Inmate per HSB 15.05.17, Intake
Mental Health Screening at Reception Centers. If an Inmate arrives with
properly prescribed medication from a jail or community provider that is
properly identified, dispensed, and unadulterated, the medication will be single
dosed until the Inmate is seen by a Clinician. If the DC4-781 indicates the
Inmate is currently prescribed psychotropic medication but properly packaged
and identified medication did not accompany the Inmate, the Clinician may
continue the current prescription for up to 10 Days, including non-formulary
medicines. If the Inmate has possession of medication that is unidentifiable or
there is a clinical reason not to continue, the Inmate must be referred to a
Clinician.
The Vendor shall complete a clinical interview, all required intake screening
psychological testing, and an assessment of intellectual functioning within 14
Days of arrival.
The Vendor shall ensure the clinical interview and psychological testing
includes at least the following:
1. Revised Beta IV;
2. Beck Hopelessness Scale; and
3. WASI, WAIS-IV or other reputable, individually administered intelligence
test. In cases where the WASI score is <70 or the adaptive behavior
checklist rating is <35, the Wechsler Adult Intelligence Scale IV (WAISIV), or other non-abbreviated, reputable, individually administered
intelligence test will be administered.
The Vendor’s mental health staff shall request records for Inmates who
received outpatient or inpatient mental health care at the sending jail or in the
community before incarceration after the Inmate has granted proper written
authorization using Form DC4-711B, Consent for Inspection and/or Release of
Confidential Information. If the request for information is authorized by Florida
Statutes, court-ordered, or considered provider-to-provider communication to
support continuity of care, a release of information is not required. All Inmates
designated as S-2 and above during the reception process will be asked to
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Mental Health Service Requirements (MHS)
No.
MHS-004

MHS-005
MHS-006

MHS-007
MHS-008

MHS-009
MHS-010

MHS-011

MHS-012

Requirement
grant authorization for the request of past outpatient and inpatient mental
health treatment records prior to transfer to their permanent Institution.
The Vendor shall ensure that if the Inmate was previously incarcerated in the
Department, mental health staff review OBIS and/or the Electronic Medical
Record to determine whether the Inmate received ongoing mental health care
during their previous incarceration(s). If the Inmate was incarcerated within the
last five (5) years and received ongoing mental health care, staff shall request,
at a minimum, the most recent volume of their health record.
The Vendor shall ensure the Initial Suicide Profile be completed if the Inmate
has a history of intentional self-injury/attempted suicide or if they obtain a
Hopelessness Scale score of nine (9) or higher.
The Vendor shall ensure all Inmates undergoing treatment or evaluation,
including Confinement assessments and new screenings, have a valid Form
DC4-663, Consent to Mental Health Evaluation or Treatment executed within
the past year per HSB 15.05.18. Inmates will be advised of the limits of
confidentiality before receiving any mental health services.
Based on the intake evaluation at a reception center, the Vendor shall ensure
each Inmate be assigned a mental health grade.
The Vendor shall ensure that if the Inmate is still housed at a reception center,
the initial Case Manager interview will occur within 14 Days of the S-grade
assignment. If the Inmate is still housed at a reception center, the assigned
Case Manager will develop the initial BPSA and ISP for MDST approval within
30 Days of the S-grade assignment.
The Vendor shall ensure a psychiatric Clinician evaluates Inmates presenting
with acute symptoms of a mental disorder within 24 hours of arrival at a
reception center.
The Vendor’s psychiatric Clinician shall complete a psychiatric evaluation
within 10 Days of arrival at a reception center for all newly admitted Inmates
who have received inpatient mental health care within the past six (6) months
or psychotropic medication for a mental health disorder in the past 30 Days.
Following the initial psychiatric evaluation, Inmates who received antipsychotic
medication for mental problems at any time during the 30-Day period
preceding arrival or received inpatient mental health care within the past six
(6) months will be classified as, at a minimum, an S-3 for a minimum of 90
Days. All Inmates who received psychotropic medication, other than
antipsychotic medication, at any time during the 30-Day period preceding
arrival will be classified at least S-2 for a minimum of 120 Days.
The Vendor shall ensure all S-3 Inmates who are awaiting transfer to a
permanent Institution receive case management services every 30 Days, to
include:
• Review of institutional adjustment via collateral information (such as
Confinement placements, staff referrals, etc.) and contacts with the dorm
officer and other staff interacting and supervising the Inmate.
• Group or individual contact as needed, but no less than every 30 Days, to
assess mental status and to provide supportive counseling when indicated.
• Review of psychotropic medication compliance as applicable.
The Vendor shall ensure that testing and assessment within the RCCUs be
governed by Procedure 404.005 and include but not be limited:

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Mental Health Service Requirements (MHS)
No.

MHS-013

MHS-014

MHS-015

MHS-016

Requirement
• Within 90 Days of arrival to the DTU or the STU, testing will include the
Millon Clinical Multiaxial Inventory-III (MCMI-III) utilizing the Corrections
Report and the Symptom Checklist-90 (SCL-90).
• Within 30 Days of arrival to the CTU, testing will include the Coping
Responses Inventory (CRI) and the Montreal Cognitive Assessment
(MoCA).
• Other assessments utilized within the RCCU at the discretion of the testing
and assessment Psychologist include the Miller-Forensic Assessment of
Symptoms Test (M-FAST), Psychopathic Personality Inventory (PPI-R),
Columbia Suicide Severity Rating Scale (CSSRS), or any other validated
assessment tool approved by the FDC Chief of Mental Health Services.
Inpatient Risk Assessment
The Vendor shall ensure a violence risk assessment will be completed in
accordance with Rule 33-404.112, F.A.C., for all Patients residing in an
inpatient unit. Psychologists will be responsible for completion of risk
assessments utilizing a validated violence risk assessment instrument,
currently the HCR-20, which includes a clinical interview and record review.
Complete risk assessments must be completed:
• within three (3) Business Days of admission to the CSU;
• within seven (7) Business Days of admission to TCU or CMHTF; and
• shall occur at least every 90 Days thereafter while in the inpatient system.
Screening for Gender Dysphoria
The Vendor shall ensure identification and management of those Inmates
diagnosed with Gender Dysphoria in accordance with Procedure 403.012,
Identification and Management of Inmates Diagnosed with Gender Dysphoria.
Psychological Evaluations for Gender Dysphoria include objective testing with
batteries to include, but not be limited to, the Montreal Cognitive Assessment
(MoCA), the Patient Health Questionnaire (PHQ-9), the Millon Clinical
Multiaxial Inventory-III with the Corrections Report (MCMI-III), the ColumbiaSuicide Severity Rating Scale (C-SSRS), Beck Anxiety Inventory (BAI), and/or
any other validated assessment tool approved by the FDC Chief of Mental
Health Services.
Referrals for Victims of Sexual Battery
The Vendor shall complete Form DC4-529, Staff Request Referral, to initiate
a Mental Health Referral to the Vendor’s staff for victims of sexual battery.
The Vendor’s mental health staff shall see the Inmate no later than the next
Business Day.
Access to Mental Health Care
The Vendor shall ensure that all Inmates entering the Department have access
to mental health services by ensuring:
1. Inmates have access to necessary mental health services commensurate
with their needs, as determined by mental health care staff;
2. there is a comprehensive and systemic program for identifying Inmates
who are suffering from mental disorders;
3. Inmates move between levels of care per their level of adaptive functioning
and treatment needs;
4. all Inmates who are receiving mental health services have an ISP
developed by the Vendor’s mental health service providers, and that
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Mental Health Service Requirements (MHS)
No.

MHS-017

Requirement
services are delivered in accordance with each Inmate’s ISP. This does not
include Inmates classified as S-1; and
5. adequate staffing levels will be provided in order to ensure consistent and
meaningful access to required mental health services.
Consent to Mental Health Evaluation and Treatment
Express and informed consent means consent voluntarily given, in writing,
after provision of a conscientious and sufficient explanation. The Vendor shall
ensure all Inmates undergoing treatment or evaluation, including Confinement
assessments and new screenings, have a valid signed Form DC4-663,
Consent to Mental Health Evaluation or Treatment, per HSB 15.05.18. The
Vendor shall advise Inmates of the limits of confidentiality before receiving any
mental health services.
Consent for pharmacotherapy is described in HSB 15.05.19, Psychotropic
Medication Use Standards and Informed Consent, and is routinely completed
by psychiatry staff. The psychiatric provider shall obtain fully informed consent
for pharmacological intervention before initiating the intervention. Each of the
prescribed medications requires a separate informed consent form.

MHS-018

The Vendor shall ensure when admitted to an IMR, TCU, or CSU, a health
care professional will request that the Inmate give written informed consent to
treatment using Form DC4-649, Consent to Inpatient Mental Health Care. The
Inmate may refuse to consent to treatment; however, the Inmate cannot refuse
placement.
Confidentiality
The limits of confidentiality are delineated using Form DC4-663. The Vendor
shall explain these limits to the Inmate and the Inmate must indicate informed
consent by signing Form DC4-663 before receiving non-emergency mental
health services. The limits of confidentiality are delineated using Form DC4663, Consent to Mental Health Evaluation or Treatment.
Inmate disclosures made to a health care professional while receiving mental
health services are considered confidential and privileged, except for the
following:
1. threats to physically harm self or others;
2. threats to escape or otherwise disrupt or breach the security of the
Institution; or
3. information regarding the physical or sexual abuse or neglect of an
identifiable minor child, elderly, or disabled person.
The confidentiality of mental health records, psychological testing protocols,
and data is ensured per federal and State law and professional guidelines.
Therefore, health care providers must safeguard health records from wrongful
disclosure, alteration, falsification, unlawful access, or destruction following
Procedure 102.006, HIPAA Privacy Policy. All information obtained by a
mental health care provider retains its confidential status unless the Inmate
specifically consents to its disclosure by initialing the appropriate areas listed
on Form DC4-711B. An ROI is not required if the release of the requested
information is authorized in Florida Statutes, court-order, or in response to a
valid HIPAA-compliant subpoena. Requests for copies of mental health
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Mental Health Service Requirements (MHS)
No.

MHS-019

Requirement
records are referred to the Vendor’s institutional Health Information Specialist.
A signed Form DC4-711B, Consent for Inspection and/or Release of
Confidential Information, shall accompany any release of confidential health
records.
Refusal of Mental Health Care
The Vendor shall ensure all Inmates presenting for mental health services will
be informed of their right to refuse such services, unless services are delivered
pursuant to a court order. When an Inmate refuses mental health care
services, the Vendor shall document the refusal in the Inmate’s health record
and, if directed by policy, note the encouragement efforts provided to the
Inmate upon their refusal.
The Vendor shall ensure refusals of mental health evaluation/treatment are
documented on Form DC4-711A, Refusal of Health care Services Affidavit. If
the Inmate refuses to sign Form DC4-711A, the Vendor’s provider and a staff
member who witnessed the refusal shall complete and sign the form, entering
“Patient refuses to sign.”

MHS-020

The Vendor shall ensure if an Inmate refuses treatment that is deemed
necessary for their appropriate care and safety, such treatment may be
provided without consent only under the following circumstances:
1. in an emergency situation in which there is immediate danger to the health
and safety of the Inmate or others. Emergency treatment may be provided
at any Major Institution. Emergency Treatment Orders (ETO) are issued,
as indicated in HSB 15.05.19 and Florida law; and
2. when court-ordered commitment for on-going involuntary treatment at a
CMHTF. The criteria for court petition for involuntary treatment at a CMHTF
is based on Sections 945.40-945.49, F.S.
Multi-Disciplinary Services Team (MDST)
The Vendor shall ensure all members of an MDST are available for the
provision of services as required by Department policy and procedure. The
MDST is a group of staff members representing different professions,
disciplines, and service areas that provide assessment, care, and treatment
based on the individual needs of the Inmate and develops, implements,
reviews, and revises each Inmate’s Individualized Service Plan (ISP) per HSB
15.05.11.
For S-3 Inmates, the MDST must include, at a minimum, the Case
Manager/Behavioral Health Specialist, Psychologist, Psychiatric Provider, and
an RN. For Inmates assigned to inpatient units, the MDST must include, at a
minimum, the Case Manager/Behavioral Health Specialist, Psychologist,
Psychiatric Provider, RN, Behavioral Health Technician, FDC Classification
Officer, and FDC Security Representative. The Inmate shall be present at the
initial ISP review meeting and shall attend subsequent ISP review meetings,
as clinically indicated.
All members, or on occasion their professional equivalent, must attend MDST
meetings. In addition to routine ISP updates, MDST members must remain
vigilant for circumstances warranting adjustments to treatment and meet to
update ISPs accordingly.
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Mental Health Service Requirements (MHS)
No.
MHS-021

Requirement
Assessment and Treatment for Suicidal and Serious Self-injurious Behavior
The Vendor shall provide suicide and self-injury prevention and mental health
crisis services per Procedure 404.001, Suicide and Self-Injury Prevention and
Procedure 404.004, Mental Health Inpatient Multidisciplinary Treatment and
Services.
Identification, intervention, treatment, and management of Inmates at risk of
suicide or serious self-injurious behavior shall follow Procedure 404.001,
Suicide and Self-Injury Prevention, Procedure 404.002, Isolation Management
Rooms and Observation Cells, Procedure 404.004, Mental Health Inpatient
Multidisciplinary Treatment and Services, and HSB 15.05.11, Planning and
Implementation of Individualized Mental Health Services.
The assessment of suicidal or self-injurious behaviors will include identifying
antecedent, precipitating factors, and consequences of the incident of suicidal
or self-injurious behavior. Documentation of this assessment shall include
clinical justification for decision-making regarding placement on SHOS,
referral to a higher level of care or release back to the compound.
For Inmates in an inpatient setting placed on SHOS, the MDST shall meet
within three (3) Business Days of the SHOS placement to update the ISP.
Following discharge from SHOS, if the Inmate engages in serious self-injury
or attempts suicide, the Vendor shall provide weekly individual cognitive
behavioral or dialectical behavioral therapy.

MHS-022

The Vendor’s Psychologist shall develop, and the MDST shall implement a
Self-Injury Reduction Plan (SIRP), in conjunction with the ISP, when an Inmate
engages in serial (two (2) or more in a three (3) month period) serious selfinjurious behaviors. The SIRP shall include a functional assessment and
behavioral safety assessment of the specific behavioral problems and will be
updated as needed or with review of the ISP until it can be closed.
Psychological Emergencies
The Vendor is responsible for the mental health evaluation and treatment of
all psychological/mental health emergencies. The Vendor shall respond to
Inmate-declared emergencies and emergent staff referrals as soon as
possible, within no more than one (1) hour of notification. The Vendor shall
complete and document emergency evaluations on the Day of encounter and
include sufficient clinical justification for the final disposition.
Mental health emergencies that are responded to by mental health staff shall
be documented on Form DC4-642G, Mental Health Emergency Evaluation,
while emergencies that are responded to by nursing staff shall be documented
on Form DC4-683A, Mental Health Emergency Protocol.
No matter the time or setting (outpatient, infirmary, or inpatient), the Vendor is
responsible for any and all costs associated with necessary medical care and
treatment of physical injuries, including outside hospital care, resulting from an
Inmate’s self-injurious behavior.

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Mental Health Service Requirements (MHS)
No.
MHS-023

MHS-024

MHS-025

MHS-026

Requirement
Routine Staff Referrals
The Vendor shall ensure, per HSB 15.05.18, Outpatient Mental Health
Services, mental health staff will respond within seven (7) Days of receiving
routine staff referrals.
Inmate Requests and Informal Grievances
The Vendor shall ensure Inmate requests and informal grievances are handled
per HSB 15.02.01, Medical and Mental Health Care Inquiries, Complaints, and
Informal Grievances. The Vendor shall log all Inmate requests for mental
health interviews, including providing an incidental note made by mental health
support staff to confirm that the Inmate interview request was received,
answered, and an appointment arranged. The Vendor shall respond to Inmateinitiated requests and informal grievances within 10 Business Days of receipt
by mental health staff. If the response to the Inmate’s request includes an
interview or referral, it shall occur as intended. The response shall be
immediate if the Inmate voices suicidal ideation.
Psychological Evaluations and Referrals
The Vendor’s mental health staff shall provide psychological evaluations per
policy requirements and for Inmates referred by various program areas. The
Vendor shall ensure only Florida-licensed Psychologists conduct
psychological evaluations per Chapter 490, F.S.
Screening and Treatment for Sex Offenders
The Vendor shall provide screening and necessary treatment for Inmates
currently serving a sentence for a sex offense, per Rule 33-404.102(7), F.A.C.
The purpose of the screening is to identify those who suffer from a sexual
disorder, as defined by the current Diagnostic and Statistical Manual of Mental
Disorders, and who are amenable and willing to participate in treatment. The
Vendor shall provide screening and treatment services for sex offenders per
HSB 15.05.03, Screening and Treatment for Sexual Disorder, and offer and
provide aftercare assistance per HSB 15.05.21.
The Vendor shall ensure within 60 Days of a sex offender’s arrival at the
Inmate’s first permanent institutional assignment, mental health staff conduct
a clinical interview, and review the health and master records of those Inmates
currently serving a sentence for a sexual offense. This screening shall be
documented on Form DC4-647, Sex Offender Screening and Selection.
The Vendor shall ensure mental health staff provide Inmates diagnosed with a
sexual disorder the opportunity to participate in treatment before EOS. The
preferred treatment modality is group therapy which will meet for at least one
(1) hour weekly for at least 20 weeks.

MHS-027

The Vendor shall ensure prior to group enrollment, mental health staff
complete Form DC4-660, Consent to Sex Offender Treatment. If sex offender
treatment is recommended, but the Inmate is unwilling to participate, the
Vendor shall complete Form DC4-711A instead.
Inmates with Diagnosis of Intellectual Disability
The Vendor shall ensure Inmates diagnosed with an intellectual disability who
have minimal to mild impairment in ability to function within the general Inmate
population are assigned to Institutions having Impaired Inmate services. These
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Mental Health Service Requirements (MHS)
No.

MHS-028

MHS-029

Requirement
Inmates will be assessed, identified and treated according to the Department’s
related procedures and HSBs.
The Vendor’s mental health staff shall track all Inmates diagnosed with an
intellectual disability to ensure proper discharge planning occurs at least 180
Days before release per HSB 15.05.21, Mental Health Re-Entry Aftercare
Planning Services.
The Department utilizes a detailed record-keeping system to document
delivery of services to Inmates. Mental health records consist of the Electronic
Medical Record (EMR), the psychological record jacket (Form DC-761), and a
computerized system which tracks Inmate specific information, including
mental health services, for all Inmates statewide, OBIS. The Vendor shall
ensure all mental health personnel are trained on the use of OBIS and EMR.
Record Keeping
The Vendor shall ensure mental health staff shall record all significant
observations pertinent to Inmate care and treatment at the time services are
rendered. Accurate and complete documentation is required of all mental
health staff and record entries shall reflect the ISP and contain sufficient detail
to follow the course of treatment.
The Vendor shall ensure an Inmate’s mental health record, especially services,
events, and encounters occurring between Clinician visits, be reviewed each
time they appear for a mental health encounter. Attestation that the record was
reviewed shall be documented via an incidental note or, if a clinical encounter,
within the SOAP note or on the assigned form.

MHS-030

MHS-031

The Vendor shall ensure that unless entered into the EMR system, the mental
health care provider document each entry using only a black ballpoint pen.
Each entry must be legible, dated, timed, signed, and stamped by the provider.
The provider’s stamp must include the mental health care provider’s name,
title, and institutional identification.
Service Delivery Logs
The Vendor shall ensure each Institution’s mental health programs maintain a
set of logs as detailed in HSB 15.05.17, Intake Mental Health Screening at
Reception Centers. Logs may be kept in written or electronic format.
The following logs (forms) shall be maintained at Reception Centers and all
Major Institutions:
1. DC4-781A, Mental Health Emergency, Self-Harm, SHOS/MHOS
Admission Log
2. DC4-781H, Inmate Request/Staff Referral Log
3. DC4-781J, Psychiatric Restraint Log
4. DC4-781K, Seclusion Log (inpatient mental health units only).
Forms (General Information)
There are many required forms that are utilized in delivery of mental health
services at the Institutions. The Vendor shall ensure all mental health providers
are familiar with all forms including how to complete and file the forms properly
in the health record. Providers must utilize the most recent version of the
Department’s Forms.
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MHS-032

MHS-033

Requirement
Problem List (Form DC4-730)
The Vendor must comply with HSB 15.05.11, Planning and Implementation of
Individualized Mental Health Services, in identifying and documenting
problems. Every mental health care provider has the authority to identify and
enter a mental health problem.
The Vendor shall ensure the Problem List (Form DC4-730 or equivalent) is
updated on an ongoing basis as problems are identified. Problems that are
resolved are indicated on the problem list with date, provider signature, and
provider stamp.
Mental Health Progress Notes (Form DC4-642)
The Vendor shall ensure all progress notes concerning mental health care,
including incidental and SOAP notes, are made in the mental health section of
the health record. Encounters without a corresponding, specified form will be
documented via incidental and SOAP notes on Form DC4-701, Chronological
Record of Health Care.
Any clinical contact with an Inmate requires a progress note written in SOAP
format and placed in the mental health section of the health record in reverse
chronological order the same Day as the encounter. Relevant clinical
information stemming from interactions other than a clinical encounter with the
Inmate, such as from contact with FDC or Vendor staff or significant others, is
documented in an incidental note on Form DC4-701. The incidental note is not
written in SOAP format. Whether incidental or SOAP, all progress notes are
dated, timed, signed, and stamped and, when indicated, cross-referenced to a
specific problem from Form DC4-730, Problem List.

MHS-034

MHS-035

MHS-036

MHS-037

The Vendor shall ensure clinical group therapy contacts are documented on a
Form DC4-642U, Clinical Group Therapy Note, with a SOAP note and includes
the Inmate’s relative participation, and his/her progress toward ISP objectives.
Psychological Record (Form DC4-761)
The Vendor shall ensure the psychological record contains psychological test
forms and protocols, and raw test data and is kept separately from the EMR or
health record. It must be in a secure location in the mental health services area
and the vendor must protect the confidentiality of test items and protocols.
The psychological record shall accompany the Inmate upon transfer in a
sealed envelope marked “Confidential”.
The Vendor’s mental health staff shall routinely attempt to obtain records of
past evaluation and treatment performed outside the Department. The Vendor
shall ensure any attempts to obtain records of past evaluation and treatment
be documented as an incidental note. The case manager has the primary
responsibility for requesting past mental health records.
The Vendor shall document if outpatient care is discontinued because it is no
longer clinically indicated, using Form DC4-661, Outpatient Treatment
Summary, prepared and filed in the health record within seven (7) Business
Days.
The Vendor’s institutional mental health leadership will communicate
frequently with the Warden, or designee, keeping him/her informed of all
significant events involving mental health care issues that may affect the
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MHS-038

MHS-039

MHS-040

MHS-041

MHS-042

Requirement
normal operation of the Institution (out of cell activities, self-injurious behavior,
emergencies, suicide) or teamwork issues (security assistance, medical
escort, transportation). At inpatient mental health units, the Psychological
Services Director will attend regular meetings with the Warden (weekly and
quarterly) and with the Regional Mental Health Director (monthly).
Inmate Orientation to Mental Health Services
The Vendor shall ensure all newly arriving Inmates, regardless of assigned Sgrade and whether received from a reception center or transferred from
another Institution, shall be oriented specifically to mental health services at
the receiving Institution, per HSB 15.05.18, Outpatient Mental Health Services
and Procedure 403.008, Inmate Health Services Orientation and Education.
Mental health orientation shall be conducted within eight (8) Days of arrival
and documented in the EMR.
The Vendor shall ensure Orientation consist of a written, easily understood
explanation (available both in English and Spanish) and in-person oral
presentation by the Vendor’s mental health staff of available services and
instruction on accessing mental health services, including consent or refusal
of mental health services and confidentiality.
Record Reviews
The Vendor shall ensure that the mental health sections of records for all newly
arriving Inmates, regardless of assigned S-grade and whether received from a
reception center or transferred from another Institution, shall be reviewed
within 14 Days of arrival by the Vendor’s mental health service providers. For
S-2/S-3 Inmates, the purpose of the record review is to prepare for the initial
interview and assess and prioritize treatment needs. This review also verifies
that the S-grade in OBIS is consistent with the S-grade in the health record.
Case Manager Assignment
The Vendor shall ensure all newly arriving S-2 through S-6 Inmates have a
Case Manager assigned and documented in the EMR within three (3) Business
Days of arrival or assignment of S-grade. A psychologist is responsible for this
assignment for all S-3 Institutions and above; while this assignment can be
made by an Licensed Clinical Social Worker, Licensed Mental Health
Counselor, or Licensed Marriage and Family Therapist at S-1/S-2 Institutions.
Any subsequent change of Case Manager shall be documented similarly.
Service Planning Interview
The Vendor shall ensure each newly arriving S-2 and S-3 Inmate be
interviewed by a mental health provider (master or doctoral level Clinician)
within 14 Days of arrival. This initial interview includes a mental status
examination and review of the status of problems that were the focus of
attention prior to arrival, to assess current functioning and treatment needs.
The interview shall be documented using Form DC4-642B, Mental Health
Screening Evaluation.
Psychiatric Services
The Vendor shall ensure a newly arriving Inmate who is classified as S-3 be
continued on any current psychotropic medication and must be assessed by a
psychiatric Clinician before the expiration of the current psychotropic
prescription to evaluate the Inmate’s treatment needs. The Vendor will be
responsible for ensuring continuity of pharmacotherapy for any newly arriving
S-3 Inmate.
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MHS-043

Requirement
Psychotropic medication therapy and the Inmate's progress shall be reviewed
and documented at least every 90 Days using Form DC4-642A, Outpatient
Psychiatric Follow-up. When the psychiatric provider determines that
psychotropic medication is no longer indicated, the Inmate’s S-grade shall be
lowered to an S-2, and that Inmate will be removed from the psychiatric
caseload. Mental health staff shall provide case management for at least 60
Days before the Inmate is eligible to be considered for a downgrade to S-1.
Without exception, Inmates with a current diagnosis of Schizophrenia or other
psychotic disorders, including disorders with psychotic features, shall be
maintained as a mental health grade S-3 or higher.
Outpatient Mental Health Nursing Services
The Vendor shall be responsible for providing nursing services to support the
required outpatient psychiatric services at S-3 Institutions.
A Licensed Nurse shall provide mental health services, which include, but are
not limited to:
1. Participation as a member of the MDST.
2. Prepares health care record for the Clinician prior to psychiatric call out.
Preparation includes pulling the health care record and flagging relevant
laboratory results or encounters.
3. Ensures ordered lab/diagnostic work is completed, reviewed by a Clinician,
and report filed in the health care record timely.
4. Ensure data is entered into the EMR for every Patient that has contact with
a Psychiatric Clinician.
5. Ensures the Psychiatric Clinician’s orders are effectively carried out,
including signing off orders, reviewing Medication Administration Records
(E-MARS), scheduling labs test, EKGs, and follow-up appointments.
6. Scan completed paperwork (evaluations, Abnormal Involuntary Movement
Scale (AIMS), Form DC4-653, medication consents, etc.) correctly into the
EMR.
7. Ensures psychotropic medications are discontinued by the Psychiatric
Clinician when Patients refuse medications.
8. Monitor psychiatric-ordered lab results, communicate with the appropriate
Clinician regarding abnormal values, and schedule appointments as
clinically indicated.
9. Actively participates in the development and implementation of ISPs, Form
DC4-643A, for Patients with a broad range of mental health issues.
10. Schedule Inmate appointments with the Psychiatric Clinician.
11. Responsible for monthly reports via the computerized database.
12. Ensures each Patient has prescription order(s) to take with them upon
release from prison for a 14-Day supply of psychotropic medication.
13. Contributes to developing and monitoring Corrective Action Plan(s).
14. Reviews Form DC4-673B daily on all Inmates admitted to the infirmary and
communicates observations to the Psychiatric Clinician.
15. Ensures correct administration of medications, including injections, and
monitors treatment results.
16. Monitors Patients for Extra Pyramidal Symptoms (EPS) and gives
Emergency Treatment Orders (ETO) when prescribed during normal
business hours.
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MHS-044

MHS-045

Requirement
17. Supervises psychotropic medication compliance to oversee the general
health and wellbeing of the Patients. Verifies compliance by reviewing
Form DC4-701A, Medication and Treatment Record.
18. Acknowledges and responds in timely manner to Mental Health Sick Call
Requests and grievances.
19. Observes Patients for signs of disorder or tension and reports such
observations to a higher clinical authority.
20. Provides Patient education and counseling, as clinically indicated.
21. Strives to build collaborative relationships with Patients in the interest of
educating them about their treatment regimens and pathways to physical
and mental health.
22. Provides medication education, including the importance of medication
compliance and general health information to Inmates as needed.
23. Provides counseling in a manner that avoids staff-splitting, in accordance
and in collaboration with the MDST’s ISP, Form DC4-643A.
Outpatient Psychiatric Consultation for Inmates
The Vendor shall be responsible for providing outpatient psychiatric
consultation services, per HSB 15.05.19, Psychotropic Medication Use
Standards and Informed Consent. Outpatient psychiatric consultation for
Inmates assigned to S-1/S-2 Institutions is provided through transport (rather
than transfer) of the Inmate to a nearby S-3 facility or via telepsychiatry. The
Inmate is returned the same Day of the consult, unless the Psychiatric Clinician
determines that immediate admission to inpatient care is indicated. The
Vendor’s Regional Mental Health Director shall designate the preferred
consulting facility for each Institution. Requests for non-emergent psychiatric
consultations for Inmates who are graded S-1 or S-2 shall be evaluated to
determine further disposition, per HSB 15.05.19. Telepsychiatry services will
be governed by HSB 15.06.12, Telemedicine.
Cognitive-Behavioral Therapy/Counseling Services
The Vendor shall provide therapy and counseling services per HSB 15.05.18,
Outpatient Mental Health Services. Credentialed qualified mental health staff
shall deliver individual and/or clinical group therapy to best meet the Inmate’s
identified clinical needs.
Individual and/or group psychotherapy will be offered to all Inmates on the
mental health case load, as clinically indicated, but no less than every 60 Days.

MHS-046

Each permanent Institution will offer group interventions, as clinically indicated,
that are designed to meet the needs of Inmates who are eligible for ongoing
outpatient services.
Case Management
The Vendor shall ensure case management services be provided to Inmates
receiving ongoing mental health services. Case management includes a wide
variety of actions that the case manager performs and shall be identified on
the ISP. Case management is a service, not a treatment, for an identified
problem.
The Vendor shall ensure case management will occur at least every 30 Days
for Inmates with a current diagnosis of Schizophrenia or other psychotic
disorders, including disorders with psychotic features, and at least every 60
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MHS-047

MHS-048

MHS-049

Requirement
Days for all other S-2 and S-3 Inmates. This service will be documented on
Form DC4-642D, Outpatient Mental Health Case Management.
Treatment Planning
The Vendor shall ensure each outpatient Inmate who receives ongoing mental
health services have an ISP and a Biopsychosocial Assessment (BPSA). The
BPSA is a summary of factors essential to diagnosing mental health disorders
and is the first step in the treatment planning process. Accordingly, it is
completed prior to the initial ISP. The ISP is individualized and reflects the
current psychiatric diagnosis, based on the current version of the Diagnostic
and Statistical Manual of Mental Disorders, and significant functional problems
listed in the Problem Index. The symptoms and history documented in the
BPSA shall be consistent with the diagnostic criteria. The ISP also addresses
institutional adjustment, treatment compliance and progress, the rationale for
any ISP changes, and new information relevant to treatment. The Problem List
shall reflect all problems being addressed on the ISP.
The ISP is developed and updated at regular intervals by the MDST to reflect
the Patient’s current status according to HSB 15.05.11, Planning and
Implementation of Individualized Mental Health Services. Mental health
treatment interventions must be consistent with and provided as specified in
the ISP. For S-2/S-3 Inmates the initial ISP is completed and approved by the
MDST within 30 Days of the S-grade assignment or change. Thereafter, the
MDST will review and approve the ISP at least every 180 Days. The MDST is
required to meet and revise the ISP as needed in response to a significant
adverse change in the Inmate’s behavioral functioning. Signifying their
agreement with the ISP, all members of the MDST sign the ISP at the meeting.
Inmates sign the ISP at the time of the meeting (if they attend) or at their next
clinical encounter.
The Vendor shall ensure when Inmates are transferred between Institutions,
the MDST at the receiving Institution will review, revise as needed, and sign
the standing ISP to identify their newly assigned mental health staff within 14
Days of arrival. Signifying their agreement with the ISP, all members of the
MDST sign the ISP at the meeting. Inmates sign the ISP at the time of the
meeting (if they attend) or at their next clinical encounter.
Chemical/ Electronic Immobilization Device (EID) Use-of-Force Evaluations
The Vendor shall ensure mental health staff shall evaluate S-2/S-3 Inmates no
later than the next Business Day following a use-of-force event, per Rule 33602.210, F.A.C., Use of Force. The evaluation shall be documented on Form
DC4-642B, Mental Health Screening Evaluation.
Confinement Mental Health Rounds and Evaluations
The Vendor shall provide mental health services for Inmates in restrictive
housing per HSB 15.05.08, Mental Health Services for Inmates who are
Assigned to Confinement, Protective Management or Close Management
Status and Procedure 403.003, Mental Health Transfers
The Vendor shall ensure its mental health staff perform rounds, cell front, in
each Confinement unit weekly to personally observe each Inmate and inquire
whether the Inmate has any mental health-related problems. The purpose of
the observation and inquiry is not to perform an in-depth assessment but to
determine whether an appointment should be made to do so. If the Inmate
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Requirement
reports or the mental health staff observes concerns, an appointment must be
scheduled for timely follow-up. Mental health staff shall document the outcome
of Confinement rounds for each Inmate using the below codes on Form DC6229, Daily Record of Special Housing, to avoid any breach in confidentiality:
1) Code MH-1: Refer to medical for follow-up of physical health-related
complaint
2) Code MH-2: Needs immediate mental health care services due to urgent
or emergent concerns
3) Code MH-3: No action required
4) Code MH-4: Schedule non-emergent follow-up with mental health care
staff
5) Code MH-5: Evaluation or treatment was provided
If a code other than MH-3 is entered on Form DC6-229, mental health staff
shall chart appropriately in the health record.
In addition to the weekly rounds conducted by institutional mental health staff,
the Psychological Services Director or, if unavailable, a Psychologist will visit
the Special Housing areas at least once each month to evaluate the
effectiveness of the mental health care provider visits and to ensure
appropriate access to settings that afford confidentiality for evaluation and
treatment in accordance with Procedure 403.003, Health Services for Inmates
in Special Housing.
Confinement evaluations include a mental status examination and any other
formal evaluation needed to determine the Inmate’s suitability for continued
Confinement. Because of confidentiality issues, psychiatric or psychological
Confinement assessments are not to be conducted at the cell front.
Segregated Inmates are evaluated as follows:
1) S-1 Inmates are evaluated within 30 Days of placement and every 90 Days
thereafter.
2) S-2 Inmates are evaluated within 30 Days of placement and every 60 Days
thereafter.
3) S-3 Inmates are evaluated within five (5) Days of placement and every 30
Days thereafter.
4) Inmates with a designated mental health impairment (SY-Y or SY-D) will
be evaluated the next Business Day after placement into Special Housing
to assess mental status. Those with the SY-D designation will be referred
to, at a minimum, TCU level of care.
The Vendor shall ensure its mental health staff notify the FDC Classification
Supervisor of each Inmate's mental condition as these Confinement
assessments are completed using Form DC4-528, Mental Status of
Confinement Inmates. Notification indicates that the Inmate is either
unimpaired, receiving appropriate outpatient care, or has been referred for
inpatient care. A copy of the completed DC4-528 is placed in the health record.
The Vendor shall ensure all facilities use OBIS (MHS 51 Confinement Status
Report) or the EMR equivalent to track Inmates in Confinement. The report
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MHS-050

Requirement
indicates when all Confinement reviews are completed and will indicate any
discrepancies.
The Vendor shall ensure every reasonable effort must be made to ensure that
confined Inmates receive all necessary and appropriate mental health care,
including evaluation, case management, individual therapy, clinical group
therapy, and psychotropic medication. Mental health care is provided in an
interview room or other area providing for confidentiality, not at the cell front,
unless expressly authorized in writing by the Department’s Office of Health
Services.
Psychotropic Medication
The Vendor shall ensure psychotropic medications be prescribed and
managed per HSB 15.05.19, Psychotropic Medications Use and Informed
Consent.
The Vendor shall ensure a Psychologist shall screen all outpatient Inmates
who are referred to psychiatry for potential medication initiation. The initial
psychiatric follow-up shall be conducted at least once every two (2) weeks
upon initiating any new psychotropic medication for four (4) weeks. The
Clinician shall include in his/her progress notes:

1. effects of prescribed medication(s) on targeted symptoms and
behavior;
2. rationale for change of medication;
3. rationale for increasing or decreasing medication; and
4. potential side effects of the medication.
The Vendor shall provide all Inmates receiving medication with a full
description of any medications ordered and their potential side effects. The
Vendor must then request the Inmate sign an informed consent for each
psychotropic medication as prescribed.

MHS-051

The Vendor shall ensure required laboratory tests shall be ordered for the
initiation and follow-up of psychotropic medication administration according to
the Testing Standards for Psychotropic Medication Usage. For Patients
receiving antipsychotic medications, Abnormal Involuntary Movement Scale
(AIMS) testing shall be administered in accordance with Testing Standards for
Psychotropic Medication Usage.
Mental Health Services in Close Management Units
The Vendor shall ensure before placement on Close Management (CM), an
Inmate receive a mental health evaluation, regardless of mental health grade,
within five (5) Business Days of receiving Form DC6-128, CM Referral
Assessment. CM Inmates shall be allowed out of their cells to receive mental
health services, as specified in their ISP unless the Inmate has displayed
hostile, threatening, or other behavior that could present a danger to others
within the past four (4) hours. Security staff shall determine the level of restraint
required while CM Inmates access outpatient services outside their cells per
Rule 33-601.800(9) (b), F.A.C.
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MHS-052

MHS-053

Requirement
The Vendor shall ensure CM Inmates with a mental health grade of S-2/S-3
receive at least one (1) hour of clinical group or individual therapy each week.
Individualized service planning timeframes for CM Inmates on the mental
health caseload must comply with Rule 33-601.800, F.A.C.
The Vendor shall ensure for Close Management Inmates, Form DC4-729,
Behavioral Risk Assessment (BRA), shall be completed at the required
intervals regardless of mental health grade or housing assignment, including
when the Inmate is housed outside the CM unit to access necessary medical
or mental health care. Required intervals for completion are specified in Rule
33-601.800, F.A.C. and are as follows:
1) Within three (3) Business Days of the Inmate’s involvement in a critical
event;
2) Within 14 Days of CM placement; and
3) Within 120 Days of the initial 14-Day BRA and every 180 Days thereafter.
Treatment for Gender Dysphoria
The Vendor shall ensure identification and treatment of Inmates diagnosed
with Gender Dysphoria is governed by Procedure 403.012, Identification and
Management of Inmates Diagnosed with Gender Dysphoria. After initial prescreening, formal assessment, and review by the OHS Gender Dysphoria
Review team, the Inmate will receive initial treatment to include, but be limited
to, clinical group therapy once weekly, psychoeducational group interventions
twice weekly, and individual psychotherapy at least every 30 Days. After an
initial three (3) month period, treatment schedules can be modified by the
MDST to include individual psychotherapy at least every 30 Days and clinical
group therapy either weekly, bi-weekly, or monthly, as clinically indicated.
While receiving any treatment for Gender Dysphoria Inmates must remain at a
mental health designation of S-2 or higher.
Residential Continuum of Care Units (RCCU)
The Vendor shall be responsible for provision of mental health services to the
various units of RCCU as governed by Procedure 404.005. These units are
designed for Inmates with serious mental impairments associated with a
historical inability to successfully adjust to living in the general Inmate
population. The units include Secure Treatment Units (STU), Diversion
Treatment Units (DTU), and Cognitive Treatment Units (CTUs). Weekly
therapeutic community meetings will be conducted by a Behavioral Health
Specialist or Psychologist to foster Inmate input, participation, and satisfaction
with the RCCU. Staffing for the RCCU’s will approximate TCU staffing for outof-cell structured therapeutic activities. Staffing for mental health, medical,
nursing, and administration services will compare to an outpatient care level.
Services within these units include, but are not limited to weekly therapeutic
community meetings, case management, group and individual therapy,
psychiatric consultation, and other Structured Out-of-Cell Treatment Services
(SOCTS).
The STU requires a minimum of nine (9) hours of SOCTS weekly to include:
1. One (1) hour of clinical group offered by a Behavioral Health Specialist or
Psychologist;
2. One (1) hour of psychoeducational group targeting factors associated with
step-down transition from the unit;
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3. One (1) hour of therapeutic community offered by a Behavioral Health
Specialist or Psychologist; and
4. Six (6) hours of therapeutic activities or psychoeducational groups offered
by a Behavioral Health Technician or Behavioral Health Specialist.
The DTU requires a minimum of nine (9) hours of SOCTS weekly to include:
1. One (1) hour of clinical group conducted by Behavioral Health Specialist or
Psychologist;
2. One (1) hour of therapeutic community offered by a Behavioral Health
Specialist or Psychologist; and
3. Seven (7) hours of therapeutic activities or psychoeducational groups
offered by a Behavioral Health Technician or Behavioral Health Specialist.
The CTU requires a minimum of nine (9) hours of SOCTS weekly to include:
1. One (1) hour of psychoeducational group targeting neurocognitive or
neurodevelopmental factors associated with adaptive functioning offered
by a Behavioral Health Specialist or Psychologist;
2. One (1) hour of therapeutic community offered by a Behavioral Health
Specialist or Psychologist; and
3. Seven (7) hours of therapeutic activities or psychoeducational groups
offered by a Behavioral Health Technician or Behavioral Health Specialist.

7. Inpatient and Infirmary Mental Health Care (IIC)
Infirmary Mental Health Care is provided at most Institutions, following the standards
of care outlined in Procedure 404.001, Suicide and Self-Injury Prevention and HSB
15.03.26, Infirmary Services. Inpatient mental health care is provided at a limited
number of Institutions, following the time frames and guidelines in Procedure
404.004, Mental Health Inpatient Multidisciplinary Treatment and Services. Other
pertinent policies for inpatient mental health care delivery include Procedure 404.003,
HSB 15.05.11, HSB 15.05.19, Procedure 404.001, HSB 15.02.02, HSB 15.05.21,
HSB 15.05.13, HSB 15.05.20, and the Nursing Manual. Inpatient mental health
services are provided in Transitional Care Units (TCU), Crisis Stabilization Units
(CSUs), and Corrections Mental Health Treatment Facilities (CMHTF).
Infirmary Mental Health Care is a level of care more intensive than outpatient care.
It includes all behavioral and psychiatric emergencies, such as managing Inmates
with an identified risk of self-harm or acute deterioration in mental health functioning.
Crisis management may require placement in an infirmary Isolation Management
Room (IMR) or other specifically designated safe housing, such as an Observation
Cell (OC), at a permanent Institution for rapid assessment, close observation, and
institutional-based intervention. The crisis may be appropriately managed at this level
or may require a referral and subsequent transfer to a CSU. IMRs and OCs, when
indicated, are designed to provide a safe and appropriate setting for initial housing
and observation of Inmates who present impairments that cannot be managed on an
outpatient basis.
Transitional Mental Health Care is a more intensive level of care than outpatient
and infirmary care, but less intensive than crisis stabilization care. This level of care
is only available at designated Institutions and is delivered in a TCU. The TCU is a
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structured residential setting with a therapeutic milieu and direct treatment
components, such as therapeutic behavioral interventions and behavioral
management plans. It is designed to provide evaluation, treatment, and mental health
care intervention to any Inmate whose symptoms of serious mental disorder interfere
with his/her capacity to adapt in an outpatient setting safely. The goal is to alleviate
the symptoms of mental illness and to improve functioning sufficiently to return the
individual to the least restrictive clinical and custodial environment. Transitional care
is also used to transition Inmates who have received acute care in a CSU or a CMHTF
back to an outpatient setting. A long-term residence in a TCU will be considered for
an Inmate who suffers from a chronic, severe, and persistent mental illness or
intellectual disability (and the inability to readjust to the General Population or Special
Housing) if a more suitable setting is not available, such as the DTU or CTU.
Crisis Stabilization is a still more intensive level of care than TCU that allows for
closer management, observation, and treatment intervention while seeking rapid
stabilization of acute symptoms and conditions. This level of care is provided in a
CSU, a highly structured, safe environment located within select Major Institutions.
CSU programs include a broad range of evaluation and treatment services intended
for Inmates experiencing acute emotional distress and cannot be adequately
evaluated and treated in a TCU or infirmary IMR. Inmates assigned to CSUs generally
remain within the locked inpatient unit and do not access General Population Inmates'
services and activities. Crisis stabilization care is only intended for short-term periods
and is less restrictive and intensive than care provided in a CMHTF.
A Corrections Mental Health Treatment Facility (CMHTF) is the highest and most
intensive level of mental health care available to Inmates. It can only be provided
through a court order per Sections 945.40 – 945.49, F.S. This care is provided in an
extended treatment or hospitalization-level unit, specifically designated by the FDC
Health Services Director per by Rule 33-404.201, F.A.C., to provide acute mental
health care including treatment and therapeutic intervention. This level of care
contrasts to less intensive levels of care such as outpatient mental health care,
infirmary mental health care, transitional mental health care, or crisis stabilization
care.
Ongoing involuntary mental health treatment can only be provided at this level of care
with a court order at Institutions with a designated CMHTF. This level of care includes
a broad range of evaluation and treatment services within a highly structured and
secured hospital setting. Patients are typically chronically or severely impaired and
do not respond favorably to brief inpatient or intermediate care. Patients are
discharged to TCUs for further treatment and progressive reintegration to a suitable
environment.
Inpatient and Infirmary Mental Health Care Requirements (IIC)
No.
IIC-001

Requirement
SHOS Assessments and Evaluations
The Vendor shall ensure its nursing staff provide care and complete
documentation if the Patient is in the inpatient mental health unit or the
Infirmary. Nursing staff complete Form DC4-673B, Inpatient Mental Health
Daily Nursing Evaluation, once every eight (8) hours.
The Vendor shall ensure Inmates on SHOS are visually checked by the
appropriate staff at least once every 15 minutes with documentation on the
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Requirement
DC4-650, Observation Checklist. Upon an Inmate’s return to the Institution
after receiving outside medical treatment for self-injurious behavior, the Inmate
must be placed on SHOS, and a Psychologist must complete an evaluation in
the format specified by the FDC Chief of Mental Health Services.
The Vendor shall ensure there be an order from the Vendor’s attending
Clinician for each Inmate placed on SHOS documented in the infirmary or
inpatient record. An attending Clinician must personally interview and assess
the Inmate each Business Day while the Inmate is on SHOS and document
this clinical contact in the health record using the SOAP format on the
appropriate form. For Inmates housed in an infirmary level of mental health
care, counseling shall be provided by the Vendor’s mental health staff every
Business Day and documented as a SOAP note or on the appropriate form.
For Inmates placed on SHOS in inpatient units, the MDST will meet within
three (3) Business Days of SHOS assignment to update the ISP.

IIC-002

The Vendor shall ensure documentation for Inmates whose SHOS status was
discontinued contain sufficient clinical justification to ensure that the Inmate’s
level of care was commensurate with the assessed treatment needs. The
Vendor’s mental health staff will evaluate the relevant mental status and
institutional adjustment for Inmates discharged to outpatient care within the
first (1st) to third (3rd) Business Day and within the seventh (7th) to tenth
Business Days of discharge.
Referral/Transfer to TCU/CSU/CMHTF
The Vendor shall ensure mental health transfers for inpatient care follow
established Department policy, rules, and procedures and Sections 945.40945.49, F.S. (The Correctional Mental Health Act), as applicable. Transfer
criteria and procedures are fully described in Procedure 404.003, Mental
Health Transfers.
The Vendor shall ensure all transfers be coordinated with the Department’s
Mental Health Transfer Coordinator in the Office of Health Services.
The Vendor shall ensure mental health transfers for inpatient care to TCUs,
CSUs, and CMHTFs are considered routine, urgent, or emergent (based upon
a clinical assessment made by the referring mental health team). During
business hours, transfers are accomplished by completing Form DC4-656,
Referral for Inpatient Mental Health care (the designated Form is used)
directed to the Department’s Population Management Administrator and the
Mental Health Transfer Coordinator. Transfers occurring after-hours (including
weekends and State holidays) are accomplished by on-site clinical staff who
shall intervene to manage any mental health emergency, per the protocol
established in Procedure 404.003.
The Vendor shall ensure routine referrals to CMHTF units are initiated through
a consensus reached by a CSU MDST, which requests the Warden file a
petition with the court in the county where the Inmate is housed. Emergent
referrals to CMHTF units are indicated through consensus reached among the
CSU MDST that a Patient’s condition has reached a level of care that cannot
be met at the Institution and that only CMHTF can provide the required level
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IIC-003

IIC-004

IIC-005

IIC-006

Requirement
of care. Mental health staff requests the Vendor’s Regional Mental Health
Director of that region to give approval based on his/her appraisal of the
Inmate’s clinical condition. If approval is granted, the Regional Mental Health
Director will advise the Warden, who will also need to give administrative
approval of the emergency transfer request.
Mental Health Inpatient Orientation
The Vendor shall ensure that within four (4) hours of the Inmate’s arrival into
an inpatient unit, nursing staff inform the Patient of the reason(s) for admission,
provide verbal orientation to the inpatient unit, and inform the Patient of the
mental health unit rules. This orientation is documented on Form DC4-673,
Mental Health Inpatient Nursing Admission Assessment.
Risk Assessment
The Vendor shall ensure Psychologists are responsible for completion of risk
assessments utilizing a validated violence risk assessment instrument,
currently the HCR-20. Upon completion of these risk assessments, a Risk
Assessment Team (RAT), comprised of a security representative, who will
serve as the team leader, a Psychologist, and a staff member from
classification will conduct a Risk Assessment Team meeting that incorporates
the results of the assessment in accordance with Chapter 33-404, F.A.C.,
Dispositions of the RAT meeting are documented on Form DC6-2087, Risk
Assessment for Inpatient Treatment, and will occur:
• Within three (3) Business Days of admission to the CSU;
• Within seven (7) Business Days of admission to the TCU or CMHTF;
• Every 90 Days after initial assessment upon admission while in the
inpatient system;
• At the occurrence of any critical event, as defined in Chapter 33-404;
and/or
• At the request of the treating Psychologist, with consent of the MDST.
Treatment Planning
The Vendor shall ensure all Patients admitted to an inpatient unit have an ISP
initiated and reviewed by the MDST within the required timeframes in
Procedure 404.004, Mental Health Inpatient Multidisciplinary Treatment and
Services and HSB 15.05.11, Planning and Implementation of Individualized
Mental Health Services. All MDST members sign the ISP at the meeting,
indicating their agreement. Inmates also sign the ISP at the meeting time (if
they attend) at their next clinical encounter, or by the next Business Day. The
MDST will conduct routine and spontaneous meetings per the timeframes and
requirements specified in Procedure 404.004.
Admission – Attending Clinician
The Vendor shall ensure within 24 hours of an admission (or the first Business
Day following weekends/holidays), the attending Clinician will complete an
admission note per Procedure 404.004. No admission note is necessary if a
psychiatric evaluation is completed within 24 hours of admission. The
attending Clinician will also update the S-grade to the corresponding level of
care using Form DC4-706, Health Services Profile within three (3) Business
Days of admission.

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No.
IIC-007

IIC-008

IIC-009

IIC-010

Requirement
Admission – Behavioral Health Specialist
The Vendor shall ensure that within three (3) Business Days of admission, the
assigned Behavioral Health Specialist meets with the Patient to explain the
behavioral management progress system (BMPS) and conduct a service
planning interview.
Psychiatric Services
The Vendor shall ensure all Patients admitted to an inpatient unit shall receive
a psychiatric evaluation within three (3) Business Days of admission,
documented using Form DC4-655, Psychiatric Evaluation. After the initial
evaluation, psychiatric follow-up care shall occur following the requirements
outlined in Procedure 404.004 and HSB 15.05.19.
1. A psychiatric Clinician must conduct a clinical interview to assess the
mental status and progress of new TCU Inmates at least once during the
Inmate’s first seven (7) Days and at least every 30 Days after that.
2. At a minimum, a psychiatric Clinician must conduct a clinical interview to
assess the mental status and progress of new CSU Inmates on at least
three (3) occasions during the Inmate’s first seven (7) Days and at least
every seven (7) Days thereafter.
3. A psychiatric Clinician must conduct a clinical interview to assess the
mental status and progress of new CMHTF Inmates on at least three (3)
occasions during the Inmate’s first seven (7) Days and at least every 14
Days thereafter.
Daily Rounds
The Vendor’s clinical staff shall conduct rounds on the inpatient units to ensure
each Inmate's well-being and general functioning. The psychiatric Clinician or
Psychologist will conduct daily rounds on Business Days to personally observe
each Inmate. The Psychologist will conduct at least one (1) of the required
rounds each week in the CSU, twice a week in the CMHTF, and monthly in the
TCU. The Vendor shall document rounds using Form DC4-717A, Mental
Health Inpatient Unit Rounds Documentation Log.
If an Inmate requires additional services, interventions, or follow-up resulting
from the rounds, these needs shall be documented as an incidental note in the
Inmate’s inpatient record.
Inpatient/Infirmary Nursing Services
The Vendor shall be responsible for all mental health nursing inpatient and
infirmary services.
The Vendor shall ensure in mental health inpatient units and for Inmates
admitted into the Infirmary for mental health reasons, a Licensed Nurse shall:
1. Review and respond to all staff referrals, Form DC4-529, for Inmates in the
infirmary for mental health reasons.
2. Review the completed Form DC4-683A, Mental Health Emergency Nursing
Protocol, for all new infirmary mental health admissions and communicate
the findings to the Psychiatrist.
3. Conduct a daily evaluation, during business hours, to observe the Inmate
and communicate their current status. This encounter shall be documented
in the Inmate’s health record and communicated to the Psychiatrist.
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IIC-011

Requirement
4. Review daily, during business hours, Form DC4-701A, Medication and
Treatment Records, for all Inmates in the Infirmary for mental health
reasons to ensure compliance with psychotropic medication if prescribed.
5. Provide Inmate education and counseling as needed and document on
Form DC4-714A, Infirmary Progress Record.
TCU Nursing Services
The Vendor shall ensure an order is received and documented within one (1)
hour of admission to TCU by the Clinician or Licensed Nurse (for verbal
orders).
The Vendor shall ensure a Licensed Nurse provides the Patient orientation to
the TCU and documents it on Form DC4-673. The orientation shall include
the reason for admission to the unit and the mental health unit's rules. The
information shared shall be in writing unless it has been determined that the
Inmate’s risk of self-harm will be increased by possessing them.
The Vendor shall ensure a Licensed Nurse collect vital signs, as follows:
1. Within one (1) hour of admission, including weight (documented on Form
DC4-673 for new admissions or Form DC4-673A for unit-to-unit transfers.
2. Every Day for two (2) Days and then two (2) times per week, unless
ordered more frequently by the Clinician and documented on Form DC4716A, Graphic Chart.
3. Once every 14 Days from admission, unless ordered more frequently by
the Clinician and documented on Form DC4-673B.
4. Weights shall be checked weekly unless ordered more frequently by the
Clinician and documented on Form DC4-716A, Graphic Chart.
5. For psychotropic medication changes, two (2) Days a week for four (4)
weeks from the first administered dose to the Inmate, documented on Form
DC4-716A, Graphic Chart.
A Licensed Nurse shall complete an Inmate admission evaluation on Form
DC4-673 within four (4) hours of receiving the Inmate to the TCU. An RN will
conduct a Patient evaluation every 14 Days, alternating Form DC4-684 with
Form DC4-673B, unless ordered more frequently by the Clinician following
admission. If additional documentation is needed, the Licensed Nurse shall
document it on Form DC4-642F in SOAPIE format.

IIC-012

IIC-013

Sick call complaints shall be documented on the DC4-683 Series forms, as
noted above, and on Form DC4-642F in SOAPIE format if there isn’t a Form
DC4-683 for the Patient’s specific complaint.
Unit-to-Unit Transfer Nursing Services
The Vendor shall ensure for unit-to-unit transfers (CSU to TCU or TCU to
CSU), a Licensed Nurse completes an Inmate assessment when receiving a
transfer from the CSU, instead of a new admission evaluation, within four (4)
hours of admission to the TCU and completes Form DC4-673A, Inpatient Unitto-Unit Mental Health Transfer Nursing Assessment. A Licensed Nurse will
collect vital signs, including weight, within one (1) hour of transfer/admission.
CSU and CMHTF
The Vendor shall ensure an inpatient record is started at the time of admission
by a Licensed Nurse.
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Requirement
The Vendor shall ensure a Licensed Nurse document all CMHTF and CSU
admissions and discharges on Form DC4-781A, Mental Health Emergency,
Self-Harm, IMR Log. The Vendor shall ensure an order is received and
documented within one (1) hour of admission to CSU or CMHTF by the
Clinician or RN (for verbal orders).
The Vendor shall ensure a Licensed Nurse provides the Inmate orientation to
the CSU or CMHTF, documented on Form DC4-673. The orientation shall
include the reason for admission to the unit and the mental health unit's rules.
The information shared shall be in writing unless it has been determined that
the Inmate’s risk of self-harm will be increased by possessing them.
The Licensed Nurse collects the Inmate’s vital signs as follows:
1. Within one (1) hour of admission, including weight.
2. Every Day for two (2) Days and then twice per week from admission unless
ordered more frequently by the Clinician and documented on Form DC4673.
3. Twice a week after that, unless ordered more frequently by the Clinician.
4. Weights shall be checked weekly, unless ordered more frequently by the
Clinician.
The Vendor shall ensure a Licensed Nurse complete an Inmateadmission
evaluation using Form DC4-673 within four (4) hours of receiving the Inmate
to the CSU or CMHTF. A Licensed Nurse shall complete a Patient evaluation
every eight (8) hours following admission and document it on Form DC4-673B.
A Licensed Nurse shall complete the Day shift evaluation. If additional
documentation is needed, a Licensed Nurse shall document on Form DC4642F in SOAPIE format.

IIC-014

The Vendor shall ensure sick call complaints be documented on the DC4-683
Series forms, as noted above, and on the Form DC4-642F in SOAPIE format
if there is not a Form DC4-683 for the Patient’s specific complaint.
The Vendor shall ensure in the inpatient mental health units, sick call is
performed by a Licensed Nurse. Licensed Nursing staff shall provide all
Inmates a health care services orientation immediately upon arrival, to include
access to sick call. A Licensed Nurse shall complete an assessment on the
Inmate and document using the appropriate DC4-683 series protocol.
Inmates shall be seen by a Licensed Nurse, according to triage priority:
1. Emergent: Patient is seen immediately.
2. Urgent: Patient is seen within 24 hours.
3. Routine: Patient is seen timely and does not exceed one (1) week from
request.
The Vendor shall ensure a Licensed Nurse shall implement the plan as
outlined on the appropriate DC4-683 protocol. A Licensed Nurse shall
document sick call that does not have a corresponding DC4-683 protocol on
Form DC4-642F, Chronological Record of Inpatient Mental Health Care,
including vital signs.
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No.

IIC-015

Requirement
The Vendor’s Assistant Director of Mental Health Nursing shall maintain and
display a current list of available Nursing Protocols in all treatment rooms used
for sick call and medical emergencies.
Inmate-Related Emergencies and Inmate Declared Emergencies
The Vendor shall ensure a Licensed Nurse provides Inmates a health care
services orientation immediately upon arrival to a mental health inpatient unit
that includes how to access emergency health care when needed on the
inpatient mental health unit.

IIC-016

IIC-017

The Vendor shall ensure mental health emergencies are handled in
accordance with Procedure 404.001, Suicide and Self-Injury Prevention, and
must be responded to within one (1) hour by health services staff.
Individual Therapy, Clinical Group Therapy, and Case Management
The Vendor shall ensure clinical encounters by the Behavioral Health Clinician
are targeted to address the identified problems and treatment goals on the
Patient’s ISP. Inpatient case management services and individual counseling
shall be provided and documented per Procedure 404.004. For all levels of
care, if Problem #142 Resistance to Treatment is documented on the ISP for
refusal of scheduled clinical encounters, then case management shall be
provided weekly by the Behavioral Health Clinician.
1. The TCU requires a behavioral health specialist provide group
psychotherapy at least once every seven (7) Days and individual
psychotherapy and case management at least once every 30 Days.
2. The CSU requires a behavioral health specialist to provide group
psychotherapy, individual psychotherapy, and case management at least
once every seven (7) Days.
3. The Vendor shall ensure the CMHTF have a behavioral health specialist
to provide group psychotherapy at least once every seven (7) Days and
individual psychotherapy and case management at least once every 14
Days.
Structured Out-of-Cell Treatment Services (SOCTS)
The Vendor shall ensure each level of inpatient mental health care offers a
range of out-of-cell structured therapeutic services (e.g., individual and clinical
group therapy, psychoeducational groups medication compliance group,
therapeutic community, activity therapy, preparation for discharge to outpatient
or community) by the requisite staff, as specified in Procedure 404.004.
The Vendor shall ensure a minimum of 10 hours of structured out-of-cell
therapeutic service hours are offered weekly for each Inmate in the CSU, TCU,
and CMHTF.
The Vendor may fulfill up to five (5) hours of the required SOCTS total hours
with activity therapy if such activities are provided by, or with, the assistance
of a mental health staff member and all other required out-of-cell structured
therapeutic service hours for the week are met. At least two (2), but no more
than four (4) hours of out-of-cell structured therapeutic services will be offered
on weekends.
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No.

Requirement
The Vendor shall ensure a minimum of one (1) hour of weekly clinical group
psychotherapy and one (1) hour of therapeutic community services are offered
to each Inmate. Inmates with at least three (3) consecutive medication refusals
or at least five (5) medication refusals in a month be offered enrollment in a
weekly medication education group provided by a Registered Nurse Specialist.
The Vendor shall ensure for weeks in which individual and group clinical
services, in conjunction with the therapeutic community and Readiness to
Discharge groups, do not total five (5) hours, psychoeducation and clinical
groups are offered for the purposes of meeting the required 10 hours. The
Vendor shall offer each Inmate at least 10 hours of SOCTS per week. Offering
each Inmate at least 10 hours of SOCTS a week is mandatory. The Vendor
must provide sufficient clinical staff to ensure each Inmate is offered at least
10 hours of SOCTS weekly, tailored to each Inmate’s ISP. Moreover, the
Vendor must ensure sufficient staff are available to offer a defined schedule of
weekly services and group activities to meet the clinical needs and hours of
SOCTS for all Inmates in inpatient units.

IIC-018

IIC-019

The Vendor shall ensure that if Inmates refuse to participate in offered
treatment, the Vendor’s mental health staff will counsel and encourage the
Inmate cell front and attempt to get them to participate in that activity or service.
This counseling should occur at the time of the refusal but no later than within
24 hours of the refusal. The refusal, via Form DC-711A, the date/time of the
subsequent counseling, and the efforts to encourage him/her are documented
as an incidental note in the record.
Behavioral Management Progress System (BMPS)
The Vendor shall ensure inpatient mental health services incorporate a
structured, behavioral level system consisting of performance-based
behavioral incentives and consequences, in accordance with Procedure
404.004 and Form DC4-664B, Behavioral Management Progress System.
Assignment of a Patient to a level in the BMPS is based on behavioral function
in accordance with the judgment of the MDST and does not have to be
sequential. Clear justification for MDST decisions will be documented on DC4642M, MDST Meeting Docket. Level assignments are reviewed at regular
intervals, depending on level. The Vendor shall ensure all individualized
modifications of levels within the BMPS will be documented via an incidental
note or on the Form DC4-642M with rationale and clinical justification. Ongoing
modifications may be used based on consensus of the MDST and must be
reviewed weekly.
Discipline of Inmates in Inpatient Units
The Vendor shall ensure the discipline of Mentally Disordered Inmates in CSU,
TCU, and CMHTF shall be affected, in accordance with Rule 33-404.108,
F.A.C, Discipline and Confinement of Mentally Disordered Inmates, and HSB
15.05.13, Mental Health Staff on Disciplinary Teams.
The Vendor shall ensure before issuing a disciplinary report (DR) for an
incident of maladaptive behavior, the Department security shift supervisor
discuss the incident and circumstances with the Vendor’s supervising
Psychologist or psychological services director to determine whether the DR
will be issued. This consultation will be documented in the mental health record
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No.

IIC-020

Requirement
via an incidental note by the Psychologist, and the incident should be reviewed
by the MDST no later than the next Business Day.
The Vendor shall ensure for Patients who receive a DR, the Psychologist
conduct a record review, a clinical interview, and a review of a copy of the
statement of facts to provide input, using Form DC6-1008, Disciplinary Team
Mental Health Consultation to the disciplinary team.
The Department has a Statewide Ombudsman Program, guided by HSB
15.05.22, Mental Health Ombudsman Program with eight (8) staff to include
the Central Office Ombudsman. Additionally, Institutions have an Assistant
Warden of Mental Health: Suwannee CI, Lake CI, Dade CI, Santa Rosa CI,
RMC, and Wakulla CI. The Vendor shall work collaboratively with the
Ombudsman Program staff and Assistant Wardens, both those working in
Central Office and on-site at designated Inpatient Mental Health Units.

8. Mental Health Re-Entry and Aftercare Planning (RAP)
To assist mentally ill Inmates with the transition from incarceration to release, the
Vendor shall provide continuity of care planning services. These aftercare services
range from arranging outpatient services with community providers, assistance with
applying for SSI/SSDI benefits, and commitment to psychiatric hospital care. As part
of a Memorandum of Agreement, the Department and the Florida Department of
Children and Family Services (DCF) utilize a web-based referral system to obtain an
intake appointment at a community mental health center (CMHC) for Inmates under
psychiatric care at the time of their release. The Vendor shall provide continuity of
care services per HSB 15.05.21, Mental Health Re-Entry Aftercare Planning
Services.
The Vendor shall coordinate Inmate release issues with the Department’s Office of
Health Services, Office of Programs and Re-entry, and the Bureau of Admission and
Release, to help Inmates prepare to transition back into the community. The Vendor
shall be responsible at each Institution for coordinating the mental health care portion
of the Department’s re-entry initiative. The Vendor shall develop, implement, and
coordinate a comprehensive discharge plan for Inmates with acute or chronic mental
illness who are difficult to place, due to their offense, and are within six (6) months of
EOS.
Mental Health Re-Entry and Aftercare Planning (RAP)
No.
RAP-001

RAP-002

Requirement
The Vendor shall provide adequate staffing to coordinate discharge planning at
each Institution. A Psychologist shall assign mental health staff at each Institution
to coordinate the mental health re-entry services for the target population. A backup to the Institution’s Re-entry Specialist shall also be appointed.
The Vendor shall ensure all Inmates on the mental health caseload (except those
on Death Row or serving life sentences) shall have Discharge/Aftercare Planning
included as a problem on their ISP a minimum of 180 Days before release. The
Vendor’s Clinician shall complete the mental health section of the pre-release
assessment on each Inmate preparing for release, including EOS, ICE, Work
Release/Community Corrections, and Work Release/CCC transfers, and
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No.

RAP-003

RAP-004

RAP-005

RAP-006

RAP-007

RAP-008
RAP-009
RAP-010

Requirement
document on Form DC4-549, Prerelease Health Care Summary, in the following
timeframes:
• Inmates with clinically significant functional impairment: 150 Days before
release
• Inmates without placement needs: 30 - 60 Days before release
The Vendor shall ensure Inmates with a mental health grade of S-3 to S-6, or with
a diagnosis of an intellectual disability who are between 30 and 45 Days of release
have a copy of Form DC4-661, Summary of Outpatient Mental Health Care, or
Form DC4-657, Discharge Summary for Inpatient Mental Health Care completed
by their assigned case manager and in their health record.
The Vendor shall ensure all institutional Re-entry Specialists assist eligible
Inmates in the completion of SSI/SSDI applications, per HSB 15.05.21. No sooner
than 45 Days before EOS, and no later than 30 Days before EOS, the Institution’s
Re-entry Specialist shall forward the Inmate’s completed SSI/SSDI applications to
the Social Security Administration.
The Vendor shall ensure Inmates housed in inpatient units (S4-S6) be reviewed
by the Institution’s MDST at least 120 Days prior to EOS date to determine if
criteria for an involuntary examination (BA52) or an involuntary placement (BA32)
is present per Chapter 394, Sections 463 and 467, F.S. If the MDST determines
that the Patient will require either action, then the Institution’s re-entry staff will
complete the referral process to DCF per HSB 15.05.21.
The Vendor shall provide all Inmates discharged from an inpatient unit who require
immediate medical attention or continuity of care as determined by the
Psychological Services Director or Assistant Director of Mental Health Nursing,
copies of DC4-549, Pre-release Health Care Summary, along with other pertinent
or vital health information to support any specific diagnoses at the time of release.
The Vendor shall ensure all pre-release Inmates referred to a community provider
have a completed Form DC4-711B, Consent and Authorization for Use and
Disclosure Inspection and Release of Confidential Information, on file for all
relevant providers or entities at the time of release. The Vendor shall ensure, upon
completion of the Form DC4-711B, the Institution’s Re-entry Specialist complete
a referral to DCF via the shared web-based referral system to ensure continuity of
mental health care within an Inmate’s county of release. The Institution’s Reentry
Specialist will verify an Inmate’s release plan.
The Vendor shall ensure that starting at least 150 Days prior to release, the
Institution’s re-entry staff initiate contact with the Institution’s classification release
officer every 30 Days to verify any changes and or/updates to the Inmates’ release
plans. If changes are indicated, the Institution’s Re-entry Specialist will provide an
update through the web-based referral system to allow DCF to modify any existing
community-based appointments.
The Vendor shall ensure when the Inmate is within 30 Days of EOS, its mental
health staff forward either Form DC4-661 or Form DC4-657 to the identified
community mental health care provider or clinic.
The Vendor shall ensure institutional Re-entry Specialists coordinate aftercare
services with the institutional HSA and OHS for Inmates with complicated medical
needs who will need post-release medical care.
The Vendor shall provide all pre-release Inmates with the address and telephone
number of the inactive storage warehouse locations where EOS health records
are maintained.
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Mental Health Re-Entry and Aftercare Planning (RAP)
No.
RAP-011

Requirement
The Vendor shall provide copies of pertinent health information at the time of
release to aid Inmates with applications for disability, employment requirements,
vocational rehabilitation services, county health department services, private
Clinician treatment or care, etc.

3.6.4.3 Mental Health Services Performance Measures

No.
PM-MH-001

PM-MH-002

Performance Measures (PM)
Measurement
Description
Expectation
Duration
Within 14 Days
80%
Semi-annually
of arrival at a
compliance,
reception
per Institution
center, all
Inmates
complete an
intake
psychological
screening and
initial testing in
accordance with
HSB 15.05.17.
Inmates are
80%
Semi-annually
classified
compliance,
appropriately,
per Institution
according to the
Department’s
established
Mental Health
Inmate
Classification
System, to
include Sgrades, Rgrades, and
mental health
impairment
grades of SY-Y
and SY-D.

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Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution

FDC ITN-22-042

No.

Description

PM-MH-003

A psychiatric
evaluation is
completed for
all Inmates
meeting the
criteria for a
psychiatric
evaluation
during the
intake
assessment
process, in
accordance with
HSB 15.05.17.
Within the
General
Population,
Inmates whose
final IQ score is
<70 or whose
adaptive
behavior
checklist rating
is <35 are
maintained and
provided
services as S-2
or higher for no
less than 90
Days before a
change in
classification to
the S-1.
All Inmates with
disabilities (SYD), with the
exception of
those within the
inpatient
system, are
seen by the
Institutional
Disabled Inmate
Committee
quarterly, and
their service
needs
documented on
Form DC4-691.

PM-MH-004

PM-MH-005

Performance Measures (PM)
Measurement
Expectation
Duration
80%
Semi-annually
compliance,
per Institution

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution

80%
compliance,
per Institution

Semi-annually

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

80%
compliance,
per Institution

Semi-annually

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

Page 140 of 259

FDC ITN-22-042

No.
PM-MH-006

PM-MH-007

PM-MH-008

Performance Measures (PM)
Measurement
Description
Expectation
Duration
A Psychologist
80%
Semi-annually
assigns a
compliance,
Behavioral
per Institution
Health
Specialist to
any newly
arriving S-2 to
S-6 Inmate
within three (3)
Business Days
of arrival. The
Behavioral
Health
Specialist may
assign
themselves
within the three
(3) Day time
period at an S1/S-2 camp.
Mental health
80%
Semi-annually
staff sees
compliance,
Inmates with a
per Institution
mental health
grade of S-2 or
S-3 within 14
Days of arrival
at their
permanent
Institution.
Inmates in
outpatient or
reception
settings
classified as S2 or S-3 have
an ISP
developed and
approved by the
MDST within 30
Days of a grade
change and
reviewed every
180 Days
thereafter.

90%
compliance,
per Institution

Page 141 of 259

Semi-annually

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$6,000 per Institution
70%-79.99%:
$12,000 per Institution
Less than 70%:
$18,000 per Institution

FDC ITN-22-042

No.

Description

PM-MH-009

All Inmates on
the outpatient
mental health
caseload
receive
individual or
group
counseling
every 60 Days.
Inmate-declared
emergencies
and emergent
staff referrals
are responded
to as soon as
possible, but
within no longer
than 60 minutes
after the
notification per
Procedure
404.001.
A psychiatric
evaluation is
completed for
each Inmate
before
prescribing
psychotropic
medication, in
accordance with
HSB 15.05.19.
Each S-3
Inmate placed
in Special
Housing
receives a
Confinement
evaluation
within five (5)
Days of
placement and
every 30 Days
thereafter.

PM-MH-010

PM-MH-011

PM-MH-012

Performance Measures (PM)
Measurement
Expectation
Duration
80%
Semi-annually
compliance,
per Institution

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$2,000 per Institution
60%-69.99%:
$4,000 per Institution
Less than 60%:
$6,000 per Institution
$2,500 per occurrence

100%
compliance

Per
occurrence

80%
compliance,
per Institution

Semi-annually

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

100%
compliance

Per
occurrence

$1,000 per occurrence

Page 142 of 259

FDC ITN-22-042

No.
PM-MH-013

PM-MH-014

PM-MH-015

PM-MH-016

Performance Measures (PM)
Measurement
Description
Expectation
Duration
Each S-1 or S-2
100%
Per
Inmate placed
compliance
occurrence
in Special
Housing
receives a
Confinement
evaluation
within 30 Days
of placement
and every 90
Days thereafter.
Mental health
80%
Semi-annually
staff conduct
compliance,
weekly rounds
per Institution
in each
Confinement
unit, in
accordance with
HSB 15.05.08.
For Inmates in
Close
Management or
Maximum
Management
settings, a
Behavioral Risk
Assessment
(BRA) is
completed in
accordance with
the HSB.
All S-3 Inmates
receive a
psychiatric
follow-up every
90 Days that
includes the
effects of
prescribed
medication on
targeted
symptoms and
behaviors and
any medication
side effects
documented.

80%
compliance,
per Institution

Semi-annually

80%
compliance,
per Institution

Semi-annually

Page 143 of 259

Financial Consequence
$1,000 per occurrence

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

FDC ITN-22-042

No.
PM-MH-017

PM-MH-018

Performance Measures (PM)
Measurement
Description
Expectation
Duration
A Psychologist
90%
Semi-annually
or Psychiatrist
compliance,
makes rounds
per Institution
daily, during
regular
business hours,
each Business
Day, to review
the general
functioning of all
Inmates in an
inpatient unit(s)
in accordance
with Procedure
404.004.
Psychologists
100%
Per
complete a
compliance
occurrence
validated,
Departmentapproved
violence risk
assessment
within three (3)
Business Days
of an Inmate’s
admission to
the CSU, and
within seven (7)
Business Days
of admission to
the TCU or
CMHTF, and
every 90 Days
thereafter.

Page 144 of 259

Financial Consequence
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

$1,000 per occurrence, plus
$500 per each subsequent
deficient Day

FDC ITN-22-042

No.
PM-MH-019

PM-MH-020

Performance Measures (PM)
Measurement
Description
Expectation
Duration
A Psychologist,
80%
Semi-annually
or in the
compliance,
absence of a
per Institution
Psychologist, a
Psychiatrist,
provides input
via Form DC61008 as to
whether an
Inmate’s mental
diagnosis
contributed to
an alleged
disciplinary
offense and
disciplinary
report for all
Inmates with
current
diagnoses
associated with
psychotic
features, autism
spectrum
disorder,
dementia, or
intellectual
disability.
A Psychologist,
90%
Semi-annually
or in the
compliance,
absence of a
per Institution
Psychologist, a
psychiatrist,
provides input
via Form DC61008 for all
Inmates who
are issued a
disciplinary
report within an
inpatient unit.

Page 145 of 259

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

FDC ITN-22-042

No.
PM-MH-021

PM-MH-022

PM-MH-023

PM-MH-024

Performance Measures (PM)
Measurement
Description
Expectation
Duration
Inmates with a
80%
Semi-annually
current
compliance,
diagnosis of
per Institution
schizophrenia
or other
disorders with
psychotic
features receive
case
management
services every
30 Days.
Inmates
100%
Per week, per
admitted to any
compliance
Inmate
mental health
inpatient unit
are offered a
minimum of 10
hours per week
of SOCTS per
Procedure
404.004.
No more than
100%
Per
five (5) hours of
compliance
occurrence
therapeutic
activities are
used to fulfill the
weekly required
SOCTS hours if
clinical
requirements
are met per
Procedure
404.004.
Upon admission
90%
Semi-annually
to a mental
compliance,
health inpatient
per Institution
unit, all Inmates
receive a
psychiatric
evaluation
within three (3)
Business Days.

Page 146 of 259

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

$20 per Inmate, per week
for each hour, or portion
thereof, less than 10 hours

$20 per Inmate per week

For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

FDC ITN-22-042

No.
PM-MH-025

PM-MH-026

PM-MH-027

PM-MH-028

Performance Measures (PM)
Measurement
Description
Expectation
Duration
Upon admission
90%
Semi-annually
to a mental
compliance,
health inpatient
per Institution
unit, an initial
ISP is
completed
within seven (7)
Days.
After an initial
ISP for Inmates
housed in an
inpatient mental
health unit,
ISPs are
reviewed every
14 Days in the
CSU, every 30
Days in the
CMHTF and
every 60 Days
in the TCU.
CM Inmates
classified as S2 or S-3 have
an ISP
developed and
approved by the
MDST within 14
Days of CM
placement and
14 Days of
transfer
between CM
units.
ISP reviews
occur within 30
Days of
updating, 120
Days after the
30-Day review,
every 180 Days
after the 120Day review, and
after any critical
event.

Financial Consequence
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

90%
compliance,
per Institution

Semi-annually

80%
compliance,
per Institution

Semi-annually

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

80%
compliance,
per Institution

Semi-annually

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

Page 147 of 259

FDC ITN-22-042

No.
PM-MH-029

PM-MH-030

PM-MH-031

PM-MH-032

Performance Measures (PM)
Measurement
Description
Expectation
Duration
Individual
80%
Semi-annually
psychotherapy
compliance,
is provided
per Institution
weekly when
and ISP
contains
problem #101
Abuse to Self or
#152 Suicidal
Behavior.
Psychiatric
90%
Semi-annually
follow-up
compliance
services are
per Institution
provided at
least every
seven (7) Days
in CSU; every
30 Days in TCU
and every 14
Days in
CMHTF.
Inmates who
100%
Per
return from
compliance
occurrence
outside medical
treatment
because of selfinjury are
immediately
admitted to IMR
on SHOS.
Inmates placed
80%
Semi-annually
on SHOS
compliance,
receive
per Institution
counseling by a
Behavioral
Health
Specialist or
Psychologist
each Business
Day.

Page 148 of 259

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution
$5,000 per occurrence

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution

FDC ITN-22-042

No.
PM-MH-033

PM-MH-034

PM-MH-035

Performance Measures (PM)
Measurement
Description
Expectation
Duration
A Psychologist
80%
Semi-annually
conducts an
compliance,
evaluation and
per Institution
completes an
outside hospital
report for all
Inmates who
receive outside
medical
treatment for
self-injurious
behavior prior to
discharge from
SHOS.
Inmates
80%
Semi-annually
discharged from
compliance,
SHOS are
per Institution
evaluated by a
Behavioral
Health
Specialist or
Psychologist
per the
timeframes
established in
Procedure
404.001.
If an Inmate in
90%
Semi-annually
an inpatient
compliance,
setting refuses
per Institution
to attend a
scheduled
clinical
encounter, the
case manager
or a clinical
member of the
MDST will
counsel the
Inmate and
document
efforts made to
encourage
attendance at
future clinical
encounters
within 24 hours.

Page 149 of 259

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

FDC ITN-22-042

No.
PM-MH-036

PM-MH-037

PM-MH-038

Performance Measures (PM)
Measurement
Description
Expectation
Duration
If an Inmate in
90%
Semi-annually
an inpatient unit
compliance,
refuses to
per Institution
attend an
MDST meeting,
the reason for
failing to attend
and the
encouragement
given for
attendance is
documented on
the Form DC4642M, MDST
Meeting Docket.
Prior to
90%
Semi-annually
discharge from
compliance,
an inpatient
per Institution
setting, the
MDST
documents the
clinical
justification for
transfer and
consideration of
any potential
adjustment
issues related
to the setting
once
transferred.
Mental health
80%
Semi-annually
staff evaluate all
compliance,
Inmates with a
per Institution
classification of
S-2 or S-3
within one (1)
Business Day
following a useof-force
incident.

Page 150 of 259

Financial Consequence
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$6,000 per Institution
70%-79.99%:
$12,000 per Institution
Less than 70%:
$18,000 per Institution

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution

FDC ITN-22-042

No.

Description

PM-MH-039

A psychiatric
consultation is
completed for
Inmates at least
once within the
first seven (7)
Days of
admission to a
TCU and three
(3) times within
the first seven
(7) Days of
admission to a
CSU and
CMHTF.
When an
Inmate in an
inpatient unit
engages in (two
(2) or more
serious selfinjurious
incidents in a
three (3) month
period the
Psychologist
develops a SelfInjury Reduction
Plan (SIRP) per
Procedure
404.004.
Self-Injury
Reduction
Plans (SIRPs)
are updated
every three (3)
months and
there is
documentation
in the EMR that
the Inmate is
receiving the
interventions
specified in the
SIRP per
Procedure
404.004.

PM-MH-040

PM-MH-041

Performance Measures (PM)
Measurement
Expectation
Duration
90%
Semi-annually
compliance,
per Institution

Financial Consequence
For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$4,000 per Institution
70%-79.99%:
$8,000 per Institution
Less than 70%:
$12,000 per Institution

100%
compliance

Per
occurrence

$2,000 per occurrence

100%
compliance

Per
occurrence

$5,000 per occurrence

Page 151 of 259

FDC ITN-22-042

No.

Description

PM-MH-042

Inmates with
active SIRPs
are not
discharged from
an inpatient
setting.
Within the
RCCU setting, if
a Patient
refuses all
SOCTS for
seven (7)
consecutive
Days, the
Psychologist
will conduct a
well-being
check
documented on
the DC4-642S
per Procedure
404.005.
If an Inmate
refuses all
SOCTS for
seven (7)
consecutive
Days within an
inpatient
setting, a
Psychologist
conducts a wellbeing check,
documenting
his/her findings
on the Form
DC4-642S per
Procedure
404.004.
Inmates in an
RCCU are
offered a
minimum of
nine (9) hours
of SOCTS
weekly per
Procedure
404.005.

PM-MH-043

PM-MH-044

PM-MH-045

Performance Measures (PM)
Measurement
Expectation
Duration
100%
Per
compliance
occurrence

Financial Consequence
$10,000 per occurrence

80%
compliance,
per Institution

Semi-annually

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution

90%
compliance,
per Institution

Semi-annually

For performance below
90%, consequences will be
assessed as follows:
80%-89.99%:
$6,000 per Institution
70%-79.99%:
$12,000 per Institution
Less than 70%:
$18,000 per Institution

80%
compliance,
per Institution

Semi-annually

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution

Page 152 of 259

FDC ITN-22-042

No.
PM-MH-046

PM-MH-047

PM-MH-048

Performance Measures (PM)
Measurement
Description
Expectation
Duration
A Psychologist
80%
Semi-annually
completes
compliance,
required testing per Institution
within the first
90 Days of an
Inmate’s arrival
to an RCCU,
and reports
his/her findings
per Procedure
404.005.
A petition for
100%
Per
involuntary
compliance
Occurrence
treatment is
initiated within
three (3)
Business Days
of admission for
Inmates
admitted to a
CMHTF.
With Inmates
100%
Per
given a
compliance
Occurrence
provisional
diagnosis of
Gender
Dysphoria
receive a
psychological
evaluation, via
the Form DC4643E, within 90
Days of arrival
at a site
designated by
the Gender
Dysphoria
Review Team
per Procedure
403.012.

Page 153 of 259

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$4,000 per Institution
60%-69.99%:
$8,000 per Institution
Less than 60%:
$12,000 per Institution
$5,000 per occurrence, plus
$5,000 per Day, or portion
thereof after the 3rd
Business Day

$5,000 occurrence

FDC ITN-22-042

No.

Description

PM-MH-049

A continuity of
care plan is
initiated for all
mental health
Inmates 180
Days prior to
release by
updating the
Inmate’s ISP to
address
problem #309
Discharge/After
care Planning.
A case
manager
completes the
Form DC4-657
between 45-30
Days of release
for Patients in a
TCU level of
care.

PM-MH-050

Performance Measures (PM)
Measurement
Expectation
Duration
80%
Semi-annually
compliance,
per Institution

80%
compliance,
per Institution

Semi-annually

Financial Consequence
For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution

For performance below
80%, consequences will be
assessed as follows:
70%-79.99%:
$6,000 per Institution
60%-69.99%:
$12,000 per Institution
Less than 60%:
$18,000 per Institution

3.6.4.4 Mental Health Services Reports
Reports
REP-MHS-01
Mental Health
Emergency Report

Due Date
10th Business Day
of each month (for
the prior month)

REP-MHS-02
Inmate
Request/Staff
Referral Log
REP-MHS-03
Self-Injury Summary
Evaluation

10th Business Day
of each month (for
the prior month)
Prior to discharge
from SHOS or
referral to a higher
level of care, per
Procedure
404.001.

Description
The Vendor will provide a monthly report that
includes mental health emergencies, incidents of
self-harm behavior, admissions/discharges from
inpatient units, and admissions/discharges from
infirmary care for Inmates on SHOS.
The Vendor will provide a monthly report (Form DC4781H) that includes Inmate requests and staff
referrals.
The Vendor will provide a written mental health
summary evaluation in a format designated by the
FDC Chief of Mental Health Services for all Inmates
who engage in self-injurious behaviors that result in
transportation to an outside medical facility.

Page 154 of 259

FDC ITN-22-042

3.6.5 Hospital Administration and Care at RMC Hospital (RMCH)
3.6.5.1 Description
The Vendor shall provide the management and operation of a 110-bed licensed hospital
at the Reception and Medical Center (RMC) in Lake Butler, Florida. The mission of the
RMCH is to:
•
Provide primary and secondary health and hospital care with efficient use of
resources in a secure environment.
•
Coordinate community hospitalization of Inmates requiring highly specialized, acute,
chronic, and tertiary care beyond the capabilities of institutional infirmaries.
•
Provide chronic care services for Patients requiring skilled nursing services or
medical isolation in an extended care setting.
•
Provide ancillary services such as radiology, laboratory, chemotherapy, radiation
therapy, physical therapy, and specialty consultations for the Department’s Inmate
population and Inmates under the Interstate Compact Agreement.
•
Coordinate with the outpatient clinic to provide follow-up services for Inmates
discharged from the RMCH.
•
Identify Patients who require infirmary placement upon discharge from the acute
care setting.
The Vendor’s shall supervise, oversee, and direct health care and hospital services at
RMCH. Additionally, the Department has received additional funding to begin the design
and construction of a second fully licensed hospital. Once constructed, the Vendor shall
provide, at least the same services at that hospital as it does at RMCH.
3.6.5.2 Hospital Care (HC)
RMCH was built in 1968 and lacks many amenities of a modern medical facility.
Nevertheless, it contains eight (8) inpatient hospital bed wards to maintain appropriate
staff to Patient care ratios, and single bed dorms for inpatient mental health care Patients.
There are also larger areas of space available for setting up mechanical ventilators. The
successful operation of RMCH is vital to the Department’s provision of efficient and
appropriate inpatient hospital care within the constraints of a secure correctional
environment.
The Vendor must provide quality and timely health and hospital services to the
Department’s Inmates in compliance with Chapter 395, F.S. These services are
necessary to protect life, prevent significant illness or disability, or alleviate significant
pain. Short-term and long-term nursing care is provided, including care of Patients with
communicable diseases. RMCH does not provide ICU or step-down unit care for Patients
requiring cardiac monitoring.
The following requirements are not an exhaustive list of all requirements that must be
met for the Vendor to maintain hospital services and licensure. The Vendor must operate
RMCH in accordance with all applicable statutes and rules relating to hospital operations.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

Page 155 of 259

FDC ITN-22-042

3.6.5.3 Hospital Care Minimum Requirements
Hospital Care Requirements (HC)
No.
HC-001

HC-002
HC-003

HC-004

HC-005

HC-006

HC-007

Requirement
The Vendor shall ensure RMCH shall meet the following requirements:
1. It is primarily engaged in the provision of inpatient diagnostic and
therapeutic services, for medical diagnosis, treatment, and care of the
injured, disabled, or sick persons, or the provision of rehabilitation services,
to the same population, under the direct supervision of Medical Doctors or
Doctor of Osteopathic Medicine.
2. The hospital maintains inpatient clinical records on all Patients in
accordance with Chapter 395, F.S., and all other applicable laws, rules,
and regulations.
3. The hospital has medical staff bylaws, a Governing Board, and meets all
requirements for licensure.
4. The hospital has a requirement that every Patient must be under the care
of a Medical Doctor or Doctor of Osteopathic Medicine.
5. The hospital shall provide nursing services 24 hours per Day, seven (7)
Days per week, and 365 Days per year. Nursing services must be rendered
or supervised by an RN and have Licensed Nurses on duty (on-site) at all
times.
6. The hospital shall be organized and staffed to provide quality nursing care
to each Inmate.
The Vendor shall ensure the hospital be licensed or approved as meeting the
standards for licensing as a hospital, as defined by the State of Florida.
The Vendor shall ensure the DON of the hospital ensure a sufficient number
of nursing supervisors and qualified RNs are on duty to give Patients the
nursing care that requires an RN's judgment and specialized skills, with
immediate availability for any Patient's bedside care, when needed. The RN
staff shall assure prompt recognition of any untoward changes in a Patient’s
conditions and facilitate appropriate intervention by nursing, medical, or other
hospital staff members.
The Vendor shall ensure an RN supervise and evaluate each Patient's nursing
care and assign each Patient's care to the appropriate nursing staff, based on
the Patient’s needs and the qualifications, experience, and competence of the
nursing staff available. All Licensed Nurses (both Vendor and subcontractor
staff) working in the hospital must adhere to the hospital’s policies and
procedures. The DON must provide adequate supervision and evaluation of
the clinical activities of all nursing personnel.
The Vendor shall ensure the DON, or designee, maintain a list of licensed
personnel, including private duty and per diem nurses, with each individual’s
current license number, documentation of his/her hours of employment, and
his/her unit of employment within the hospital.
Hospital Services
The Vendor shall ensure the operation of RMCH includes inpatient services,
an urgent care department and specialty clinics. The Vendor shall provide
adequate clinical staff to ensure the hospital's operation is satisfactory and all
Patients have their needs met.
The Vendor shall ensure all Patients admitted to the RMCH shall be seen by
a Clinician during his/her daily rounds; at least one (1) Clinician will be
available 24 hours per Day, seven (7) Days per week, to provide
urgent/emergent care in the urgent care center.
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No.
HC-008

HC-009

HC-010

HC-011

Requirement
The Vendor shall ensure services at the RMCH shall include, but not be limited
to:
1. Peripheral Intravenous (IV) therapy and central venous catheter, for
infusion of blood and blood products, antibiotics, total parental nutrition
(TPN), chemotherapy, Patient-Controlled Analgesia (PCA) for the
administration of pain medication, and anticoagulation therapy.
2. Monitoring services including basic cardiac (ECG) and Holter monitors and
Inmate oxygenation status.
3. Ambulatory surgical procedures, including conscious IV sedation.
4. Pre-operative and post-operative care.
5. Chronic and preventative wound care measures, including specialty
mattresses, overall products, and wound vacs.
6. Aerosol treatments for respiratory Patients.
7. Management of long-term mechanically ventilated Patients.
8. Hospice/Palliative Care.
9. Stroke/Cardiac Rehabilitative Services.
10. AFB Isolation and Treatment.
11. Reverse isolation for severely immune-compromised Patients.
12. Skilled respiratory care, including tracheotomy care.
13. Post-operative recovery and convalescence.
14. Minor procedures such as Central Venous Access, thoracotomy,
thoracentesis, paracentesis, removal of tunneled dialysis catheters, and
removal of toenails.
Ambulatory Surgical Center Services
The surgical suites in RMCH are inoperable. Therefore, the Vendor shall
provide and maintain a licensed Ambulatory Surgical Center (ASC) at RMCH
in compliance with Chapter 395, F.S. This requirement includes, but is not
limited to providing all equipment, instrumentation, supplies, and licenses
required to operate each ASC successfully, in compliance with Florida law.
The Vendor shall provide all clinical and operational staff within each unit
sufficient to provide all types of surgeries, including but not limited to, general,
orthopedic, colorectal, ENT, oral, podiatric, and urological. The Vendor shall
provide surgeons to perform appropriate and successful surgical procedures.
Endoscopic Procedures
1. Upper panendoscopy with or without biopsies and polypectomy
2. Flexible sigmoidoscopy with or without biopsy and polypectomy
3. Colonoscopy with or without biopsy and polypectomy
4. Bronchoscopy with or without biopsy, washing, or brushing
5. Flexible Laryngoscopy
Otolaryngologic Procedures
1. Closed reduction nasal and facial fractures
2. Septo-rhinoplasty, turbinate reduction
3. Removal of head and neck lesions
4. Excision of bronchial cleft cysts
5. Excision and/or fracture of lesions, tumors, etc. of mouth, head, nasal
passages, and neck
6. ORIF facial fractures
7. Removal of hardware facial bones
8. Endoscopic sinus surgery, polypectomy, etc.
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No.
HC-012

HC-013

HC-014

HC-015

Requirement
9. Septoplasty
10. Tonsillectomy
General Surgery
1. Hernia Repair, umbilical, ventral, inguinal, and incisional and scrotal with
or without mesh
2. Hemorrhoidectomy with or without proctosigmoidoscopy
3. Fistulectomy with or without proctosigmoidoscopy
4. Excision of large masses, cysts, abscesses or lesions
5. Debridement and/or exploration of wound
6. Removal of foreign bodies
7. Excision and/or fulguration of anal/perianal warts
8. Excision of pilonidal cysts
9. Insertion and/or removal of chest tubes, port-a-cath, and central lines
Orthopedic Surgery
1. Arthroscopy with or without repairs, shavings or meniscectomy
2. Open Reduction Internal Fixation (ORIF) of fractured hands, feet,
forearms, and lower legs
3. Removal of hardware in hands, feet, forearms, and lower legs
4. Carpal tunnel release
5. Release of tendons and contractures in hands or forearms
6. Ganglion cyst removal
7. Synovial cystectomy
8. Closed manipulation of dislocated joints
9. Partial amputation of fingers and toes
10. Removal of foreign bodies in soft tissue and bone
11. ACL Repairs
12. Tenosynovectomy & decompression DeQuervain’s tenosynovitis on wrist
13. Excision of ganglion cysts on wrists
14. Decompression medial nerves wrist
15. Removal of nails and exostosis of toes/fingers
16. Removal of foreign bodies, bullets, bone fragments, etc.
17. Closed reduction of simple fractures in hands, fingers, forearms, toes, feet,
ankles, and lower legs
18. Epidural Steroid Injections with or without facet blocks
19. Shoulder Repairs
Plastic Surgery/ Hand Surgery
1. Closed reduction of fractures in hands
2. ORIF fractures in hands or wrists with hardware
3. Removal of hardware
4. Excision and complex repair of lacerations, cysts, masses, lesions,
neuroma, scar tissue, keloid with or without skin graft
5. Excision Ganglion cysts
6. Incision and drainage of abscess
7. Release of contractures with or without tendon repair and/or grafts
8. Closed reduction of fractures in hands and fingers
9. Repairs of lacerations and trauma
10. Excision and complex repair of skin lesions, cysts, masses, keloids
11. Grafting, split-thickness skin graft, and full-thickness skin graft
Podiatry
1. Plantar fasciectomy
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No.

HC-016

HC-017
HC-018

HC-019

HC-020

Requirement
2. Excision plantar fibroma/neuroma
3. Excision of heel spurs
4. Correction of deformities (toes)
5. Partial ostectomy of toe
6. Arthroplasty proximal interphalangeal joint of toe
7. Excision of masses in foot
8. Bunionectomy
Urology
1. Cystoscopy with or without biopsy, with or without dilatation
2. Urethrotomy/meatotomy
3. Removal of ureteral stents
4. Hydrocelectomy
5. Orchiectomy
6. Epididymectomy
7. Circumcisions
8. Supra pubic catheter placement
9. Excision and/or fulguration of penile warts
10. Removal foreign bodies bladder
11. Spermatocelectomy
12. Incision and drainage of scrotum, etc.
13. Excision and/or fulguration of lesions/warts penile, genital
14. Urethral dilation
15. Repair lacerations
16. Evacuation of hematomas
17. Extracorporeal Shockwave Lithotripsy (ESWL)
Dermatology
1. Biopsy/Excision/Removal of Lesions (Skin & Subcutaneous)
2. Incision and drainage of abscess or cyst
Ophthalmology
1. Blepharoplasty
2. Cataract extraction and repair
3. Enucleation
4. Removal of foreign body, tumors and lesions
5. Lid injury repairs
6. Keratoplasty
7. Repair lacerations
8. Extraocular muscle procedures
9. Pterygium excision
Lithotripsy
The Vendor shall ensure Lithotripsy services are provided on-site at least once
a month by Lithotripsy Services of Greater Jacksonville or other approved
subcontractor. The Vendor shall be responsible for providing all equipment,
staff, and supplies for the procedures.
RMC provides power and an emergency cart with defibrillator and medications.
The ASC shall provide pre-operative and post-operative care. The Vendor’s
anesthesiologists shall provide anesthesia.
Hospital Admission
The Vendor shall ensure at admission, each Patient have an identification
band placed on his/her wrist that includes his/her name, Inmate number, race,
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No.

HC-021

HC-022

HC-023

HC-024

HC-025

HC-026

Requirement
and birth date. All Patients admitted to the hospital shall sign Form DC4-713A,
Cover Sheet for Inpatient Record.
Any Patient with allergies shall require the following:
1. Name of each food or medication allergy written on a red armband and
placed on his/her arm.
2. Unless entered into the EMR, allergies shall be documented in red ballpoint
pen ink on the:
a. Medication Administration Record;
b. Clinician’s Order Sheet, Form DC4-714B; and
c. on an allergy sticker placed on all chart covers documenting allergies or
“NKDA” if there are no known drug allergies present.
The Vendor shall ensure nursing staff shall provide each Inmate with
education/orientation on:
1. how to access care through operation of the call light;
2. location of the bathroom;
3. meal hours; and
4. availability of other services (dietary, chaplain, and social services).
The Vendor shall ensure all Inmates admitted be given a copy of the following
documents and sign the Form DC4-0020, Receipt of Patient
Rules/Regulations and Advanced Medical Directives Packet:
1. NI1-033, Patient Rules and Regulations
2. DC4-687, Information Sheet Regarding Advanced Directives
3. DC4-665, Living Will
4. DC4-699, Uniform Donor Form
5. DH 1896, Do Not Resuscitate Order (DNR)
6. DC4-666, Designation of Health Care Surrogate
7. NI1-117, Notice of Inmate Worker
8. NI1-119, Inmate Patient Bill of Rights and Responsibilities
The Vendor shall ensure an RN complete an assessment on all Inmates
admitted to the RMCH and document that assessment on Form DC4-732,
Infirmary/Hospital Admission Nursing Evaluation, within two (2) hours of
admission. Additional Patient information may be documented on Form DC40028, Nursing Progress Note.
Hospital Nursing Evaluation and Treatment (Ongoing)
The Vendor shall ensure an RN develop an individualized nursing care plan
for each Patient, based upon the initial assessment and other diagnostic
information, as appropriate. Other members of the health care team may
contribute to the plan, but an RN maintains responsibility.
The Vendor shall ensure an RN complete a head-to-toe assessment of the
Patient’s condition every eight (8) hours documented on Form DC4-684,
Infirmary/Hospital Daily Nursing Evaluation. An LPN may contribute data to
the assessment within the scope of their license. If the RN notes changes in
the Patient’s condition, diagnosis, or response to treatment, the Clinician shall
be notified, and the notification documented on Form DC4-684,
Infirmary/Hospital Daily Nursing Evaluation.
The Vendor shall ensure upon completion of any procedure, all Patients have
a prompt licensed nursing assessment, monitoring, and implementation of
care, as needed. Assessment and care should be documented on Form DC4Page 160 of 259

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No.
HC-027

HC-028

HC-029

HC-030
HC-031

Requirement
684, Infirmary/Hospital Daily Nursing Evaluation, and Form DC4-0028,
Nursing Progress Note, if additional room is needed.
Hospital Discharge Requirements
The Vendor’s nursing staff shall write a discharge note using Form DC4-0028,
Nursing Progress Note, once a Patient is discharged. If the Patient is to remain
housed at RMC, this fact shall be included on the note. When a Patient is
discharged to a Confinement unit, nursing staff must complete a preConfinement physical assessment, as required in the Contract.
The Vendor shall ensure that if a Patient is to be discharged to another
Institution or infirmary:
1. The ward clerk (or nurse, if the clerk is not available) shall notify the
discharge planner so they can coordinate the discharge with the receiving
Institution or infirmary. The discharge planner will initiate a discharge
planning sheet.
2. The ward clerk or discharge planner will make a copy of the pertinent
Patient information for the inpatient record (consults, Clinician progress
notes, recent lab and x-ray results, history and physical sheets, and
discharge summaries from outside hospitals). These copies shall be placed
in the outpatient record.
3. The outpatient medication prescriptions (yellow copy) are placed in the
outpatient jacket for the receiving Institution to fill and dispense. The white
copy is turned into the pharmacy for a seven (7) Day prescription fill.
4. The discharge planner will coordinate transportation for the Patient will be
coordinated with the Department’s security staff.
5. The outpatient record and the encounter form are taken to the Outpatient
Medical Records Department.
Hospital Infection Control
The Vendor shall ensure the DON for RMCH establish an infection control
program, in accordance with Florida law, involving medical staff, nursing staff,
other professional staff, as appropriate, and the administration. The program
should provide for:
1. the surveillance, prevention, and control of infections among Patients and
personnel;
2. the establishment of a system for identifying, reporting, evaluating, and
maintaining records of infections;
3. ongoing review and evaluation of all septic, isolation, and sanitation
techniques employed in the hospital; and
4. development and coordination of training programs in infection control for
all hospital personnel.
The Vendor shall ensure within RMCH, specialty consultations be available by
request of the attending Clinician or by transfer to a designated hospital where
the appropriate care can be provided.
Social Services Section
The Vendor shall provide adequate and appropriate staff to ensure the
successful operations of a Social Services Department, which has the
responsibilities noted below. Customarily, this is staffed by three (3) full-time
staff who service RMCH. Staff shall be available Monday through Friday
(excluding State holidays), 8:00 a.m. to 5:00 p.m., Eastern Time (ET).
The Social Services Department has the following areas of responsibility:
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Hospital Care Requirements (HC)
No.

HC-032

HC-033

HC-034

HC-035

Requirement
1. liaison between Inmate families and the Inmates;
2. serve as Hospital Spokesperson for inquiries concerning Inmate Patient
status;
3. assist Inmates who are being paroled or completing their sentences;
4. assist Disabled Inmates without families find lodging and care upon
discharge from the Institution;
5. assist Inmates with VA, Social Security, and other benefits;
6. upon the death of an Inmate at RMCH, coordinates procedures for next-ofkin notification, care, and disposition of the body;
7. act as a liaison for Inmate/Patient to Inmate bank and Inmate canteen for
weekly canteen purchases;
8. prepare and distribute weekly visitation list;
9. notification of next-of-kin of an Inmate Patient when they are placed on the
serious or critical list;
10. arrange for special visitation passes for families to visit critical/serious
Inmate Patients;
11. arrange in-person and telephone interviews between an Inmate and his/her
legal counsel, upon the counsel’s request;
12. arrange for a Notary Public to provide services for hospital Patients;
13. arrange for Law Library Clerks to provide services for hospitalized Inmates
who are incapacitated and cannot visit the law library;
14. provide individual counseling where appropriate;
15. maintain required records, reports, and statistical information;
16. coordinate with and assist all appropriate federal, State, and local
agencies;
17. provide reports and assessments to other appropriate RMC staff and
Department staff, as required and appropriate;
18. evaluate Patient’s social and psychological history from Inmate records
and provide reports and assessments when appropriate;
19. provide daily coordination of Impaired Inmate issues; and
20. coordinate medical discharges from the hospital to medical dormitories and
liaison with attending Clinician.
Radiology
The Vendor shall provide radiology services for the detection, diagnosis, and
treatment of injuries and illnesses. All x-rays must be provided in a digital
format. Radiological services must be provided to both the inpatient and
outpatient units at RMC. Referral for specialized diagnostic imaging shall be
available and completed as clinically necessary. The Vendor shall ensure
radiology services comply with hospital licensure standards, and all applicable
laws, rules, and regulations.
The Vendor shall ensure the Radiology Department function under the
supervision of a Board-Certified Radiologist. In addition to the supervising
Radiologist, the Radiology Unit must also consist of a Radiology Manager,
three (3) Radiology Technologists, and two (2) administrative staff members.
The Vendor shall ensure the Radiology Unit be open from 7:00 a.m. to 5:00
p.m., Monday-Friday, and 8:00 a.m. to 12:00 p.m., Saturdays, Sundays, and
Holidays. Additionally, coverage must be provided for emergencies 24 hours
per Day.
The Radiology Unit must provide the following services:
1. Examinations using Contrast Medium
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No.

Requirement
a. Arthrogram (knee, shoulder and wrist only)
b. Catheter checks
c. T-tube cholangiogram
d. Oral cholecystogram
e. Fistulogram (except upper extremities)
f. Intravenous pyelogram
g. MRI
h. Myelogram (cervical and lumbar spine)
i. Nephrostomy
j. Sialogram
k. Urethrogram
l. Venogram
2. Examinations using Barium
a. barium enema
b. Computerized Tomography (CT)
c. Hypopharyngo-Esophagram
d. small bowel follow-through studies
e. Upper GI examinations, including swallow studies
3. Computerized Tomography
a. Total Body Tomography
4. Invasive Procedures
a. Lumbar punctures
b. Myelogram (cervical and lumbar)
c. Ultrasound guided paracentesis
d. Ultrasound guided thoracentesis
5. MRI
All MRI services shall be provided by the Vendor directly, with the
exception of the following:
a. All Total Body Imaging (except for MRI of liver and adrenals)
b. MR Angiography
c. Open MRI procedures
These procedures may be provided in-house by the Vendor, or the Vendor
may subcontract with another provider of these services within the
community, so long as that community provider meets all the required
training, knowledge, and licensure/certification required by the profession
and Florida law.
6. Routine radiographs (x-rays) including those of the chest, abdomen,
extremities, spine, etc.
7. Ultrasonograms
a. Abdominal-Liver, gallbladder, renal, pancreas, etc.
b. All small parts
c. Breast
d. Carotid(s)
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Hospital Care Requirements (HC)
No.

HC-036
HC-037

Requirement
e. Parotid(s)
f. Paracentesis
g. Testicles
h. Thoracentesis
i. Thyroid
j. Prostate
k. Ultrasound guided biopsies
l. Arterial and venous doppler
m. Venous mapping
n. Liver biopsies performed in the Modular Surgical Unit
8. Nuclear Medicine
a. Biliary tract scintigraphy
b. Bone scintigraphy, whole body SPECT
c. Brain scintigraphy
d. Cardiac-thallium and myoview (cardiolite) including first past
subtraction, redistribution imaging, and thallium stress tests, ventricular
function with first passed and ejection fraction.
e. Gallium Scintigraphy, for the evaluation of occult infection and/or tumor
f. Hyperthyroidism treatment
g. Liver and GI tract scintigraphy
h. Lung scintigraphy
i. MUGA and EF Scans
j. Octero Scan
k. Renal scintigraphy
l. Salivary gland scintigraphy
m. Testicular scintigraphy
n. Thyroid and parathyroid scintigraphy
o. Thyroid uptake scans
p. Ventilation-perfusion (V/Q) scan with or without split crystal
q. White blood cell (ceretec or indium scan)
The Vendor shall provide or coordinate PET/CT Scans (Cancer Center), sleep
studies, and video EEGs with a subcontracted provider.
Radiotherapy Services
The Department currently maintains a contract for radiotherapy services with
CCCNF-Lake Butler, LLC/E+ Cancer Care (contract C2573). The Vendor shall
use the CCCNF-Lake Butler, LLC (under the referenced contract), or a
Department designated substitution, for all radiotherapy services provided
under the Contract. FDC shall pay CCCNF-Lake Butler, LLC directly. The
Department shall provide supporting services, outlined in contract C2573, to
CCCNF-Lake Butler, LLC. These services will be paid directly from the
Department to CCCNF-Lake Butler LLC.

3.6.6 Pharmaceutical Services Service Area
3.6.6.1

Description
The Department operates four (4) pharmacies that dispense prescriptions to their
assigned Institutions throughout the State. The Department will continue to provide
dispensing pharmaceutical services from these pharmacies. Region I Pharmacy is
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located in Marianna, Florida; Region II Pharmacy is located at Union CI in Raiford,
Florida; Region III Pharmacy is located at Lowell CI Pharmacy in Ocala, Florida; and the
RMC Pharmacy is at RMC in Lake Butler, Florida. The Department’s pharmacy
dispensing services, prescription records, the cost of formulary Inmate prescriptions and
formulary non-prescription medications dispensed from the Department’s pharmacies or
specialty pharmacies, contracted by the Department, shall be the responsibility of the
Department. The Department shall be responsible for the cost of all formulary stock
medications maintained at the Institutions. All stock medications and stock supplies
supplied by the Department shall remain the Department’s property.
The Vendor shall be responsible for a medication management program following
established policies and procedures. Ongoing psychotropic medication management
shall be provided by the Vendor’s psychiatry staff per HSB 15.05.19, Psychotropic
Medication Use Standard, with an RN's supplemental support.
The Department’s pharmacies provide stock medication for dispensing by Dentists
(ibuprofen, antibiotics, etc.), per HSB 15.04.15 and Appendices A, B, and C, but does not
provide other dental medications (lidocaine, injectable medications, etc.).
The Vendor shall be responsible for the management and cost of all non-formulary
medications not provided by the Department’s pharmacies (except Direct Acting
Antivirals (DAAs) and therapies used to treat HIV), including ordering, purchasing, and
delivery/pick-up for all pharmaceuticals unless otherwise directed by the Department.
3.6.6.2

How Service is Provided Today
Currently the Department maintains responsibility for dispensing pharmaceuticals and
providing stock pharmaceuticals to the Institutions. The Department is responsible for the
cost of formulary and stock medications. The CHCC is responsible for the institutional
pharmacy permits and meeting the statutory requirements required to maintain these
permits at each Institution. The permits are in the names of the CHCC provider. The
CHCC is responsible for the Department’s cost of non-formulary medications. Shipping
cost of prescriptions dispensed by the Department’s pharmacies, including return of
applicable Inmate specific prescriptions, are the responsibility of the Department.

3.6.6.3

Pharmaceutical Services Minimum Requirements
Pharmaceutical Services Requirements (PS)

No.
PS-001

PS-002

Requirement
The Vendor shall ensure a Licensed Nurse shall transcribe all single-dose
medication orders from Form DC4-714B, Clinician’s Order Sheet or Form DC4714C, DEA Controlled Substances Clinician’s Order Sheet, to Form DC4701A, Medication and Treatment Record.
The Vendor shall ensure all single-dose medication transcriptions to the
Medication Administration Record (MAR) shall include the specific time(s) a
medication is to be administered, if the Clinician has indicated specific
administration times, or they will default to the times established by the
Institution for administering morning and afternoon medications. This time will
be documented using military time. Example: Bactrim DS one [1] tablet p.o.
b.i.d. MAR times: 0600 and 1800 (to represent 6:00 a.m. and 6:00 p.m.) STAT
(meaning “now”). All antibiotic medication orders shall be administered on the
Day the order is received.
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Pharmaceutical Services Requirements (PS)
No.
PS-003

PS-004
PS-005

PS-006
PS-007
PS-008
PS-009
PS-010
PS-011

Requirement
The Vendor shall ensure a Licensed Nurse shall administer medications within
30 to 60 minutes of the medication ordered administration time. Medication
administered more than 60 minutes past the ordered administration time shall
be noted by the Licensed Nurse on the front page of the Medication
Administration Record and include an explanation for the lateness on the back
page of the MAR.
The Vendor shall ensure immediately following medication administration, a
Licensed Nurse ensure the Inmate has swallowed oral medication by checking
their oral cavity.
The Vendor shall ensure all stock legend medications administered by a
Licensed Nurse shall be ordered by a Clinician, written on Form DC4-714B,
Clinician’s Order Sheet, or Form DC4-714C, DEA Controlled Substances
Clinician’s Order Sheet, and documented on Form DC4-712D, Legend Drug
Account Record when administered.
The Vendor shall ensure a Licensed Nurse shall document when medication
is administered on Form DC4-701A, Medication and Treatment Record.
The Vendor shall ensure medications be pre-poured and administered by the
same Licensed Nurse.
The Vendor shall ensure that medications are not be pre-poured for other
shifts, Days, or personnel.
The Vendor shall ensure that medications be documented on the Form DC4701A, Medication and Treatment Record, at the time they are poured.
The Vendor shall ensure each dose of medication not administered be circled
following medication pass and include an explanation written on the back of
the Form DC4-701A, Medication and Treatment Record.
Medication Administration Safety
The Vendor shall ensure a Licensed Nurse who administers medications
prevent medication errors by applying the following six (6) “rights”:
1. Right Inmate
a. Check the name on the order and the Inmate
b. Use two identifiers (Inmate ID and ask Inmate name
2. Right medication
a. Check the medication label
b. Check the order
3. Right dose
a. Check the order
b. Confirm appropriateness of the dose using a current drug reference
c. If necessary, calculate the dose and have another nurse calculate the
dose as well
4. Right route
a. Again, check the order and appropriateness of the route ordered
b. Confirm that the Inmate can take or receive the medication by the
ordered route
5. Right time
a. Check the frequency of the ordered medication
b. Double-check that you are giving the ordered dose at the correct time
c. Confirm when the last does was given
6. Right documentation - as noted above

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Pharmaceutical Services Requirements (PS)
No.
PS-012

PS-013

PS-014

PS-015

PS-016

PS-017

PS-018

Requirement
Medication Errors
The Vendor shall ensure if the Vendor’s clinical staff discovers a medication
error, immediately:
1. Evaluate the Inmate, provide monitoring, and implement treatment as
ordered by the Clinician, documenting actions on Form DC4-701,
Chronological Record of Health care or Form DC4-724, Dental Treatment
Record, as applicable;
2. Report the error to the Clinician and pharmacy, if it is a pharmacy error;
3. Report the error to their supervisor; finally
4. Complete Form DC4-690A, Occurrence Report.
Emergency Medication and Jump Bag
The Vendor shall ensure a Licensed Nurse on the night shift checks the Jump
Bag contents and Emergency Medications listed on Form DC4-681 and
document inventory check on Form DC4-680, Jump Bag and Emergency
Equipment Inventory.
The Vendor shall ensure a Licensed Nurse replace if medication if expired or
used and document on Form DC4-681, Emergency Medications.
Narcotic Key Exchange
The Vendor shall ensure a Licensed Nurse complete and sign Form DC4-802,
Narcotic Key Exchange Log, at the beginning of the shift and at the transfer to
the next shift Licensed Nurse.
Controlled Substances
The Vendor shall ensure controlled substances are kept in a securely locked
drawer in the medication cart. At RMCH the cart is kept in the Nurse’s Station
until time for medication to be administered. The medication storage
compartment is to remain locked at all times, except when pulling a Patient’s
medication or receiving controlled substances from the pharmacy stock.
The Vendor shall ensure the off-going shift’s medication nurse and the
oncoming shift’s medication nurse will complete a count of each controlled
substance in the cart each shift. All controlled substances – every single dose
– shall be signed out on Form DC4-781E, Narcotic Accounting Log, when
removed from the cart.
The Vendor shall ensure all pharmacy services be in accordance with all
applicable federal and State laws, rules, and regulations, Department of
Corrections’ rules and procedures, and Health Services Bulletins/Technical
Instructions applicable to the delivery of pharmacy services in a correctional
setting.
The Vendor shall update all internal policy and procedure manuals
expeditiously as changes occur. Copies of changed procedures or other
updates shall be provided to all facilities and the Vendor’s Contract
Representative, within seven (7) Business Days of any change, along with a
cover sheet indicating the manual's current date. Each January, the Vendor
shall document its staff’s review of the policy and procedure manual at each
Department facility.
The Vendor shall provide copies of any pharmacy audit or investigative report
for any reportable condition, performed by any State, federal or other
regulatory agency including reports of no findings, on any permit, registration,
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Pharmaceutical Services Requirements (PS)
No.
PS-019

PS-020

PS-021
PS-022
PS-023
PS-024

PS-025

PS-026

PS-027

Requirement
or license, to the Contract Manager within seven (7) Business Days of the
Vendor receiving the report.
The Vendor shall maintain appropriate documentation, including but not limited
to, inventory records and controlled drug perpetual inventory. All
documentation shall be made available for review by the Department’s Chief
of Pharmaceutical Services, or designee.
The Vendor shall provide to the Contract Manager and the FDC Chief of
Pharmaceutical Services, the Consultant Pharmacist of Record for each permit
with applicable phone numbers. The Consultant Pharmacist of Record and
phone number will be posted at each Institution in the medication room and
the infirmary, and will be provided to the Institution’s Director of Nursing, Chief
Health Officer, and Health Services Administrator. Any changes in the
Consultant Pharmacist of Record shall be sent to the FDC Chief of
Pharmaceutical Services and the Department facilities within 24 hours of the
change.
The Vendor shall comply with the Department’s formulary in all cases unless
a Drug Exception Request (DER) is approved by the Vendor’s Regional
CHO/SMD.
If the Vendor has a need to prescribe non-formulary pharmaceuticals, then a
DER shall be approved by the Vendor's Medical Director and submitted to the
Department’s Pharmacy. The Pharmacy will then dispense the prescription.
The Vendor shall notify the Department’s pharmacies, in writing, of all its
Dentists that are authorized to prescribe medications.
The Vendor shall be responsible for all local pharmacy prescriptions prescribed
by their Clinicians (including emergency prescriptions), including purchasing,
delivery/pickup, and the cost unless directed otherwise by the Department.
The Vendor shall ensure that emergency prescriptions are dispensed and
delivered immediately.
The Vendor shall be responsible for prescribing all medical prescriptions in
accordance with recommended dosage schedules, to document such
provision, to ensure that all dispensed medications are properly stored, and all
related duties are performed by properly licensed personnel. All medications
are to be dispensed for the appropriate diagnosis and in therapeutic dosage
ranges, as determined in the most current editions of Drug Facts and
Comparisons, Clinicians’ Desk Reference, the package insert, or pursuant to
an approved DER (Form DC4-648).
The Vendor shall be responsible for ordering and maintaining dorm and stock
medications stocked in the facility. The Vendor shall manage and ensure stock
medications are handled in compliance with all applicable State and federal
regulations regarding prescribing, dispensing, distributing, and administering
pharmaceuticals.
The Vendor shall verify all stock invoices and fax them back to the assigned
Department Pharmacy upon receipt. The Vendor is responsible for distributing
dorm medications.
The Vendor shall be responsible for maintaining an adequate supply of stock
medications at each Institution’s drug room from the approved list of stock
medications approved by the Statewide Pharmacy and Therapeutics
Committee. Each legend medication shall have accurate perpetual inventory.
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Pharmaceutical Services Requirements (PS)
No.
PS-028

PS-029

PS-030
PS-031
PS-032

PS-033

PS-034
PS-035

PS-036

PS-037
PS-038

Requirement
The Vendor shall be responsible for faxing new prescriptions, submitting all
prescription refill requests via the pharmacy software or faxing, and faxing
stock orders to the assigned Department Pharmacy. Prescriptions should be
faxed throughout the Day.
The Vendor shall be responsible for verifying prescription deliveries from the
Department’s pharmacies and DOH Pharmacy. The Vendor will verify the
receipt of FDC Pharmacy prescriptions through the receiving program in the
FDC Pharmacy software system. The Vendor is responsible for distributing all
KOP prescriptions.
The Vendor shall be responsible for returning expired and damaged stock
medications to the Department’s contracted Reverse Distributor or the Medical
Hazardous Pharmaceutical Waste Vendor per HSB 15.14.04, Appendix C.
It is the Vendor’s responsibility to discard all Patient-specific prescriptions that
need to be discarded and cannot be returned to the pharmacy per HSB
15.14.01.
The Vendor shall provide a licensed Consultant Pharmacist to conduct monthly
inspections of all Institution areas where medications are maintained.
Inspection shall include, but not be limited to, expiration dates, storage and a
periodic review of medication records. The Consultant Pharmacist's Monthly
Inspection Report, Forms DC4-771A and DC4-771C, shall be completed. The
original shall remain in the pharmacy and a copy shall be sent to the
Department’s Pharmaceutical Services Director in an electronic format by the
10th of the next month. Deficiencies in previous Consultant Pharmacist
Monthly Inspection, Form DC4-771A and MAR Review, Form DC4-771C, shall
be corrected before the next Consultant Pharmacist review.
The Vendor shall provide a certified Consultant Pharmacist to serve as
chairperson of the Correctional Institution Pharmacy and Therapeutics
Committee/Pharmacy Services Committee and to consult on site and by
telephone with the medical staff as requested. This workgroup shall meet as
required by Florida Statues.
The Vendor shall provide a certified Consultant Pharmacist to serve as
chairperson of the Correctional Institutional Continuous Quality Improvement
Program Workgroup, which shall meet at least quarterly.
The Vendor shall perform in-service training for staff on pharmacy-related
material according to a schedule mutually agreed upon and approved by the
FDC Chief of Pharmaceutical Services but presented no less than once a year.
Such training shall be conducted by a licensed Consultant Pharmacist and
shall include proper MAR documentation, medication administration to include
when medications are to be issued, medication incompatibilities and
interactions, and documentation on using stock medications.
The Vendor shall ensure all Drug Exception Requests, Form DC4-648, for nonformulary medications, drug dose variances, four (4) or more psychotropic,
non-approved use of approved medications, and more than one (1) medication
in a mental health treatment category, etc. be approved by the Vendor’s
designee.
The Vendor shall ensure a licensed Florida Consultant Pharmacist be
responsible for institutional pharmacy permits and the services rendered by
them.
The Vendor shall provide the following permits, in the Vendor’s name, at each
Institution and facility with stock legend medications:
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Pharmaceutical Services Requirements (PS)
No.

PS-039

PS-040
3.6.6.4

Requirement
• Florida Department of Health, Board of Pharmacy Institutional Class II
Permit, or Modified II-B Institutional Permit; and
• A United States Department of Justice Drug Enforcement Administration
registration for each Institutional Class II and/or Modified II-B Institutional
Permit (where DEA controlled stock will be stored).
The Vendor shall be responsible for the cost of non-formulary medication
prescriptions dispensed by the Department’s pharmacies (excluding DAAs and
therapies used to treat HIV). The Department may elect to pay for medication
ordered through the Department’s pharmaceutical wholesaler directly;
however, expenditures for non-formulary medications will be considered part
of the Compensation Cap, whether paid for by the Vendor or directly by the
Department. Non-formulary prescriptions purchased will be the responsibility
of the Department. The formulary will not change unless the change is mutually
agreed upon in writing by the Department and the Vendor.
The Vendor shall ensure all pharmacy permitted Institutions must have post
exposure prophylaxis medications available onsite.

Pharmaceutical Services Performance Measures

No.

PM-PS-01

PM-PS-02

Description
Maintain
compliance
with
mandatory
pharmacy
standards to
retain a valid
Florida
Department of
Health MQA
Board of
Pharmacy
Permit.
Maintain
compliance
with
mandatory
pharmacy
standards to
retain a valid
DEA
Controlled
Substance
Permit.

Performance Measures (PM)
Measurement
Expectation
Duration
Retain Permit
Per
Occurrence

Retain Permit

Page 170 of 259

Per
Occurrence

Financial Consequence
$100,000 if permit is lost and
$1,000 per Day until permit
is reinstated, plus payment
of all costs and fees
associated with
reinstatement of the permit

$100,000 if permit is lost and
$1,000 per Day until permit
is reinstated, plus payment
of all costs and fees
associated with
reinstatement of the permit

FDC ITN-22-042

No.

Description

PM-PS-03

Deficiencies
found in the
Consultant
Pharmacist
Monthly
Inspection
Report are
corrected by
the
subsequent
Monthly
Consultant
Pharmacist
Inspection
Report.

3.6.6.5

Performance Measures (PM)
Measurement
Expectation
Duration
90%
Monthly
compliance,
per Institution

Financial Consequence
For performance below 90%,
consequences will be
assessed as follows:
80%-89.99%:
$3,000 per Institution
70%-79.99%:
$6,000 per Institution
Less than 70%:
$9,000 per Institution

Pharmaceutical Services Reports

Reports
REP-PS-01
Consultant
Pharmacist of
Record
REP-PS-02
Policy and
Procedure Manual
for Pharmaceutical
Operations
REP-PS-03
Monthly Consultant
Pharmacist
Inspection Report
REP-PS-04
Annual Manual
Review Log
REP-PS-05
Pharmacy Permits

Due Date
Within 30 Days of
Contract effective
date

Description
The Vendor shall provide a list of each Institution’s
Consultant Pharmacist of Record and their phone
number.

Within 30 Days of
Contract effective
date

Before offering services, the Vendor shall provide a
policy and procedure manual to all Institutions, the
Contract Manager, and the Chief Pharmaceutical
Services.

10th Business Day
of each month (for
the previous
month)

The Vendor shall provide a copy of the Monthly
Consultant Pharmacist Inspection Report for each
facility which is licensed by the State of Florida,
Department of Health, and/or the Board of Pharmacy.

Annually on
January 15th

The Vendor shall provide a verification of annual
review of the Department’s Policy and Procedure
Manual for Pharmaceutical Operations by each
employee.
The Vendor shall provide a copy of their State of
Florida MQA Board of Pharmacy Permit and United
Stated DEA Controlled Substance Permit (if
applicable).

Day of Transition

3.6.7 Utilization Management and Specialty Care Service Area
3.6.7.1 Description
The goal of Utilization Management (UM) and Specialty Care is to promote quality
specialty health care services in a correctional setting’s unique constraints in the most
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efficient, timely, and cost-effective manner. The Utilization Management (UM) program is
an essential component of Quality Management (QM) which effectively manages the
utilization of specialty health care services including consultations, durable medical
equipment, surgical procedures, diagnostic imaging, emergency room visits, and outside
hospital admissions.
It is vital that the Department and Successful Vendor work together to ensure that
appropriate care is provided to the Inmate population. Scheduled consultations or
ordered diagnostics must be completed timely, but subsequently reviewed by the
referring Clinician to ensure that care is rendered.
3.6.7.2 How Service is Provided Today
The CHCC services all Institutions and currently employs Florida UM Staff in all regional
offices, and Memorial Hospital in Jacksonville, Florida. Medical requests from the sites
are submitted via email or fax and are processed into an electronic UM system by the
UM staff. The sites and the medical schedulers are notified of UM decisions through email
and most of the services are scheduled through centralized scheduling at RMC and
Central Florida Reception Center (CFRC). Dental referrals for specialized care must be
routed for review and approval by a Florida licensed Dentist. The majority of medical and
dental specialty services are provided “behind-the-fence” through contracted specialists
who see Inmates at RMC, CFRC, and Lowell CI.
The CHCC contracts with Memorial Hospital to utilize a secure medical/surgical wing of
14 beds, in addition to a nine-bed med-surg overflow unit for a total of 23 secure beds
and contracts with Larkin Hospital to provide a secure medical/surgical unit that has eight
(8) beds. Community hospital admissions are managed by the inpatient UM nurses
through concurrent daily reviews with the hospital case managers. The appropriateness
of the admission, intensity of services, length of stay, need for continued stay and
discharge planning are determined through evidenced-based criteria and input from their
multi-disciplinary medical team.
3.6.7.3 Utilization Management and Specialty Care Minimum Requirements
Utilization Management and Specialty Care Requirements (UM)
No.
UM-001
UM-002
UM-003
UM-004

Requirement
The Vendor shall set up local offices in strategic locations to manage FDC
Utilization Management Operations, one of which shall be at RMC in Lake Butler,
Florida.
The Vendor shall implement an electronic Utilization Management Program
system that incorporates nationally accepted, evidenced-based managed care
guidelines.
The Vendor shall ensure a full network of specialty service providers covering a
comprehensive scope of care is in place at the time of Contract execution to
ensure that there are no delays in providing specialty care services.
The Vendor shall ensure the majority of providers within the following specialties
are available on-site; however, additional specialty services may be required: Oral
Surgery, Internal Medicine, Gastroenterology, Surgical Services, Orthopedic
Services, Physiotherapy, Otolaryngologic Services, Podiatry, Dermatology,
Urology, Neurology, Internal Medicine, Audiology, Neurosurgery, Oncology,
Nephrology, Endocrinology, Infectious Disease, Ophthalmology, Optometry,
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Utilization Management and Specialty Care Requirements (UM)
No.
UM-005

UM-006

UM-007

UM-008

UM-009

UM-010

UM-011

UM-012

UM-013

Requirement
Respiratory Therapy, Cardiology, Physical Therapy, Radiology (including
CT/MRI), Nuclear Scans, and Orthotics.
The Vendor shall ensure that if it is not possible to provide a specialty service onsite, the Vendor shall arrange treatment services with a local specialist in the
community. The Vendor shall coordinate all outside referrals with the Department
for security and transportation arrangements. The Vendor is responsible for all
associated costs of the treatment.
The Vendor shall establish an institutional process to enable each site to have
easy access to submit specialty medical requests into the UM system
electronically. This system must also have the capability to provide
communications from the UM Team to the sites regarding the need for additional
information, authorization, alternative treatment plans, and scheduling
instructions. All specialty medical requests shall be processed based on the
request's acuity but shall take no longer than 10 Business Days after receiving.
The Vendor shall ensure that if the specialty service is authorized for scheduling,
the service and appointment date shall be entered in the UM electronic database.
All services authorized for scheduling shall reflect a completed service date on the
Institutional Consult Log in OBIS (Medical Consult and Hospital Movement
Screen) and EMR and be included in the UM reports, as specified.
The Vendor shall schedule appointments within the timeframes outlined in HSB
15.09.04:
1. Emergency – Conditions that require immediate attention and must be treated
as soon as the means of treatment can be provided.
2. Urgent – Conditions that require treatment within 21 Days or less.
3. Routine – Conditions that will tolerate a delay of no more than 45 Days without
deteriorating into either an urgent or emergent condition.
The Vendor shall ensure that if the specialty service is not authorized for
scheduling, an Alternative Treatment Plan (ATP) must be formulated by the
reviewing UM Clinician. The ATP will be sent to the requesting site. The on-site
Clinicians are responsible for implementing, documenting, and discussing the ATP
with the Inmate Patient.
The Vendor shall contract with community hospitals in strategic locations to
provide offsite inpatient hospital services in a secure environment. All secure units
will be approved by the Office of Health Services and the Chief of Security
Operations. Currently, the Department has agreements for secure units with
Memorial Hospital in Jacksonville, Florida, and North Shore Medical Center, Inc.
in Miami, Florida.
The Vendor shall ensure that to enhance public and staff safety while decreasing
the cost and administrative burden of security, the Vendor shall utilize the
community hospital secure units when medically feasible. In cases requiring a
continued inpatient stay of three (3) Days or longer, Inmates will be transferred to
secure hospital units when medically appropriate and stable.
The Vendor’s UM Nurses will promptly review outside hospital admissions and
observation stays. The Vendor shall use the Medicare Managed Care Inpatient
guidelines, Department policies, and established business rules shall be used to
determine the admission's appropriateness, intensity of services, length of stay,
need for continued stay, transition of care, and discharge planning.
The Vendor shall ensure all associated outside hospital data will be entered in the
electronic UM system, OBIS, EMR, and included in the UM reports, as requested.
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Utilization Management and Specialty Care Requirements (UM)
No.
UM-014
UM-015
UM-016
UM-017

UM-018

Requirement
The Vendor shall ensure medically intensive transfers, including Infirmary to
Infirmary, Infirmary to RMCH, and hospital to hospital transfers are coordinated by
UM Nurses.
The Vendor shall perform an on-site QM Utilization Management Review per HSB
15.09.01 to ensure that institutional processes offer timely and appropriate access
to specialty health care services.
The Vendor shall provide UM oversight to ensure the UM Program functions as
required in the Contract and HSB 15.09.04, Utilization Management.
The Vendor shall ensure specialty care will be available to Inmates from the
Private Correctional Facilities managed by DMS who choose to utilize these
services through on-site Specialty Clinics, Radiology CT/MRI, Ambulatory
Surgery, dental services, the Cancer Center, the 110-bed Sub-Acute RMCH, and
secure hospital unit services. These Inmates are classified as medical staging
(MS) transfers.
The Vendor will establish a process to manage incoming Inmates in MS status
pending Specialty Care Services. The process must include Identification and
Tracking, Authorization for Services, Scheduling Appointments, Inpatient Hospital
Utilization Reviews, Medical Holds, and Reimbursement Billing.

3.6.7.4 Utilization Management and Specialty Care Performance Measures

No.
PM-UM-001

PM-UM-002

Performance Measures (PM)
Measurement
Description
Expectation
Duration
th
Monthly UM
By the 10
Reviewed
reports must be Business Day
quarterly, due
provided to the
of the month
monthly
Department, as
for the prior
indicated in the
month
Contract.
Every hospital
80%
Semi-annually
admission and
compliance,
ER visit shall
statewide
be entered in
the UM
database within
72 hours of
admission
and/or visit.

Financial Consequence
$300 per Day past the
due date the report is
delivered

For performance below
80%, consequences will
be assessed as follows:
70%-79.99%: $3,000
60%-69.99%: $6,000
Less than 60%: $12,000

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

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3.6.7.5 Utilization Management and Specialty Care Reports
Reports
REP-UM-01
Daily UM Report

Due Date
Description
Each Business Day The Vendor shall provide the following:
by 4:00 p.m.,
1. Report for Community Hospital Admissions - the
Eastern Time
report shall include the following elements:
Inmate Name, DC Number, Age, Institution,
Admitting Hospital, Admitting Diagnosis,
significant labs and imaging results and Plan of
treatment. Daily chronological updates to
include; date, vital signs, intensity of service,
significant labs, pathology results, procedures
done and discharge planning. Cases to be
removed from the report post discharge.
2. Inpatient Admissions Report in Excel format –
The report shall include: Sending Institution,
Inmate Name, DC Number, DOB, Age, Admitting
Diagnosis, Discharge Diagnosis, Hospital Name,
Admission Reason Self Harm or Assault Y/N,
Length of Stay and Bed Type Days. The report
shall have cumulative data to end on the last of
the month.
3. Emergency Room Utilization in Excel format –
The report shall include the following elements:
Event date & time, Sending Institution, Inmate
Name, DC Number, DOB, Age, Institution
Diagnosis, Hospital Admission Status Y/N, Event
Reason Self Harm or Assault Y/N.
4. Outpatient services in Excel format – The report
shall include the following elements and will be
updated daily and in an ongoing calendar year
format: Inmate name, DC Number, Date of Birth,
Age, Requesting Institution, Date of request,
Date received in Utilization Management, Date
completed
in
Utilization
Management,
Appointment Date, Specialty Type, Acuity of
Referral, Status of Referral (approved/ATP),
Diagnosis Description, Procedure Description,
Provider, and Authorization Number.

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Reports
REP-UM-02
Quarterly UM
Report

Due Date
10th Business Day
of January, April,
July and October
reflecting
information from
the previous
calendar quarter

Description
The Vendor shall provide the following:
1. Report identifying readmissions to a community
hospital within 30 Days of hospital discharge.
The report will include the following elements:
Inmate name, DC number, D.O.B., Age,
Discharge Diagnosis Description, Hospital
Name, Date of Discharge, Readmission
Diagnosis Description, Readmission Hospital
Name, Length of Stay, and Readmission Date of
Discharge.
2. Identification of outliers, Variance/Variability
based on Diagnosis Related Groups to Length of
Stay.
3. Identification of Patterns of Prescribing and
Trends Analysis.
4. Data Cost Analysis of services provided and
comparative data for indicators measured with
the goal of cost containment.
5. Cost per Day – Inpatient Hospital, Inpatient at
RMC, Infirmary Care.
6. Cost per Surgical Case and/or Surgical
Procedure.
7. Cost by Diagnostic Codes, Provider, Facility,
Region, and Inmate.
8. Summary report of Unauthorized/Disapproved
Claims with explanation.

3.6.8 Quality Management Service Area
3.6.8.1 Description
The Vendor shall be responsible for, and participate in, quality management and
assurance activities at the institutional, regional, and statewide levels, per the
Department’s policies and procedures. These activities include the following:
• Quality Assurance (QA) Activities (operations/process/system) – continuous
operational
QM
efforts
routinely
performed
to
ensure
efficient
operations/process/systems.
• Quality Management (QM) Activities (product/clinical outcome) – continuous clinical
QM efforts performed routinely that require specific records/chart reviews or various
clinical functions, such as CIC care review, medication/treatment administration,
Specialty consultation needs, infirmary care, sick call triage/care, etc.
• Correctional Medical Authority (CMA) Health Services Survey Process: Required by
Florida Statutes to conduct a survey at least once every three (3) years at each FDC
Institution. Institutions should be survey ready at all times. The Department and
Vendor will respond to findings per Office of Health Services (OHS) directives.
The Vendor’s QM Program shall include the following components:
• Risk Management (RM) Program, HSB 15.09.08 – Seeks to protect the Department's
human and financial assets and ensure the continuous improvement of Inmate care
by identifying risk factors and reducing errors.
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•
•
•

•

•

Credentialing and Peer Review, HSB 15.09.05 – Ensure that all health care providers
have proper credentials, licensure and certifications in accordance with policies and
procedures.
Continuing Health Care Provider Education, Procedure 208.019 – Continuing health
care provider education is a licensure requirement. In-service training to improve
quality of services and meet FDC training requirements.
Mortality Review (MR) Program, HSB 15.09.09 – The purpose of this program is to
retrospectively monitor and evaluate the quality and appropriateness of health care
and the health care delivery process upon Inmate death. Every in-custody death,
except executions, requires a mortality review.
Infection Control Program “Infection Control Program Manual” – A system for
surveillance prevention and control of infections and communicable diseases; provide
reporting and necessary follow-up of communicable diseases which are reportable to
the Florida Department of Health.
Utilization Management Procedures, HSB 15.09.04 – Seeks to optimize the utilization
of both department and contracted health care services.

3.6.8.2 How Service is Provided Today
Quality Management (QM) Program is performed today by the CHCC who participates in
Quality Management, quality assurance activities, and risk management assessments at
the institutional, regional, and central office levels, in accordance with the Department’s
policies and procedures. This includes, but is not limited to:
•

•
•
•
•

Continuous operational QM efforts routinely performed by regional and institutional
staff to ensure efficient operations, including performing routine site visits to monitor
and assure the health care system is working properly; reviewing and analyzing
reports and logs to assess an Inmate’s appropriate access to health care within and
outside the Institution; performing problem resolution when necessary; and identifying
and assisting with training needs;
Identifying quality standards and requirements and developing a quality monitoring
tool approved by the FDC;
Clinical QM efforts that require specific record reviews of various clinical functions,
such as Chronic Illness Clinics, care review, medication/treatment administration,
etc.;
An occurrence reporting system to identify risks and minimize errors by documenting
adverse Inmate occurrences; and
A system of review is established for any suspected sentinel event.

The Department oversees the continuous quality assurance and risk management
activities that ensure the most efficient and effective health care systems through
evaluation and implementation of processes that will improve the quality of health care
delivery.
3.6.8.3 Quality Management Minimum Requirements
Quality Management Requirements (QM)
No.
QM-001

Requirement
The Vendor shall be responsible for the risk identification, analysis, evaluation,
and selection of the most advantageous method(s) of correcting identified risks
to protect Patients and staff from foreseeable harm, promote quality of health
care, and promote a safe environment, in accordance with policy.
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Quality Management Requirements (QM)
No.
QM-002

QM-003

QM-004
QM-005

QM-006

QM-007
QM-008
QM-009
QM-010

Requirement
The Vendor shall provide QM oversight to ensure the program functions are
carried out in accordance with the policy HSB 15.09.01, Quality Management
Program and requirements outlined in the Contract. In addition to the program
management staff referenced in PGM-001, the Vendor shall identify
institutional staff in accordance with policy to handle routine functions of the
QM program processes.
The Vendor shall provide appropriate administrative oversight and support for
the institutional QM program, ensuring all QM requirements are carried out in
accordance with policy; developing and maintaining a system for triaging and
resolving problems.
The Vendor shall establish QM/QA committees at the institutional and regional
levels to consist of positions as identified and in accordance with policy.
The Vendor shall ensure participation in the FDC statewide quality
management committees – Coordinate with the Department in developing
studies, trending and analyses of regional health services provided, including
the performance of Institution level quality of care; make recommendations for
necessary changes or interventions to resolve identified problems with
appropriate Corrective Action Plan (CAP) as a tool to ensure outcomes of
these practice modifications.
The Vendor shall ensure its Regional QA team – Meet at least quarterly to
review reports from all Institution level quality assurance committees and shall
consider the reports from all other committees as appropriate. Make
recommendations for necessary changes or interventions and review the
outcomes of these practice modifications. Report trends and analyses to the
FDC statewide QM committee.
The Vendor shall ensure its Regional QA team also consider the results of
quality of care audits, whether carried out by outside agencies by the FDC
staff.
The Vendor shall participate in external reviews, inspections, and audits as
requested and the preparation of responses to internal or external inquiries,
letters, or critiques.
The Vendor shall ensure that the Administrative Director(s) and Regional
Dental Director(s) visit each facility at least once every six (6) months.
The Vendor must verify credentials and current licensure of all licensed health
care professionals per HSB 15.09.05, Credentialing and Peer Review
Program. At a minimum, the Vendor shall:
1. Establish a Credentialing Committee to review and approve credentials in
accordance with above policy.
2. Provide quarterly roster of credentialed staff to the Department. This roster
should include at minimum full name, license number and expiration,
class/position title, Institution/workplace location, and type of review (initial
or renewal).
3. Maintain an employee credentials folder at the Institution the individual
professional is providing service in accordance with policy for accrediting
and monitoring purpose.
4. Develop and implement peer review processes that include plans to
address or correct identified deficiencies. Ensure that all applicable
professionals have their work performance reviewed in accordance with
policy for accrediting and monitoring purpose.
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Quality Management Requirements (QM)
No.
QM-011

QM-012

QM-013

QM-014

QM-015

QM-016

Requirement
The Vendor shall implement and maintain a credentialing and peer review
program for the following occupational groups, per HSB 15.09.05,
Credentialing and Peer Review Program:
• Clinicians (all levels and specialties, including psychiatry)
• Advanced Practice Registered Nurse (APRN) (all specialties including
board certified Psychiatric – Mental Health Nurse Practitioner)
• Clinician’s Assistant
• Dentists (all levels and specialties)
• Psychologist and Provisional Psychologist
• Behavioral Specialist/Mental Health Specialist (exempt from peer review
requirements)
The Vendor shall ensure all professional licensed staff must be compliant with
training requirements to include Cardiopulmonary Resuscitation (CPR), Basic
Life Support (BLS) Certification, or Advanced Cardiac Life Support (ACLS) for
Health Care Providers. CPR training must be through one of the following
programs:
1. American Heart Association (AHA) CPR-Pro or Health Care Provider card;
2. American Safety Health Institute (ASHI) Health Care Provider or CPR-Pro
card; or
3. American Red Cross CPR/AED card for Professional Rescuer and Health
Care Provider.
The Vendor shall ensure APRN Protocol: Nurse Practice Act, Chapter 464,
F.S., and Chapter 64B9-4, F.A.C.
1. An executed original protocol must be filed upon employment and annually
thereafter with the Board of Nursing, 4052 Bald Cypress Way Bin C02,
Tallahassee, FL, 32399, if required, per HSB 15.09.05.
2. The supervising Clinician must file a notice with the Board of Medicine
within 30 Days of entering the supervisory relationship and a second notice
within 30 Days after terminating the supervisory relationship.
A new protocol must be completed every year, regardless of reassignment
dates.
The Vendor shall ensure it adheres to Florida law requiring PAs to notify the
Board of Medicine, in writing, within 30 Days of employment, or after any
subsequent change in the supervising Clinician. When a PA begins
employment, ends employment, and when there are changes to the
supervising Clinician (adding one or deleting one). PAs can be disciplined for
failing to perform this legal obligation.
1. Clinician's Assistant: DOH MQA Supervision Data Form DH-MQA 2004
available at www.FLBoardofMedicine.gov
2. Pertinent laws: Section 458.347, F.S. – Clinician Assistants
3. Pertinent rules: Rule 64B8-30.003, F.A.C. – Clinician Assistant Licensure;
Rule 64B8-30.012, F.A.C. – Clinician Assistant Performance
The Vendor shall maintain copies of specific documents to include licensure,
certifications, and continuing education of the Institution's health care
personnel where the individual professional is providing service, per
Department policy, for accrediting and monitoring purposes. The Vendor is
responsible for ensuring conformity with these requirements.
The Vendor shall ensure mental health evaluations be performed only by
qualified mental health professionals who are qualified to perform mental
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Quality Management Requirements (QM)
No.
QM-017

QM-018

QM-019
QM-020

QM-021
QM-022
QM-023

QM-024

QM-025

QM-026

QM-027
QM-028

QM-029

Requirement
health evaluations, per HSB 15.09.05, Credentialing and Privileging
Procedures.
The Vendor shall develop and implement a peer review process including a
plan to address or correct identified deficiencies to ensure that all applicable
health care professionals have their work performance reviewed for
accrediting and monitoring purposes.
The Vendor shall establish a Mortality Review Team for each Institution, as
identified in HSB 15.09.09. The Institution’s Mortality Review Team shall
perform the mortality review using routine mortality review forms per
Department policy.
The Vendor shall ensure its Institutional Mortality Review Coordinator shall
transmit the mortality review and health care record to the Department for
review.
The Vendor shall ensure in cases where recommendations are identified at
either the institutional or outside Clinician reviewer level, the recommendations
be forwarded to the Vendor’s Medical Director for review, corrective action,
and case closure, as directed in Department policy.
The Vendor shall ensure all cases will be reviewed by the Department’s Chief
Clinical Advisor or Chief of Medical Services, who will determine when the
mortality review may be closed.
The Vendor shall ensure the Regional QA Committee/Team, meet at least
quarterly to review the results of mortality reviews.
The Vendor shall coordinate with the Department’s QM Manager to understand
the protocols for developing studies, identifying trends, and conducting
analyses of regional and institutional levels of quality health care. The Vendor
is expected to present the studies and trends identified from analyzing
quarterly health services reports to the Department’s QM Committee at the
scheduled semi-annual meetings.
The Vendor shall ensure that its Regional QM Team review Institutional Health
Services Reports and meeting minutes at least quarterly and send a summary
of the regional review to the Contract Manager, per HSB 15.09.01, Quality
Management Program.
The Vendor shall ensure the Vendor’s HSA and appropriate institutional staff
coordinate and participate in external reviews, inspections, and audits as
requested and the preparation of responses to internal or external inquiries,
letters, or critiques
The Vendor shall ensure each Institution conducts monthly health care review
meetings to review outcomes and improvements/acts. The Vendor shall
develop meeting minutes and distribute the minutes per HSB 15.09.01, Quality
Management Program.
The Vendor shall ensure its Regional QM Team submit a semi-annual
summary of the health services reports and CAPs for each Institution per HSB
15.09.01, Quality Management Program.
The Vendor shall ensure each Institution is audit/survey ready, at all times, by
adhering to the QM Program’s activities utilizing the relevant the FDC Forms
(DC4-512A Quality Management Instrument, DC4-512B Bi-Annual Report,
and DC4-512C Corrective Action Plan).
The Vendor shall ensure its Regional QM Team facilitate and conduct a QM
review at each Institution, at least once every 18 months per HSB 15.09.01,
Quality Management Program. The Vendor shall:
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Quality Management Requirements (QM)
No.

QM-030

QM-031

QM-032

QM-033
QM-034
QM-035

QM-036

Requirement
1. Provide a preliminary report of findings to institutional management during
exit briefing;
2. Provide a final report to the Contract Manager;
3. Address each indicator scoring below 80% with a CAP, including a monthly
report until all corrective action has been completed; and
4. Perform a follow-up site visit following Department policy.
The Vendor shall its institutional staff develop a CAP for each indicator scoring
below 80% and submit it to their Regional QM team for review. A CAP can only
be closed if the Institution’s performance in that indicator has improved to 80%
or above for three (3) consecutive months and has been approved for closure
by the Regional QM Team. However, should an external audit occur,
conducted by the Department or CMA, and this indicator scores 80% or above,
then the CAP may be closed at that time.
The Vendor shall ensure that it adhere to Section 945.6031, F.S., requiring the
CMA to conduct a survey at least once every three (3) years at each Institution.
Per HSB 15.09.01, Quality Management Program, at a minimum, the Vendor
shall:
1. Ensure that Institutions are survey-ready at all times;
2. Complete the CMA pre-survey questionnaire and coordinate survey
arrangements;
3. Develop a CAP on all CMA findings; and
4. Respond to findings per Office of Health Services (OHS) directives.
If CMA determines performance deficiencies are at a critical level and declares
a “state of emergency,” the Vendor will place a “crisis team” at that Institution
within 72 hours to ensure that deficiencies are corrected and addressed. The
Crisis Team will remain in place until CMA determines all defects have been
corrected. The Department shall re-evaluate the Vendor’s staffing patterns and
systems to determine whether the Vendor has adequate staff to provide
services, staff are adequately trained, and appropriate processes are in place.
The Vendor will meet the Department's requests and directives in addressing
deficiencies.
The Vendor shall provide health services reporting on occurrences and trends
following HSB 15.09.08, Risk Management Program, utilizing Forms DC4690A, Occurrence Report and DC4-690B, Clinical Risk Management
Occurrence Trending Report for Inmates Under the Direct Supervision of the
Institutional Health Services.
The Vendor shall discuss identified occurrences, sentinel events, and trending
issues in the monthly institutional QM meeting.
The Vendor shall notify the Contract Manager of sentinel events per HSB
15.09.08, Risk Management Program.
The Vendor shall ensure the institutional mortality review process involves the
Institution’s CHO/SMD, HSA, Mortality Review Coordinator, DON,
Psychologist (if suspected suicide), and a Mortality Review Team as outlined
in HSB 15.09.09. Regional health services staff may attend Mortality Review
Team meetings telephonically.
The Vendor shall ensure its institutional mortality review coordinator shall send
an E-Form/SYSM death notification to the Central Office Mortality Review
Coordinator within 24 hours of an Inmate death (excluding weekends and
holidays), following HSB 15.09.09.
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Quality Management Requirements (QM)
No.
QM-037

QM-038
QM-039
QM-040
QM-041

QM-042
QM-043

QM-044

QM-045

QM-046
QM-047

Requirement
The Vendor shall ensure the mortality review team shall convene and
thoroughly review the institutional health record, outside facility medical
records, all relevant FDC records, and the ME report (if available) within 10
Business Days of an Inmate’s death. The team will re-convene upon the
completion of a psychological autopsy, if applicable.
The Vendor shall ensure mortality review Forms (DC4-501, DC4-502, DC4503D, DC4-504 and DC4-508) be completed thoroughly, signed and dated
during the mortality review team meeting.
The Vendor shall send all original Mortality review forms to the Department’s
Mortality Review Coordinator within five (5) Business Days of the mortality
review meeting.
The Vendor shall also send a copy of the past year of the Inmate’s institutional
health record and any outside medical facility records to the Central Office
Mortality Review Coordinator within 10 Business Days of an Inmate’s death.
The Vendor shall ensure its institutional mortality review coordinator, or
designee, will request the autopsy from the Medical Examiner (ME) in the ME
district where the death occurred. Once received, the Vendor shall send the
ME report to the Central Office Mortality Review Coordinator. The Vendor shall
coordinate transportation of the body and the ME report.
The Vendor shall ensure if the outcome of the mortality review, noted on Form
DC4-508, reflects anything other than “Acceptable Care provided,” a CAP is
required and be implemented timely.
The Vendor shall ensure all suspected and confirmed suicides shall be
reviewed by the Vendor’s Mental Health Director, who will ensure that a
psychological autopsy is performed by the Vendor’s regional mental health
services staff.
The Vendor shall ensure all psychological autopsies will be completed within
33 Business Days of the assignment to the Vendor’s Regional Mental Health
Director. The Vendor shall ensure any training or corrective action will be
completed within 10 Business Days of completion of the psychological
autopsy. The Vendor shall ensure that a psychological autopsy report is
completed and submitted to the Department’s Chief of Mental Health Services
in cases involving suspected suicide. These autopsies must be performed by
a Regional Mental Health Director who is not assigned to the Region where
the suicide occurred.
The Vendor shall ensure within 15 Days of completion of the psychological
autopsy, the mortality review team meets again (telephonically or in-person) to
review the autopsy results.
The Vendor shall ensure any recommendations by the FDC Health Services
Director shall be forwarded to the Vendor’s Medical Director for review and/or
corrective action to be completed in the appropriate time frame specified in the
communication.
The Vendor shall ensure all recommendations submitted to the Vendor staff
by the CO Mortality Review Coordinator shall be completed in the appropriate
time frame specified in the communication.
The Vendor shall perform clinical quality studies at least every 18 months.

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3.6.8.4 Quality Management Performance Measures

No.

PM-QM-01

PM-QM-02

Description
RMCH and
any other
Department
license the
hospital holds,
a valid AHCA
Hospital
Licensure
Performance
deficiencies
are corrected

Performance Measures (PM)
Measurement
Expectation
Duration
Ensure AHCA
Per AHCA
Hospital
Occurrence
licensure is
maintained

100%

Per
Occurrence of
a repeat
deficiency

Financial Consequence
$100,000 if licensure lost,
plus payment of any fees
associated with securing relicensure.

$500 for each deficiency
noted by the Department
that is not corrected in
accordance with the
Vendor’s Departmentapproved CAP prior to the
next monitoring event.

3.6.8.5 Quality Management Reports
Reports
REP-QM-01
Regional Quarterly
Reviews

Due Date
20th Day of the
month following the
end of the quarter

Description
Utilizing the Form DC4-512C or an approved form,
the team will prepare a quarterly summary that
reflects the findings and initiatives made for
improvements. The Vendor shall submit this
summary to the Central Office QM Coordinator by the
20th Day after the end of the quarter along with a
copy of the meeting minutes.

REP-QM-02
Institutional SemiAnnual Clinical
Review Reports

July 15th (for
June’s review) and
January 15th (for
December’s
review)

The Vendor shall provide reports from each discipline
will utilize Form DC4-512A or approved form to
perform a bi-annual (June and December) a review
of their area within health services. When reviewing
clinical areas, each discipline will randomly select 10
to 15 records per clinic that are eligible to meet an
indicator utilizing the OBIS or EMR run reports. If
there are categories/clinics that are not held at a
particular Institution, they would be marked as “not
applicable.”
An Institution’s QM Coordinator shall submit to the
Regional QM Coordinator the semi-annual health
services reports with all personal health identifiers
removed from the report (DC4-512B or approved
form) and any corrective action plans by the 15th of
July and January.

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Reports
REP-QM-03
Semi-Annual Health
Services Summary
Report

Due Date
August 5th and
February 5th

REP-QM-04
Quality
Management
Review Report

18 months from
last QM review

REP-QM-05
Schedule of QM
Reviews
REP-QM-06
Response to CMA
Report

Annually on August
20th

REP-QM-07
Clinical Risk
Management
Occurrence
Trending Report

10th Business Day
of every month

REP-QM-08
Sentinel Event
Reporting

3.6.9

Within 20 Days of
CMA’s final report
date.

Within three (3)
Business Days of
occurrence

Description
The Vendor shall ensure the Regional Coordinator
submit a semi-annual summary of the REP-QM-01
and REP-QM-02 reports with all personal health
identifiers removed from the report to the Central
Office QM Coordinator.
Every 18 months, The Vendor shall conduct a review
at each Institution by the Vendor’s Regional or QM
Review Team. They shall use the quality
management instrument (Form DC4-512A or
approved form). The reviews should be scheduled
around CMA and ACA audits, which should prevent
an Institution from going no longer than 24 months
without an onsite review.
The Vendor shall provide a schedule of QM reviews
for the fiscal year (July 1- June 30).
The CMA conducted survey requires response to
findings in accordance with OHS directives. All
findings require a CAP (Form DC4-512C), which
shall be submitted by the Vendor to the Chief of
Health Services Administration within twenty (20)
Days of the final report date.
Form DC4-690B is to be completed only when the
Inmate occurrence/injury occurs while the Inmate is
under the care or control of health services
personnel. The Inmate must physically be in a
health services area at the time of the occurrence
for this report to be completed. This includes, but
is not limited to, treatment room, infirmary, TCU,
CSU, etc. All occurrences, at a minimum, will require
a nursing evaluation (Level 1 Intervention). All suicide
attempts, at a minimum, will require notification of a
medical Clinician (Level 3 Intervention).
Reportable Sentinel Events-will require the
completion of a Form DC4-690A, Occurrence Report.
Only Sentinel Events that occur under the direct
supervision of health services or health service
personnel in accordance with HSB 15.09.08, Risk
Management Program.

Electronic Medical Records (EMR)
3.6.9.1 Description
An Electronic Medical Record (EMR) is a digitized version of a Patient’s health
information that supports consistent treatment pathways and provides templates in which
to record Patient demographics and pertinent health information including but not
restricted to Patient history, active problems, medications, allergies, immunizations,
laboratory test results, radiology images, medical procedures, vital signs and personal
statistics such as height and weight. As a new part of the desired offering from Vendors,
the Department is requiring maintenance of an EMR system, reducing the Department’s
dependence on paper and improving visibility into the Inmate’s health record.
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3.6.9.2 How Service is Provided Today
The Department utilizes the GE Fusion Electronic Medical Record system, currently
hosted in the CHCC’s data center.
All health care records are the property of the Department and shall remain with the
Department upon termination of the Contract. Upon request, the Vendor shall provide
the Office of Health Services any and all records relating to the care of the Inmates who
are in the Vendor’s possession. A record of all services provided off-grounds must be
incorporated into each Inmate’s health care record.
All nonproprietary records kept by the Vendor pertaining to the Contract or to services
provided under the Contract, including, but not limited to, those records specifically
mentioned in the ITN or the Contract, shall be made available to the Department by the
Vendor upon request and at no cost. This requirement shall continue upon the expiration
or termination of the Contract until the applicable retention record schedule is met and
records are properly destroyed beginning upon the date of award of the Contract to
begin services.
3.6.9.3 Electronic Medical Records Minimum Requirements
Electronic Medical Records Requirements (EMR)
No.
EMR-001
EMR-002
EMR-003

EMR-004
EMR-005
EMR-006

EMR-007
EMR-008

Requirement
The Vendor shall secure all modes of EMR data exchange in accordance with State
and federal law.
The Vendor shall enforce the Department’s Patient privacy rules as they apply to
various parts of an EMR through the implementation of security mechanisms.
The Vendor shall retain, ensure availability, and destroy health record information
according to the Department’s standards. This includes retaining all EMR data and
clinical documents for the time period designated by the Department’s requirements;
retaining inbound documents as originally received (unaltered); ensuring availability
of information for the legally prescribed period and providing the ability to
permanently delete EMR data/records in a systematic way according to FDC policy
and after the legally prescribed retention period has expired. The Vendor shall
maintain all appropriate licenses to effectuate use of the EMR by both the Vendor
and Department.
The Vendor shall proactively monitoring all batch processes, interface connectivity,
and file transfer statuses. Issues that arise must be communicated to the FDC
according to a Support and Communication Plan.
The Vendor shall identify relationships among providers treating a single Patient and
provide the ability to manage Patient lists assigned to a particular provider.
The Vendor shall ensure that data is protected per industry standards and ensure
that data is easily recoverable in the event of a technical issue. The Vendor is
responsible for the security, storage, and backup solutions for the EMR system. To
ensure service continuity and enhance network performance, the Department will
pay for these services, and the Vendor shall reimburse the Department for the cost.
The Vendor shall ensure the EMR is from its Department-approved desktop
workstations, laptops, and tablet devices (including Android and iOS operating
systems).
The Vendor shall ensure user training is provided as part of new employee
orientation and annually thereafter, using a train-the-trainer approach for each health
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Electronic Medical Records Requirements (EMR)
No.

EMR-009

EMR-010

EMR-011

EMR-012

EMR-013

EMR-014

Requirement
services discipline and Vendor. Manuals and user guides will be made available to
all system users.
To support this requirement, the Vendor will develop a training plan and provide
training that ensures that all facilities staff including medical, dental, mental health,
substance abuse, and administrative staff are adequately trained to utilize the
system for input of data and production of reports. The proposed training plan
should also address training for new staff after implementation of the Contract,
including other vendors and Department staff. The Vendor shall provide additional
Department-required training the Department determines as necessary.
The Vendor shall provide ongoing system maintenance throughout the term of the
Contract, including any necessary patching, hardware/software updates (and
certification, if needed), customer service assistance, and support. This includes the
EMR system and any equipment or hardware used to access the system, such as
desktops, laptops, and tablets.
The Vendor shall provide and maintain a Support and Communication Plan. This
plan must include, but not be limited to, a system overview, support procedures for
system issues & maintenance, communication matrix & escalation procedures,
support roles matrix, equipment repair and warranties (if any), data administration,
interface administration, configuration and change management, business
continuity, disaster recovery procedures, and any appendix documentation. The
Vendor and the FDC will agree to the Support and Communication Plan within 15
Days of the Contract’s effective date.
The Vendor must classify and respond to support calls by the underlying problem’s
impact on the Department’s ability to do business (e.g. critical, urgent or routine).
The Vendor shall implement all software updates and services packs and new
releases and new versions, as requested by the Department, at no additional
charge.
The Vendor shall ensure support is available for the EMR system from at least 7:00
a.m. to 6:00 p.m. Eastern Time each Day and must ensure that there is adequate
staffing for the volume of calls. The Vendor shall also maintain a software support
contract with GE Fusion for, at least, the same hours indicated above.
The Vendor shall have a team available to accept, review, and implement change
requests by the Department. This team must have a process in place for the
evaluation and implementation of necessary system improvements within the EMR
system. These evaluations must be completed in coordination with the appropriate
FDC discipline chief and analytics team member(s).
The Vendor shall establish and maintain a Service Level Agreement with the EMR
provider to include: key performance indicators and metrics, service levels, rank and
severity levels, priority and response time expectations, exceptions, limitations, rules
and responsibilities, services availability, and escalations.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

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3.6.9.4 Electronic Medical Record Performance Measures

No.

Description

PM-EMR-001

PM-EMR-002

Performance Measures (PM)
Measurement
Expectation
Duration

The EMR
System will be
up and
available for
use 99.99% of
the time
(excluding
approved
maintenance
windows)
based upon
Departmentapproved
measuring
methodology.
The EMR is
available when
needed and
required to
deliver critical
health care
services to
Inmates.

Financial Consequence

99.99%
availability

Quarterly

$3,000 per percentage
point, or fraction thereof

100%

Per
occurrence

$5,000 per occurrence, per
Inmate impacted

3.6.9.5 Electronic Medical Record Reports
Reports
REP-EMR-01
Support and
Communication
Plan

Due Date
Within 15 Days of
the Contract’s
effective date

Description
This Plan should include, but not be limited to, System
Overview, Support Procedures for System Issues &
Maintenance, Communication Matrix & Escalation
Procedures, Support Roles Matrix, Equipment Repair
and Warranties (if any), Data Administration, Interface
Administration,
Configuration
and
Change
Management, Business Continuity, Disaster Recovery
Procedures, and any appendix documentation.

3.6.10 Information Technology Services
3.6.10.1 Description
The Vendor shall comply with the Department’s Procedure 206.004, Internet Services,
which covers guidelines for internet usage, and Procedure 206.007, User Security for
Information Systems, which covers User ID requirements. The Department may
immediately cancel access to this application if it is misused by the Vendor’s staff or
its agents.
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3.6.10.2 Information Technology Software Requirements
Information Technology Software (ITS)
No.
ITS-001

ITS-002

ITS-003
ITS-004

ITS-005
ITS-006

ITS-007

ITS-008

ITS-009

Requirement
The Vendor shall procure and provide any additional technology supplies, equipment,
and network connection(s) required to provide services under the Contract, including any
additional inter-facility network connections required for service provision. The Vendor’s
technology supplies, equipment, and network connection(s) include but are not limited to
computers, software, printers, switches, and mobile devices. The Vendor shall ensure all
technology supplies, equipment, and network connections, meet minimum specifications
provided by the Department’s Office of Information Technology (OIT).
The Vendor shall ensure all networking equipment procured is approved by the
Department prior to its introduction to any Service Location and matches the
manufacturer and model of any similar networking equipment currently deployed by the
Department. The Department will provide the Vendor networking equipment
specifications upon request.
The Vendor shall maintain equipment and software according to manufacturerrecommended support levels, including but not limited to the operating system, security
patches, and special software.
The Vendor shall not implement or change its network connection(s) without the prior
written approval from the Department’s OIT, as provided by the Contract Manager. The
Vendor shall provide written notification to the Contract Manager 24 hours prior to any
modification to a system, including any hardware, software, or cabling changes.
The Vendor shall implement any wireless network following industry best practices and
employing, at minimum, Active Wireless Intrusion Prevention (WIP) capabilities and
WPA- 2/3-Enterprise encryption with 802.1x EAP-TLS certificate-based authentication.
The Department shall assume ownership of and retain any Vendor-provided technology
supplies, equipment, and network connections at the end of the Contract. The Vendor
shall transfer all related licensing to the Department at the end of the Contract. At the
end of the Contract term, the Vendor shall maintain and transfer all hardware, software,
firmware, and middleware configurations in a manner that ensures continuity of service
and operations.
Any access to the Department’s network from an outside non-law enforcement entity
must be done via a Virtual Private Network (VPN). The Department will require a copy of
the Vendor’s security policies and a network diagram. After review by the Department’s
network and information security staff, the Chief Information Officer (CIO) will decide
whether to grant access or not. Access will be provided via a site-to-site VPN.
The Vendor shall not connect any Vendor-owned or managed equipment to the
Department’s internal network, logically or physically, in any way without the express
written consent of the Department’s Chief Information Officer and Information Security
Manager.
Networking Services
The FDC can provide the following network services:
a. Fiber optic cabling within the facility will be provided based on availability, a vendorinitiated site survey is recommended.
b. Wi-Fi – Aruba wireless access point and Intrusion prevention devices can be made
available for vendor use and management, Approximately 245 APs.
c. Switching – Existing Aruba switching (2930F PoE+) will be available for the vendor’s
use and management, Approximately 300 switches.
d. VOIP
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All Vendor-supplied networking equipment shall be:
a. Procured on the behalf or (in the name of) the Department to ensure manufacturer
ownership and maintenance agreements will remain intact outside of the Contract
term;
b. Any new network infrastructure needs, including LAN wiring, building to building fiber,
switching, or Wi-Fi equipment will be the responsibility of the vendor to procure and
manage;
c. Any campus fiber installation initiatives shall be scaled to offer benefit to the
Department. Example: 12 strands minimum of fiber optic cable to be installed
between buildings; and
d. Any equipment installations emitting Radio Frequencies RF such as indoor/outdoor
Wi-Fi, Cellular, Radar, Sonar, and HAM will adhere to a pre-approved RF plan or
channel map agreement.

ITS-010

ITS-011

ITS-012

ITS-013
ITS-014

ITS-015

ITS-016

WAN – Vendor shall procure data circuits that permit the transferability/ownership to
another vendor or entity; multi-circuit MPLS bundles will not be permitted.
The Vendor shall ensure authorized VPN connections must adhere to the FBI CJIS
Security Policy and HIPAA protections standards where applicable and must otherwise
support industry best practice. The Vendor requesting or using these connections is
financially responsible for all required or related equipment and must adhere to all VPN
service provider policies and procedures and Department procedures. The VPN service
provider will coordinate with the outside entity in determining whether to use outside entity
equipment to terminate that end of the VPN connection or provide the necessary
equipment.
The Vendor shall ensure when VPN access is requested, the requestor must also present
an accurate and complete description of the requestor’s information network, including
all permanent and temporary remote connections made from and to the requestor’s
network (required for CJIS compliance), for Department review. Any access or
connection to the Department’s network not approved by the FDC OIT, Chief Information
Officer, or designee is strictly prohibited.
Vendor workstations accessing the Department’s information network via a VPN must
operate a fully vendor-supported Windows-only operating system approved by the
Department and protected by all security measures/mitigations required by the CJIS
Security Policy in effect.
Vendor workstations accessing the Department’s information network via a VPN must
operate with password-protected screen savers enabled and configured for no more than
15 minutes of inactivity.
The Vendor’s staff with VPN privileges must ensure the confidentiality of their credentials
and that unauthorized persons are not allowed access to the Department’s network by
way of these same privileges. At no time shall any authorized user provide their user ID
or password to anyone, including supervisors and family members. All users are
responsible for their workstations' communications and activities through the VPN
connection to the Department.
The Vendor shall not attempt to fraudulently access, test, measure, or operate
unapproved software on the Department’s network, which is strictly prohibited. The use
of any software capable of capturing information network packets for display or any other
use is prohibited without the Department’s Office of Information Technology's expressed
consent.
The Vendor shall ensure its staff maintain knowledge of and compliance with relevant
and applicable Department procedures.
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ITS-017
ITS-018

ITS-019
ITS-020

ITS-021
ITS-022
ITS-023
ITS-024

ITS-025

ITS-026

ITS-027

Notice of planned events in the Vendor’s computing environment that may impact its
secured connection, in any way or at any severity level, to the Department must be
submitted to the Department at least one (1) week in advance of the event.
The Vendor shall ensure the Department receives notice in electronic and written form
when an unexpected event of interest occurs in any way or at any level of severity within
or around the Vendor’s computing environment that may impact the Department’s
information security. Events including but not limited to malware (virus, Trojan, etc.)
discovery, network or system breaches, privileged account compromise, employee or
workforce member misconduct, etc., are examples of events of interest to the
Department.
The Vendor shall be responsible for any required equipment includes but is not limited to
the currency of configuration, maintenance, support, upgrade, replacement, and other
requirements specified in the Contract.
The Vendor shall ensure all network traffic will be filtered to exclude inappropriate content
(e.g., pornographic content), personally identifiable information, and any content the
Department deems confidential. The Vendor shall maintain compliance with all federal
and State of laws.
Vendor workstations shall not access any resource or download any software from the
Department’s information network without the Department's prior approval.
The Vendor will not grant local administrative privileges to its workforce members or
subcontractors.
The Vendor shall conform to applicable information security processes defined and
referenced in Department procedures, including, but not limited to, Procedure 206.010,
Information Technology Security relating to HIPAA.
Before connection and while connected to a VPN with the Department, the Vendor’s
computing environment (computing devices including workstations, servers, and
networking devices) must be operating the latest available software versions and
applicable patches, and have the following implemented with supporting policies or
procedures available for review by the Department:
• Active and effective network device, server and workstation operating system and
layered software patch or update processes.
• Department-approved up-to-date server and workstation anti-virus/malware
software (all components) installed with active and effective patches or update
processes in place.
The Vendor shall not introduce any workload on the Department’s network, including
video conference, telemedicine, Software-as-a-Service (SaaS) systems, video
streaming, and training curriculum without the Department's prior written approval.
Vendor staff with network access privileges to the Department’s network shall not use
non-Department email accounts (i.e., Hotmail, Yahoo, AOL), or other external
information resources to conduct Department business, except under the conditions as
specifically approved by the Department ensuring a reduced risk to Department data and
that Department business is never confused with personal business.
When the Vendor uses VPN connections provided by Department-approved VPN
providers, the Department shall not be responsible for the installation of VPN software,
or the use of any remote access systems, causes system lockups and crashes or
complete or partial data loss on any outside entity computing or network equipment.
The Vendor shall protect (backing up) all data present on its computing and network
equipment and compliance with all regulatory legislation. Vendor employees must
adhere to all Department policies regarding data retention and destruction protocols. No
data destruction shall occur unless written authorization by the Department is granted.
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ITS-028

ITS-029

ITS-030

ITS-031
ITS-032

ITS-033

Further, if local file storage is necessary at any Institution, the Vendor will use a network
share for file storage provisioned to the Vendor.
Unless otherwise provided in this ITN and the Contract, the Vendor shall not install,
create, or use its own network, including Local Area Network (LAN), Wide Area Network
(WAN), Wireless Local Area Network (WLAN), or cellular networks for any reason, unless
approved in writing by the Department.
All computer workstations and network-connected devices for use at any local
Correctional Institution shall be provided by and maintained by the Vendor. This includes,
but is not all-inclusive, hardware such as personal computers and laptops (including
software licenses), tablet PCs, thin clients, printers, fax machines, scanners, and video
conferencing (if approved). The Vendor may not install managed or unmanaged switches
onto the Department’s network without prior written approval from the Department.
The Vendor’s staff shall not use mobile devices, whether work-issued or personal, behind
a Correctional Institution's secure perimeter or to access Department systems without
the Department’s written approval. The request must include a business justification
submitted in writing along with a clear demonstration that the mobile devices fall within
the Criminal Justice Information Systems (CJIS) Security Policy and shall be centrally
managed by a mobile device management (MDM) solution.
The Department reserves the right to implement email security for all types of devices,
and the Vendor will comply with using these security requirements as dictated in the
future.
The Vendor shall collaborate and consult with the Department’s OIT to achieve the
electronic data exchanges required between the Vendor managed EMR system and
the Department’s other applications. The Vendor shall develop its delivery mechanism
for data and electronic reports in consultation with the Department’s OIT. All electronic
data exchanges established will be documented with a data exchange agreement
between the Department and Vendor, which includes responsibilities and requirements
for operational support.
All data exchanges between the Vendor and the Department shall:
a. Be protected by a LAN-2-LAN VPN compatible with the Department’s existing
solution; or
b. Be presented to the Department via the open internet with the capability to permit
access only from the Department’s IPv4 address space.
Vendor Data Availability
The Vendor and their staff shall maintain the confidentiality, integrity, and availability in
the handling and transmission of any Department information.
1. No disclosure or destruction of any Department data can occur without prior express
consent from the Department’s OIT or the Contract Manager.
2. The Vendor shall timely return all Department information in a format acceptable to
the Department when the contractual relationship effectively terminates, not to
exceed 10 Business Days.
3. The Vendor shall provide certification of its destruction of all of the Department’s data
in its possession in accordance with National Institute of Standards and Technology
(NIST) Special Publication 800-88 when the need for the Vendor’s custody of the data
no longer exists.
4. The Vendor must maintain support for its services following an emergency that affects
the facilities and systems it maintains or those maintained by the Department.
Following an emergency that affects the Vendor’s facilities or production systems, the
Vendor must provide access and use of a backup system with the same functionality
and data as its operational system within 24 hours. The Vendor must also guarantee
the availability of data in its custody to the Department within 24 hours following an
emergency that may occur within the Vendor’s facilities or systems. Following an
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emergency that affects the Department’s facilities or systems, the Vendor must
continue to provide access and use of its production systems once the Department
has recovered or re-located its service delivery operations.
5. The introduction of wireless devices at facilities is subject to prior review and approval
by the Contract Manager, OIT, and the Office of Institutions. The Vendor is
responsible for notifying the Department before introducing wireless devices into
facilities.
Information Security Requirements
1. The Vendor shall ensure all its staff or subcontractors providing services under the
Contract are trained in basic information security practices. If the Vendor has access
to CJI, it shall ensure all its staff or subcontractors with potential access to CJI attend
CJIS Security Awareness training in compliance with the FBI’s CJIS Security Policy.
2. The Vendor shall secure all technology supplies, equipment, and network
connections in a manner where access by Inmates is prohibited or closely managed.
3. The Vendor shall notify the Department of any cyber security incident immediately,
shall provide the Department with regular status updates at intervals to be agreed
upon by the Vendor and Department, and shall provide a detailed after-action report
upon resolution of the incident, which shall include a root cause analysis.
4. The Vendor shall deploy a Department-approved network access control system
(NAC).
5. The Vendor shall ensure any egress/ingress network connection to the facility is
protected by a Department-approved security appliance and configured to restrict
access to non-mission necessary destinations.
6. The Vendor shall maintain logs and monitor network communications in accordance
with National Institute of Standards and Technology (NIST) cyber security standards.
The Vendor shall provide the Department with documentation of such logs and
communication monitoring upon request.
7. The Vendor shall actively monitor its access logs and notify the Contract Manager of
any unauthorized access or attempts within 24-hours of occurrence.
8. If the Vendor’s logs are requested by the Department, the Vendor shall ensure its
logging is delivered to the Department in a digestible format as approved by the
Department and includes Authentication, Authorization, Accounting (AAA), syslog,
and other logs that may be deemed pertinent by the Department.
9. The Vendor shall ensure an appropriate backup method for hardware, software,
custom middleware, and any other component required for the successful operation
of the system.
10. The Vendor shall actively patch security vulnerabilities identified by all hardware and
software vendors utilized, no less than 72 hours from its publication.
11. The Vendor shall update any other patching recommended by the Department or
manufacturers.
12. The Vendor shall implement an approved anti-virus solution on all applicable
endpoints.
13. In concert with the Department, the Vendor shall carefully assess the inventory of
components that compose their information systems to determine which security
controls are applicable to the various components.
14. Auditing controls are typically applied to the components of an information system
that provide auditing capability, including servers, mainframe, firewalls, routers,
switches.

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ITS-035

ITS-036

ITS-037

ITS-038

ITS-039
ITS-040
ITS-041

Events
Events to be logged and audited include those required in the CJIS Security Policy,
including but not limited to:
1. Successful and unsuccessful system log-on attempts.
2. Successful and unsuccessful attempts to access, create, write, delete or change
permission on a user account, file, directory or other system resource.
3. Successful and unsuccessful attempts to change account passwords.
4. Successful and unsuccessful actions by privileged accounts.
5. Successful and unsuccessful attempts for users to access, modify, or destroy the
audit log file.
Content
The following content shall be included with every audited event:
1. Date and time of the event.
2. The component of the information system (e.g., software component, hardware
component) where the event occurred.
3. Type and description of event
4. User/subject identity.
5. Outcome (success or failure) of the event.
Response to Audit Processing Failures
The Vendor shall provide alerts to the Department’s CIO or designee in the event of an
audit processing failure. Audit processing failures include, for example:
software/hardware errors, failures in the audit capturing mechanisms, and audit storage
capacity being reached or exceeded.
Time Stamps
The Vendor shall provide timestamps for use in audit record generation. The time stamps
shall include the date and time values generated by the internal system clocks in the
audit records. The agency shall synchronize internal information system clocks on an
annual basis.
Protection of Audit Information
The Vendor shall protect audit information and audit tools from modification, deletion,
and unauthorized access.
Audit Record Retention
The Vendor shall retain security audit records for at least two (2) years unless a longer
period is requested in writing by the Department.
Compliance Requirements
1. The Vendor shall meet or exceed all applicable federal and State laws and information
security policies, including but not limited to the Federal Bureau of Investigation’s
(FBI’s) Criminal Justice Information Services (CJIS) Security Policy and information
security requirements in HIPAA and Chapter 60GG-2, F.A.C, Florida Information
Technology Resource Security Policies and Standards, and all applicable
Department information security policies.
2. To be compliant with the HIPAA and the HITECH Act, any service, software, or
process to be acquired by or used on behalf of the Department that handles or
transmits electronic protected health information (ePHI) must do so in full HIPAA
compliance and with encryption provided as a part of the service, software, or
process. Also, the transmission and encryption scheme supplied by the Vendor must
be approved by the Department before acquisition. Confidential or personal health
information includes but is not limited to, all social security numbers, all health
information protected by HIPAA, and addresses of law enforcement officers, judges,
and other protected classes. Pursuant to Section 119.071(5)(a)5.g, F.S., social

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security numbers are confidential information and therefore exempt from public
record or disclosure.
3. Any service, software, or process used in service to the Department that includes a
User ID and password component must ensure said component includes capabilities
for password expiration and confidentiality, logging of all User ID activities, lockout on
failed password entry, provisions for different levels of access by its User IDs, and
intended disablement of User IDs and can be evidenced as such by the Vendor’s own
security policies and Active Directory (AD) group policy settings.
4. Any and all introductions or subsequent changes to information technology or related
services provided by the Vendor in the Department’s corrections environment must
be communicated to and approved by the Department and Office of Information
Technology prior to their introduction. As examples, the implementation of wireless
(Bluetooth, cellular, etc.) technology or use of USB-based portable technology.
5. Subsequently, a separate Management Control Agreement (MCA) must be executed
between the Vendor and Department.
6. The Vendor shall recognize the Department’s entitlement to all Department-provided
information or any information related to the Department that is generated as a result
of or in participation with this service.
7. The Vendor shall provide the timely and complete delivery of all Department
information in an appropriate and acceptable format before the contractual
relationship effectively terminates.
8. The Department’s data and contracted services must be protected from
environmental threats (Vendor’s installation should have data center controls that
include the timely, accurate, complete, and secure backup (use of offsite storage) of
all Department information, and other controls that manage risks from fire,
water/humidity, temperature, contamination (unwanted foreign material, etc.), wind,
unauthorized entry or access, theft, etc.).
9. The Vendor shall guarantee the availability of Department data and its service during
a disaster regardless of which party is affected by the disaster.
10. Correctional Institutions' site plans and plan components (electrical, plumbing, etc.)
are exempt from public record and must be kept confidential.
11. If applicable, the Vendor shall supply all equipment necessary to provide services
outlined in this solicitation. Any Vendor equipment that requires a connection to the
Department’s information network must be reviewed and approved by the Contract
Manager and the Department’s CIO.
12. If applicable, the Vendor shall host the Department’s information and services
provided in a data center protected by appropriate industry best practice security
measures/mitigations, including but not limited to the following:
a. Controlled access procedures for physical access to the data center;
b. Controlled access procedures for electronic connections to the Vendor’s network;
c. A process designed to control and monitor outside agencies and other Vendors’
access to the Vendor’s information network;
d. A firewalling device;
e. Server-based antivirus/malware software;
f. Client-based antivirus/malware software;
g. Use of unique User IDs with expiring passwords;
h. A process that involves a collection of User ID activities and regular review of
these activities for unauthorized access or privileges;
i. A process that ensures up-to-date software patches and up-to-date malware
signature files are applied to all information resources; and
j. Compliance with the most recently published version of the CJI Security Policy.

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ITS-043

ITS-044

ITS-045

13. The Vendor shall maintain an Information Security Awareness program. This program
will be designed to keep users knowledgeable on information security best practices
and current threats to the Vendor’s resources.
14. The Vendor shall adhere to all the Department’s OIT policies detailed in the
Department’s Procedures 206.001- 206.010, giving specific attention to the following:
a. Procedure 206.002, Mobile Computing Equipment and Wireless
Communication;
b. Procedure 206.004, Internet Services;
c. Procedure 206.006, Information Technology Resources;
d. Procedure 206.007, User Security for Information Systems;
e. Procedure 206.008, E-mail; and
f. Procedure 206.010, Information Technology Security relating to HIPAA.
Telehealth Technology
If the Vendor chooses to provide a telehealth solution, the Vendor shall manage all costs
associated with the implementation, maintenance, licensing, and support of telehealth.
The Department must approve all sites and services to be provided via telehealth.
The Vendor shall implement and maintain any necessary telemedicine communication
systems, equipment and consultations provided by telemedicine. The Vendor will also be
responsible for all telemedicine service line/data management for communications
related to the provision of health care to Inmates or for any network workload that requires
the Department to increase its network bandwidth. The proposed solution must be
approved by the Department's Office of Information Technology (OIT); must be readily
available to and compatible with the equipment and software in use by Department staff.
All Vendor employees shall review the Department’s FBI CJI Security Addendum and
sign a related certification. Completed forms shall be made available to the Contract
Manager, who will provide a copy to the Department’s Chief Information Officer and
Information Security Manager. The Department’s Information Security Manager will
provide the access information for the CJIS Security Awareness Training within 10 Days
of Contract execution. The Vendor shall ensure all its employees complete CJIS Security
Awareness Training within six (6) months of hire and renewed every two (2) years. The
Vendor shall make a certificate of completion available to the Contract Manager for each
employee. The Contract Manager shall make the copies available to the Department’s
Chief Information Officer and Information Security Manager upon request.
The Vendor shall permit the Department’s OIT staff to audit its network and any related
datacenter housing the EMR solution. Additionally, the Vendor shall permit online and
on-site visits by Department’s authorized employees, officers, inspectors, and agents
during an administrative or criminal investigation. The process can begin with either
declaration of a Computer Security Incident Report Team (CSIRT) from the Department's
CIO or Information Security Officer or directly from the Department’s Inspector General.

3.6.11 Other Requirements
3.6.11.1 Staffing Qualifications
Clinician:
• Must be licensed as a clinician, pursuant to Chapter 458, F.S., or Chapter 459, F.S.;
must hold a clear, active, unrestricted license to provide clinical care in the State of
Florida.
• Possess and maintain current certification from the American Heart Association in
Basic Life Support or higher.
• Must pass a security background check.
• Demonstrate fluency in English with good verbal communication and
documentation skills.
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•
•
•
•
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Ability to establish and maintain effective working relationship with others.
Ability to document all findings legibly, to make accurate diagnosis in medical
professional terminology and to make sound and logical decision in treatment plan.
Ability to interpret laboratory test results, EKG. Ability to read and interpret x-ray
and other radio-imaging digital pictures.
Ability to perform complete physical appraisal of Patient, making diagnosis and
manage the Patient accordingly;
Ability to establish a strong doctor-Patient report to promote mutual trust, which will
result in better Patient compliance with treatment plan.
Willingness to collaborate with other health care members, colleagues, nursing staff
and correctional staff to meet the needs of the Patients.
Be familiar with Department’s rules, policies and procedures, HSBs and Florida
Statutes related to public health and medical practice.

Advanced Registered Nurse Practitioner (ARNP):
• Certification as an ARNP, pursuant to Chapter 464, F.S.
• Possess and maintain current certification from the AHA in Basic Life Support.
• Must pass security background checks.
• Ability to communicate effectively and to document legibly in Patients’ medical
record.
• Ability to establish and maintain effective working relationship with others.
• Ability to perform complete physical appraisals of Patients, and to recognize and
manage any abnormal findings as prescribed under medical protocol.
• Ability to order diagnostic tests and evaluate the results.
• Ability to perform uncomplicated surgical procedures.
• Ability to prescribe and administer medications within protocol established mutually
with the supervising Clinician and in conformance with the specialized certification.
• Meet all substance prescribing regulations allowed in Chapter 499, F.S.
Clinician Assistant (PA):
• Certification as a Physician’s Assistant, pursuant to Chapter 458, F.S. and in
accordance with Rules 64B-8.30.003 and 64B8-30.012, F.A.C.
• Possess and maintain current certification from the AHA in Basic Life Support.
• Must pass security background checks.
• Ability to communicate effectively and to document all findings legibly.
• Ability to establish and maintain effective working relationship with others.
• Ability to perform physical exams, counsel Patients, recognize, and manage any
abnormal findings or illness, recommend medical treatment following established
protocol, and refer to other Clinicians as appropriate.
• Ability to order diagnostic tests and evaluate the results.
• Ability to perform uncomplicated surgical procedures.
• Ability to prescribe and administer medications within protocol established mutually
with the supervising Clinician.
Chief Nursing Officer; Vice President Nursing; Statewide Contract Nursing
Director:
• A bachelor’s degree of science in nursing or health services administration or a
related field. (Additional qualifying experience performing a full range of duties as a
nursing supervisor in a health care organization/facility with 20 or more full-time
subordinate nurses may be substituted for the required education on a year for year
basis.); and
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Five (5) years of professional clinical nursing experience in a medical setting, two
of the years in a correctional health care setting, and at least three (3) years of
which must have been in an administrative or supervisory capacity in a health care
organization/facility with 20 or more full-time subordinate Licensed Nurses.

Regional Nursing Director:
• A bachelor’s degree of science in nursing or health services administration or a
related field. (Additional qualifying experience performing a full range of duties as a
nursing supervisor in a health care organization/facility with 20 or more full-time
subordinate nurses may be substituted for the required education on a year for year
basis.); and
• Four (4) years of professional clinical nursing experience in a medical setting, one
(1) year correctional health care setting, and two (2) years of which must have been
in an administrative or supervisory capacity in a health care organization/facility with
20 or more full-time subordinate Licensed Nurses.
Institutional Director of Nursing:
• Bachelor’s degree from an accredited college or university with a major in nursing
can substitute for one (1) year of the required experience. A master’s degree from
an accredited college or university in nursing can substitute for two (2) years of the
required experience; and
• Three (3) years of professional nursing experience with one year administrative or
supervisory capacity in a health care organization/facility with five (5) or more fulltime subordinate Licensed Nurses may be substituted for the required education on
a year for year basis.
Registered Nurse Supervisor:
• An associate’s degree in nursing and two (2) years of professional nursing
experience;
• A bachelor's degree from an accredited college or university with a major in nursing
can substitute for one (1) year of the required experience; or
• A master's degree from an accredited college or university with a major in nursing
can substitute for the required experience.
Registered Nurse Specialist (Oncology, Dialysis, etc.):
• A bachelor's degree from an accredited college or university with a major in nursing
or a related field can substitute for one (1) year of the required general professional
nursing experience. A master's degree from an accredited college or university in
nursing, nursing education, public health, or a related field can substitute for two (2)
years of the required general professional nursing experience; and
• Three (3) years of professional nursing experience with one (1) year of experience
in specialty field.
Registered Nurse:
• All Registered Nurse positions shall have and maintain a valid Florida Registered
Professional Nurse License in accordance with Chapter 464, F.S. or be eligible to
practice nursing in accordance with Rule 64B9-3.003, F.A.C.;
• Must possess a minimum of an associate’s degree in nursing; and
• One (1) year of professional nursing experience or a bachelor's degree from an
accredited college or university with a major in nursing.

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Licensed Practical Nurse (LPN):
• Vocational Nurse Certificate and IV Certification;
• One (1) year of experience in providing practical nursing services including
phlebotomy experience; and
• Licensed Practical Nurse shall have and maintain valid Florida License as a
practical nurse in accordance with Chapter 464, F.S. or be eligible to practice
nursing in accordance with Rule 64B9-3.003, F.A.C.
Certified Nursing Assistant (CNA):
• Certified Nursing Assistant Training and High School Diploma or equivalent.
• One (1) year of experience providing direct medical Patient care services in public
health, medical, hospital, clinic, infirmary, nursing or convalescent home or
correctional or forensic facility or Institution.
• Certified Nursing Assistant shall have and maintain a valid Florida Certification as
a Certified Nursing Assistant.
• Use of unlicensed assistive nursing personnel use is restricted to Certified Nursing
Assistants ONLY.
All Nursing Positions:
• All nursing positions (RN, LPN, and CNA) shall have and maintain Basic Care Life
Support Certification for Health Professionals.
Mental Health Director:
• Clear, active, Florida Psychology License, in accordance with Chapter 490, F.S.
• At least five (5) years of professional experience as a Psychologist in a state or
federal prison system.
Psychiatric Consultant:
• Clear, active, unrestricted Florida License, in accordance with Chapter 458 or459,
F.S. with completion of a psychiatry residency.
• At least five (5) years of professional experience as a Psychiatrist in a state or
federal prison system.
Regional Mental Health Director:
• Clear, active, Florida Psychology License, in accordance with Chapter 490, F.S.
• At least three (3) years of professional experience as a Psychologist in a state or
federal prison system.
Psychological Services Director:
• Clear, active, Florida Psychology License in accordance with Chapter 490, F.S.
• At least two (2) years of professional experience as a Psychologist in a state or
federal prison system.
Psychologist:
• Clear, active, Florida Psychology License or Provisional Psychology License in
accordance with Chapter 490, F.S.
• Compliance with supervisory agreements and supervision for individuals with a
Provisional Psychology License is required in accordance with Chapter 490, F.S.

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Psychologists working at Youthful Offender facilities, must be Board Certified in
Clinical Child & Adolescent Psychology, or have completed a doctoral internship or
post-doctoral residency in Child and Adolescent Psychology or have a minimum of
one (1) year of experience working with children and adolescents at a CMHC, a
Residential Unit, or a Hospital.

Behavioral Health Specialist:
• Clear, active, Florida License, a Provisional License or a Registered Intern in
accordance with Chapter 491, F.S.
• Compliance with supervisory agreements and supervision for individuals with a
Provisional License or who are a Registered Intern is required in accordance with
Chapter 491, F.S.
Human Services Counselor:
• Bachelor’s degree from an accredited college or university and two (2) years of
professional experience in developmental disabilities, special education, mental
health, counseling, guidance, social work, health or rehabilitative programs. A
master’s degree from an accredited college or university can substitute for one year
of the required experience.
Psychiatrist:
• Clear, active, unrestricted Florida License in accordance with Chapters 458 or 459,
F.S., who has primarily diagnosed and treated nervous and mental disorders for a
period of not less than three (3) years inclusive of psychiatric residency.
Psychiatric APRN:
• Clear, active, unrestricted Florida License and certification as a Psychiatric
Advanced Practice Registered Nurse (APRN), in accordance with Chapter 464,
F.S., and Rule 64B9-4.002, F.A.C.
• Under specific written protocols approved by the supervising Psychiatrist,
Psychiatric APRNs may provide outpatient psychiatric services.
Dentist:
• Be licensed to practice Dentistry, pursuant to Chapter 466, F.S.
• Hold a clear, active license to practice Dentistry in the State of Florida.
• Possess and maintain current certification from the AHA in Basic Life Support or
higher.
• Pass a security background check.
• Demonstrate fluency in English with good verbal communication and
documentation skills.
• Possess the ability to establish and maintain effective working relationship with
others.
• Possess the ability to document all findings legibly, to make accurate diagnosis,
using professional terminology, and make sound and logical decisions regarding
treatment.
• Possess the ability to interpret laboratory test results.
• Possess the ability to read and interpret X-ray and other radio-imaging digital
pictures.
• Possess the ability to perform complete dental appraisal of an Inmate, formulate a
diagnosis, manage and treat the Patient accordingly, and develop/order all follow
up visits, as appropriate.
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Possess the ability to establish a doctor-Patient rapport to promote mutual trust, in
order to achieve better Patient compliance with treatment plan.
Demonstrate willingness to collaborate with other health care members, Physicians,
colleagues, nursing staff, and correctional staff, in order to meet the needs of the
Inmate.
Become familiar, and demonstrate familiarity with, the Department’s rules, policies,
procedures, HSBs, and Florida law relating to public health and dental practice.

Dental Hygienist:
• Hold a clear, active, unrestricted license as a dental hygienist under Chapter 466,
F.S.
• Possess and maintain current certification from the American Heart Association in
Basic Life Support or higher.
• Clear a security background check.
• Demonstrate fluency in English with good verbal communication and
documentation skills.
• Possess the ability to establish and maintain effective working relationship with
others.
• Possess the ability to document all findings legibly, to make accurate
recommendations, using professional terminology, and make sound and logical
decisions regarding treatment.
• Possess the ability to interpret laboratory test results.
• Possess the ability to read and interpret X-ray and other radio-imaging digital
pictures.
• Possess the ability to perform complete dental appraisal of an Inmate, manage and
treat the Patient accordingly, and develop/order all follow up visits, as appropriate.
• Possess the ability to establish rapport with the Inmate to promote mutual trust,
which will result in better Patient compliance with treatment plan.
• Demonstrate willingness to collaborate with other health care members, physicians,
colleagues, nursing staff, and correctional staff, in order to meet the needs of the
Inmate.
• Become familiar, and demonstrate familiarity with, the Department’s rules, policies,
procedures, HSBs, and Florida law related to public health and dental practice.
3.6.11.2 Interaction with Other Health Care Service Providers
The FDC anticipates awarding one (1) Contract to provide comprehensive health care
services at all its Institutions statewide. The Vendor is required to cooperate fully with
the Department and the other providers to ensure Inmate Patients receive appropriate
and timely health care services and that there are no barriers to continuity of care due
to a lack of collaboration.
3.6.11.3 Transition and Implementation Plan
The Vendor shall develop and submit with their Reply, a detailed Initial Transition and
Implementation Plan that includes a list of all major transition activities, with responsible
parties and timelines. The Vendor must have the capacity to fully implement services
on July 1, 2023. The plan shall include provisions for the following: oversight of program
management and clinical functions; human resources; setting up a provider network
and ancillary services; utilization management; quality management; financial
management; claims/invoice processing; reporting; licenses and permits; equipment
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and supplies; information technology; and target transition dates for each Institution
and associated satellite facilities coved by this ITN.
In addition, the Vendor shall:
•
•
•

•
•

Within three (3) Days after the Contract start date, meet with the Department to
finalize the implementation plan to ensure an orderly and efficient transition from
the current Comprehensive Health Care Vendor;
Provide regular reports to the Department, not less than weekly, on the status of
filling positions and the transition in general;
Submit its Final Transition and Implementation Plan to the Department for approval
within 15 Days after Contract execution date. The Final Transition and
Implementation Plan shall be designed to provide for seamless transition with
minimal interruption of health care to Inmates. Final transition at each Institution
shall be coordinated between the Vendor and the Department;
Commence provision of health care services to the Department’s Inmates
consistent with the approved Final Transition and Implementation Plan; and
Assume full responsibility for comprehensive health care service delivery within 90
Days of the Contract execution date, or on a date agreed upon in writing between
the Vendor and the Department.

During the transition period, the Department will provide access to all records, files and
documents necessary for the provision of health care services, including but not limited
to Inmate records, utilization management records, and financial reports. The Vendor
shall collaborate with the Department and current CHCC to complete any necessary
exchanges in the storage of data relating to the EMR. The Department’s payment for
each facility shall begin at 12:01 a.m. on the implementation date, contingent upon
actual implementation of services. There will be no compensation provided before the
implementation date at each facility. The Department reserves the right to revise the
timeline for transition and implementation or Final Transition and Implementation Plan,
as it determines to be in the Department’s best interest or in the best interest of the
State.
3.7

Key Performance Monitoring
The Contract Manager will monitor the Vendor’s service delivery no less than semi-annually, or
as appropriate, to determine if the Vendor has achieved the required level of performance for
each Performance Measure in the Contract. The Vendor must advise the Department, in writing,
of any extenuating or mitigating circumstances that will prohibit them from completing the
Performance Measures within the timeframes specified.
By responding to this ITN, the Vendor expressly agrees to the assessment of financial
consequences, in addition to all other remedies available to the Department by law or in equity.
The Contract Manager will provide written notice to the Vendor’s Representative of all financial
consequences assessed, accompanied by detail sufficient for justification of assessment. Within
10 Business Days of receipt of a written notice of demand for consequences due, the Vendor
shall forward payment to the Department in the form of a cashier’s check or money order. As an
alternative, the Vendor may issue a credit for the amount of the financial consequences due on
its next monthly invoice. The Vendor shall document the amount of financial consequences
assessed and credited on any such invoice. The Department shall deduct the amount of any
unpaid financial consequences from the Vendor’s next invoice if the financial consequences are
not paid within 60 Days of notification.
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3.8

Overall Contract Compliance Monitoring
The Department shall monitor the Vendor’s compliance with the Contract requirements as
determined to be necessary by the Department. The Department will develop a Contract
monitoring tool in accordance with the requirements of the Contract and will utilize that tool to
review the Vendor’s performance. Such monitoring may include, but is not limited to, announced
and unannounced site visits. Within three (3) weeks of a monitoring event, the Contract Manager
will provide the Vendor with a written monitoring report of any non-compliance in sufficient detail
for the Vendor to identify and complete any corrective action necessary.
Within 10 Days of receipt of the Department’s monitoring report, or within a longer timeframe if
allowed by the monitoring report, the Vendor shall provide the Contract Manager a written
Corrective Action Plan (CAP). The Vendor’s written CAP shall address all noted deficiencies to
include responsible individuals, actions taken or planned to correct the deficiency, and
timeframes expected for achieving compliance. Such timeframes for compliance may not exceed
30 Days from the date the Vendor receives the Department’s monitoring report, unless a longer
timeframe is required due to reasons outside the Vendor’s control, and the Vendor has received
written pre-approval from the Contract Manager to include a timeframe longer than 30 Days in
its CAP. CAPs that do not contain all required information or sufficiently address in detail a plan
to improve performance and correct deficiencies will be rejected, in writing, by the Contract
Manager. The Vendor shall have five (5) Days from receipt of the Department’s written CAP
rejection to submit a revised CAP, which does not increase any timeframe for compliance and
correction of the deficiencies noted.
The Contract Manager, or other designated Department staff, may conduct follow-up monitoring
events at any time to determine compliance based upon the Vendor’s submitted CAP. The
Department’s staff may review all documentation, available and interview all related stakeholders
to ensure Contract compliance.

3.9

Future Transitions and Contract Expiration Tasks
At the end of the Contract term, the Vendor shall cooperate with the Department in transitioning
to a new Vendor, as applicable. As the Contract’s expiration date approaches, this may include
a reduction in the locations or services provided, so a new Vendor can transition into providing
services. This reduction may be per Service Location and will be implemented at the
Department's discretion to best meet its needs upon Contract expiration or termination. The
Department shall have sole discretion in determining the best manner to transition services to a
new Vendor, as applicable.

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SECTION 4 – PROCUREMENT RULES AND INFORMATION
4.1

General Instructions to Vendors
The State’s General Instructions to Vendors are outlined in PUR 1001 and are incorporated by
reference in their entirety. The terms and conditions set forth within this ITN shall supersede any
and all conflicting terms and conditions set forth within Form PUR 1001. Form PUR 1001 may
be viewed at the following link:
https://www.dms.myflorida.com/business_operations/state_purchasing/state_agency_resource
s/state_purchasing_pur_forms.

4.2

Procurement Officer
Questions related to the procurement should be addressed to:
Eunice Arnold, Procurement Officer
Bureau of Procurement
Office of Financial Management
Florida Department of Corrections
501 S. Calhoun Street
Tallahassee, FL 32399
Telephone: (850) 717-3700
Email: purchasing@fdc.myflorida.com

4.3

Questions
With the exception of questions fielded at the Mandatory Pre-Reply Conferences and Site Visits,
per Section 287.057(25), F.S., a Vendor who intends to respond to this solicitation, or persons
acting on their behalf may not contact, between the release of the solicitation and the end of the
72-hour period following the agency posting of the Notice of Agency Decision (excluding
Saturdays, Sundays, and State holidays), any employee or officer of the executive or legislative
branch concerning any aspect of this solicitation, except in writing to the Procurement Officer or
as provided in the solicitation documents. Violation of this provision may be grounds for rejecting
a Reply.
With the exception of questions fielded at the Mandatory Pre-Reply Conferences and Site Visits,
questions will only be accepted if submitted in writing and received on or before the date and
time specified in the Timeline. Responses to questions will be advertised on the Vendor Bid
System (VBS) by the date referenced in the Timeline. Oral questions will be entertained at the
Mandatory Pre-Reply Conferences and Site Visits. The Department’s answers to oral questions
are non-binding and are not considered the official position of the Department unless those
questions are subsequently submitted in writing, in accordance with this Section.

4.4

Mandatory Site Visits and Pre-Reply Conferences
All interested Vendors, before submitting their Reply, must visit the following sites to become
familiar with conditions that may affect the services required as they pertain to the
Contract. The Department will deem a Vendor’s Reply non-responsive if a Vendor does
not attend each of the following site visits. The Department has set specific dates for the site
visits and will not allow visits for individual Vendors or visits at any other time. Interested parties
must contact Tim Hooten at Tim.Hooten@fdc.myflorida.com at least five (5) Business Days
before the site visit listed in the Timeline and furnish him with the following information on all
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attendees: the attendee’s Full Name, Social Security Number, Date of Birth and Driver’s License
Number. Participation in the Site Visits will be limited to two (2) representatives per
organization, though the same individuals do not need to attend all visits. The Vendor may
send different individuals to each Site Visit so long as at least one (1) Vendor representative is
present at each Site Visit.
Site visits shall occur in accordance with the following schedule and interested parties shall meet
at the Administration Building for admittance to the Institution. Parties will meet in the main lobby
of the North Shore for the site visit of its secure unit. All Department security procedures shall
apply. The site visits will also include a brief pre-Reply conference, which will allow and
opportunity for Vendors to ask questions.
Institution/Facility:
Dade Correctional
Institution
North Shore Hospital
South Florida Reception
Center (SFRC)
Zephyrhills Correctional
Institution
Central Florida Reception
Center (CFRC)
Lake Correctional
Institution
Lowell Correctional
Institution
Florida Women’s
Reception Center
(FWRC)
Union Correctional
Institution

Address:
19000 S.W. 377th Street
Florida City, Florida 33034
1100 NW 95th Street
Miami, Florida 33150
14000 NW 95th Street
Miami, Florida 33150
2739 Gall Boulevard
Zephyrhills, Florida 33541
7000 H C Kelley Road
Orlando, Florida 32831
19225 U.S. Hwy 27
Clermont, Florida 34715
11120 NW Gainesville Road
Ocala, Florida 34482
3700 NW 111th Place
Ocala, Florida 34482

Reception and Medical
Center (RMC)
Wakulla Correctional
Institution

25636 NE SR-16
Raiford, Florida 32083
23916 NW 83rd Avenue
Raiford, Florida 32026
7765 S CR231
Lake Butler, Florida 32054
110 Melaleuca Drive
Crawfordville, Florida 32327

Santa Rosa Correctional
Institution

5850 East Milton Road
Milton, Florida

Florida State Prison (FSP)

Date:
April 19, 2022
April 19, 2022
April 20, 2022
April 21, 2022
April 26, 2022
April 26, 2022
April 27, 2022
April 27, 2022
April 28, 2022
April 28, 2022
May 2, 2022
May 3, 2022
May 4, 2022

Time:
9:00 a.m.,
Eastern Time
3:30 p.m.,
Eastern Time
8:30 a.m.,
Eastern Time
8:30 a.m.,
Eastern Time
8:30 a.m.,
Eastern Time
2:00 p.m.,
Eastern Time
8:30 a.m.,
Eastern Time
2:00 p.m.,
Eastern Time
8:30 a.m.,
Eastern Time
1:00 p.m.,
Eastern Time
9:00 a.m.,
Eastern Time
8:30 a.m.,
Eastern Time
10:00 a.m.,
Eastern Time
9:00 a.m.,
Central Time

Persons present as attendees must be the same individuals for whom information was provided
for clearance and must be approved by Department staff at each site. For security reasons, the
admittance of any Vendors not previously approved is at the discretion of the Institution’s
Warden. Vendors who did not seek prior approval may be denied access. Attendees must
present photo identification at the site.
The Department will accept verbal questions during the site visit and will make a reasonable
effort to provide answers at that time. Impromptu questions will be permitted, and spontaneous
answers provided; however, parties should clearly understand that the Department will
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issue a written response ONLY to those questions subsequently submitted in writing in
accordance with Section 4.3, Questions. This written response will be provided to all
prospective Vendors as an addendum to the ITN and shall be considered the Department’s
official answer or position as to the question or issue posed. Verbal answers and discussions
are for informational purposes only and shall not be binding upon the Department.
4.5

Special Accommodations
Any person with a qualified disability requiring special accommodations at a public meeting, oral
presentation and/or opening should call the Bureau of Procurement at (850) 717-3700, at least
five (5) Days before the event. If you are deaf, hard-of-hearing, deaf-blind or speech-disabled,
please contact the Bureau of Procurement by using the Florida Relay Service, which can be
reached at 1-800-955-8771 (TTY/ASCII).

4.6

Alternate Provisions and Conditions
Replies that contain provisions that are contrary to the material requirements of this ITN are not
permitted. Vendors are expected to submit questions or concerns they may have regarding the
requirements or terms and conditions of this solicitation in writing to the Procurement Officer, so
they may be addressed during the question-and-answer phase of this solicitation, as per Section
4.3 of this ITN. Including alternate provisions or conditions may result in the Reply being deemed
non-responsive. However, as this is an ITN, the Department reserves the right to review
innovative solutions and negotiate the best terms and conditions if determined to be in the State's
best interest.

4.7

Reply Bond
Each Vendor is required to submit a certified check, cashier’s check, or bond with its Reply in
the amount of $10 million. If submitting a bond, rather than a check, the Department requires the
Vendor’s surety company to complete the Department’s Reply Bond Form, included as
Attachment IV. Any bond must be issued by a reliable surety company that has been in business
with a record of successful continuous operation for at least five (5) years and is authorized to
do business in the State. Reply bonds shall be valid until the Department executes a Contract or
issues a Notice of Agency Decision canceling the solicitation or rejecting all Replies. The
check/bond shall be payable to the Florida Department of Corrections. The check/bond insures
against a Vendor’s withdrawal from competition subsequent to a Reply submission. The
check/bond will be returned to unsuccessful Vendors upon execution of the Contract with the
Successful Vendor or upon cancellation of the solicitation. The check/bond of the Successful
Vendor will be retained until the Contract is executed and the Department receives the required
performance bond. The check/bond will be forfeited to the Department if the Vendor fails to timely
submit the performance bond or other security, as required below, or fails to execute the Contract
when required to do so by the Department. Any Vendor request to withdraw a submitted Reply
after five (5) Business Days of the Reply opening, will be subject to this Section's provisions.

4.8

Pass/Fail Mandatory Responsiveness Requirements
The Department shall reject any and all Replies that do not meet the Pass/Fail criteria defined
below.
a. The Vendor agrees that all data generated, used or stored by Vendor pursuant to the
Contract will reside and remain in the United States and will not be transferred outside of the
United States;
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b. The Vendor agrees that all services provided to the State of Florida under the Contract,
including call center or other help services, will be performed by persons located in the United
States;
c. The Vendor has a minimum of at least five (5) years’ experience in providing health care
services, three (3) years of which must be in a correctional setting;
d. The Vendor has experience in the provision of comprehensive health care services for an
aggregate Patient population of, at least, 20,000 Inmate Patients at any one time in prison,
jail, or other comparable managed health care setting;
e. The Vendor is able to demonstrate their ability to meet the performance bond requirements.
Within 10 Days of Contract execution, Vendor will deliver to the Department a performance
bond or irrevocable letter of credit in the amount equal to the lesser of $60 million, or the
average annual price of the Contract (averaged from the initial five (5) year Contract term
pricing). The bond or letter of credit will be used to guarantee at least satisfactory
performance by Vendor throughout the term of the Contract (including renewal years);
f.

Vendor has provided the Department a Reply bond or check in the amount of $10 million.
The check/bond ensures against a Vendor’s withdrawal from competition subsequent to their
submission of a Reply prior to the award and execution of the Contract;

g. Vendor agrees to act as the prime Vendor to the Department for all services provided under
the Contract that results from this ITN; and
h. Vendor attests to its positive financial standing and Vendor’s current Dun & Bradstreet (D&B)
Financial Stress Score has a Financial Stress Class 1, 2,3, or 4.
4.8

Submission of Replies
Interested Vendors must prepare and submit Replies simply and economically, providing a
straightforward, concise delineation of the Vendor’s capabilities to satisfy the requirements of
this ITN. Elaborate bindings, colored displays, and promotional material are discouraged. The
emphasis of each Reply should be on completeness of the solution proposed and clarity of
content.
Vendors must submit their Replies to the Procurement Officer by the date and time specified in
Timeline of this ITN. The Department will not consider late Replies. In Reply to this ITN, each
interested Vendor shall:
a. Submit a Technical Reply and a Cost Reply in separately sealed packages. The Vendor’s
Cost Reply may be shipped in the same container or package as its Technical Reply, as long
as the Cost Reply is sealed separately.
b. Submit one (1) signed original plus 15 hard copies of its Technical Reply, sealed separately
from the Cost Reply.
c. Submit one (1) signed original plus 15 hard copies of its Cost Reply, sealed separately from
the Technical Reply.
d. Submit 15 searchable electronic copies of the Technical Reply on CD-ROM, DVD, or flash
drive. In the event there are differences between the electronic copy and the original written
version, the written version will prevail.
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e. Submit two (2) searchable electronic copies of the Cost Reply on CD-ROM, DVD, or flash
drive sealed separately from the Technical Reply. In the event there are differences between
the electronic copy and the original written version, the written version will prevail.
f.

If the Vendor includes information in their Reply that they believe to be and have marked as
confidential or trade secret, they should submit a redacted copy of their Reply, as outlined in
Section 4.24, the Vendor should submit one (1) redacted hard copy and one (1) redacted
electronic copy, in searchable PDF format (in addition to the non-redacted version), on
CD/DVD or flash drive (not password protected). The Department will rely upon the Vendor
submitting the redacted version to ensure the redacted version satisfies this requirement. If
a redacted version is not submitted, the Department is authorized to produce the entire
documents, data, or records submitted by the Vendor in answer to a public records request
for these records.

g. Sealed packages to be delivered shall be clearly marked with the solicitation number,
company name, due date and time, and identify which package(s) contains the Technical
Reply and Cost Reply.
h. Submitted hardcopies contained in the sealed packages are to be clearly marked on the front
cover of both the original and copies, with the Vendor’s company name, solicitation number,
and whether it is the Technical or Cost Reply. Hardcopies should be numbered one (1) – two
(2), in sequential order for ease of tracking.
4.9

Contents of Reply Submittals
Replies shall be organized in TABs as directed below. Vendors shall complete each TAB entirely
to be considered responsive. Material Deviations cannot be waived and shall be the basis for
rejection of a Reply. A Minor Irregularity will not result in a rejection of a Reply.
The Reply shall be organized as follows:
TAB A

Cover Letter with Contact Information, Executive Summary, Pass/Fail
Certification and Performance Bond/Irrevocable Letter of Credit Letter (Limit 15
pages)
TAB A shall include the following:
a)

Cover Letter
A cover letter on the Vendor’s letterhead with contact information and the name
and signature of the person of the representative of the responding organization
authorized to legally obligate the Vendor to provide the Services. The cover
letter must state that the Vendor agrees to provide the Services as described in
the ITN;

b)

Executive Summary
An executive summary of the Vendor’s Reply. The executive summary will
describe the technical solution, cost methodology, assumptions, and
operational model the Vendor proposes in a concise and meaningful manner.
No pricing information is to be included in the executive summary;

c)

Performance Guarantee Letter
A letter signed on or after January 1, 2022, from a Surety Company or Bonding
Agent, authorized to do business in the State of Florida, and written on
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company letterhead, that documents the Vendor’s present ability to obtain a
performance bond or irrevocable letter of credit in the amount of at least $60
million. Failure by the Vendor to provide this letter with its Reply will be
considered a Material Deviation and will result in the Reply being deemed
non-responsive;
d)

Additional Documents
Vendors shall complete and provide the following forms and documents, as
appropriate, and include them in TAB A of their Reply:
•
•
•
•
•
•
•

TAB B

Attachment III, Vendor’s Contact Information and Certification;
The completed, notarized Attachment V, Pass/Fail Requirement
Certification signed by the authorized representative who signs the
above-mentioned cover letter;
Attachment VII, Certification of Drug-Free Workplace Program;
Attachment VIII, Notice of Conflict of Interest;
Proof of the Vendor’s accreditation as required in this ITN;
A copy of the Vendor’s current Dun & Bradstreet Financial Stress Score;
and
The Vendor’s Reply bond as required in Section 4.7 of this ITN.

Experience and Ability to Provide Services (limit 50 pages)
TAB B shall include the following information:
a. References
Using Attachment VI, Vendor’s Reference Form, Vendor’s shall provide three (3)
sources for references from businesses or governmental agencies, for whom the
Vendor has provided services of similar scope and size to the services identified
in the ITN.
References shall pertain to current and ongoing services, or those that were
completed prior to January 1, 2022. References shall not be given by the following
individuals:
Persons employed by the Department within the past three (3) years;
Persons currently or formerly employed or supervised by the Vendor or its
affiliates;
• Board members within the Vendor’s organization; or
• Relatives of any of the above.
The Procurement Officer reserves the right to contact the Vendor’s reference
sources to verify the Vendor’s performance while performing services for the
entity. The Negotiation Team may elect to contact the references to obtain further
information regarding the Vendor’s performance. In addition, the Negotiation
Team reserves the right to contact and consider references other than those
provided by the Vendor when making its best value determination.
•
•

b. Prior Work Experience
1) Narrative/Record of Past Experience
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Describe the Vendor's experience in providing comprehensive health care
services (medical, dental, mental health, utilization management and
specialty care, quality management, pharmaceutical services, etc.) in a
correctional setting, number of years providing services, growth on a national
level, and ownership structure. Vendors shall describe all contracts executed
in the last five (5) years that are of similar scope and size to the services
sought in this ITN. Vendors shall include any experience it has assuming
operations from another service provider of correctional health care services
and identify all relevant similarities or differences between such contracts and
the services sought via this ITN. The listing of similar contracts shall contain
the organization name, contact name, address, telephone number, and email
address of the entity who received the services from Vendor.
2) Disputes
Vendors shall identify all contract disputes Vendor (including its affiliates,
subcontractors, agents, etc.) has had with any customer within the last five (5)
years related to contracts pursuant to which Vendor provided(s) correctional
health care services in the continental United States on an organizational or
enterprise level. The term “contract disputes” means any circumstance
involving the performance or non-performance of a contractual obligation that
resulted in: (i) identification by the contract customer that Vendor was in
default or breach of a duty under the contract or not performing as required
under the contract; (ii) the issuance of a notice of default or breach; (iii) the
Institution of any judicial or quasi-judicial action against Vendor as a result of
the alleged default or defect in performance; or (iv) the assessment of any
fines, liquidated damages, or financial consequences under such contracts.
Vendors must indicate whether the disputes were resolved and, if so, explain
how they were resolved.
3) Subcontractor Information
If the Vendor will use subcontractors to provide any of the Services, the
Vendor shall provide detailed information for all subcontractors it plans on
contracting with to provide any of the Services under the prospective Contract.
This information shall be provided using Attachment IX, Subcontracting Form.
This information shall, at a minimum, include the following: name, contact
information, the service(s) subcontractor will be providing under the
prospective Contract, the number of years subcontractor has provided
services, projects of similar size and scope to the Services sought via this ITN
the subcontractor has provided, and all instances of contractual default or
debarment (as a prime or subcontractor) the subcontractor has had in the past
five (5) years.
4) Organizational Chart
The Vendor shall provide an organizational chart outlining the hierarchy of
key personnel who will ensure service delivery under the Contract.
5) Personnel
The Vendor shall provide a Staffing Plan and job descriptions outlining the
duties and responsibilities of the Vendor’s personnel and any other positions
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the Vendor proposes to use for service delivery under the Contract. The job
descriptions should include specific job functions and minimum qualifications
for the identified positions. If a position will not be dedicated as full-time to
provide services under the Contract, the percentage of time should be noted
on the Vendor’s Staffing Plan.
TAB C

Description of Solution (limit 25 pages)
In TAB C, Vendor shall describe the following:
a. Its understanding of the current state of health care services in the Florida
Department of Corrections;
b. Its understanding of goals and general requirements of this solicitation;
c. Its overall approach to satisfying the requirements and goals of this
solicitation;
d. How the Vendor’s approach supports the Department’s specific goals of the
ITN;
e. Any risks and challenges with the Department’s goals;
f. How the Vendor will ensure quality services while ensuring costs are
contained;
g. The Vendor’s approach differentiators;
h. The Vendor’s transition and implementation of services; and
i. Why the Vendor’s solution is best for the State.

TAB D

Service Area Detailed Solution (limit 150 pages)
Section 3 defines the requirements and service level expectations for the
services.
In TAB D, for each requirement, Performance Measure, and report required in
Section 3 of this ITN, the Vendor shall describe the following:
a. Acknowledge acceptance of each requirement or note any proposed
modification or innovative solutions that may differ from the requirement but
meet the Department’s needs;
b. Acknowledge acceptance of each Performance Measure (PM);
c. Indicate its ability to exceed the required PMs, if applicable, and provide
additional PMs the Vendor identifies as important that are not specified;
d. Identify proposed modifications to the identified PMs and the impact of the
modification (e.g. greater quality control, cost savings);
e. Describe a plan for providing service and meeting all requirements. The
Vendor shall include methodologies that will be applied, automation tools
planned for use, resource usage plan/approach, and processes that will be
put in place;
f. Identify, describe, and detail the Vendor’s services and staff that will be used
to ensure successful service delivery;
g. Describe ways to reduce or minimize any costs or Department resources
associated with the services. This may include modifying the requirements
and/or PMs while still meeting the needs of the service, or recommending a
different approach for the service; and
h. Describe any Value-Added Services it will provide the Department, in addition
to those listed in the ITN, at no additional cost.
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TAB E

Implementation Plan (limit 30 pages)
To ensure complete and successful implementation of services and a smooth
transition into the Contract, the Successful Vendor shall provide a Preliminary
Implementation Plan (Plan). This Plan outlines key activities that must be
completed while working with the Department during any transition period. A
Vendor shall describe in detail their Plan for:
a.
b.
c.
d.
e.
f.

TAB F

On-boarding of staff and other resources;
Implementing new services, to include a breakdown by service area;
Network establishment for any data services;
Collaboration with Department stakeholders;
Any other required activity relating to the implementation of services under the
Contract; and
Estimated Implementation Schedule.

Additional ideas for improvement or cost reduction, and other
supplemental materials (limit 35 pages)
In TAB F of its Reply, a Vendor is invited to elaborate on innovative solutions,
additional ideas, pricing structures, or tools for service improvements that are not
specifically addressed in TABs B – E but may be made available via the Vendor’s
offering and the potential benefits to the Department that each would bring. The
Department is interested in ideas or tools that will provide the highest level of
performance and operational efficiencies. Actual proposed pricing shall only
be provided using Attachment I, Price Information Sheet. Cost points will be
awarded based on Attachment I, as described in Section 4.10., of this ITN. The
Department may request that Vendors submit alternate pricing models during the
Negotiation Phase of the ITN process. A Vendor must be sure to describe in detail
all additional features, capabilities, or services that it will provide in the additional
features section.

TAB G

Attachment I – Price Information Sheet
The Vendor shall complete and submit Attachment I, Price Information Sheet,
indicating pricing for the Contract’s initial term and renewal years. Attachment I,
Price Information Sheet, shall be included in TAB G of the Vendor’s Reply. TAB
G shall be provided in a separate, sealed envelope and is not to be included in
the Vendor’s Technical Reply.

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4.10

Reply Evaluation Criteria
An Evaluation Team will review and evaluate Replies to this ITN in accordance with the
evaluation process below.
A. TECHNICAL REPLY EVALUATION SCORE (0 - 750 POINTS)
1. Experience and Ability to Provide Services
Evaluation of the Vendor’s experience and ability to provide services will be based upon
the information contained in its entire Reply, but primarily on the information contained in
TAB B.
a. References
This section will be evaluated using, but not limited to, the following considerations:
1) How relevant are the services described in the Vendor’s references to the
services sought in this ITN?
2) How well do the references demonstrate the Vendor’s satisfactory
performance of contract services of similar size and scope to the services
sought in this ITN?
3) How well do the references demonstrate the Vendor’s ability to provide the
requested services?
4) Are there any issues or concerns identified in the references relating to the
Vendor’s experience and ability to provide services?
b. Prior Work Experience
This section will be evaluated using, but not limited to, the following considerations:
1) Has the Vendor demonstrated in its Reply that it has experience in performing
the requirements of contracts with similar size and scope as the services
sought?
2) How well did the Vendor convey their ability to provide services as described
in this ITN?
3) Does the Vendor have relevant correctional, law enforcement, or criminal
justice contractual services experience?
4) Are there any issues or concerns identified regarding the Vendor’s experience
or ability to provide the services sought?
2. Description of Offering
Evaluation of the Vendor’s proposed offering will be based upon information contained in
their entire Reply, but primarily on the information contained in TAB C. Replies will be
evaluated using, but not limited to, the following considerations:
a. How well does the proposed offering satisfy the following criteria?
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1) Demonstrates the Vendor’s ability to effectively provide comprehensive health
care services required by this ITN;
2) Maximizes operational efficiencies and supports the Department’s goals; and
3) Demonstrates a thorough, effective, and beneficial plan for comprehensive health
care services.
b. How well does the summary of the offering explain why it is the best value for the
State, address and meet the goals, needs, and expectations of the Department?
c. How well does the Vendor demonstrate their understanding of the goals to be
achieved via this ITN?
3. Service Area Detailed Solution
Evaluation of Vendor’s Service Area Detailed Solution will be based upon information
contained in TAB D of the Vendor’s Reply. Replies for each Service Area will be
evaluated based on how well the offering operationally addresses the requirements for
each Service Area described in Section 3 of this ITN. Evaluation of these requirements
will be based upon information contained in TAB D. Replies given for each Service Area
below will be evaluated for reasonableness, thoroughness, and viability in meeting the
objectives and requirements and goals of this ITN.
The Vendor’s solution for each service area identified above will be evaluated using, but
will not be limited to, the following considerations:
a. Description of the planned staffing for the proposed offering
b. Clinical staffing levels and roles and responsibilities
c. Administrative staffing and roles and responsibilities
d. Organization structure / chart
e. Whether the Vendor’s staffing requirements are consistent with the objectives of this
solicitation
B. COST REPLY EVALUATION SCORE (0 - 250 Points)
A maximum of 250 points may be awarded to a Vendor’s Cost Reply. The Department will
apply the following formula to determine the Vendor’s Cost Reply Score:
Initial Term Cost Points
Renewal Term Cost Points
Cost Reply Score

150 points (Maximum)
100 points (Maximum)
250 points (Maximum)

1. Initial Term Cost Points
A Vendor’s Initial Term Cost Points will be determined based on its completed Price
Information Sheet. The Vendor that submits the lowest Initial Term Administrative Fee
will be awarded 150 points. All other Vendor Replies will receive cost points according to
the following formula:
(N/X) x 150 = Z
Where: N = Lowest Initial Term Administrative Fee received by any Vendor
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X = Vendor’s Initial Term Administrative Fee
Z = Initial Term Cost Points
2. Vendor’s Renewal Term Total Cost
A Vendor’s Renewal Term Cost Points will be determined based on its completed Price
Information Sheet. The Vendor that submits the lowest Renewal Term Administrative Fee
will be awarded 100 points. All other Vendor Replies will receive cost points according to
the following formula:
(N/X) x 100 = Z
Where: N = Lowest Renewal Term Administrative Fee received by any Vendor
X = Vendor’s Renewal Term Administrative Fee
Z = Renewal Term Cost Points
3. Cost Reply Score
A Vendor’s Cost Reply Score will be the sum of its Initial Term Cost Points and Renewal
Term Cost Points.
4.11

Reply Evaluation and Negotiation Process
As to the ITN process, Section 287.057(1)(c), F.S., provides in part:
“(c) Invitation to negotiate. - The invitation to negotiate is a solicitation used by an
agency which is intended to determine the best method for achieving a specific
goal or solving a particular problem and identifies one or more responsive vendors
with which the agency may negotiate in order to receive the best value.
…
4. The agency shall evaluate replies against all evaluation criteria set forth in the
Invitation to negotiate in order to establish a competitive range of replies
reasonably susceptible of award. The agency may select one or more vendors
within the competitive range with which to commence negotiations. After
negotiations are conducted, the agency shall award the contract to the
responsible and responsive vendor that the agency determines will provide the
best value to the state, based on the selection criteria.”
Using the Evaluation Criteria specified above, in order to establish a competitive range of Replies
reasonably susceptible of award, the Department will evaluate and rank Vendor Replies and, at
the Department’s sole discretion, proceed to negotiate with Vendors.
A. Evaluation Phase Methodology
The Evaluation Team members will individually and independently review each Reply and
score each Reply for each of the following Technical Evaluation sections:

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Table 1
Technical Evaluation Section
References
Prior Work Experience
Description of Solution
Program Management
Institutional Medical Care
Institutional Dental Care
Mental Health Services
Hospital Administration and Care and
Utilization Management
Quality Management
Pharmaceutical Services
Total Evaluation Points

Evaluator
Score

Total Available Points

1-5
1-5
1-5
1-5
1-5
1-5
1-5
1-5

50
50
50
75
100
100
100
75

1-5
1-5

75
75
750

Evaluation Team members will assign a score of 1–5, using no fractions or decimals, to
each Technical Evaluation Section in Table 1. The Evaluation Team members must include
a written comment justifying any score other than 3 (adequate).
Table 2, below, provides guidance for Evaluation Team members when scoring Vendor
Replies.
Table 2
Assessment Scoring Guidelines

Poor

Marginal

Adequate

Reply fails to address the component, or it
does not describe any experience related to
the component; OR
Reply is inadequate in most basic
requirements, specifications, or provisions for
the specific criteria.
Reply minimally addresses the requirements;
one or more major considerations of the
component are not addressed, or are so
limited that it results in a low degree of
confidence in the Vendor’s response or
proposed offering; OR
Reply meets many of the basic requirements
specifications, or provision of the specific
items, but is lacking in some essential
respects for the specific criteria.
Reply adequately meets the minimum
requirements, specification, or provision of the
specific item, and is generally capable of
meeting the State's needs for specific criteria.

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Evaluator
Score

Percentage
of Available
Points
Earned

1

20%

2

40%

3

60%

FDC ITN-22-042

Good

Excellent

Reply more than adequately meets the
minimum requirements, specification or
provision of the specific criteria, and exceeds
those requirements in some respects for the
specific criteria.
Reply fully meets all requirements and
exceeds several requirements, and exceeds
the minimum requirements, specifications,
and provisions in most aspects for the specific
criteria.

4

80%

5

100%

The Procurement Officer will assign the “Percentage of Available Points Earned” in the Table
2, above, based on an evaluator’s score for each “Technical Evaluation Section.” Then, the
Procurement Office will multiply the “Total Available Points” per “Technical Evaluation
Section” in Table 1, by the “Percentage of Available Points Earned” in Table 2 to determine
a Vendor’s evaluation points for that “Technical Evaluation Section.” The Procurement Office
will then add the Vendor’s evaluation points earned for all “Technical Evaluation Sections” to
determine the Total Evaluation Points assigned to that Vendor by an evaluator.
The Vendor’s Technical Reply Evaluation Score is the average of the Total Evaluation Points
it receives from each evaluator.
B. Final Reply Evaluation Score
A Vendor’s Final Reply Evaluation Score is the sum of the Vendor’s Technical Reply
Evaluation Score (0 – 750 points) and its Cost Reply Score (0 – 250 points).
The Final Evaluation Scores for all Vendors will be used to rank the Replies (Reply with the
highest score = 1, the second highest = 2, etc.). The ranking of Replies will be used to
establish a competitive range to determine which Vendors may be invited to participate in the
Negotiation Phase. The Department intends to negotiate with the two (2) most highly ranked
Responsive and Responsible Vendors, but the Department reserves the right to negotiate
with fewer Vendors, more than two (2) Vendors, or to reject all Replies.
Vendors are cautioned to propose their best possible offers in their initial Replies, as failing
to do so may result in the Vendor not being selected to proceed to Negotiation Phase. If
necessary, the Department will request revisions to the approach submitted by the top-rated
Vendor(s) until it is satisfied that the Contract model will serve the State’s needs and is
determined to provide the best value for the State.
C. Negotiation Phase Methodology
The Department reserves the right to negotiate with any or all responsive and Responsible
Vendors, consecutively or concurrently, to determine the best value for recommendation of
award.
During the Negotiation Phase, the Department reserves the right to exercise the following
rights. This list is not exhaustive.
1.
2.

Schedule additional negotiation sessions with any or all Responsive Vendors.
Require any or all Responsive Vendors to provide additional revised or final written
Replies addressing specified topics.
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3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.

Require any or all Responsive Vendors to provide a written Best and Final Offer (BAFO).
Require any or all Responsive Vendors to address services, prices, or conditions offered
by any other Vendor.
Pursue a Contract with one or more Responsive Vendor for the services sought in this
ITN and any addenda thereto, and request additional, revised or final BAFOs.
Pursue the division of contracts between Responsive Vendors by type of service, or
geographic area, or both.
Arrive at an agreement with any Responsive Vendor, finalize principal Contract terms
with such Vendor and terminate negotiations with any or all other Vendors.
Decline to conduct further negotiations with any Vendor.
Re-open negotiations with any Vendor.
Take any additional administrative steps deemed necessary in determining the final
award, including additional fact-finding, evaluation, or negotiation where necessary and
consistent with the terms of this solicitation.
Review and rely on relevant information contained in the Replies received from any
Vendor.
Review and rely on relevant portions of the evaluations conducted.
Reject any or all Replies if the Department determines such action is in the best interest
of the State.
Negotiate simultaneously or separately with competing Vendors.
Accept portions of a competing Vendor’s Reply and merge such portions into one
project, including contracting with the entities offering such portions.
Utilize subject matter experts, subject matter advisors, and multi-agency advisors to
assist the Negotiation Team.
Visit a site where the Vendor is currently providing goods or services, with or without
inviting the Vendor to participate.

The Department has sole discretion in deciding whether and when to take any of the
foregoing actions, the scope and manner of such actions, the Responsive Vendor or Vendors
affected, and whether to provide concurrent public notice of such decision(s).
Before award, the Department reserves the right to seek clarifications, request Reply
revisions, and request any necessary information for proper evaluation of Replies. Vendors
that proceed to negotiations will be required to make a presentation/demonstration and may
be required to provide additional references, an opportunity for a Site Visit, etc. The
Department reserves the right to require attendance by a particular representative of the
Vendor. Any written summary of presentations or demonstrations provided by the Vendor
shall include a list of persons attending on behalf of the Vendor, a copy of the agenda, copies
of all visuals or handouts, and shall become part of the Vendor’s Reply. Failure to provide
requested information may result in rejection of the Reply.
As part of the negotiation process, the Department will check references described in Section
4.10, Tab B, and assess the extent of success of the projects associated with those
references. The Department also reserves the right to contact references provided, or not
provided by the Vendor. Vendors may be required to provide additional references. The
results of the reference checking may influence any final negotiations and selection of the
Vendor.
The negotiations' focus will be on achieving the solution that provides the best value to the
State based upon the selection criteria and satisfies the Department’s primary goals as
identified in this ITN. The selection criteria include, but is not limited to the following:
Selection Criteria:
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1. The Vendor’s articulation of its overall approach to providing the requested services;
2. The innovation of the Vendor’s approach to providing the services;
3. The Vendor’s articulation of its solution and its ability to implement and execute the
solution to meet the requirements of this ITN;
4. The Vendor’s demonstrated ability to effectively provide the services;
5. The Vendor’s experience in providing the services being procured and the skills of
proposed staff relative to the solution approach and offering;
6. The Vendor’s Technical Reply, Cost Reply, and/or BAFO as they relate to satisfying the
goals of the Program Services identified herein.
The negotiation phase will also include negotiation of Contract terms and conditions, in
accordance with Sections 287.057 and 287.058, F.S., as applicable to the services being
procured pursuant to this ITN.
By submitting a Reply, a Vendor agrees to be bound to the terms of Section 5 – CONTRACT
TERMS AND CONDITIONS. Vendors should assume these terms will apply during the
Contract term, but the Department reserves the right to negotiate different terms,
requirements, or compensation models, pricing, and conditions if the Department determines
that it provides the best value to the State.
D. Final Recommendation of Award
During the negotiation phase, the Department will issue a written Request for Best and Final
Offer(s) (RBAFO) to one or more of the Vendors with which negotiations were held. At a
minimum, based upon the negotiation process, each Best and Final Offer (BAFO) submitted
in response to the RBAFO must contain:
1. A revised and detailed description of the Vendor’s solution;
2. All negotiated terms and conditions; and
3. A final Cost Reply.
Each BAFO will be submitted to the Department for review by the Negotiation Team. The
Negotiation Team will meet in a public meeting to determine which Vendor’s offering
constitutes the best value to the State based upon the Selection Criteria. The Department’s
Negotiation Team will then develop a recommendation of award that will provide the best
value. In so doing, the Negotiation Team is not required to score any Vendor’s BAFO but will
base its recommendation on the foregoing Selection Criteria. The score from the evaluation
phase will not carry over into the negotiation phase, and the Negotiation Team will not be
bound by any Evaluation Phase Scores. The Procurement Officer will provide the Secretary
the Negotiation Team’s award recommendation for final award approval
The Department does not typically re-open negotiations after receiving the BAFOs but
reserves the right to do so if it is in the best interest of the State, including requesting revisions
and clarifications to a Vendor’s BAFO.
E. Basis of Award
The Secretary will award the ITN to the Vendor providing the best value to the State, based
on the Selection Criteria, taking into consideration the award recommended by the
Negotiation Team. In so doing, the Secretary is not required to score the Vendors’ BAFOs,
or Replies, but will base his decision on the Selection Criteria set forth above.

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4.12

Reply Opening
Replies will be publicly opened at the time and date specified in the Timeline. The opening of
Replies will take place at the Florida Department of Corrections, Bureau of Procurement, 501 S.
Calhoun Street, Tallahassee, Florida 32399. The name of all Vendors submitting Replies shall
be made available to interested parties upon written request to the Procurement Officer listed in
Section 4.2.

4.13

Costs of Preparing Reply
The Department is not liable for any costs incurred by a Vendor in responding to this ITN,
including costs associated with attending the mandatory site visits, oral presentations or
negotiations, if applicable.

4.14

Disposal of Replies
All Replies become the State of Florida's property and will be a matter of public record subject
to the provisions of Chapter 119, F.S. Selection or rejection of the Reply will not affect this right.
Should the Department reject all Replies and issue a re-solicitation, information submitted in
response to this ITN will become a matter of public record as indicated in Section 119.071(b),
F.S.

4.15

Right to Withdraw Invitation to Negotiate
The Department reserves the right to withdraw this ITN at any time and assumes no liability to
any Vendor.

4.16

Right to Reject Reply Submissions and Waiver of Minor Irregularities
The Department reserves the right to reject any and all Replies or to waive Minor Irregularities
when doing so would be in the State's best interest. At its exclusive option, the Department may
correct Minor Irregularities but is under no obligation to do so.

4.17

Addenda
The Department will post all addenda and materials relative to this procurement on the Florida
Vendor Bid System at http://www.myflorida.com/apps/vbs/vbs_www.main_menu. Interested
parties are responsible for monitoring this site for new or changing information relative
to this procurement. Vendors are responsible for ensuring that all addendums have been read
and incorporated, as applicable, in their Reply.

4.18

Cost/Price Discussions
Any discussion by a Vendor with any employee or authorized representative of the Department
involving cost or price information, occurring before posting of the Notice of Agency Decision,
other than as directed by the Procurement Officer, will result in rejection of said Vendor's Reply.

4.19

No Prior Involvement and Conflicts of Interest
Section 287.057(19)(c), F.S., provides, “A person who receives a contract that has not been
procured pursuant to subsections (1)-(3) to perform a feasibility study of the potential
implementation of a subsequent contract, who participates in the drafting of a solicitation or who
develops a program for future implementation, is not eligible to contract with the agency for any
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other contracts dealing with that specific subject matter, and any firm in which such person has
any interest in not eligible to receive such contract. However, this prohibition does not prevent a
Vendor who responds to a request for information from being eligible to contract with an agency.”
The Department considers participation through decision, approval, disapproval,
recommendation, preparation of any part of a purchase, influencing the content of any
specification or procurement standard, rendering of advice, investigation, or auditing or any other
advisory capacity to constitute participation in the drafting of the solicitation.
Acknowledge hat no conflict exists on the Pass/Fail Requirement Certification and Non-Collusion
Certification, Attachment V.
The Vendor shall not compensate in any manner, directly or indirectly, any officer, agent or
employee of the Department for any act or service which he/she may do, or perform for, or on
behalf of, any officer, agent, or employee of the Vendor. No officer, agent, or employee of the
Department shall have any interest, directly or indirectly, in any Contract or purchase made, or
authorized to be made, by anyone for, or on behalf of, the Department.
The Vendor shall have no interest and shall not acquire any interest that shall conflict in any
manner or degree with the performance of the services required under this ITN.
4.20

State Licensing Requirements
All entities defined under Chapters 605, 607, 617 or 620, F.S., seeking to do business with the
Department shall be on file and in good standing with the Florida Department of State or must
provide certification of exemption of this requirement.

4.21

MyFloridaMarketPlace (MFMP) Vendor Registration
Each Vendor doing business with the State of Florida for the sale of commodities or contractual
services as defined in Section 287.012, F.S., shall register in the MyFloridaMarketPlace Vendor
Information Portal (VIP) system, unless exempted under Rule 60A-1.033(3), F.A.C. State
agencies shall not enter into an agreement for the sale of commodities or contractual services,
as defined in Section 287.012, F.S., with any vendor not registered in the MyFloridaMarketPlace
VIP system, unless exempted by rule. A vendor not currently registered in the
MyFloridaMarketPlace VIP system shall do so within five (5) Days of Contract award.
Registration may be completed at: http://vendor.myfloridamarketplace.com. Those needing
assistance may contact the MyFloridaMarketPlace Customer Service Desk at 866-352-3776 or
vendorhelp@myfloridamarketplace.com.

4.22

Unauthorized Employment of Alien Workers
The Department does not intend to award publicly funded contracts to those entities or affiliates
who knowingly employ unauthorized alien workers, constituting a violation of the employment
provisions as determined pursuant to Section 274A of the Immigration and Nationality Act.

4.23

Confidential, Proprietary, or Trade Secret Material
The Department takes its public records responsibilities as provided under Chapter 119, F.S.
and Article I, Section 24 of the Florida Constitution, very seriously. If the Vendor considers any
portion of the documents, data or records submitted in response to this solicitation to be
confidential, trade secret or otherwise not subject to disclosure pursuant to Chapter 119, F.S.,
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the Florida Constitution or other authority, the Vendor must also simultaneously provide the
Department with a separate redacted copy of its response and briefly describe in writing the
grounds for claiming exemption from the public records law, including the specific statutory
citation for such exemption. This redacted copy shall contain the Department’s solicitation name,
number, and the name of the Vendor on the cover, and shall be clearly titled “Redacted Copy.”
The redacted copy shall be provided to the Department at the same time the Vendor submits its
Reply to the solicitation and must only exclude or redact those exact portions which are claimed
confidential, proprietary, or trade secret. The Vendor shall be responsible for defending its
determination that the redacted portions of its response are confidential, trade secret or
otherwise not subject to disclosure. Further, the Vendor shall protect, defend, and indemnify the
Department for any and all claims arising from or relating to Vendor’s determination that the
redacted portions of its response are confidential, proprietary, trade secret or otherwise not
subject to disclosure. If the Vendor fails to submit a Redacted Copy with its Reply, the
Department is authorized to produce the entire documents, data or records submitted by the
Vendor in answer to a public records request for these records. In no event shall the Department,
or any of its employees or agents, be liable for disclosing, or otherwise failing to protect, the
confidentiality of information submitted in response to this solicitation.
4.24

Vendor Substitute W-9
The State of Florida Department of Financial Services (DFS) requires all Vendors that do
business with the State to electronically submit a Substitute W-9 Form to
https://flvendor.myfloridacfo.com. Answers to frequently asked questions related to this
requirement are found at: https://flvendor.myfloridacfo.com. DFS is ready to assist Vendors with
additional questions. You may contact their Customer Service Desk at 850-413-5519 or
FLW9@myfloridacfo.com.

4.25

Scrutinized Companies Certification
The Vendor certifies they are not listed on the Scrutinized Companies that Boycott Israel List,
created pursuant to Section 215.4725, F.S., and they are not currently engaged in a boycott of
Israel. If the Contract exceeds $1,000,000.00 in total, not including renewal years, the Vendor
certifies that they are not listed on either 1) the Scrutinized Companies with Activities in Sudan
List, or 2) the Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List
created under Sections 215.473, F.S., and 215.4725, F.S., and further certifies they are not
engaged in business operations in Cuba or Syria, as stated in Section 287.135(2)(b)2, F.S.
Pursuant to Sections 287.135(5), F.S., and 287.135(3), F.S., the Vendor agrees the Department
may immediately terminate the Contract for cause if the Vendor is found to have submitted a
false certification or if the Vendor is placed on the Scrutinized Companies with Activities in Sudan
List, the Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List, the
Scrutinized Companies that Boycott Israel List, or is engaged in a boycott of Israel, or has
engaged in business operations in Cuba or Syria during the term of the Contract. Any company
that submits a reply for a contract or intends to enter into or renew a contract with an agency or
local governmental entity for commodities or services, of any amount, must certify that the
company is not participating in a boycott of Israel.

4.26

Disclosure of Reply Submittal Contents
All documentation produced as part of this solicitation shall become the exclusive property of the
Department and may not be removed by the Vendor or its agents. All replies shall become the
property of the Department and shall not be returned to the Vendor. The Department shall have
the right to use any or all ideas or adaptations of the ideas presented in any Reply. Selection or
rejection of a Reply shall not affect this right.
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4.27

Advertising Notice of Agency Decision
As in any competitive solicitation, the Department shall advertise a public notice of agency action
when the Department has made a determination including, but not limited to, a decision to award
a Contract, reject all Replies, or to cancel or withdraw the ITN.

4.28

Protest Procedures
Pursuant to Section 120.57(3), F.S., a Notice of Protest or Formal Written Protest must be filed
with the Department’s Agency Clerk. Filings may be made physically at 501 South Calhoun
Street, Tallahassee, Florida 32399-2500, by email to: CO-GCAgencyClerk@fdc.myflorida.com,
or by facsimile to: (850) 922-4355. Protests must be made in compliance with Rules 28-110.003
and 28-110.004, F.A.C. Filings received after regular business hours (8:00 a.m. to 5:00 p.m.,
E.T.) will be filed the next Business Day. Failure to file a protest within the time prescribed in
Section 120.57(3), F.S., or failure to post the bond or other security required by law within the
time allowed for filing a bond shall constitute a waiver of proceedings under Chapter 120, F.S.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

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SECTION 5 – CONTRACT TERMS AND CONDITIONS
5.1

General Contract Conditions

5.2

The State's General Contracting Conditions (Form PUR 1000) and General Instructions
to Vendors (Form PUR 1001) may be viewed at the link below and are hereby incorporated
by reference in their entirety as part of this ITB.
https://www.dms.myflorida.com/business_operations/state_purchasing/state_agency_re
sources/state_purchasing_pur_forms.
The terms and conditions set forth within this ITB supersede any conflicting terms and
conditions set forth within Forms PUR 1000 or PUR 1001.
Travel Expenses
The Department shall not be responsible for the payments of any travel expenses incurred by
the Vendor due to this ITN.

5.3

E-Verify
Beginning January 1, 2021, every public employer, Vendor, and subcontractor shall register with
and use the E-Verify system, https://e-verify.gov/employers to verify the work authorization
status of all newly hired employees. A public employer, Vendor, or subcontractor shall not enter
into a contract unless each party to the contract registers with and uses the E-Verify system in
accordance with Section 448.095, F.S.

5.4

State Initiatives
5.4.1 Diversity in Contracting
The State of Florida is committed to supporting its diverse business industry and
population through ensuring participation by minority, women, and service-disabled
veteran business enterprises in the economic life of the State. The State of Florida Mentor
Protégé Program connects minority, women, and service-disabled veteran business
enterprises with private corporations for business development mentoring. We strongly
encourage firms doing business with the State of Florida to consider this initiative. For
more information on the Mentor Protégé Program, please contact the Office of Supplier
Diversity at (850) 487-0915.
The State is dedicated to fostering the continued development and economic growth of
small, minority-, women-, and service-disabled veteran business enterprises.
Participation by a diverse group of Vendors doing business with the State is central to this
effort. To this end, it is vital that small, minority-, women-, and service-disabled veteran
business enterprises participate in the State’s procurement process as both Vendors and
subcontractors in this solicitation. Small, minority-, women-, and service-disabled veteran
business enterprises are strongly encouraged to contribute to the Contract.
The Vendor shall submit documentation addressing diversity and describing the efforts
being made to encourage the participation of small business, minority-owned, womenowned, and service-disabled veteran-owned enterprises to the Contract Manager.
Information on Certified Minority Business Enterprises (CMBE) and Certified ServiceDisabled Veteran Business Enterprises (CSDVBE) is available from the Office of Supplier
Diversity at http://dms.myflorida.com/other_programs/office_of_supplier_diversity_osd/.

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Diversity in Contracting should identify any participation by diverse Vendors and suppliers
as prime Vendors, subcontractors, Vendors, resellers, distributors, or such other
participation as the parties may agree. Diversity in contracting documentation shall
include the timely reporting of spending with certified and other minority/service-disabled
veteran business enterprises. Such reports must be submitted at least monthly and
include the period covered, the name, minority code and Federal Employer Identification
Number of each minority/service-disabled veteran Vendor utilized during the period,
commodities, and services provided by the minority/service-disabled veteran business
enterprise, and the amount paid to each minority/service-disabled veteran Vendor on
behalf of each purchasing agency ordering under the terms of the Contract.
5.4.2

Environmental Considerations
The State supports and encourages initiatives to protect and preserve our environment. If
applicable, the Vendor shall submit a plan to support the procurement of products and
materials with recycled content, and the intent of Section 403.7065, F.S. The Vendor shall
also provide a plan, if applicable, for reducing, and or handling of any hazardous waste
generated by the Vendor, in accordance with Rule 62-730.160, F.A.C.
It is a requirement of the Florida Department of Environmental Protection (DEP) that a
generator of hazardous waste materials that exceeds a certain threshold must have a valid
and current Hazardous Waste Generator Identification Number. This identification
number shall be submitted as part of Vendor’s explanation of its company’s hazardous
waste plan and shall explain in detail its handling and disposal of this waste.

5.5

Subcontracts
The Vendor may, only with prior written consent of the Department, enter into written
subcontracts for the delivery or performance of services as indicated in this ITN. Anticipated
subcontract agreements known at the time of bid submission, and the amount of the subcontract
must be identified in the bid. If a subcontract has been identified at the time of submission, a
copy of the proposed subcontract must be submitted to the Department. No subcontract, which
the Vendor enters into with respect to performance of any of its functions under the Contract,
shall in any way relieve the Vendor of any responsibility for the performance of its duties. All
subcontractors, regardless of function, providing services on Department property, shall comply
with the Department’s security requirements, as defined by the Department, including
background checks, and all other Contract requirements. All payments to subcontractors shall
be made by the Vendor.
If a subcontractor is utilized by the Vendor, the Vendor shall pay the subcontractors within seven
(7) Business Days after receipt of full or partial payments from the Department, in accordance
with Section 287.0585, F.S. It is understood and agreed that the Department shall not be liable
to any subcontractor for any expenses or liabilities incurred under the subcontract, and that the
Vendor shall be solely liable to the subcontractors for all expenses and liabilities under the
Contract. Failure by the Vendor to pay the subcontractor within seven (7) Business Days will
result in a penalty to be paid by the Vendor to the subcontractor in the amount of 0.5% of the
amount due per Day from the expiration of the period allowed herein for payment. Such penalty
shall be in addition to actual payments owed and shall not exceed 15% of the outstanding
balance due.

Page 224 of 259

FDC ITN-22-042

5.6

Copyrights, Right to Data, Patents and Royalties
Where activities produce original writing, sound recordings, pictorial reproductions, drawings or
other graphic representation and works of any similar nature, the Department has the right to
use, duplicate and disclose such materials in whole or in part, in any manner, for any purpose
whatsoever and to have others acting on behalf of the Department to do so. If the materials so
developed are subject to copyright, trademark, or patent, legal title and every right, interest, claim
or demand of any kind in and to any patent, trademark or copyright, or application for the same,
will vest in the State of Florida, Department of State (DOS) for the exclusive use and benefit of
the State. Pursuant to Section 286.021, F.S., no person, firm or corporation, including parties to
the resulting Contract, shall be entitled to use the copyright, patent, or trademark without the
prior written consent of the DOS.
The Department shall have unlimited rights to use, disclose or duplicate, for any purpose
whatsoever, all information, and data developed, derived, documented, or furnished by the
Vendor. All computer programs, and other documentation produced as part of the resulting
Contract shall become the exclusive property of the State of Florida, Department of State, with
the exception of data processing software developed by the Department pursuant to Section
119.084, F.S., and may not be copied or removed by any employee of the Vendor without
express written permission of the Department.
The Vendor, without exception, shall indemnify, and save harmless the Department and its
employees from liability of any nature or kind, including costs and expenses for or on account of
any copyrighted, patented, or unpatented invention, process, or article manufactured or supplied
by the Vendor. The Vendor has no liability when such claim is solely, and exclusively due to the
combination, operation, or use of any article supplied hereunder with equipment or data not
supplied by the Vendor or is based solely and exclusively upon the Department’s alteration of
the article. The Department will provide prompt written notification of a claim of copyright or
patent infringement and will afford the Vendor full opportunity to defend the action and control
the defense of such claim.
Further, if such a claim is made or is pending, the Vendor may, at its option and expense, procure
for the Department the right to continue the use of, replace, or modify the article to render it noninfringing. (If none of the alternatives are reasonably available, the Department agrees to return
the article to the Vendor upon its request and receive reimbursement, fees, and costs, if any, as
may be determined by a court of competent jurisdiction.) If the Vendor uses any design, device,
or materials covered by letter, patent or copyright, it is mutually agreed and understood without
exception that the resulting Contract prices shall include all royalties or costs arising from the
use of such design, device, or materials in any way involved in the work to be performed
hereunder.

5.7

Use of Funds for Lobbying Prohibited
The Vendor agrees to comply with the provisions of Section 216.347, F.S., which prohibits the
expenditure of State funds for the purposes of lobbying the Florida Legislature, the Judicial
Branch, or a State agency.

5.8

Reservation of Rights
The Department reserves the exclusive right to make certain determinations regarding the
service requirements. The absence of the Department setting forth a specific reservation of
rights does not mean that any provision regarding the services to be performed is subject to
mutual agreement. The Department reserves the right to make any and all determinations
Page 225 of 259

FDC ITN-22-042

exclusively which it deems are necessary to protect the best interests of the State and the health,
safety, and welfare of the Department’s Inmates, and of the general public which is served by
the Department, either directly or indirectly, through these services.
5.9

Taxes
The State of Florida does not pay Federal Excise and Sales taxes on direct purchases of tangible
personal property. The tax exemption number/certificate will be provided upon request. This
exemption does not apply to purchases of tangible personal property made by Vendors who use
the tangible personal property in the performance of contracts for the improvement of Stateowned real property, as defined in Chapter 192, F.S.

5.10

Safety Standards
Unless otherwise stipulated in this ITN, all manufactured items and fabricated assemblies shall
comply with applicable requirements of Occupational Safety and Health Act (OSHA) and any
standards thereunder.

5.11

Americans with Disabilities Act
The Vendor shall comply with the Americans with Disabilities Act (ADA). In the event of the
Vendor’s noncompliance with the nondiscrimination clauses, the ADA, or with any other such
rules, regulations, or orders, the Contract may be canceled, terminated, or suspended in whole
or in part, and the Vendor may be declared ineligible for further contracts.

5.12

HIPAA Business Associate Agreement
The Successful Vendor will be required to execute a HIPAA Business Associate Agreement,
included as Attachment XI, and comply with all provisions of State and federal law regarding the
confidentiality of Patient information.

5.13

Employment of Department Personnel
The Vendor shall not knowingly engage, employ or utilize, on a full-time, part-time, or another
basis during the term of the Contract, any current or former employee of the Department where
such employment conflicts with Section 112.3185, F.S.

5.14

Legal Requirements
Applicable provision of all federal, State, county, and local laws, and all ordinances, rules, and
regulations shall govern development, submittal, and evaluation of all Replies received in
response to this ITN and shall govern any and all claims and disputes which may arise between
person(s) submitting a Reply hereto and the State of Florida, by and through its officers,
employees and authorized representatives, or any other person, natural or otherwise; and lack
of knowledge by any Vendor shall not constitute a cognizable defense against the legal effect
thereof.

5.15

Prison Rape Elimination Act (PREA)
The Vendor will comply with the national standards to prevent, detect, and respond to prison
rape under the Prison Rape Elimination Act (PREA), Federal Rule 28 C.F.R. Part 115. The
Vendor will also comply with all Department policies and procedures that relate to PREA.
Page 226 of 259

FDC ITN-22-042

5.16

Termination
5.16.1 Termination at Will
The Contract may be terminated by the Department upon no less than 30 Days’ notice
and by the Vendor upon no less than 180 Days’ notice, without cause, unless a lesser
time is mutually agreed upon by both parties. Notice shall be delivered by certified mail
(return receipt requested), by other method of delivery whereby an original signature is
obtained, or in-person with proof of delivery.
5.16.2 Termination Due to Lack of Funds
In the event funds to finance the Contract become unavailable, the Department may
terminate the Contract upon no less than 24 hours’ written notice to the Vendor. Notice
shall be delivered by certified mail (return receipt requested), in-person with proof of
delivery, or by other method of delivery whereby an original signature is obtained. The
Department will be the final authority as to the availability of funds.
5.16.3 Termination for Cause
If a breach of the Contract occurs by the Vendor, the Department can terminate the
Contract for cause. The Department may elect to afford, at its exclusive option, an
opportunity for the Vendor to cure the breach for cause within 30 Days upon written notice
by the Department. Any breach of the Contract which is still left uncured by the Vendor
after the Department has elected to provide 30 Days to cure (remedy) the breach, may
result in the Department’s termination of the Contract upon 24 hours written notice by the
Department. If the Department does not elect to afford an opportunity for the Vendor to
cure a breach (e.g. instances of egregious Vendor conduct or other Vendor actions which
may be harmful to the Department), the Department may immediately terminate the
Contract for cause, upon 24 hours’ written notice to the Vendor, as described in this
section. Notice shall be delivered by certified mail (return receipt requested), in person
with proof of delivery, or by another method of delivery whereby an original signature is
obtained. If applicable, the Department may employ the default provisions in Section
287.1351, F.S. The provisions herein do not limit the Department’s right to remedies at
law or in equity.
5.16.4 Termination for Unauthorized Employment
Violation of the provisions of Section 274A of the Immigration and Nationality Act shall
be grounds for unilateral cancellation of the Contract.

5.17

Retention of Records
The Vendor agrees to retain all client records, financial records, supporting documents,
statistical records, and any other documents (including electronic storage media) pertaining to
the Contract for a period of seven (7) years. The Vendor shall maintain complete and accurate
record-keeping, and documentation as required by the Department and the terms of the
Contract. All invoices and documentation must be clear, and legible for audit purposes. Copies
of all records and documents shall be made available for the Department upon request, or no
more than 48 hours upon request if stored at a different site location than the address listed on
the Attachment II, Vendor’s Contact Information. Any records not available at the time of an
audit will be deemed unavailable for audit purposes. Violations will be noted and forwarded to
the Department’s Inspector General for review. All documents must be retained by the Vendor
Page 227 of 259

FDC ITN-22-042

for a period of seven (7) years following termination of the Contract, or, if an audit has been
initiated, and audit findings have not been resolved at the end of seven (7) years, the records
shall be retained until resolution of the audit findings. The Vendor shall cooperate with the
Department to facilitate the duplication, and transfer of any said records or documents during
the required retention period. The Vendor shall advise the Department of the location of all
records pertaining to the Contract and shall notify the Department by certified mail within 10
Business Days if/when the records are moved to a new location.
5.18

Audit Records
The Vendor agrees to maintain records and documents (including electronic storage media) in
accordance with Generally Accepted Accounting Principles (GAAP), which sufficiently and
properly reflect all revenues and expenditures of funds provided by the Department under the
Contract and agrees to provide a financial and compliance audit to the Department or to the
Office of the Auditor General, and to ensure that all related party transactions are disclosed to
the auditor.

5.19

Indemnification
The Vendor shall be liable, and agrees to be liable for, and shall indemnify, defend, and hold the
Department, its employees, agents, officers, heirs, and assignees harmless from any and all
claims, suits, judgments, or damages including court costs and attorneys’ fees arising out of
intentional acts, negligence, or omissions by the Vendor, or its employees or agents, in the
course of Contract performance, including any claims or actions brought under Title 42 USC
§ 1983, the Civil Rights Act.

5.20

Inspector General
In accordance with Section 20.055(5), F.S., the Vendor, and its subcontractors understand and
will comply with its duty to cooperate with the Inspector General in any investigation, audit,
inspection, review, or hearing.

5.21

Cooperation with the Florida Senate and Florida House of Representatives
In accordance with Section 287.058(7), the Vendor agrees to disclose any requested
information, relevant to the performance of the Contract, to members or staff of the Florida
Senate or Florida House of Representatives, as required by the Florida Legislature. The Vendor
is strictly prohibited from enforcing any nondisclosure clauses conflictive with this requirement.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

Page 228 of 259

FDC ITN-22-042

ATTACHMENT I – PRICE INFORMATION SHEET
FDC ITN-22-042
The Department intends to reimburse the Vendor for actual direct costs associated with the provision
of health care to its Inmates. In addition, the Department intends to pay the Vendor an administrative
fee as a percentage of the actual direct costs the Vendor incurs. This administrative fee must be
inclusive of the Vendor’s indirect costs (those costs incurred by the Vendor not relating to the
provision of health care to a particular Inmate), as well as any Vendor profit. To submit a Cost Reply,
Vendors must complete the following table.

Administrative Fee (%)
Initial Term

__________%

Renewal Term

__________%

_____________________________
VENDOR NAME

______________________________________________
PRINTED NAME OF AUTHORIZED REPRESENTATIVE

_____________________________
FEIN

______________________________________________
SIGNATURE OF AUTHORIZED REPRESENTATIVE
_____________________________________________
DATE

Page 229 of 259

FDC ITN-22-042

ATTACHMENT II - SERVICE LOCATIONS
FDC ITN-22-042

Region

Major
Institution

Facility
ID
Number

Facility
Name

Supervising
Institution

Address

1

*

102

Apalachee
CI East (ACI)

n/a

35 Apalachee Drive
Sneads, FL
32460

101

Apalachee
CI West

Apalachee
CI East

52 West Unit Drive
Sneads, FL
32460

105

Calhoun CI

n/a

19562 SE Institution Drive
Blountstown, FL
32424

165

Calhoun
Work Camp

Calhoun CI

19564 Institution Drive
Blountstown, FL
32424

106

Century CI

n/a

400 Tedder Rd
Century, FL
32535

1

167

Century
Work Camp

Century CI

400 Tedder Rd
Century, FL
32535

1

164

Pensacola
CRC

Century CI

3050 North "L" Street
Pensacola, FL
32501

113

Franklin CI

n/a

1760 Highway 67 North
Carrabelle, FL
32322

124

Franklin
Work Camp

Franklin CI

1760 Highway 67 North
Carrabelle, FL
32322

1

1

*

1

1

1

*

*

1

1

*

144

Gadsden ReEntry Center

n/a

630 Opportunity Lane
Havana, FL
32333

1

*

109

Gulf CI

n/a

500 Ike Steele Road
Wewahitchka, Florida
32465-0010

150

Gulf Annex

Gulf CI

699 Ike Steel Road
Wewahitchka, FL
32465

1

Page 230 of 259

FDC ITN-22-042

Region

Major
Institution

1

1

*

1

1

Facility
Name

Supervising
Institution

Address

170

Gulf Forestry
Camp

Gulf CI

3222 DOC Whitfield Rd
White City, FL
32465

107

Holmes CI

n/a

3142 Thomas Drive
Bonifay, FL
32425

162

Holmes
Work Camp

Holmes CI

3182 Thomas Drive
Bonifay, FL
32425

n/a

5563 10th Street
Malone, FL
32445

104

Jackson CI

1

166

Jackson
Work Camp

Jackson CI

5607 10th Street
Malone, FL
32445

1

160

Graceville
Work Camp

Jackson CI

5230 Ezell Road
Graceville, FL
32440

103

Jefferson CI

n/a

1050 Big Joe Road
Monticello, FL
32344

168

Tallahassee
CRC

Jefferson CI

2616A Springhill Road
Tallahassee, FL
32310

1

*

Facility
ID
Number

*

1

1

120

Liberty CI

n/a

1

142

Liberty South
Unit

Liberty CI

1

139

Quincy
Annex

Liberty CI

2225 Pat Thomas Pkwy
Quincy, FL
32351

110

Northwest
Florida
Reception
Center
(NWFRC)

n/a

4455 Sam Mitchell Drive
Chipley, FL
32428

125

NWFRC
Annex

NWFRC

4455 Sam Mitchell Drive
Chipley, FL
32428

1

1

*

11064 NW Dempsey Barron
Road
Bristol, FL
32321
11064 NW Dempsey Barron
Road
Bristol, FL
32321

*

Page 231 of 259

FDC ITN-22-042

Region

1

Major
Institution

*

Facility
ID
Number

Facility
Name

Supervising
Institution

Address
3189 Colonel Greg Malloy
Road
Crestview, FL
32539
3189 Colonel Greg Malloy
Road
Crestview, FL
32539

115

Okaloosa CI

n/a

161

Okaloosa
Work Camp

Okaloosa CI

119

Santa Rosa
CI

n/a

5850 E. Milton Road
Milton, FL
32583

135

Santa Rosa
Annex

Santa Rosa
CI

5850 E. Milton Road
Milton, FL
32583

127

Santa Rosa
Work Camp

Santa Rosa
CI

5850 E. Milton Road
Milton, FL
32583

118

Wakulla CI

n/a

110 Melaleuca Drive
Crawfordville, FL
32327

1

122

Wakulla
Annex

Wakulla CI

110 Melaleuca Drive
Crawfordville, FL
32327

1

173

Wakulla
Work Camp

Wakulla CI

110 Melaleuca Drive
Crawfordville, FL
32327

108

Walton CI

n/a

691 Institution Road
Defuniak Springs, FL
32433

172

Walton Work
Camp

Walton CI

301 Institution Road
Defuniak Springs, FL
32433

279

Baker CI

n/a

20706 US Hwy 90 West
Sanderson, FL
32087

2

275

Baker ReEntry Center

Baker CI

20706 US Hwy 90 West
Sanderson, FL
32087

2

261

Baker Work
Camp

Baker CI

20706 US Hwy 90 West
Sanderson, FL
32087

1

1

*

1

1

1

1

*

*

1

2

*

Page 232 of 259

FDC ITN-22-042

Region

Major
Institution

Facility
ID
Number

Facility
Name

Supervising
Institution

Address

2

*

201

Columbia CI

n/a

216 SE Corrections Way
Lake City, FL
32025

2

251

Columbia
Annex

Columbia CI

216 SE Corrections Way
Lake City, FL
32025

2

264

Columbia
Work Camp

Columbia CI

216 SE Corrections Way
Lake City, FL
32025

n/a

568 NE 255th Street
Cross City, FL
32628

Cross City CI

568 NE 255th Street
Cross City, FL
32628

Cross City CI

568 NE 255th Street
Cross City, FL
32628

n/a

23916 NW 83rd Avenue
Raiford, FL
32083

FSP

23916 NW 83rd Avenue
Raiford, FL
32083

n/a

10650 SW 46th Street
Jasper, FL
32052

Hamilton CI

10650 SW 46th Street
Jasper, FL
32052

2

*

2

2

2

*

2

2

*

2

2

2

2

*

211

Cross City CI

269

Cross City
East Unit

262

Cross City
Work Camp

205

Florida State
Prison (FSP)

206

FSP West
Unit

215

Hamilton CI

250

Hamilton
Annex

263

Hamilton
Work Camp

Hamilton CI

10650 SW 46th Street
Jasper, FL
32052

281

Lancaster CI

n/a

3449 SW State Road 26
Trenton, FL
32693

280

Lancaster
Work Camp

Lancaster CI

3449 SW State Road 26
Trenton, FL
32693

Page 233 of 259

FDC ITN-22-042

Region

2

Major
Institution

*

Facility
ID
Number

Facility
Name

Supervising
Institution

Address

n/a

22298 NE County Road 200B
Lawtey, FL
32058

255

Lawtey CI

240

Gainesville
Work Camp

Lawtey CI

1000 NE 55th Blvd
Gainesville, FL
32609

216

Madison CI

n/a

382 SW MCI Way
Madison, FL
32340

289

Madison
Work Camp

Madison CI

382 SW MCI Way
Madison, FL
32340

223

Mayo Annex

n/a

8784 US 27 West
Mayo, FL
32066

2

265

Mayo Work
Camp

Mayo

8784 US 27 West
Mayo, FL
32066

2

268

Union Work
Camp

New River

136000 NE 258 Court
Raiford, FL
32083

214

Putnam CI

n/a

128 Yelvington Road
East Palatka, FL
32131

209

Reception
and Medical
Center
(RMC)

n/a

7765 S County Road 231
Lake Butler, FL
32054

2

208

RMC West
Unit

RMC

8183 SW 152nd Loop
Lake Butler, FL
32054

2

221

RMC Work
Camp

RMC

7765 S County Road 231
Lake Butler, FL
32054

230

Suwannee
CI

n/a

5964 US Hwy 90
Live Oak, FL
32060

231

Suwannee
Annex

Suwannee
CI

5964 US Hwy 90
Live Oak, FL
32060

2

2

*

2

2

2

2

2

2

*

*

*

*

Page 234 of 259

FDC ITN-22-042

Region

Major
Institution

2

Facility
ID
Number

Facility
Name

Supervising
Institution

Address

232

Suwannee
Work Camp

Suwannee
CI

5964 US Hwy 90
Live Oak, FL
32060

218

Taylor CI

n/a

8501 Hampton Springs Rd
Perry, FL
32348

2

224

Taylor Annex

Taylor CI

8501 Hampton Springs Rd
Perry, FL
32348

2

227

Taylor Work
Camp

Taylor CI

8501 Hampton Springs Rd
Perry, FL
32348

282

Tomoka CI

n/a

3950 Tiger Bay Road
Daytona Beach, FL
32124

284

Tomoka
Work Camp

Tomoka CI

3950 Tiger Bay Road
Daytona Beach, FL
32124

2

2

*

*

2

2

*

213

Union CI

n/a

25636 NE State Rd 16
Raiford, FL
32083

3

*

503

Avon Park CI

n/a

8100 Hwy 64 East
Avon Park, FL
33825

504

Avon Park
Work Camp

Avon Park CI

8100 Hwy 64 East
Avon Park, FL
33825

320

Central
Florida
Reception
Center
(CFRC)

n/a

7000 HC Kelley Road
Orlando, FL
32831

3

321

CFRC East
Unit

CFRC

7000 HC Kelley Road
Orlando, FL
32831

3

323

CFRC South
Unit

CFRC

7000 HC Kelley Road
Orlando, FL
32831

3

374

Kissimmee
CRC

CFRC

2925 Michigan Avenue
Kissimmee, FL
34744

3

3

*

Page 235 of 259

FDC ITN-22-042

Region

Major
Institution

3

3

*

3

Facility
ID
Number

Facility
Name

Supervising
Institution

Address

361

Orlando
CRC

CFRC

7300 Laurel Hill Road
Orlando, FL
32818

564

DeSoto
Annex

n/a

13617 SE Hwy 70
Arcadia, FL
34266

560

DeSoto Work
Camp

DeSoto CI

13617 SE Hwy 70
Arcadia, FL
34266

n/a

3700 NW 111th Place
Ocala, FL
34482

3

*

368

Florida
Women's
Reception
Center
(FWRC)

3

*

501

Hardee CI

n/a

6901 State Road 62
Bowling Green, FL
33834

563

Hardee Work
Camp

Hardee CI

6899 State Road 62
Bowling Green, FL
33834

3

3

*

336

Hernando CI

n/a

16415 Spring Hill Road
Brooksville, FL
34604

3

*

312

Lake CI

n/a

19225 US Hwy 27
Clermont, FL
34715

3

*

314

Lowell CI

n/a

11120 NW Gainesville Road
Ocala, FL
34482

367

Lowell Annex

Lowell CI

11120 NW Gainesville Road
Ocala, FL
34482

316

Lowell Work
Camp

Lowell CI

11120 NW Gainesville Road
Ocala, FL
34482

n/a

3269 NW 105th Street
Lowell, FL
32663

Marion CI

3269 NW 105th Street
Lowell, FL
32663

3

3

3

3

*

304

Marion CI

364

Marion Work
Camp

Page 236 of 259

FDC ITN-22-042

Region

Major
Institution

Facility
ID
Number

Facility
Name

Supervising
Institution

Address

3

*

580

Polk CI

n/a

10800 Evans Road
Polk City, FL
33868

3

562

Polk Work
Camp

Polk CI

10800 Evans Road
Polk City, FL
33868

3

552

Largo Road
Prison

Polk CI

5201 Ulmerton Road
Clearwater, FL
33760

583

St.
Petersburg
CRC

Polk CI

4237 8th Avenue South
St. Petersburg, FL
33711

307

Sumter CI

n/a

9544 County Road 476B
Bushnell, FL
33513

3

305

Sumter
Annex

Sumter CI

9544 County Road 476B
Bushnell, FL
33513

3

308

Sumter BTU

Sumter CI

9544 County Road 476B
Bushnell, FL
33513

3

365

Sumter Work
Camp

Sumter CI

9544 County Road 476B
Bushnell, FL
33513

573

Zephyrhills
CI

n/a

2739 Gall Blvd
Zephyrhills, FL
33541

3

3

3

4

*

*

*

4

4

4

*

*

510

Charlotte CI

n/a

33123 Oil Well Road
Punta Gorda, FL
33955

544

Ft. Myers
Work Camp

Charlotte CI

2575 Ortiz Avenue
Ft. Myers, FL
33905

n/a

19000 SW 377th Street
Florida City, FL
33034

n/a

1599 SW 187th Avenue
Miami, FL
33194

463

Dade CI

401

Everglades
CI

Page 237 of 259

FDC ITN-22-042

Region

Major
Institution

4

Facility
ID
Number

Facility
Name

Supervising
Institution

Address

441

Everglades
Re-Entry
Center

Everglades
CI

1599 SW 187th Avenue
Miami, FL
33194

n/a

19000 SW 377th Street
Florida City, FL
33034

4

*

419

Homestead
CI

4

*

430

Martin CI

n/a

1150 SW Allapattah Road
Indiantown, FL
34956

4

420

Martin Work
Camp

Martin CI

100 SW Allapattah Road
Indiantown, FL
34956

4

469

West Palm
Beach CRC

Martin CI

261 W. Fairgrounds Road
West Palm Beach, FL
33411

4

452

Atlantic CRC

Martin CI

261 W. Fairgrounds Road
West Palm Beach, FL
33411

4

431

Loxahatchee
Road Prison

Martin CI

404

Okeechobee
CI

n/a

4

407

Okeechobee
Work Camp

Okeechobee
CI

3420 NE 168th Street
Okeechobee, FL
34972

4

464

Sago Palm
Re-Entry
Center

Okeechobee
CI

500 Bay Bottom Rd
Pahokee, FL
33476

402

South Florida
Reception
Center
(SFRC)

n/a

14000 NW 41st Street
Doral, FL
33178

403

SFRC South
Unit

SFRC

14000 NW 41st Street
Doral, FL
33178

4

473

Opa Locka
CRC

SFRC

5400 NW 135th Street
Opa Locka, FL
33054

4

446

Hollywood
CRC

SFRC

8501 W Cypress Drive
Pembroke Pines, FL
33025

4

4

4

*

*

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230 Sunshine Road
West Palm Beach, FL
33411
3420 NE 168th Street
Okeechobee, FL
34972

FDC ITN-22-042

ATTACHMENT III – VENDOR'S CONTACT INFORMATION AND CERTIFICATION
FDC ITN-22-042
The Vendor shall identify the contact information for the ITN and Contract terms in the
table below.
Vendor Contact Person
for this ITN

Vendor Contact Person for the
Contract Term (should the Vendor be
awarded)

Name:
Title:
Address:
(Line 1)
Address:
(Line 2)
City, State,
Zip Code
Telephone:
(Office)
Telephone:
(Mobile)
Email:
Principal Place of Business (location of headquarters
or state of incorporation):
Per Section 4.26, a Vendor submitting a Bid must certify that their company is not participating in a
boycott of Israel. By signing below, the Vendor so certifies.
_____________________________________
Authorized Vendor Signature

Page 239 of 259

________________
Date

FDC ITN-22-042

ATTACHMENT IV – REPLY BOND FORM
FDC ITN-22-042
REPLY BOND
KNOW ALL PERSONS BY THESE PRESENTS, that we, the undersigned [Insert name of Principal] as
Principal and [Insert name of Surety] as Sureties, are hereby held and firmly bound unto Florida
Department of Corrections, 501 South Calhoun Street, Tallahassee, FL 32399-2500 as Obligee in the
penal sum of the dollar amount [Insert Dollar Amount of the Bond here] provided for in the [Insert specific
ID# and Title of Solicitation], to which the Principal has submitted a Reply to the Obligee on [Insert Date
of Receipt of Submission].
For the payment of the penal sum well and truly to be made, we hereby jointly and severally bind
ourselves, our heirs, executors, administrators, successors, and assigns.
Signed this [Insert Day] Day of [Insert Month], [Insert Year].
[Insert name of Principal]
By:
___________________________________________
[Insert name of Authorized Representative of Principal]
[Insert Title of Authorized Representative of Principal]
[Insert name of Surety]
By:
___________________________________________
[Insert name of Authorized Representative of Surety]
[Insert Title of Authorized Representative of Surety]
THE CONDITION OF THE ABOVE OBLIGATION IS SUCH, that whereas the above-named Principal
has submitted a Reply for [Insert specific ID# and Title of Solicitation].
Now, therefore, if the Reply submitted by the Principal is withdrawn by the Principal within five, (5), Days
of the Obligee’s receipt of the Reply then this obligation shall be null and void, otherwise to remain in full
force and effect; if the Obligee accepts the bid of the Principal and the Principal within ten, (10), Days
after the awarding of the Contract enters into a proper Contract in accordance with the Principal’s Reply,
plans, details, specifications, and bills of material, which said Contract is made a part of this bond the
same as though set forth herein; then this obligation shall be void; otherwise the same shall remain in full
force and effect; it being expressly understood and agreed that the liability of the surety for any and all
claims hereunder shall in no event exceed the penal amount of this obligation as herein stated.
The said surety hereby stipulates and agrees that no modifications, omissions, or additions, in or to the
terms of the said Contract or in or to the plans or specifications therefor shall in any wise affect the
obligations of said surety on its bond.

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FDC ITN-22-042

ATTACHMENT V – PASS/FAIL REQUIREMENT CERTIFICATION
AND NON-COLLUSION CERTIFICATION
FDC ITN-22-042
1. Business/Corporate Experience
The Vendor certifies it has at least three (3) years’ experience within the last five (5) years, in the
provision of comprehensive health care services for an aggregate patient population of at least,
20,000 patients at any one time in prison, jail or other comparable managed health care setting as
the services outlined in this ITN, and any subsequent revision thereof.
2. Prime Vendor
The Vendor certifies it will act as the prime Vendor to the Department for all services provided under
the Contract.
3. Performance Guarantee/Bond
The Vendor certifies that it has the ability to meet the performance guarantee and within 10 Business
Days of Contract execution. The Vendor will deliver to the Department a performance bond or
irrevocable letter of credit in the amount of $60 million. The bond or letter of credit will be used to
guarantee at least satisfactory performance by Vendor throughout the term of the Contract (including
renewal years).
4. Reply Bond
The Vendor certifies it has included in its Reply a bond or check in the amount of $10 million. The
bond insures against the Vendor’s withdrawal from the competitive solicitation process subsequent
to its submission of a Reply.
5. Meets Legal Requirements
The Vendor certifies that its proposed offering/solution, and all services to be provided under the
Contract will be compliant with all laws, rules and other authority applicable to providing the services
including, but not limited to, Florida’s Open Government laws (Article I, Section 24, Florida
Constitution, Chapter 119, F.S.).
6. Financial Stability
The Vendor attests to its positive financial standing and that its current Dun & Bradstreet (D&B)
Financial Stress Score has a Financial Stress Class of 1, 2, 3 or 4.
7. Statement of No Inducement
The Vendor certifies that it has made no attempt and will make to attempt to induce any other person
or firm to submit or not to submit a Reply. Further, the Vendor certifies its Reply contained herein is
submitted in good faith and not pursuant to any agreement or discussion with, or inducement from,
any firm or person to submit a complementary or other non-competitive Reply.
8. Statement of Non-Disclosure
The Vendor certifies that neither the price(s) contained in this Reply, nor the approximate amount of
this Reply have been disclosed prior to award, directly or indirectly, to any other Vendor or to any
competitor.
9. Statement of Non-Collusion
The Vendor certifies that the prices and amounts in its Reply have been arrived at independently,
without consultation, communications, or agreement with any other Vendor or with any entity for the
purpose of restricting competition.

Page 241 of 259

FDC ITN-22-042

10. Statement of Data Security
The Vendor attests that all data generated, used, or stored by the Vendor pursuant to the Contract
will reside and remain in the United States and will not be transferred outside of the United States.
11. Scrutinized Company Certification
The Vendor certifies they are not listed on the Scrutinized Companies that Boycott Israel List, created
pursuant to Section 215.4725, F.S., and they are not currently engaged in a boycott of Israel. If the
Contract exceeds $1,000,000.00 in total, not including renewal years, the Vendor certifies that they
are not listed on either 1) the Scrutinized Companies with Activities in Sudan List, or 2) the Scrutinized
Companies with Activities in the Iran Petroleum Energy Sector List created under Sections 215.473,
F.S., and 215.4725, F.S., and further certifies they are not engaged in business operations in Cuba
or Syria, as stated in Section 287.135(2)(b)2, F.S. Pursuant to Sections 287.135(5), F.S., and
287.135(3), F.S., the Vendor agrees the Department may immediately terminate the Contract for
cause if the Vendor is found to have submitted a false certification or if the Bidder is placed on the
Scrutinized Companies with Activities in Sudan List, the Scrutinized Companies with Activities in the
Iran Petroleum Energy Sector List, the Scrutinized Companies that Boycott Israel List, or is engaged
in a boycott of Israel, or has engaged in business operations in Cuba or Syria during the term of the
Contract. Any company that submits a Bid, Proposal, or Reply for a contract, or intends to enter into
or renew a contract with an agency or local governmental entity for commodities or services, of any
amount, must certify that the company is not participating in a boycott of Israel.
Vendor Name: _____________________________________________________________
Authorized Signature: ________________________________________________________
Printed Name of Authorized Signor: _____________________________________________
NOTARY AFFIRMATION:

STATE OF _______________, COUNTY OF _____________

Pursuant to Section 117.05(13)(a), F.S., the signor, subscribed before me by means of
physical presence or online notarization, this _______ (Day) of ___________(month), 2021, affirms the
contents of this Attachment.
(Place Notary Seal Below) |
|

Signature of Notary Public:___________________________
Name of Notary Typed, Printed, or Stamped:______________________

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FDC ITN-22-042

ATTACHMENT VI – VENDOR’S REFERENCE FORM
FDC ITN-22-042
In the spaces provided below, the Vendor shall list all names under which it has operated during the
past five (5) years.

On the following pages, the Vendor shall provide the information indicated for three (3) separate and
verifiable references. The references listed must be for businesses or government agencies for whom
the Vendor has provided services of similar scope and size to the services identified in the ITN. The same
reference may not be listed for more than one (1) organization and confidential references shall not be
included. In the event the Vendor has had a name change since the time work was performed for a listed
reference, the name under which the Vendor operated at that time must be provided in the space provided
for Vendor’s Name.
References that are listed as subcontractors in the response will not be accepted as references under
this solicitation. Additionally, References shall pertain to current and ongoing services or those that
were completed prior to January 1, 2021. References shall not be given by:
•
•
•
•

Persons employed by the Department within the past three (3) years.
Persons currently or formerly employed or supervised by the Vendor or its affiliates.
Board members within the Vendor’s organization.
Relatives of any of the above.

The Department will attempt to contact the three (3) references provided by the Vendor to complete the
Evaluation Questionnaire for references. The total number of references contacted to complete an
Evaluation Questionnaire for Past Performance for any response will be three (3).
References should be available for contact during normal business hours, 9:00 a.m. – 5:00 p.m., Local
Time. The Department will attempt to contact each reference by telephone up to three (3) times. The
Department will not correct incorrectly supplied information.
Additionally, the Department reserves the right to contact references other than those identified
by the Vendor to obtain additional information regarding past performance.

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Page 243 of 259

FDC ITN-22-042

Reference #1

Vendor’s Reference Form

Vendor’s Name: _______________________________________________________________
Reference’s Name: _____________________________________________________________
Address:

Primary Contact Person:

Alternate Contact Person:

Primary Phone Number:

Alternate Phone Number:

Contract Performance Period:
Location of Services:

Brief description of the services performed for this reference:

Page 244 of 259

FDC ITN-22-042

Reference #2

Vendor’s Reference Form

Vendor’s Name: _______________________________________________________________
Reference’s Name: _____________________________________________________________
Address:

Primary Contact Person:

Alternate Contact Person:

Primary Phone Number:

Alternate Phone Number:

Contract Performance Period:
Location of Services:

Brief description of the services performed for this reference:

Page 245 of 259

FDC ITN-22-042

Reference #3

Vendor’s Reference Form

Vendor’s Name: _______________________________________________________________
Reference’s Name: _____________________________________________________________
Address:

Primary Contact Person:

Alternate Contact Person:

Primary Phone Number:

Alternate Phone Number:

Contract Performance Period:
Location of Services:

Brief description of the services performed for this reference:

Page 246 of 259

FDC ITN-22-042

REFERENCE QUESTIONNAIRE
(Completed by the Department)
Vendor’s Name:
Reference’s Name:
Primary Contact Person:

Alternate Contact Person:

Primary Phone Number:

Alternate Phone Number:

Question
1. Briefly describe the services the Vendor performed for your organization:

Score
N/A

2. How would you rate the contract implementation with this Vendor?
Excellent = 8, Good = 6, Acceptable = 4, Fair = 2, Poor = 0
3. Did the Vendor consistently meet all its performance/milestone deadlines?
Yes = 4, No = 0
4. Did the Vendor submit reports and invoices that were timely and accurate?
Yes = 4, No = 0
5. Did you impose sanctions, penalties, liquidated damages, or financial
consequences on the Vendor during the last 12 months?
Yes = 0, No = 4
6. How would you rate the Vendor’s key staff and their ability to work with your
organization?
Excellent = 8, Good = 6, Acceptable = 4, Fair = 2, Poor = 0
7. Did you ever request dismissal of any key staff?
Yes = 0, No = 4
8. Did the Vendor’s project/contract manager effectively manage the contract?
Yes = 4, No = 0
9. How would you rate the Vendor’s customer service?
Excellent = 8, Good = 6, Acceptable = 4, Fair = 2, Poor = 0
10. Was the Vendor’s staff knowledgeable about the contract requirements and scope
of services?
Yes = 4, No = 0
11. Did the Vendor work cooperatively with the organization over the course of the
contract?
Yes = 4, No = 0
12. Would you contract with this Vendor again?
Yes = 8, No = 0
13. Were there any Inmate escapes? If yes, please provide the circumstances of the
escape? Yes = 0 No = 4
Total Score
Reference Verified by:
_________________________________
Name (printed)

_________________________________
Title

_________________________________ _________________________________
Signature
Date
Page 247 of 259

FDC ITN-22-042

ATTACHMENT VII – CERTIFICATION OF DRUG FREE WORKPLACE PROGRAM
FDC ITN-22-042
Section 287.087, Florida Statutes (F.S.) provides that, where identical tie bids are received, preference
shall be given to a bid received from a Vendor that certifies it has implemented a drug-free workforce
program. In order to have a drug-free workplace program, a business shall:
1.

Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing,
possession, or use of a controlled substance is prohibited in the workplace and specifying the
actions that will be taken against employees for violations of such prohibition.

2.

Inform employees about the dangers of drug abuse in the workplace, the business's policy of
maintaining a drug-free workplace, any available drug counseling, rehabilitation, and employee
assistance programs, and the penalties that may be imposed upon employees for drug abuse
violations.

3.

Give each employee engaged in providing the commodities or contractual services that are under
response a copy of the statement specified in Subsection (1).

4.

In the statement specified in Subsection (1), notify the employees that, as a condition of working
on the commodities or contractual services that are under response, the employee will abide by
the terms of the statement and will notify the employer of any conviction of, or plea of guilty or
nolo contendere to, any violation of Chapter 894, F.S., or of any controlled substance law of the
United States or any state, for a violation occurring in the workplace no later than five (5) Days
after such conviction.

5.

Impose a sanction on any employee who is so convicted or require the satisfactory participation
in a drug abuse assistance or rehabilitation program as such is available in the employee's
community.

6.

Make a good faith effort to continue to maintain a drug-free workplace through implementation of
applicable laws, rules and regulations.

As the person authorized to sign the statement, I certify that this firm complies fully with the above
requirements.
Company Name: _____________________________________________________________
___________________________________________________________________________
VENDOR'S SIGNATURE
(Form revised 11/10/15)

Page 248 of 259

FDC ITN-22-042

ATTACHMENT VIII – NOTICE OF CONFLICT OF INTEREST
FDC ITN-22-042
Organization Responding to Solicitation: _________________________________
Solicitation Number: FDC ITN-22-042
For the purpose of participating in this solicitation process and complying with the provisions of Chapter
112, Florida Statutes, the undersigned corporate officer hereby discloses the following information to the
Florida Department of Corrections:
1. Identify all corporate officers, directors or agents of the Vendor who are currently employees of the
State of Florida or one of its agencies, were employees of the State of Florida or one of its agencies
in within the last two (2) years, or are currently a spouse, parent, or sibling such of an employee of
the State of Florida or one of its agencies:
____________________________________________________________________________
Note: This does not include positions located at individual FDC Institutions that were filled by
previous employees of the Department and were impacted by privatization of health services
functions.
2. For all persons identified in section 1 above, please identify if they own an interest of ten percent
(10%) or more in the company/entity named above:
_______________________________________________________________________
Signature: ___________________________

Date: _________________________

Name: ______________________________
Title: _______________________________
Vendor Name: _________________________

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Page 249 of 259

FDC ITN-22-042

ATTACHMENT IX – SUBCONTRACTING FORM
FDC ITN-22-042
The Vendor shall complete the information below on all subcontractors that will be providing services to
the Vendor to meet the requirements of the Contract, should the Vendor be awarded. Submission of this
form does not indicate the Department’s approval of such subcontractor(s) but provides the Department
with information on proposed subcontractors for review.
Complete a separate sheet for each subcontractor.
Service: ________________________________________________________
Company Name: __________________________________________________
FEIN: __________________________________________________________
Contact: ________________________________________________________
Address:

______________________________________________________

Telephone: ______________________________________________________
Email address: ___________________________________________________
Current Registered as Certified Minority
Business Enterprise (CMBE), WomenOwned Business (WBE), or Florida
Veteran-Owned Business?

Yes ________ No ___________

W-9 verification:

Yes ________ No ___________

In a job description format, identify the responsibilities and duties of the subcontractor based on the
technical specifications or scope of services outlined in this solicitation.

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FDC ITN-22-042

ATTACHMENT X – FLORIDA DEPARTMENT OF CORRECTIONS
SECURITY REQUIREMENTS FOR VENDORS
FDC ITN-22-042
(1) Section 944.47, F.S.: Except through regular channels as authorized by the officer in charge
of the Correctional Institution, it is unlawful to introduce into or upon the grounds of any state
Correctional Institution, or to take or attempt to take or send or attempt to send therefrom,
any of the following articles which are hereby declared to be contraband.
(a) Any written or recorded communication or any currency or coin given or transmitted, or
intended to be given or transmitted, to any Inmate of any state Correctional Institution.
(b) Any article of food or clothing given or transmitted, or intended to be given or transmitted,
to any Inmate of any state Correctional Institution.
(c) Any intoxicating beverage or beverage which causes or may cause an intoxicating effect.
(d) Any controlled substance as defined in section 893.02(4), marijuana as defined in
section 381.986, hemp as defined in section 581.217, industrial hemp as defined in
section 1004.4473, or any prescription or nonprescription drug having a hypnotic,
stimulating, or depressing effect.
(e) Any firearm or weapon of any kind or any explosive substance. (This includes any
weapons left in vehicles)
(f) Any cellular telephone or other portable communication device intentionally and
unlawfully introduced inside the secure perimeter of any state Correctional Institution
without prior authorization or consent from the officer in charge of such Correctional
Institution.
(g) Any vapor-generating electronic device as defined in section 386.203, intentionally and
unlawfully introduced inside the secure perimeter of any state Correctional Institution.
A person who violates any provision of this section as it pertains to an article of
contraband described in subsections (a), (b), or (f) is guilty of a felony of the third
degree. In all other cases, a violation of a provision of this section constitutes a
felony of the second degree.
(2) Absolutely no transactions between contract personnel and Inmates are permitted. This
includes, but is not limited to, giving or receiving cigarettes, stamps, or letters.
(3) No communication with Inmates, verbal or otherwise, is permitted without the authorization
of the officer-in-charge.
(4) Keep all keys in your pockets. Do not leave keys in the ignition locks of motor vehicles. All
vehicles must be locked, and windows rolled up when parked on state property. Wheel
locking devices may also be required.
(5) Establish with the Warden and/or Chief of Security where construction vehicles should be
parked and staging area for materials storage.
(6) Obtain formal identification (driver’s license or non-driver’s license obtained from the
Department of Highway Safety and Motor Vehicles). This identification must be presented
each time you enter or depart the Institution.
(7) Strict tool control will be enforced at all times. Tools within the Correctional Institution are
classified as Class AA, A, or B.
(a) Class AA tools are defined as any tool that can be utilized to cut chain link fence fiber or
razor wire rapidly and effectively.
(b) Class A tools are defined as those tools which, in their present form, are most likely to
be used in an escape or to do bodily harm to staff or Inmates.
(c) Class B tools are defined as tools of a less hazardous nature. Every tool is to be
geographically controlled and accounted for at all times.
(d) At the end of the workDay, toolboxes will be removed from the compound or to a secure
area as directed by security staff. You must have two copies of the correct inventory
Page 251 of 259
FDC ITN-22-042

with each toolbox; one copy will be used and retained by security staff who will search
and ensure a proper inventory of tools each time the toolbox is brought into the facility,
the other copy will remain with the toolbox at all times. Tools should be kept to a
minimum (only those tools necessary to complete your job). All lost tools must be
reported to the Chief of Security (Colonel or Major) immediately. No Inmate will be
allowed to leave the area until the lost tool is recovered.
(8) Prior approval must be obtained from the Chief of Security before bringing any powderactivated tools onto the compound. Strict accountability of all powder loads and spent
cartridges is required.
(9) All construction materials will be delivered into the compound on trucks entering through the
sallyport gate. As the security check of vehicles is an intensive and time-consuming (10-15
minutes) process, the Vendor is requested to minimize the number of deliveries.
(10) Control end-of-Day construction materials and debris. Construction materials and debris can
be used as weapons or as a means of escape. Construction material will be stored in
locations agreed to by security staff, and debris will be removed to a designated location.
Arrange for security staff to inspect the project area before construction personnel leave.
This will aid you in assuring that necessary security measures are accomplished.
(11) Coordinate with the Warden and Chief of Security regarding any shutdown of existing
systems (gas, water, electricity, electronics, sewage, etc.). Obtain institutional approval
before shutting down any existing utility system. Arrange for alternative service (if required)
and expeditious re-establishment of the shutdown system.
(12) With the intent of maintaining security upon the Institution’s grounds, a background check will
be made upon all persons employed by the Vendor or who work on the project. The
Department, represented by the Institution’s Warden, reserves the right to reject any
person whom it determines may be a threat to the security of the Institution.
_______________________________
Vendor/Vendor Signature

_______________________________
Date

___________________________
FDC Staff Witness Signature

Page 252 of 259

FDC ITN-22-042

ATTACHMENT XI – BUSINESS ASSOCIATE AGREEMENT FOR HIPAA
FDC ITN-22-042
This Business Associate Agreement supplements and is made a part of this Agreement between
the Florida Department of Corrections ("Department") and Click here to enter contractor name.
("Vendor"), (individually, a "Party" and collectively referred to as "Parties").
Whereas, the Department creates or maintains, or has authorized the Vendor to receive, create,
or maintain certain Protected Health Information (“PHI,”) as that term is defined in 45 C.F.R.
§164.501 and that is subject to protection under the Health Insurance Portability and
Accountability Act of 1996, as amended. (“HIPAA”);
Whereas, the Department is a “Covered Entity” as that term is defined in the HIPAA implementing
regulations, 45 C.F.R. Part 160 and Part 164, Subparts A, C, and E, the Standards for Privacy of
Individually Identifiable Health Information (“Privacy Rule”) and the Security Standards for the
Protection of Electronic Protected Health Information (“Security Rule”);
Whereas, the Vendor may have access to PHI in fulfilling its responsibilities under its Contract
with the Department;
Whereas, the Vendor is considered to be a “Business Associate” of a Covered Entity as defined
in the Privacy Rule;
Whereas, pursuant to the Privacy Rule, all Business Associates of Covered Entities must agree
in writing to certain mandatory provisions regarding the use and disclosure of PHI; and
Whereas, the purpose of this Agreement is to comply with the requirements of the Privacy Rule,
including, but not limited to, the Business Associate Contract requirements of 45 C.F.R.
§164.504(e).
Whereas, in regards to Electronic Protected Health Information as defined in 45 C.F.R. § 160.103,
the purpose of this Agreement is to comply with the requirements of the Security Rule, including,
but not limited to, the Business Associate Contract requirements of 45 C.F.R. §164.314(a).
Now, therefore, in consideration of the mutual promises and covenants contained herein, the
Parties agree as follows:
1.

Definitions
Unless otherwise provided in this Agreement, any and all capitalized terms have the same
meanings as set forth in the HIPAA Privacy Rule, HIPAA Security Rule or the Health
Information Technology for Economic and Clinical Health (HITECH) Act. Vendor
acknowledges and agrees that all PHI that is created or received by the Department and
disclosed or made available in any form, including paper record, oral communication,
audio recording, and electronic display by the Department or its operating units to Vendor
or is created or received by Vendor on the Department’s behalf shall be subject to this
Agreement.

2.

Confidentiality Requirements
A.
Vendor agrees to use and disclose PHI that is disclosed to it by the Department
solely for meeting its obligations under its agreements with the Department, in
accordance with the terms of this agreement, the Department's established
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FDC ITN-22-042

B.

C.

policies rules, procedures and requirements, or as required by law, rule or
regulation.
In addition to any other uses and/or disclosures permitted or authorized by this
Agreement or required by law, Vendor may use and disclose PHI as follows:
(1)

if necessary for the proper management and administration of the Vendor
and to carry out the legal responsibilities of the Vendor, provided that any
such disclosure is required by law or that Vendor obtains reasonable
assurances from the person to whom the information is disclosed that it will
be held confidentially and used or further disclosed only as required by law
or for the purpose for which it was disclosed to the person, and the person
notifies Vendor of any instances of which it is aware in which the
confidentiality of the information has been breached;

(2)

for data aggregation services, only if to be provided by Vendor for the
health care operations of the Department pursuant to any and all
agreements between the Parties. For purposes of this Agreement, data
aggregation services means the combining of PHI by Vendor with the PHI
received by Vendor in its capacity as a Vendor of another covered entity,
to permit data analyses that relate to the health care operations of the
respective covered entities.

(3)

Vendor may use and disclose PHI that Vendor obtains or creates only if
such disclosure is in compliance with every applicable requirement of
Section 164.504(e) of the Privacy Act relating to Vendor Contracts. The
additional requirements of Subtitle D of the HITECH Act that relate to
privacy and that are made applicable to the Department as a covered entity
shall also be applicable to Vendor and are incorporated herein by
reference.

Vendor will implement appropriate safeguards to prevent use or disclosure of PHI
other than as permitted in this Agreement. Further, Vendor shall implement
administrative, physical, and technical safeguards that reasonably and
appropriately protect the confidentiality, integrity, and availability of Electronic PHI
that it creates, receives, maintains, or transmits on behalf of the Department. The
Secretary of Health and Human Services and the Department shall have the right
to audit Vendor’s records and practices related to use and disclosure of PHI to
ensure the Department's compliance with the terms of the HIPAA Privacy Rule
and/or the HIPAA Security Rule.
Further, Sections 164.308 (administrative safeguards). 164.310 (physical
safeguards), 164.312 (technical safeguards), and 164.316 (policies and
procedures and documentation requirements) of the Security Rule shall apply to
the Vendor in the same manner that such sections apply to the Department as a
covered entity. The additional requirements of the HITECH Act that relate to
security and that are made applicable to covered entities shall be applicable to
Vendor and are hereby incorporated by reference into this Business Associate
Agreement.

D.

Vendor shall report to Department any use or disclosure of PHI, which is not in
compliance with the terms of this Agreement as well as any Security incident of
which it becomes aware. Vendor agrees to notify the Department, and include a
Page 254 of 259
FDC ITN-22-042

copy of any complaint related to use, disclosure, or requests of PHI that the Vendor
receives directly and use best efforts to assist the Department in investigating and
resolving such complaints. In addition, Vendor agrees to mitigate, to the extent
practicable, any harmful effect that is known to Vendor of a use or disclosure of
PHI by Vendor in violation of the requirements of this Agreement.
Such report shall notify the Department of:
1)

any Use or Disclosure of PHI (including Security Incidents) not permitted
by this Agreement or in writing by the Department;

2)

any Security Incident;

3)

any Breach, as defined by the HITECH Act; or any other breach of a
security system, or like system, as may be defined under applicable State
law (Collectively a “Breach”).

4)

any other breach of a security system, or like system, as may be defined
under applicable State law (Collectively a “Breach”).

Vendor will without unreasonable delay, but no later than 72 hours after discovery
of a Breach, send the above report to the Department.
Such report shall identify each individual whose PHI has been, or is reasonably
believed to have been, accessed, acquired, or disclosed during any Breach
pursuant to 42 U.S.C.A. § 17932(b). Such report will:

E.

1)

Identify the nature of the non-permitted or prohibited access, use, or
disclosure, including the nature of the Breach and the date of discovery of
the Breach.

2)

Identify the PHI accessed, used or disclosed, and provide an exact copy or
replication of that PHI.

3)

Identify who or what caused the Breach and who accessed, used, or
received the PHI.

4)

Identify what has been or will be done to mitigate the effects of the Breach;
and

5)

Provide any other information, including further written reports, as the
Department may request.

In accordance with Section 164.504(e)(1)(ii) of the Privacy Rule, each party agrees
that if it knows of a pattern of activity or practice of the other party that constitutes
a material breach of or violation of the other party’s obligations under the Business
Associate Agreement, the non-breaching party will take reasonable steps to cure
the breach or end the violation, and if such steps are unsuccessful, terminate the
Contract or arrangement if feasible. If termination is not feasible, the party will
report the problem to the Secretary of Health and Human Services (federal
government).
Page 255 of 259

FDC ITN-22-042

3.

F.

Vendor will ensure that its agents, including a subcontractor, to whom it provides
PHI received from, or created by Vendor on behalf of the Department, agree to the
same restrictions and conditions that, apply to Vendor, and apply reasonable and
appropriate safeguards to protect such information. Vendor agrees to designate
an appropriate individual (by title or name) to ensure the obligations of this
agreement are met and to respond to issues and requests related to PHI. In
addition, Vendor agrees to take other reasonable steps to ensure that its
employees’ actions or omissions do not cause Vendor to breach the terms of this
Agreement.

G.

Vendor shall secure all PHI by a technology standard that renders PHI unusable,
unreadable, or indecipherable to unauthorized individuals and is developed or
endorsed by a standards developing organization that is accredited by the
American National Standards Institute and is consistent with guidance issued by
the Secretary of Health and Human Services specifying the technologies and
methodologies that render PHI unusable, unreadable, or indecipherable to
unauthorized individuals, including the use of standards developed under Section
3002(b)(2)(B)(vi) of the Public Health Service Act, pursuant to the HITECH Act, 42
U.S.C. § 300jj-11, unless the Department agrees in writing that this requirement is
infeasible with respect to particular data. These security and protection standards
shall also apply to any of Vendor’s agents and subcontractors.

H.

Vendor agrees to make available PHI so that the Department may comply with
individual rights to access in accordance with Section 164.524 of the HIPAA
Privacy Rule. Vendor agrees to make PHI available for amendment and
incorporate any amendments to PHI in accordance with the requirements of
Section 164.526 of the HIPAA Privacy Rule. In addition, Vendor agrees to record
disclosures and such other information necessary, and make such information
available, for purposes of the Department providing an accounting of disclosures,
as required by Section 164.528 of the HIPAA Privacy Rule.

I.

The Vendor agrees, when requesting PHI to fulfill its Contractual obligations or on
the Department’s behalf, and when using and disclosing PHI as permitted in the
Contract, that the Vendor will request, use, or disclose only the minimum
necessary in order to accomplish the intended purpose.

Obligations of Department
A.
The Department will make available to the Business Associate the notice of privacy
practices (applicable to Inmates under supervision, not to Inmates) that the
Department produces in accordance with 45 CFR 164.520, as well as any material
changes to such notice.
B.

The Department shall provide Business Associate with any changes in, or
revocation of, permission by an Individual to use or disclose PHI, if such changes
affect Business Associate’s permitted or required uses and disclosures.

C.

The Department shall notify Business Associate of any restriction to the use or
disclosure of PHI that impacts the business associate’s use or disclosure and that
the Department has agreed to in accordance with 45 CFR 164.522 and the
HITECH Act.
Page 256 of 259

FDC ITN-22-042

4.

Termination
A.
Termination for Breach - The Department may terminate this Agreement if the
Department determines that the Vendor has breached a material term of this
Agreement. Alternatively, the Department may choose to provide Vendor with
notice of the existence of an alleged material breach and afford Vendor an
opportunity to cure the alleged material breach. In the event Vendor fails to cure
the breach to the satisfaction of the Department, the Department may immediately
thereafter terminate this Agreement.
B.

Automatic Termination - This Agreement will automatically terminate upon the
termination or expiration of the original Contract between the Department and the
Vendor.

C.

Effect of Termination
(1)

Termination of this agreement will result in termination of the associated
Contract between the Department and the Vendor.

(2)

Upon termination of this Agreement or the Contract, Vendor will return or
destroy all PHI received from the Department or created or received by
Vendor on behalf of the Department that Vendor still maintains and retain
no copies of such PHI; provided that if such return or destruction is not
feasible, Vendor will extend the protections of this Agreement to the PHI
and limit further uses and disclosure to those purposes that make the return
or destruction of the information infeasible.

5.

Amendment - Both parties agree to take such action as is necessary to amend this
Agreement from time to time as is necessary to comply with the requirements of the HIPAA
Privacy Rule, the HIPAA Security Rule, and the HITECH Act.

6.

Interpretation - Any ambiguity in this Agreement shall be resolved to permit the
Department to comply with the HIPAA Privacy Rule, the HIPAA Security Rule, and/or the
HITECH Act.

7.

Indemnification – The Vendor shall be liable for and agrees to be liable for, and shall
indemnify, defend, and hold harmless the Department, its employees, agents, officers,
and assigns from any and all claims, suits, judgments, or damages including court costs
and attorneys’ fees arising out or in connection with any non-permitted or prohibited Use
or Disclosure of PHI or other breach of this Agreement, whether intentional, negligent or
by omission, by Vendor, or any subcontractor of Vendor, or agent, person or entity under
the control or direction of Vendor. This indemnification by Vendor includes any claims
brought under Title 42 USC §1983, the Civil Rights Act.

8.

Miscellaneous - Parties to this Agreement do not intend to create any rights in any third
parties. The obligations of Vendor under this Section shall survive the expiration,
termination, or cancellation of this Agreement, or any and all other contracts between the
parties, and shall continue to bind Vendor, its agents, employees, Vendors, successors,
and assigns as set forth herein for any PHI that is not returned to the Department or
destroyed.

Page 257 of 259

FDC ITN-22-042

ATTACHMENT XII– NONDISCLOSURE AGREEMENT FOR RESTRICTED INFORMATION
FDC ITN-22-042
In connection with ITN-22-042, entitled “Comprehensive Health Care Services” the Florida
Department of Corrections (“FDC”) is disclosing to your business information, procedures,
technical information and/or ideas identified as “Restricted”.
In consideration of any disclosure and any restricted information provided by FDC concerning
ITN-22-042, you agree as follows:
1. You will hold in confidence and not possess or use (except to evaluate and review in
relation to the ITN) or disclose any Restricted information except information you can
document (a) is in the public domain through no fault of yours, (b) was properly known to
you, without restriction, prior to disclosure by FDC, or (c) was properly disclosed to you by
another person without restriction, and you will not reverse engineer or attempt to derive
the composition or underlying information, structure or ideas of any Restricted information.
The foregoing does not grant you a license in or to any of the Restricted information.
2. If you decide not to proceed with the proposed business relationship or if asked by FDC,
you will promptly return all Restricted information and all copies, extracts, and other
objects or items in which it may be contained or embodied.
3. You will promptly notify FDC of any unauthorized release of Restricted information.
4. You understand that this statement does not obligate FDC to disclose any information or
negotiate or enter into any agreement or relationship.
5. You acknowledge and agree that due to the unique nature of the restricted information,
any breach of this agreement would cause irreparable harm to FDC for which damages
are not an adequate remedy and that the FDC shall therefore be entitled to equitable relief
in addition to all other remedies available at law.
6. The terms of this Agreement will remain in effect with respect to any particular restricted
information until you can document that it falls into one of the exceptions stated in
Paragraph 1 above.
7. This Agreement is governed by the laws of the State of Florida and may be modified or
waived only in writing. If any provision is found to be unenforceable, such provision will be
limited or deleted to the minimum extent necessary so that the remaining terms remain in
full force and effect. The prevailing party in any dispute or legal action regarding the
subject matter of this Agreement shall be entitled to recover attorneys’ fees and costs.
Information identified as “Restricted” is included in the Resources CD, specified in Section 2.8 of
the ITN.
Acknowledged and agreed on
By:
(Signature)
Name:

, 2022

Company Name:
Title:

Page 258 of 259

FDC ITN-22-042

ATTACHMENT XIII – FEDERAL BUREAU OF INVESTIGATION CRIMINAL JUSTICE
INFORMATION SERVICES SECURITY ADDENDUM
FDC ITN-22-042
CERTIFICATION
I hereby certify that I am familiar with the contents of (1) the Security Addendum, including its
legal authority and purpose; (2) the NCIC Operating Manual; (3) the CJIS Security Policy; and (4)
Title 28, Code of Federal Regulations, Part 20, and agree to be bound by their provisions.
I recognize that criminal history record information and related data, by its very nature, is sensitive
and has potential for great harm if misused. I acknowledge that access to criminal history record
information and related data is therefore limited to the purpose(s) for which a government agency
has entered into the Contract incorporating this Security Addendum. I understand that misuse of
the system by, among other things: accessing it without authorization; accessing it by exceeding
authorization; accessing it for an improper purpose; using, disseminating or re-disseminating
information received as a result of the Contract for a purpose other than that envisioned by the
Contract, may subject me to administrative and criminal penalties. I understand that accessing
the system for an appropriate purpose and then using, disseminating or re-disseminating the
information received for another purpose other than execution of the Contract also constitutes
misuse. I further understand that the occurrence of misuse does not depend upon whether or not
I receive additional compensation for such authorized activity. Such exposure for misuse includes,
but is not limited to, suspension or loss of employment and prosecution for state and federal
crimes.

Printed Name/Signature of Vendor Employee

Date

Printed Name/Signature of Vendor Representative Date

Organization and Title of Vendor Representative

Page 259 of 259

FDC ITN-22-042

Contract No. C3076 - Exhibit 3

Florida Department of Corrections I Bureau of Procurement I FDC ITN-22-042

Comprehensive
Health Care
Services
Due Date: July 15, 2022 2:00pm EST
Technical Reply Copy
Submitted by:
Centurion of Florida, LLC
7700 Forsyth Blvd
St. Louis, MO 63105

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Table of Contents

Table of Contents
Proposal Section

Page

Table of Contents
Tab A. Cover Letter with Contact Information, Executive Summary, Pass/Fail Certification and
Performance Bond/Irrevocable Letter of Credit Letter
Cover Letter

A.1

Executive Summary

A.3

Performance Letter Guarantee

A.14

Attachment III, Vendor’s Contact Information and Certification

A.17

Attachment V, Pass/Fail Requirement Certification

A.18

Attachment VII, Certification of Drug-Free Workplace Program

A.20

Attachment VIII, Notice of Conflict of Interest

A.21

Dun & Bradstreet Financial Stress Score Report

A.22

Reply Bond

A.23

Tab B. Experience and Ability to Provide Services
A. References
Attachment VI – Vendor’s Reference Form
B. Prior Work Experience

B.1
B.2
B.6

1. Narrative/Record of Past Experience

B.6

2. Disputes

B.28

3. Subcontractor Information

B.29

Attachment IX – Subcontracting Forms

B.31

4. Organizational Chart

B.39

5. Personnel

B.40

Tab C. Description of Solution
a. Understanding of FDC Healthcare Services

C.1

b. Understanding of ITN Goals and General Requirements

C.3

c. Overall Approach to ITN Requirements and Goals

C.3

d. Approach to Support FDC Goals

C.5

e. Risks and Challenges with FDC Goals

C.7

f. Ensuring Quality Cost-EffectiveServices

C.10

g. Approach Differentiators

C.11

h. Planned Transition and Implementation of Services

C.20

Tab D. Service Area Detailed Solution
3.6 Health Care Services
3.6.1 Program Management Service Area

D.1
D.1

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Table of Contents

Proposal Section

Page

3.6.2 Institutional Medical Care Service Area

D.35

3.6.3 Dental Care Services

D.53

3.6.4 Mental Health Services

D.65

3.6.5 Hospital Administration and Care at RMC Hospital

D.92

3.6.6 Pharmaceutical Services Service Area

D.108

3.6.7 Utilization Management and Specialty Care Service Area

D.121

3.6.8 Quality Management Service Area

D.136

3.6.9 Electronic Medical Records

D.148

3.6.10 Information Technology Services

D.159

3.6.11 Other Requirements

D.169

Centurion of Florida Proposed Staffing Plans

D.178

Tab E. Implementation Plan
a. On-boarding of Staff and Other Resources

E.6

b. Implementing New Services

E.9

c. Network Establishment

E.9

d. Collaboration with Department Stakeholders

E.10

e. Other Required Activity for Implementation

E.11

f. Estimated Implementation Schedule

E.16

Tab F. Additional Ideas for Improvement or Cost Reduction, and Other Supplemental Materials
Additional Ideas for Improvement or Cost Reduction Narrative
Tab G. Attachment I – Price Information Sheet (in a separately sealed envelope submission)

F.1

Contract No. C3076 - Exhibit 3

~
~

centurion™
7700 Forsyth Blvd.
St. Louis, MO 63105

Eunice Arnold, Procurement Officer
Bureau of Procurement, Office of Financial Management
Florida Department of Corrections
501 S. Calhoun Street
Tallahassee, FL, 32399
Re: FDC ITN 22-042 Comprehensive Health Care Services
Dear Ms. Arnold and members of the proposal evaluation committee:
With a deep sense of humility and gratitude, I join Victoria Love, Chief Operating Officer and former Vice
President of Operations for Centurion of Florida, LLC (Centurion), and Ruth Feltner, Statewide Vice
President of Operations for Florida, and our entire Florida team in submitting our proposal to the Florida
Department of Corrections (FDC) in response to ITN 22-042 Comprehensive Health Care Services.
Since assuming the FDC contracts, we have met and exceeded the FDC’s goals, changing a previously
fragmented healthcare system into one that is unified, integrated, public health-focused and patientcentered. We have worked hand-in-hand with our FDC colleagues to provide exemplary healthcare
services and ensure the safety and security of the facilities in which we work and the individuals we
serve. Together, we have identified and addressed facility and system-wide challenges, used innovative
solutions to enhance service delivery, battled the COVID-19 pandemic, and implemented several costsavings solutions. We have removed the FDC from extensive litigation and have created a healthcare
environment that is accessible, quality- and patient-focused, and dedicated to helping the FDC population
achieve better health outcomes.
What we have achieved in Florida would not be possible without the dedication of the staff who work in
Centurion’s regional office and at FDC facilities. The commitment that our employees have shown,
especially during the COVID-19 pandemic, has been inspiring. While correctional healthcare agencies
across the US struggled with maintaining adequate staffing and avoiding service delivery failures, our
employees rose to the occasion. They lived separate from their families, volunteered to work at facilities
with nursing shortages, and worked long hours to make sure that every patient received the care they
needed. We owe them and their FDC colleagues a huge debt of gratitude.
In tandem, our recruiting team worked furiously to fill open positions in a healthcare environment that has
been struggling with historic nursing, mental health, and provider shortages. To address staffing
challenges, we have assembled a team of 27 recruiting and human resource professionals focused on

CenturionManagedCare.com
Page A.1

Contract No. C3076 - Exhibit 3

the FDC contract. We have obtained National Health Services Corps (NHSC) loan repayment program
(LRP) designation for 31 FDC facilities, increased focus on academic affiliations, and invested nearly $1.5
million in shift differential, referral, and sign-on bonuses. In addition, we have increased our reach to
potential candidates through out-of-home and mobile job advertising. We will continue these and other
initiatives aimed at reducing vacancies and increasing fill and retention rates. Centurion is confident that
we are past the proverbial "hump" and well on our way to achieving the same pre-COVID staffing levels.
In submitting our proposal, we agree to provide services as described in the ITN. Our forward-looking
goals and services for the new contract term, summarized in our executive summary and detailed
throughout our proposal, include:

■

A cohesive public health-focused approach to providing healthcare services, especially for
incarcerated individual with special needs

■

Innovative solutions and resources, such as telehealth and EMR, to support service delivery

■

Increased retention, low turnover and high staffing fill rates

■

Ongoing coordination with pharmacy management that will result in ongoing cost savings

■

Improved patient access and more cost effective services through telehealth and onsite specialty
service providers

■

An impactful utilization management program to effectively minimize offsite healthcare services

■

Access to the industry's most innovative, real managed care model

■

Health metrics integrity, transparency and consistency, with enhanced analytics and informatics

■

Relentless focus on continuous quality improvement

We are proud of the accomplishments we have achieved to date in collaboration with the Department and
are confident that we can support the FDC in maintaining its status of being one of the top correctional
healthcare programs in the nation.
Please do not hesitate to contact me if we can provide you with any additional information. You can
reach me via phone at 314-505-6841 or email at KLueking@TeamCenturion.com.
Sincerely,

�

O

�CA-1'----

Keith Lueking
Chief Executive Officer
Phone: 314-505-6841
Email: KLueking@TeamCenturion.com

Page A.2

Contract No. C3076 - Exhibit 3

Executive Summary
Centurion is pleased to submit the following Executive Summary highlighting the substantial resources and capabilities of
our company to serve the Florida Department of Corrections (FDC) and proposed enhancements to the program going
forward. We also address the four required topics of our operational model, technical solution, cost methodology, and
assumptions. As the incumbent contractor, we have a fully operating healthcare team and management system in place and
a solid foundation to build upon to continue to advance the program in the years to come.

Centurion Today

Quality
Care
Serving 290,000
Incarcerated Individuals
An increase of 90% from 168.000
individuals in 2005 to 290,000
individuals in 2022

National
Presence
16 States
Services provided to over 340+
facilities, with populations ranging
from 100 to over 5,000 persons per facility

Financial
Strength
Corporate and Florida
Leadership Team in Place
Deep corporate and regional resources in
placc,supporting our 9,000 employees
(including 3,000 in FDC)

Proven Ability to
Support Financial
Requirements of FDC

Most State DOC
Partnerships
Serving 12 State Correctional
Agencies
More state DOC clients
than any other company

Florida
Presence
Serving FDC Since 1998
In addition to our 3,000 Florida regional employees,
more than 50 Centurion corporate employees are
Florida residents, including several leaders

Strong, sound, and appropriate
fiscal condition with three decades
of positive financial performance

Page A.3

Contract No. C3076 - Exhibit 3

Serving the Sunshine State
Together, Centurion and the FDC have a strong record of accomplishments:
Medical Accomplishments
 Increased access to onsite specialty care (e.g., orthopedic procedures, radiology, sleep
studies, cardiac evaluations, and surgical procedures)




Achieved 98% sustained virologic response rate for Hepatitis C patients



Medication formulary management initiatives started in 2019, reduced monthly non-formulary
medication costs from over $245,000 to $34,000



Achieved pharmacy cost savings of $2.3 million between 2018 – 2020 through cost avoidance
and savings initiatives



Successfully managed the COVID-19 pandemic, mitigating the virus’ spread across FDC
facilities



Supported continuity of FDC’s 340B program with the Department of Health by providing
telehealth capacity for DOH provider appointments



Expanded onsite dialysis capacity

Focus on Wellness program resulted in average A1c reduction of 0.9 points for diabetic
patients

Mental Health Accomplishments
 Supported the opening of the residential continuum of care units at Wakulla CI and Florida
Women’s Reception Center




Implemented program to evaluate and treat patients with gender dysphoria



Implemented suicide prevention roundtables for multidisciplinary discussion and training
opportunities



Supported the FDC doctoral and post-doctoral internship and residency programs, resulting
in 15 interns and residents joining Centurion as employees

Implemented system to increase compliance with psychotropic medication dispensing and
efficient use of pill line

Dental Accomplishments
 Reduced dental backlog caused by COVID-19 from 12,529 patients to 2,895 patients
within a three month period, and currently maintain no backlogs



Achieved a total cost avoidance of over $1.6 million through dental chart recycle,
replacement of dental equipment, and more efficient management of dental instrument
and supplies



Achieved a cost avoidance of $178,841 by redistributing dental equipment and supplies

Staffing Accomplishments
 Increased overall staff positions to 3,155 in 2022
 Maintained an average retention rate of nearly 70% across all positions
 Obtained National Health Savings Corp Loan Repayment Program (NHSC-LRP)
designation for 30 FDC facilities




Supported 25 employees in applying for and benefiting from the NHSC-LRP
Increased use of bonuses and pay differentials to hire and retain staff, including $1 million in
pay differentials and $416,00 in new hire incentives in 2021 and $2.5 million in 2022

Information Technology Accomplishments
 Completed IT infrastructure update of approximately 3,000 endpoints at FDC facilities
 Completed implementation of the GE Centricity-Fusion Electronic Medical Record system

Centurion in
Florida Previous
Contract History

Centurion began providing
services in the state of
Florida, as MHM, dating back
to 1999 as the provider of
mental health services to the
Broward Women’s Prison.
1999 – 2009: MHM provided
mental health services at
Broward Women’s CI.
2006 – 2009: Expanded to
provide comprehensive
mental health services and
absorb medical personnel
throughout Region IV
2006 – 2009: Provided
emergency medical services
throughout Region IV until
FDC could absorb the
services into self-operation.
2003 – 2009: MHM provided
mental health staffing
services, as needed, in
Regions I, II, III

0

sunshine health.
Centurion is affiliated with
Sunshine Health, a provider of
Medicaid, long term care, child
welfare, and other services to
Floridians since 1995.

across all Florida regions




Migrated patient pharmacy data from state pharmacy system into the Fusion EMR system
Expanded telehealth utilization, achieving an 83% completion rate among the 1,242
patients served using telehealth services in 2022 alone

Page A.4

Contract No. C3076 - Exhibit 3

Centurion’s Operational Model
Centurion and the FDC have collaborated extensively over the past six years to improve medical, mental health, and dental
services at FDC facilities. Centurion’s operational model aligns with the FDC’s goals and objectives of their 2021 – 2024
Strategic Plans. We will continue the process of collaborating with the FDC to achieve more of those goals. We have
substantial leadership and support services based in Florida to support our over 3,000 employees working in the FDC
program. Our decentralized management approach puts the authority to make decisions in the program without layers of
corporate bureaucracy. Our model also benefits from Centurion’s corporate and local technological, operational, clinical, and
human resources infrastructure and capabilities, offering services that are timely, evidence-based, and impactful.
As we have done under the current contract, we prefer to discuss any proposed operational changes with the FDC in person
as we have found our partnership, with collaborative input from all parties involved, results in a much better, improved
product and system of healthcare service delivery. We have always found the Department open to considering alternate
ways to meet the intent, goal or objective of requirements and hope to continue this positive pattern of communication and
innovative problem solving into the future. Our Centurion leadership works closely and collaboratively with FDC leadership:
Tom Reimers, Laura Carter, Dr. Kalem Santiago, Paula Foskey, Dr. Dean Aufderheide, Dr. Suzonne Kline, and Thomas
Shields. We value this partnership and these relationships as they are a direct correlation with the accomplishments we’ve
produced together in our current program. Our operational model includes:

I

Early identification of and
intervention for those al risk for
serious and costly medical,
behavioral, and dental conditions
to minimize disease burden and
achieve wellness

Data management and care
coordination systems that profile and
align patients with appropriate
interventions, and, in the new
contract, implementation of predictive
modeling algorithms to identify
patient needs and risk

Evidence-based clinical and utilization
management policies and guidelines,
including lnterQual criteria to ensure
medical necessity of services provided.

Exhaustive network of medical,
behavioral health, dental and
specialty providers and use of
telehealth to improve service
access and efficiency

Ongoing and customized services for
patients with chronic and infectious
diseases to decrease mortality and
morbidity

Patient engagement, health
coaching, and education to
improve self-management and
treatment compliance and
outcomes

Data analytics, informatics and
reporting to evaluate
performance and enhance
service delivery at patient and
system levels

Extensive new employee
orientation and ongoing training
and education for staff and
providers to increase employee
skills and capabilities

Strategic deployment of
technology, such as electronic
medical records, to improve
delivery of coordinated,
appropriate, and timely
healthcare services

High-quality services delivered
at the right time, in the right setting,
and by the right provider to enable
optimal treatment outcomes

Quality management protocols
to continuously review and
enhance the services we offer

Local and national recruiting and
retention capabilities that ensure
availability of qualified and
experienced staff and
maintenance of high fill rates

Cost Methodology and Assumptions
Based on the cost reimbursement text in the Invitation to Negotiate (ITN), Centurion’s cost assumptions are that the future
contract will operate under the same or essentially similar cost-based reimbursement model in place today under the
current contract. The current contract between Centurion and the FDC uses a cost-based reimbursement methodology
that ensures the FDC has full transparency into the program’s operating costs and ultimate authority over expenditures.
The model provides flexibility to adjust staffing and services as needed without renegotiating contract terms and price. This
methodology also allows the FDC to avoid paying high risk premiums under historical fixed, full-risk, per-inmate-per-day
reimbursement models, which are no longer common. In addition, the current cost-based reimbursement model
appropriately incentivizes the contractor to earn its revenue and margin by spending towards the program’s goals and
objectives, rather than withhold services and care to increase profits.
Page A.5

Contract No. C3076 - Exhibit 3

Technical Solution: Integrated Medical, Behavioral, and Dental Health
One of Centurion’s corporate strategic pillars for our Vision 2025 Initiative is ensuring all of our programs instill a
Collaborative Healthcare Model that enjoins medical, mental health, and dental services to ensure all of a patient’s complex
health needs are met.

Comprehensive Services
 Evidence-based services, compliant with

ACA standards, FDC policies, and federal
and state guidelines

 Routine, sick call, emergency, and chronic
care services

 Onsite and offsite specialty services

Integrated Services
Cross-functional teams engaged in overall patient care with tracking and
auditing  Leveraging multi-disciplinary teams to address the needs of patients
with serious mental illness and/or complex healthcare needs  Extensive staff
and patient education and use of innovative solutions, such as digital
diagnostics, to improve outcomes and decrease morbidity Utilization
Management services using InterQual and TruCare uM platforms  Two
statewide UM medical directors monitoring medical necessity of services.

 Services for youth, females, elderly,

disabled, and other special populations

 Infectious disease and vaccinations

(including continuation of COVID-19
mitigation activities)

 Audiology services
 Diagnostic testing, radiology, and
laboratory services

 Expanding staff training and education
 Resident orientation and education

Mental Health Services
Evidence-based utilization management services provided by experienced
clinical staff to ensure the medical necessity of onsite specialty services and
hospitals  Initial, suicide, self-injurious behavior, and risk assessment and
assignment of mental health grade  Screening for gender dysphoria, sexual
battery  Inpatient, outpatient, infirmary, and transitional mental health services
 Cognitive-behavior therapy and counseling  Sex offender treatment 
Psychiatric interventions, including management of psychotropic medications
 Routine, urgent, and emergency mental health treatment

 Continuity of care, consultation, and
collaboration

 Comprehensive continuous quality
management program

Pharmacy Management

 Multidisciplinary team treatment planning

Continued partnership with FDC Department of Pharmacy and Department of
Health  Provision of non-exempted, non-formulary prescription medications,
acquisition and maintenance of all pharmacy licenses, and delivery of monthly
consultant pharmacist inspection reports  Extensive staff training on
medication management and application and implementation of initiatives such
as once-a-day medication dosing, keep-on-person medications, including
addition of HIV antivirals, and others to achieve cost avoidance and operational
efficiencies  Collaborating with healthcare staff to maintain an inventory of
required medications, needles, and syringes for medication application in
compliance with FDC regulations.

 Mental health services across all FDC

Dental Services

 Reentry and discharge coordination,

including for patients with mental health
disorders, including development of
discharge/aftercare plans, assistance with
SSI/SSDI applications, and referral to
community-based mental health services

 Resources for special populations including
Focus on Wellness and H.E.R. program

and meetings, including consolidating
mental health and medical nursing under
the same nursing leadership

facilities, including on residential continuum
of care units, secure treatment units, close
management units, diversion treatment
units, TCUs, cognitive treatment units,
corrections mental health treatment facility,
and restrictive housing areas

Full array of routine, urgent, and emergency dental services including
prophylactic treatment, oral health education, prosthetics and other appliances,
and Level I, II, and III dental treatment  Implementing solutions such as “strike
teams” to decrease dental backlog, investing in new dental equipment, and
centralizing bulk inventory to improve patient care and cost efficiency.

Chronic Care Services
A wide range of chronic care services, including management of infectious diseases such as Hepatitis C and HIV/AIDS, and chronic
diseases such as diabetes, hypertension and cardiovascular diseases  Expansion of palliative care and services for elderly
incarcerated individuals and collaboration with the FDC to meet the needs of incarcerated individuals in need of long-term or nursing
home care Continued support of the FDC with managing the COVID-19 pandemic.
Page A.6

Contract No. C3076 - Exhibit 3

Technical Solution: Ensuring Quality of Services
Resolved Litigation

Centurion has a 25-year history of helping state DOC’s resolve and
mitigate litigation. We achieve this through improved resource utilization,
improved service delivery, improved monitoring and reporting, and
improved collaboration with our client-partners. In Florida, this track
record is exemplified by our shared successes in resolving:

Florida Justice Institute’s Hoffer et al. v. Jones class action
litigation regarding hepatitis C treatment

Florida Justice Institute’s Copeland et al. v. Julie Jones and
Corizon class action litigation regarding hernia treatment

Disability Rights Florida v. Julie Jones class action litigation
regarding services for incarcerated individuals with hearing and
vision disabilities, along with our shared, ongoing progress
towards resolving

Disability Rights Florida v. Julie Jones et al. litigation regarding
inpatient mental health treatment.
Centurion is committed to completing the resolution of the DRF mental
health litigation in the new contract and will continue to work closely with
the Department and the Correctional Medical Authority to this end.

Stronger Commitment to Organizational
Compliance
Centurion complies fully with federal, State, and local regulations, FDC
policies and procedures, and accreditation standards at both program
and organizational levels. Ruth Feltner, BS, CCHP (Statewide Vice
President of Operations) and Linda Dorman, RN, BSN, CCHP
(Statewide Director CQI/EMR) are responsible for assuring our
compliance across the program and at every FDC facility.
Unique to Centurion is the corporate focus that we place on
compliance through our Corporate Compliance Department, ensuring
that we function as One Team with One Mission, providing
exemplary healthcare services for our clients and the populations we
serve. Our corporate compliance team includes Chris Briddell, MBA,
CHC, CIA, Chief Compliance Officer, Karen Riley RN, BSN, MBA,
CPHQ, Compliance Director.

Quality improved with more staff, better
leadership, more services, and focus on
identification of patient's needs and compliance.
American Correctional Association
Accreditation
In 2021, Centurion participated in and contributed to ACA site
visits at all FDC facilities where Centurion provides services,
maintaining accreditation for ALL Florida facilities. We are
currently working with the FDC and facility staff to prepare for
the next surveys scheduled to occur in 2024. Centurion has
created and maintains a site within our Central shared portal
with FDC, available to all users including the FDC ACA
Coordinator, to maintain ACA items. This team approach and
site have led to increased staff satisfaction with the process,
standardization of data submitted, increased timeliness of
data gathering, and overall successful ACA accreditation.

Decreasing Mortality
Rates
Centurion has worked to reduce
mortality rates among FDC
incarcerated individuals. Aside from
the temporary and unpreventable
increase in mortality rates at the
height of the COVID-19 pandemic, we
have achieved an over 55%
reduction in mortality rates from 403
deaths per 100,000 in 2017 to 152
deaths per 100,000 in 2022 YTD.

Compliance's Role in a Healthy Contract

""f'

V

Clinical Standards

)"( Program Management

Integrated Tearns
• Me:lical Management
• Clinical Data Used to Assess
Outcomes
• Best Practices

~

•
•
•
•

Quality Assurance
Accreditation
Innovation
Poli:y Review

• Reporting
• Client Relations
Reputation
Compliance
Technclogy

,.1.,

~

Fiscal Health

• Success Metrics
• Accounts Payable
Process & Review
• Contract Knowledge
• Productivity/ Efficiencies

•
•
•
•
•

Mana;iing Matrixes
Business Development
Compensation
Fore:asting
Contra:! Financial Liabil~ies

•
•
•
•
•

• Data Collecti:::n
• Litigation Risk
Contract lndi:atcrs
Lines of Succession

Talent

Right Team
Leadersh~ & Coaching
Employee Well Being
Communication
Culture and Engagement •

Retention
Accountal:ility
Rewards and Re:cgnitoili
Learning & Development
Work Force Statistics
Page A.7

Contract No. C3076 - Exhibit 3

Technical Solution: Staffing, One Team, One Mission
In spite of all the modern technology, healthcare is still people serving people. Nothing is more critical to Centurion’s success
than the qualified, compassionate, and dedicated staff who serve the needs of the incarcerated individuals entrusted to our care.
From administrative assistants to the senior executive team, and the thousands of clinicians they support, each Centurion
employee works to make sure patients have access to and receive timely and appropriate healthcare services. No degree of
innovation or technological advancement can replace the compassion and expertise of the professionals who choose
to give of their time and talent in service to incarcerated individuals.
In Florida, our healthcare teams work side-by-side with security and facility staff in often unique and challenging conditions to
ensure access to healthcare services for FDC incarcerated individuals. We are incredibly grateful to our employees and
their FDC counterparts for their tireless and unwavering commitment to public safety and public health. It is this deep
sense of gratitude that fuels our efforts to provide our employees with the best employment opportunity possible.
To say that the COVID-19 pandemic and the havoc it caused in the healthcare field was unexpected is an understatement. For
our staff, it was equal parts challenging and inspiring, demoralizing and fulfilling, tragic and hopeful. From forming volunteer
emergency pools and cross training to working longer and more frequent shifts, our staff ensured that that staffing shortages did
not adversely impact the overall program or any FDC patient. Reaching deep into their reservoir of compassion, hope, and
humanity, they epitomized our new employee banner of “Healthcare beyond patient care, healthcare for humanity”.
Almost every correctional agency and healthcare program experienced the same sudden shortfalls in staffing under what many
refer to as the Great Resignation. Centurion was no exception. While our recruiting team worked tirelessly to recruit and
employ quality staff, we used innovative technologies, such as telehealth, to deliver care and new staffing solutions to ensure full
medical, mental health, and dental coverage. We provided cross training to increase staff and position flexibility, implemented
the EMR to increase productivity, and created strike teams to address backlogs. We used shift differentials, referral and sign-on
bonuses ($1 million and $416,000, respectively, invested to date) and out-of-home and mobile job advertising to reach potential
candidates. As a result, despite the national challenges in recruiting and retaining qualified healthcare staff, Centurion
maintained a 70% overall retention rate during the pandemic.
We do realize that, though improving, this number fell below Centurion and the FDC’s expected performance. As the FDC will
note on the following page, we are recovering from the impact of the COVID-19 pandemic on healthcare staffing shortages
across the state and have invested significantly in innovative recruiting solutions. We are proud to note that our YTD 2022
retention rate is 84.8%, demonstrating that our solutions are having the anticipated impact.

centurion .

Page A.8

Contract No. C3076 - Exhibit 3

Technical Solution: Singular Focus on FDC Staffing Needs
Since the start of COVID-19, both correctional agencies and virtually all other healthcare settings have faced unprecedented
staffing shortages. States that historically had waiting lists for people desiring security positions resorted to activating their
National Guard troops to provide security in prisons during these staffing shortages. Correctional healthcare companies faced
similar challenges. Long serving healthcare providers chose to retire and pursue a life devoid of the fatality and trauma
associated with a global pandemic. In tandem, healthcare companies began to offer dramatically higher salaries for
healthcare professionals, particularly nurses, drawing away candidates who might have otherwise pursued job opportunities in
correctional settings. These and other factors resulted in unprecedented correctional healthcare staffing shortages.
Today, the tide is starting to turn. More people are returning to work. Setting aside their fears and exhaustion, more
healthcare staff are considering returning to their professions of choice. Hospitals, nursing homes, correctional healthcare
companies, and physician offices will complete for this still scarce resource. Today, more than ever, the FDC needs a partner
that can effectively and efficiently outreach, recruit, hire, and train staff, moving the staffing pendulum to “FULL”. Centurion
is that company.
During the past two years, we implemented several recruiting plans and further augmented them in 2022. We enhanced our
human resources strategy and improved communication with our over 9,000 employees. We expanded our resources and
benefits to support employee’s professional and personal needs and brought increased our focus on finding innovative
recruiting and retention strategies. Our enhanced recruiting and retention strategies, which we implemented in the last six
months for the FDC include the following:

27

30

Full•l1 me recruiters. talent acqu1sit1on
partners. and human resources staff
designated to the Florida program

FDC facilities with National Health
Services Corps loan repayment
program designation

$5,000
Full time licensed professional hire
employee referral bonus (from
$1 ,500)

1,000
Monthly hours and more of targeted
outreach

6

5+
"Day in the Ute· presentations to
potential and new hires to increase
enthusiasm and decrease drop-offs

FDC facilities pending National Health
Services Corps loan repayment

program designa tion

1 Million
Out of home advertisements served
on smart phones and tablets in

2022 YTD employee retention rate, an
increase of 14% from past two years

Jacksonville and Orlando

Unlike other companies who may respond to this solicitation, Centurion is not conflicted in our recruiting efforts. We do
not serve multiple county jails and other healthcare clients in Florida, ‘rationing’ our staff and new recruits among various
other clients. Our only other client agency in Florida is the Volusia County jail, and we do not anticipate pursuing other
county jail clients in the years to come. We believe it is in our best interest, and that of the FDC, to solely dedicate our
Florida recruiting efforts to the benefit of the FDC. If we source a candidate in Florida, we will not present them with a
‘menu of job opportunities’ in various Florida jails and other settings. We will dedicate that candidate to meeting the FDC’s
needs, period. This is a key differentiator for Centurion and a serious value-added component in our ability to
meet the FDC’s needs, without competing distractions.
Page A.9

Contract No. C3076 - Exhibit 3

Technical Solution: Reentry Services
Phase 1

..............>······ ····· ·

Proactive Rentry
Preperation

Phase 2

...............> ......... ..

Incarceration
Reentry Planning

Phase 3

Active
Discharge Planning

Sunshine Health

We maintain community resources by county on the
Centurion SharePoint site we maintain for the FDC to identify
community-based resources for reentering incarcerated
individuals, including housing information for sex offenders.
The site also includes access to forms, applications and
instructions, as well as aftercare training materials, social
security checklist, and social security and adult persons with
disability applications and resources.

Incarcerated
Individual
Release

Telehealth

We will leverage our relationships through Sunshine Health to
increase healthcare resources available to incarcerated
individuals returning to their homes and communities.

FDC SharePoint Reentry Portal

..............>

We will use telehealth contacts with community
providers prior to an individual’s release to ease
access to reentry services.

Nurse Advice Line

We will use the Nurse Advice Line to provide
telephone medical triage and health information
services to recently released patients. The
program supports former incarcerated individuals
during the first weeks following release, when
they are at their most vulnerable and working to
reintegrate into the community.

Community Linkages

We provide incarcerated individuals with information on how to use community resources and entitlement programs.
Centurion recently launched its FindHelp resource, a web resource customized to help incarcerated persons identify
resources in their home community. The site offers thousands of viable resources and options across a broad
spectrum of needs critical to the success of persons returning to the community after incarceration. The site is tailored
to the FDC incarcerated population, helping corrections staff and incarcerated
individuals obtain information on available community programs and resources
across Florida to address access and social determinants of health challenges.
We also provide information on available VA resources for incarcerated
veterans. The FindHelp site is the most comprehensive resource of its kind.
https://centurionhealth.findhelp.com/

O

findhelp

Mental Health Reentry Pilot in Miami-Dade County

Centurion supports the FDC’s contract with Thriving Mind in South Florida for ongoing case management, rehabilitation,
and treatment. We have in place processes for our reentry staff to coordinate patient referrals and follow up services
with Thriving Mind.

Meeting HC 301 Requirements

Availability of Centurion social services staff at the RMCH, Monday – Friday, 8:00 a.m. to 5:00 p.m., to serve as a liaison
between patients and families, discharge planning, coordinating with parole, notifying patient families of patient critical
condition and death, and counseling and assessment services. They will also coordinate operational tasks such as
canteen, banking, visits, law library, and other services.
Page A.10

Contract No. C3076 - Exhibit 3

Technical Solution: Innovation and Modernization in Healthcare Delivery
Centurion believes that finding new and innovative ways to expand access to care will be important to solving long-standing
challenges in correctional healthcare. Our focus, similar to the FDC, is on modernizing the healthcare delivery process by
identifying, collaborating on, and investing in new technologies and services that enhance access to care and patient outcomes.
We do so via a formalized innovation team that searches for, tests, and implements new technologies in our correctional
locations.

Electronic Medical Records

All FDC facilities currently benefit from the availability
of the Fusion EMR system, to which Centurion
transitioned all institutions starting in December 2021.
To implement the system, our EMR team migrated
patient data from several FDC departments, including
FDC’s pharmacy, created over 370 electronic forms,
and additional workflows and process maps. The
system allows timely documentation of patient
assessments, treatments, and follow-up care,
supporting the delivery of timely and responsive care.
It has increased staff productivity, promoted more
accurate service delivery, including transitions of care,
initial assessments, and reentry services. No other
correctional healthcare company has the depth of
resources necessary to support the new EMR for the
FDC meeting the requirements, protocols, and
timelines established by the Department.

Data Analytics

Our corporate data analytics and informatics department
supports our Florida program in providing programspecific and tailored data reporting solutions, including
access to real-time, meaningful data through our
customized FDC SharePoint web-based reporting site.

Next Generation of Technology

During 2021-2022, Centurion updated all patient
education materials for medical, dental, mental health
and substance use services in preparation for their
conversion into an electronic format. With this
conversion, we are now able to make this information
available for the incarcerated individuals we serve in our
various healthcare contracts. Going forward, we are
poised to explore with FDC options to maximize tablet
use by FDC incarcerated individuals to include patient
education information and other healthcare applications.
We have strong working relationships with the major
vendors of tablet-based technologies, including the
Department’s current contractor, JPay, Inc.

Information Technology

Centurion relocated the company's IT HelpDesk and
support team to our Tallahassee Regional Office in
order to improve our overall corporate IT support and to
ensure the highest level of support to the Florida
contract. This local team is comprised of over 25 IT
professionals, based in Tallahassee. Along with other
IT team members across the country, our IT team works
with the FDC to refine and support the new EMR
system, support hardware and software systems,
support telehealth services, and reporting systems.

Telehealth Services

Part of Centurion’s clinical operations infrastructure, our telehealth services enable timely access to a wealth of specialty
services by FDC incarcerated individuals. Having successfully expanded availability of telehealth services to all FDC facilities,
over the past 18 months, we have completed 54,901 medical appointments and 215,491 mental health appointments via
telehealth. Over the last three months, our average medical and mental health completion rates were 90% and 84%,
respectively. In addition, we use telehealth services for multidisciplinary case consultations, treatment planning, specialist
consults, and reentry/discharge planning services. We will be expanding telehealth capabilities to the RMHC in the near future.

Centurion's innovative solutions described in our proposal also include Nurse Advice Line, the
H.E.R. Women's Health Promotion Program, the Envolve Focus on Wellness, Krames,
UpToDate, Point of Care Ultrasound, Centurion University_, and TruCare.
Page A.11

-~

Contract No. C3076 - Exhibit 3

Operational Model: Continued Focus on Partnership
CENTURION IS THE RIGHT PARTNER TO CONTINUE TO SUPPORT THE FDC
Our solution also includes a strong, stable leadership team in place and highly knowledgeable of the program, the population,
FDC OHS leadership, and FDC policy requirements. From our humble beginnings serving the FDC with a handful of mental
health staff at a single facility in 1999 to our current scope serving the whole FDC system with 3,000 employees, it is our
honor to serve as a collaborative partner in support of the FDC’s mission and goals for healthcare services. We are strong
proponents of open communication, continuous collaboration, mutual respect, and transparency in our client relationships.
Our Florida-based leadership team is a testament to this belief in partnership with the FDC. We have achieved many
successes and worked with the Department to enhance the program, regardless of budgetary constraints, staffing shortages,
and other or operational challenges posed by hurricanes and the COVID-19 pandemic. This team, under the leadership of
Ruth Feltner, BS, CCHP, Statewide Vice President of Operations, and oversight of Victoria Love, MS, Centurion’s Chief
Operating Officer, will continue to work closely with the FDC to continuously improve the program, ensure we continue to
meet and exceed the Department’s expectations, and support the FDC’s strategic plans and healthcare objectives.

Stable and Experienced Florida Leadership
Centurion's statewide leaders and experts bring unparalleled collective experience.

Victoria Love

Ruth Feltner

John Lay

MS

OS.CCI IP
Statewide Vtre Presid~t of Operations

MD

PhD

St.s-rewide iWedioaf Oi'rector

smrem':te Me,1ta,1 Heam, D»l5'cfor-

Chic! Opcro!ing Off.cct

28
Years of Ex :ierien ce

18
Year:;; orE,:µcricu:;;;

Peggy Watkins Farrell

19

29

Years of Expcr on-cc

Years cf Expcricrco

Tallahassee

Linda Dorman

Beltran Pages

RN. 6 SN. CCHP
St3tew.'de Director CQfEM8

St.>te•;de Psychia11ic o.i-.croi·

25

Years of experience

MO

28
Years of E.ll;pcricncc

~
~

centurion.
Office Locations
Tim Rakas

Lisa Barton

l-1harmU. C l-1h, f<,'ll::lA

RN

StQtC','ldc P'1Dr.t'ICIC}' Pro_grom Di"CCtor

Si RfewirlP. Oirar:tor nf Nt,mi."Q

20 - - - Yea~s of Experience

16
Years c,f Cxperierce

Page A.12

Contract No. C3076 - Exhibit 3

Focus on the Future
Centurion does not rest on our laurels. In collaboration with the FDC, we have moved the
correctional health system of care into a cohesive, integrated, evidence-based program. We are
on a trajectory that will yield optimal treatment outcomes for the patients under our care, cost
efficiencies for the State, and evolution of the correctional system of care into a model program.
This is the time to build on what we have achieved thus far, remaining focused on our end goals
and objectives and realizing the partnership between the FDC and Centurion is one that can have
life changing results for those we serve. The following are examples of initiatives we will pursue
during the next contract period. We describe them in more detail in our response to Tab C,
Description of Solution.
Medical Services



Using barometry services to proactively rule out and treat asthma and dermoscopy services to more accurately identity skin
lesions and scabies



Using EKG patches, Freestyle Libre Glucose monitors, and Bluetooth vital sign monitors to increase efficacy of glucose level
and other vital sign measurement among patients requiring continuous monitoring



Creating units for patients with acute needs, including long term vent patients and individuals with dementia and other cognitive
disorders requiring close supervision; as well as a dormitory at Zephyrhills CI for oxygen dependent patients to decrease
nursing burden and improve management of patients.





Upgrading and integrating telemetry and vital sign machines with the EMR
Using insulin pumps to decrease burden on patients and nurses and increase self-management and treatment efficiency
Moving to a multi-site telehealth arrangement for medical directors, increasing access to providers, enabling ongoing chart
review, education and mentorship

Behavioral Health Services




Opening CTU, DTU, and STU for both male and female populations upon FDC’s decision
Discussing and working with the FDC to create a behavior management unit, if desired and approved by the FDC

Dental



Purchasing equipment such as intraoral camera for oral surgeon consults on pathology cases, thus eliminating need for transfer
to RMC

Telehealth Expansion



Mental health services to infirmaries, inpatient and confinement settings, residential cells, and non-psychologist or psychiatrist
staff (such as licensed mental health professionals) to offer services across other than general populations





Dental telehealth consultations



Use of peripherals, thus eliminating the need for large carts, while increasing accuracy and quality of services

Select nursing services such as remote sick call triage
Provider “on duty” process, whereby provider is available during scheduled times to consult, provide treatment interventions,
and access the EMR

Staffing






Introducing telehealth presenter for each facility
Using evening shift nurse supervisors to ensure leadership continuity, alleviate DON workload and increase onsite supervision
Refining medical record positions
Refining and expanding the APRN and PA roles for urgent care model for sick call to several other FDC facilities

Information Technology





Expanding Wi-Fi in housing units
Continuing work with Fusion EMR to ensure that all devices integrate with the EMR system
Exploring feasibility of single sign-on option for the EMR system to integrate with employee badges
Page A.13

Contract No. C3076 - Exhibit 3

XL Insurance

May 13, 2022

Florida Department of Corrections
501 S. Calhoun Street
Tallahassee, FL 32399-2500
Centurion of Florida, LLC
ITN 22-042 Comprehensive Health Care Services

Subject:

To Whom It May Concern:
XL Specialty Insurance Company, as surety have provided surety credit to Centurion of Florida,
LLC for single projects of $100,000,000.00 and an aggregate capacity of $250,000,000.00. XL
Specialty Insurance Company is rated "A+" (Superior) with a financial size of XV ($2 billion+) by
A.M. Best.
If Centurion of Florida, LLC is awarded a contract for the referenced project and requests that
we provide the necessary Performance and/or Payment Bonds, we will be prepared to execute
the bonds subject to our acceptable review of the contract terms and conditions, bond forms,
appropriate contract funding and any other underwriting considerations at the time of the
request.
Our consideration and issuance of bonds is a matter solely between Centurion of Florida, LLC
and ourselves, and we assume no liability to third parties or to you by the issuance of this
letter.
We trust that this information meets with your satisfaction. If there are further questions,
please feel free to contact me.
Sincerely,
XL SPECIALTY INSURANCE COMPANY

1Qw,_
Pannie
y-ln-Fact

XL Specialty Insurance Company
505 Eagleview Boulevard, Exton, PA, 19341
Telephone: +1 610 968 9500 Fax:+1 610 458 8667 axaxt.com

Page A.14

Contract No. C3076 - Exhibit 3

DocuSign Envelope ID: B2E57FB0-F861-45D9-B43E-6CC81 EC776C E
Power of Attorney
XL Specialty Insurance Company
XL Reinsurance America I nc.

THI S IS NOT A BOND NUMBER
LIMITED POWER OF ATTORNEY

XL 1618344
KNOW

ALL MEN BY THESE PRESENTS: That
XL Specialty Insurance Company, a Delaware insurance companies with offices located at SOS
Eagleview Blvd., Exton, PA 19341, and XL Reinsurance America I nc., a New York insurance company with offices located at 70 Seaview
Avenue, Stamford, CT 06902, , do hereby nominate, constitute, and appoint:

Sandra M. Winsted; Christina L. Sandoval, Susan A. Welsh, Derek J. Elston, Aerie
Troha,
Bartlomiej Siepierski,
Salena
Wood,
Jennifer
Williams,
Barbara
Pannier,
Rachel Fore, Roger Para//;on, Christopher T. Moser, Nicholas Kertesz

Walton,
Kristin

Sandra M. Nowak, Christopher P.
Hannigan,
Samantha
Chierict

L.

each its true and lawful Attorney(s)-ln-fact to make, execute, attest, seal and deliver for and on its behalf, as surety, and as its act and
deed, where required, any and all bonds and undertakings in the nature thereof, for the penal sum of no one of which is in any event to
exceed $100,000,000.00.

Such

bonds and undertakings, when duly executed by the aforesaid Attorney (s) - in - Fact shall be binding upon each said Company as
fully and to the same extent as if such bonds and undertakings were signed by the President and Secretary of the Company and sealed
with its corporate seal.

The Power of Attorney is granted and is signed by facsimile
of Directors of ead1 of the Companies on the 26th day of July 2017.
RESOLVED,
to

make,

co-surety

that

Gary

execute,
with

Kaplan,

seal

others

attest the execution
of the Company.

and

and
of

Daniel
deliver

that
any

the
such

Riordan,
for

and

Secretary
bonds,

Maria
on

Duhart,

under and

Gregory

Boal

behalf of the

Company,

any

Secretary

or

undertakings,

Assistant

contracts

or

by

and
any
of

the authority

of the

Kevi n

are

and

the

obligations

Mirsch

all

bonds,

Company
in

surety

following

hereby

appointed

undertakings,

be

and

or

that

co-su rety

RESOLVED, FURTHER, that Gary Kaplan, Daniel Riordan, Maria Duhart, Gregory Boal and Kevin Mirsch
powers of attorney qualifying the attorney named in the given power of attorney to execute, on
undertakings in surety or co-surety with others, and that the Secretary or any Assistant Secretary of
them is hereby authorized to attest the execution of any such power of attorney, and to attach thereto the corporate seal of the

Resolutions adopted

by

contracts

each

of them

and

attach

each

is

the

or

by the

Board

Board

as

authorized

obligations

in

surety

hereby

authorized

thereto

hereby

is

the

corporate

authorized

to

or
to
seal

execute

behalf of the Company, bonds and
the Company be, and that each of
Company.

RESOLVED, FURTHER, that the signature of such officers named in the preceding resolutions and the corporate seal of the Company may be
affixed to such powers of attorney or to any certificate relating thereto by facsimile, and any such power of attorney or certificate bearing
such facsimi le signatures or facsim ile seal shall be thereafter valid and binding upon the Company with respect to any bond, undertaking,
contract or obligation In surety or co-surety with others to which it is attached.
IN

WITNESS WHEREOF, the XL SPECIAL1Y INSURANCE COMPANY
presents to be signed by its duly authorized officers this April 28th, 2022.

has

caused

its

corporate

seal

to

be

hereunto

affixed,

and

these

XL SPECIALTY INSURANCE COMPANY

by:
Gregory Boal, VICE PRESIOENT

SfATE OF PENNSYLVANIA
Attest:

COUN1Y OF CHESTER

Kevin M. Mirsch, ASSISTANT SECRETARY

On this 28th day of April, 2022, before me personally came Gregory Boal to me known, who, being duly sworn , did depose and say:
that he is Vice President of XL SPECIAL1Y INSURANCE COMPANY, described in and which executed the above instrument; that he
knows the seals of said Companies; that the seals affixed to the aforesaid instrument is such corporate seals and were affixed
thereto
order.

by

order

and

authority

of

the

Boards

of

Directors

of

said

Companies;

and

that

he

executed

the

said

instrument

by

like

Comffionwt

of p MS I I• NQUry Seal
S Gtke FrN<I-Btown. Notaty Public
Chest rCounty
My eomm1 SIOn ••P .. Match 5. 2026
ComlTllulon number 1322812

SB0042

S. Grace Freed -Brown, NOTARY PUBLIC

Page 1 of 2

Page A.15

Contract No. C3076 - Exhibit 3

DocuSign Envelope 10: B2E57FB0-F861-45O9-B43E-6CC81 EC776CE

STATI' OF PENNSYLVANIA
COUNTY OF CHESTER
I, Kevin M. Mirsch, Assistant Secretary of XL SPECIALTY INSURANCE COMPANY, a corporation of the State of Delaware, do hereby certify
that the above and forgoing is a full, true and correct copy of a Power of Attorney Issued by said Companies, and that I have compared
same with the original and that it is a correct transcript therefrom and of the whole of the original and that the said Power of Attorney is
still in full force and effect and has not been revoked.
IN WITNESS WHEREOF,
-1:lfil'_ 2022.

have hereunto set my

I

hand and

affixed

the seal

Corporation,

of said

this 13th day of

City of Exton,

at the

~,•r.i•-.~

/,._..J. \~SlJf½tv~

1/

f .:?'. o~po~,:;_-«-ol

i ~; 0

-·-

ct.A_,.,_:__ M

t<' ·; <r~

- SEAL.· ,$_:'~1J
\~~'~:·.

f7
~

Kevin M. Mirsch, ASSISTANT SECRETARY

...;,,,,.,Cr:u,-.:;;J>,.~••,l
~IJ//Jl/lffUlt'fl1J\'il"

IN WITNESS WHEREOF, XL REINSURANCE AMERICA INC.
signed by its duly authorized officers this 28th day of April, 2022.

has

caused

its

seal

corporate

to

be

hereunto

affixed,

and

these

presents

to

be

XL REINSURANCE AMERICA INC.
by:
Gregory Boal, VICE PRESIDENT

Attest:

Kevin M. Mirsch, ASSISTANT SECRETARY
STATI' OF PENNSYLVANIA
COUNTY OF CHESTER
On this 28th day of April, 2022, before me personally came Gregory Boal to me known, who, being duly sworn, did depose and say: that
he is Vice President of XL REINSURANCE AMERICA INC., described in and which executed the above instrument; that he knows the seal of
said Corporation; that the seal affixed to the aforesaid instrument is such corporate seal and was affixed thereto by order and authority
of the Board of Directors of said Corporation, and that he executed the said instrument by like order.

s..,
IC

Che I t C<Kln:y
cl'l 5, 2025
Mycornrn11110ne

S. Grace Freed-Brown, NOTARY PUBLIC

STATI' OF PENNSYLVANIA
COUNTY OF CHESTER
I, Kevin M. Mirsch, Assistant Secretary of XL REINSURANCE AMERICA INC. a corporation of the State of New York, do hereby certify that
the person who executed this Power of Attorney, with the rights, respectively of XL REINSURANCE AMERICA INC., do hereby certify that
the above and forgoing is a full, true and correct copy of a Power of Attorney issued by said Corporation, and that I have compared same
with the original and that it is a correct transcript therefrom and of the whole original and that the said Power of Attorney is still in full force
and effect and has not been revoked.
WITNESS

IN

WHEREOF,

I

have

hereunto

set

my

hand

and

affixed

the

seal

of

said

Conporalion,

at

the

City

of

Exton,

this

_

day

of

Kevin M. Mirsch, ASSISTANT SECRETARY

This Power of Attorney may not be used to execute any bond with an inception date after 4/28/2024

S80042

Page 2 of 2

Page A.16

Contract No. C3076 - Exhibit 3

ATTACHMENT 111 - VENDOR'S CONTACT INFORMATION AND CERTIFICATION
FDC ITN-22-042

The Vendor shall identify the contact information for the ITN and Contract terms in the
table below.
Vendor Contact Person
for this ITN

Name:

Vendor Contact Person for the
Contract Term (should the Vendor be
awarded)
Keith Lueking

Chief Executive Officer

Chief Executive Officer

7700 Forsyth Blvd

7700 Forsyth Blvd

City, State,
Zip Code

St. Louis, MO 63105

St. Louis, MO 63105

Telephone:
(Office)

314-505-6841

314-505-6841

Title:
Address:
(Line 1)
Address:
(Line 2)

Telephone:
(Mobile)
Email:

•
KLueking@TeamCenturion.com

Principal Place of Business (location of headquarters
or state of incorporation):

KLueking@TeamCenturion.com
St. Louis, MO

Per Section 4.26, a Vendor submitting a Bid must certify that their company is not participating in a
boyk
ae~
low, the Vendor so certifies.
Authorized VenorSignature

Page 239 of 259

FDC ITN-22-042

Page A.17

Contract No. C3076 - Exhibit 3

ATTACHMENT V - PASS/FAIL REQUIREMENT CERTIFICATION
AND NON-COLLUSION CERTIFICATION
FDC ITN-22-042
1. Business/Corporate Experience
The Vendor certifies it has at least three (3) years' experience within the last five (5) years, in the
provision of comprehensive health care services for an aggregate patient population of at least,
20,000 patients at any one time in prison, jail or other comparable managed health care setting as
the services outlined in this ITN, and any subsequent revision thereof.
2. Prime Vendor
The Vendor certifies it will act as the prime Vendor to the Department for all services provided under
the Contract.
3. Performance Guarantee/Bond
The Vendor certifies that it has the ability to meet the performance guarantee and within 1O Business
Days of Contract execution. The Vendor will deliver to the Department a performance bond or
irrevocable letter of credit in the amount of $60 million . The bond or letter of credit will be used to
guarantee at least satisfactory performance by Vendor throughout the term of the Contract (including
renewal years) .
4. Reply Bond
The Vendor certifies it has included in its Reply a bond or check in the amount of $10 million. The
bond insures against the Vendor's withdrawal from the competitive solicitation process subsequent
to its submission of a Reply.
5. Meets Legal Requirements
The Vendor certifies that its proposed offering/solution , and all services to be provided under the
Contract will be compliant with all laws, rules and other authority applicable to providing the services
including , but not limited to, Florida's Open Government laws (Article I, Section 24, Florida
Constitution , Chapter 119, F.S.).
6. Financial Stability
The Vendor attests to its positive financial standing and that its current Dun & Bradstreet (D&B)
Financial Stress Score has a Financial Stress Class of 1, 2, 3 or 4.
7. Statement of No Inducement
The Vendor certifies that it has made no attempt and will make to attempt to induce any other person
or firm to submit or not to submit a Reply. Further, the Vendor certifies its Reply contained herein is
submitted in good faith and not pursuant to any agreement or discussion with , or inducement from ,
any firm or person to submit a complementary or other non-competitive Reply.
8. Statement of Non-Disclosure
The Vendor certifies that neither the price(s) contained in this Reply, nor the approximate amount of
this Reply have been disclosed prior to award, directly or indirectly, to any other Vendor or to any
competitor.
9. Statement of Non-Collusion
The Vendor certifies that the prices and amounts in its Reply have been arrived at independently,
without consultation , communications, or agreement with any other Vendor or with any entity for the
purpose of restricting competition .

Page 241 of 259

FDC ITN-22-042

Page A.18

Contract No. C3076 - Exhibit 3

10. Statement of Data Security
The Vendor attests that all data generated, used , or stored by the Vendor pursuant to the Contract
will reside and remain in the United States and will not be transferred outside of the United States.
11. Scrutinized Company Certification
The Vendor certifies they are not listed on the Scrutinized Companies that Boycott Israel List, created
pursuant to Section 215.4725, F.S., and they are not currently engaged in a boycott of Israel. If the
Contract exceeds $1 ,000,000.00 in total, not including renewal years , the Vendor certifies that they
are not listed on either 1) the Scrutinized Companies with Activities in Sudan List, or 2) the Scrutinized
Companies with Activities in the Iran Petroleum Energy Sector List created under Sections 215.473,
F.S. , and 215.4725, F.S., and further certifies they are not engaged in business operations in Cuba
or Syria, as stated in Section 287.135(2)(b)2, F.S. Pursuant to Sections 287.135(5), F.S., and
287.135(3), F.S., the Vendor agrees the Department may immediately terminate the Contract for
cause if the Vendor is found to have submitted a false certification or if the Bidder is placed on the
Scrutinized Companies with Activities in Sudan List, the Scrutinized Companies with Activities in the
Iran Petroleum Energy Sector List, the Scrutinized Companies that Boycott Israel List, or is engaged
in a boycott of Israel, or has engaged in business operations in Cuba or Syria during the term of the
Contract. Any company that submits a Bid , Proposal, or Reply for a contract, or intends to enter into
or renew a contract with an agency or local governmental entity for commodities or services, of any
amount, must certify that the company is not participating in a boycott of Israel.

Vendor Name: Centurion of Florida, LLC
Authorized Signature:

~ ~

Printed Name of Authorized Signor: Keith Lueking, Chief Executive Officer
, COUNTY OF s.t. l.J::>U\5

NOTARY AFFIRMATION:

Pursuant to Section 117.05(13)(a) , F.S., the signor, subscribed before me by means of
2i:n...2- ~K.
physical presence or online notarization , this I ~ +h (Day) of Yu~-c......
(month) , 202a,. affirms the
contents of this Attachment.
(Place Notary Seal Below)
ROBYN M. KAMP
NOta!)< f)ttblic • Notary Seal
STATf. :)F MISSOURI
St •.•)Ult; County
My Comm1Ss101• i:xPtres: July S, 2022
CommiaSIOI • It 18546492

I

Signature of Notary Public:

rl,~ M. · ~

Name of Notary Typed , Printed, or Stamped : Robj

~

/l-1 .

MAINDER OF PAGE INTENTIONALLY LEFT BLANK]

Page 242 of 259

FDC ITN-22-042

Page A.19

Contract No. C3076 - Exhibit 3

ATTACHMENT VII - CERTIFICATION OF DRUG FREE WORKPLACE PROGRAM
FDC ITN-22-042

Section 287.087, Florida Statutes (F.S.) provides that, where identical tie bids are received , preference
shall be given to a bid received from a Vendor that certifies it has implemented a drug-free workforce
program . In order to have a drug-free workplace program , a business shall :
1.

Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing ,
possession , or use of a controlled substance is prohibited in the workplace and specifying the
actions that will be taken against employees for violations of such prohibition .

2.

Inform employees about the dangers of drug abuse in the workplace, the business's policy of
maintaining a drug-free workplace, any available drug counseling, rehabilitation , and employee
assistance programs, and the penalties that may be imposed upon employees for drug abuse
violations.

3.

Give each employee engaged in providing the commodities or contractual services that are under
response a copy of the statement specified in Subsection (1).

4.

In the statement specified in Subsection (1) , notify the employees that, as a condition of working
on the commodities or contractual services that are under response, the employee will abide by
the terms of the statement and will notify the employer of any conviction of, or plea of guilty or
nolo contendere to, any violation of Chapter 894 , F.S., or of any controlled substance law of the
United States or any state, for a violation occurring in the workplace no later than five (5) Days
after such conviction .

5.

Impose a sanction on any employee who is so convicted or require the satisfactory participation
in a drug abuse assistance or rehabilitation program as such is available in the employee's
community .

6.

Make a good faith effort to continue to maintain a drug-free workplace through implementation of
applicable laws, rules and regulations.

As the person authorized to sign the statement, I certify that this firm complies fully with the above
requirements.
Company Name:

Centurion of Florida, LLC

r/l.L ~

VENDOR'S SIGN

(Form revised 11 /10/15)

Page 248 of 259

FDC ITN-22-042

Page A.20

Contract No. C3076 - Exhibit 3

ATTACHMENT VIII - NOTICE OF CONFLICT OF INTEREST
FDC ITN-22-042
Organization Responding to Solicitation: Centurion of Florida, LLC
Solicitation Number: FDC ITN-22-042

For the purpose of participating in this solicitation process and complying with the provisions of Chapter
112, Florida Statutes, the undersigned corporate officer hereby discloses the following information to the
Florida Department of Corrections:
1. Identify all corporate officers, directors or agents of the Vendor who are currently employees of the
State of Florida or one of its agencies, were employees of the State of Florida or one of its agencies
in within the last two (2) years, or are currently a spouse, parent, or sibling such of an employee of
the State of Florida or one of its agencies:
n/a
Note: This does not include positions located at individual FDC Institutions that were filled by
previous employees of the Department and were impacted by privatization of health services
functions.

2. For all persons identified in section 1 above, please identify if they own an interest of ten percent
(10%) or more in the company/entity named above:
n/a

Signature: -

~~ -

~-'--'------1~'-----+-=+-=----=-------

Name: Keith Lueking
Title: Chief Executive Officer

Vendor Name: Centurion of Florida, LLC

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

Page 249 of 259

FDC ITN-22-042

Page A.21

Contract No. C3076 - Exhibit 3
SUPPLIER EVALUATION RISK RATING

Based on 24 months of data

1
Low Risk(1)

High Risk (9)

Factors Affecting Your Score:
• Proportion of past due balances to total amount owing
• Evidence of open liens

Business and Industry Trends

10

: II
7
6

s

~I

V

1
0

JUL
2021

SEP
2021

AUG

2021

Supplier Evalu...

OCT

2021

NOV
2021

DEC
2021

JAN
2022

FEB
2022

MAR
2022

APR
2022

MAY
2022

QJRRENT
2022

-'v-

D&B RATING

Current Rating as of 02-25-2022
Financial Strength

Previous Rating
Risk Indicator

SA : US$50,000,000 and over in 2 :
Net Worth or Equity

Low Risk

Risk Indicator

1 :Very Low
Risk

Page A.22

Contract No. C3076 - Exhibit 3

ATTACHMENT IV - REPLY BOND FORM
FDC ITN-22-042
REPLY BOND
KNOW ALL PERSONS BY THESE PRESENTS, that we, the undersigned Centurion of Florida, LLC
as Principal and XL Specialty Insurance Company as Sureties, are hereby held and firm ly bound
unto Florida Department of Corrections, 501 South Calhoun Street, Tallahassee, FL 32399-2500 as
Obligee in the penal sum of the dollar amount Ten Million an d 00/1 00 Dollars ($10, 00,00 0. 00) provided
for in the ITN 22-042 Comprehensive Health Care Services, to which the Principal has submitted a
Reply to the Obligee on June 30, 202L .
For the payment of the penal sum well and truly to be made, we hereby jointly and severally bind
ourselves, our heirs, executors, administrators, successors, and assigns.
Signed this 13th Day of May, 202 2.

By ML

Centurion of Florida, LLC

~Er~

THE CONDITION OF THE ABOVE OBLIGATION IS SUCH, that whereas the above-named
Principal has submitted a Reply for ITN 22-042 Comprehensive Health Care Services.
Now, therefore, if the Reply submitted by the Principal is withdrawn by the Principal within five, (5),
Days of the Obligee's receipt of the Reply then this obligation shall be null and void, otherwise to remain
in full force and effect; if the Obligee accepts the bid of the Principal and the Principal within
ten, ( 10), Days after the awarding of the Contract enters into a proper Contract in accordance
with the Principal's Reply, plans, details, specifications, and bills of material , which sa id
Contract is made a part of th is bond the same as though set forth herein; then this obligation
shall be void; otherwise the same shall remain in full force and effect; it being expressly understood
and agreed that the liability of the surety for any and all claims hereunder shall in no event exceed the
penal amount of this obligation as herein stated.
The said surety hereby stipulates and agrees that no modifications, omissions, or additions, in or to the
terms of the said Contract or in or to the plans or specifications therefor shall in any wise affect
the obligations of said surety on its bond.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]
Page 240 of 259

FDC ITN-22-042

Page A.23

Contract No. C3076 - Exhibit 3

DocuSign Envelope ID: B2E57FB0-F861-45D9-843E-6CC81 EC776CE
Power of Attorney
XL Specialty Insurance Company
XL Reinsurance America Inc.

THIS IS NOT A BOND NUMBER
LIMITED POWER OF ATTORNEY

XL 1618345
KNOW ALL MEN BY THESE PRESENTS: That
XL Specialty Insurance Company, a Delaware insurance companies with offices located at 505
Eagleview Blvd., Exton, PA 19341, and XL Reinsurance America Inc., a New York insurance company with offices located at 70 Seaview
Avenue, Stamford, CT 06902, , do hereby nominate, constitute, and appoint:
Sandra M. Winsted, Christin;, L. Sandoval, Susan A. Welsh, Derek J. Elston, Aerie Walton, Sandra M. Now;rk, Christopher P.
Troha,
&Jrtlomiej Siepierski,
Sa/en;,
Wood,
Jennifer
Williams,
&Jrbilr;,
Pannier,
Kristin
L.
Hannigan,
Samantha
Chierici,
RiJchel Fore, Roger Para/son, Christopher T. Moser, Nicholas Kertesz
each its true and lawful Attorney(s)-ln-fact to make, execute, attest, seal and deliver for and on its behalf, as surety, and as its act and
deed, where required, any and all bonds and undertakings in the nature thereof, for the penal sum of no one of which is in any event to
exceed $100,000,000.00.
Such bonds and undertakings, when duly executed by the aforesaid Attorney (s) - in - Fact shall be binding upon each 5.aid Company as
fully and to the same extent as if such bonds and undertakings were signed by the President and Secretary of the Company and sealed
with its corporate seal.
The Power of Attorney is granted and is signed by facsimile under and
of Directors of each of the Companies on the 26th day of July 2017.

by the authority of the following

Resolutions adopted

RESOLVED, that Gary Kaplan, Daniel Riordan, Marla Duhart, Gregory Boal and Kevin Mirsch are hereby appointed by the Board
to make, execute, seal and deliver for and on behalf of the Company, any and all bonds, undertakings, contracts or obligations
co-surety with others and that the Secretary or any Assistant Secretary of the Company be and that each of them hereby is
attest the execution of any such bonds, undertakings, contracts or obligations in surety or co-surety and attach thereto the
of the Company.
RESOLVED, FURTHER, that Gary Kaplan, Daniel Riordan, Maria Duhart, Gregory Boal and Kevin Mirsch
powers of attorney qualifying the attorney named in the given power of attorney to execute, on
undertakings in surety or co-surety with others, and that the Secretary or any Assistant Secretary of
them is hereby authorized to attest the execution of any such power of attorney, and to attach thereto the corporate seal of the

by the

Board

as authorized
in surety or
authorized to
corporate seal

each is hereby authorized to execute
behalf of the Company, bonds and
the Company be, and that each of
Company .

RESOLVED, FURTHER, that the signature of such officers named in the preceding resolutions and the corporate seal of the Company may be
affixed to such powers of attorney or to any certificate relating thereto by facsimile, and any such power of attorney or ,ertificate bearing
such facsimile signatures or facsimile seal shall be therea~er valid and binding upon the Company with respect to any bond, undertaking,
contract or obligation in surety or co-surety with others to which it is attached.
IN WITNESS WHEREOF, the XL SPECIALTY INSURANCE COMPANY
presents to be signed by its duly authorized officers this April 28th, 2022.

has

caused

its

corporate

seal

to

be

hereunto

affixed,

and

these

XL SPEOALTY INSURANCE COMPANY

by:
Gregory Boal, VICE PRESIDENT

STATE OF PENNSYLVANIA
COUNTY OF CHESTER

Attest:
Kevin M. Mirsch, ASSISTANT SECRETARY

On this 28th day
that he is Vice
knows the seals
thereto by order
order.

of April, 2022, before me personally came Gregory Boal to me known, who, being duly sworn, did depose and say:
President of XL SPECIALTY INSURANCE COMPANY, described in and which executed the above instrument; that he
of said Companies; that the seals affixed to the aforesaid instrument is such corporate seals and were affixed
and authority of the Boards of Directors of said Companies; and that he executed the said instrument by like

Coffin,ot,w•

of PeMa " n.a .

taty S.11

S Grace Frffd-Brown. olafy Public
Chest rCounty
Mycomm,ssionexp, HM ch5.2026
Comfflltslon number 1322812

SB0042

S. Grace Freed-Brown, NOTARY PUBLIC

Page 1 of 2

Page A.24

Contract No. C3076 - Exhibit 3

DocuSign Envelope ID: B2E57FB0-F861 -45D9-843E-6CC81 EC776CE

STATE OF PENNSYLVANIA
COUNTY OF CHESTER
do hereby certify
I, Kevin M. Mirsch, Assista nt Secretary of XL SPECIALTY INSURANCE COMPANY, a corporation of the State of Delaware,
that I have compared
that the above and forgoing is a full, true and correct copy of a Power of Attorney issued by said Companies, and
Power of Attorney is
same with the original and that it is a correct transcript therefrom and of the whole of the original and that the said
still in full force and effect and has not been revoked.
IN WITNESS WHEREOF,
2022 .

set my

have hereunto

I

hand

and

affixed

the

of said Corporation, at the City of Exton, this Ut!) day of

seal

~

Kevin M. Mirsch, ASSISTANT SECRETARY

WITNESS WHEREOF, XL REINSURANCE AMERICA INC.
signed by its duly authorized officers this 28th day of April, 2022.

IN

has

caused

its

seal

corporate

to

be

hereunto

affixed, and

these

presents

to

be

XL REINSURANCE AMERICA INC.
by:
Gregory Boal, VICE PRESIDENT

Attest:

Kevin M. Mirsch, ASSlSTANT SECRETARY
STATE OF PENNSYLVANIA
COUNTY OF CHESTER
depose and say: that
On this 28th day of April, 2022, before me personally came Gregory Boal to me known, who, being duly sworn, did
he knows the seal of
he is Vice President of XL REINSURANCE AM ERICA I NC., described in and which executed the above instrument; that
order and authority
said Corporation; that the seal affixed to the aforesaid instrument is such corporate seal and was affixed thereto by
of the Board of Directors of said Corporation, and that he executed the said instrument by like order.

rySHI

$Gr

b1ic

Myco

,2028

S. Grace Freed-Brown, NOTARY PUBLIC

STATE OF PENNSYLVANIA
COUNTY OF CHESTER
do hereby certify that
I, Kevin M. Mirsch, Assistant Secretary of XL REINSURANCE AMERICA INC. a corporation of the State of New York,
hereby certify that
the person who executed this Power of Attorney, with the rights, respectively of XL REINSURANCE AMERICA INC., do
I have compared same
the above and forgoing is a full, true and correct copy of a Power of Attorney issued by said Corporation, and that
is still in full force
with the original and that it is a correct transcript therefrom and of the whole original and that the said Power of Attorney
and effect and has not been revoked.
WITNESS

IN

WHEREOF,

I

have

hereunto

set

my

hand

and

affixed

the

seal

of

said

Corporation,

at

the

City

of

Exton,

this

_

day

of

Kevin M. Mirsch, ASSISTANT SECRETARY

This Power of Attorney may not be used to execute any bond with an inception date after 4/28/2024

S60042

Page 2 of 2

Page A.25

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Tab B – Experience and Ability to Provide Services
Tab B – Experience and Ability to Provide Services (limit 50 pages)
Tab B shall include the following information:
a.

References

Given that Florida is one of the largest correctional systems in the nation, most programs offered by any
vendor will not compare in size to that of the FDC. However, we highlight three current large programs
that demonstrate our ability to provide integrated and collaborative healthcare service that are highquality, evidence-based, and managed in close collaboration with our agency partners. We are confident
that these clients will attest to Centurion’s capabilities and strengths. We provide the required information
for each reference on ITN Attachment VI, Vendor’s Reference Form, included in Tab B immediately
following these pages.



Reference 1: Indiana Department of Correction (IDOC) – Centurion began providing
comprehensive statewide medical, mental health, dental, vision, and substance use treatment
services for 24,500 incarcerated individuals housed in IDOC’s 22 facilities in 2021. We provide
over 800 administrative and clinical positions in order to offer the IDOC a fully integrated and
collaborative healthcare program, which is especially important for the large percentage of
patients who present with co-occurring medical and mental health disorders. We utilize early
detection, proactive management of co-occurring disorders, and intra- and inter-agency
partnerships to ensure that IDOC incarcerated individuals have access to appropriate and timely
healthcare services. Our integrated and collaborative program also includes the use of
interdisciplinary team meetings, written healthcare plans, training and education, a strong
pharmacy management component, and community partnerships.



Reference 2: Kansas Department of Corrections (KDOC) – Centurion is the provider of
comprehensive correctional healthcare for the KDOC, maintaining over 500 employees who
provide administrative and clinical healthcare services to over 10,000 patients at nine facilities.
Our services include medical, mental health, dental and audiology services. We also provide a
host of ancillary and support services, primarily onsite, to include physical therapy, dialysis, 340B
Hepatitis C treatment and access to Centene’s innovative programs through Centene Shared
Services. In 2020, we implemented the program successfully and on time, amid COVID-19
precautions. By program start date, we had hired most of the required positions, including 40
new nursing, mental health, and other allied positions. We also filled two psychiatrist positions,
which had been vacant since 2017 and 2018, respectively.



Reference 3: Minnesota Department of Corrections (MNDOC) – Centurion has been
providing statewide medical, psychiatry, vision, physical therapy, and utilization management
services for 7,600 incarcerated individuals in nine facilities for the MNDOC since January 2014.
The State has re-awarded the contract to Centurion through multiple competitive procurements.
Under this contract, Centurion provides physicians, mid-level practitioners, and ancillary staffing,
as well as pharmacy services and utilization management to support MNDOC Health Services
Division statewide. We provide offsite care network development and contracting, onsite dialysis
and endoscopy services, telehealth services, medical management program with a focus on use
of the Centene portfolio of programs and specialty companies, amongst many other services.
Page B.1

Contract No. C3076 - Exhibit 3

ATTACHMENT VI – VENDOR’S REFERENCE FORM
FDC ITN-22-042
In the spaces provided below, the Vendor shall list all names under which it has operated during the
past five (5) years.
Centurion of Florida, LLC is a wholly-owned entity of Centene Corporation. Centene owns and manages our affiliated subsidiaries:
Centurion of Tennessee, LLC; Centurion of Minnesota, LLC;Centurion of Pennsylvania, LLC;Centurion of Georgia, LLC;
Centurion Health of Indiana, LLC; Centurion of Idaho, LLC; Centurion of Kansas, LLC;Centurion of Delaware, LLC; Forensic Health
Services, LLC; MHM Correctional Services, LLC

On the following pages, the Vendor shall provide the information indicated for three (3) separate and
verifiable references. The references listed must be for businesses or government agencies for whom
the Vendor has provided services of similar scope and size to the services identified in the ITN. The same
reference may not be listed for more than one (1) organization and confidential references shall not be
included. In the event the Vendor has had a name change since the time work was performed for a listed
reference, the name under which the Vendor operated at that time must be provided in the space provided
for Vendor’s Name.
References that are listed as subcontractors in the response will not be accepted as references under
this solicitation. Additionally, References shall pertain to current and ongoing services or those that
were completed prior to January 1, 2021. References shall not be given by:
•
•
•
•

Persons employed by the Department within the past three (3) years.
Persons currently or formerly employed or supervised by the Vendor or its affiliates.
Board members within the Vendor’s organization.
Relatives of any of the above.

The Department will attempt to contact the three (3) references provided by the Vendor to complete the
Evaluation Questionnaire for references. The total number of references contacted to complete an
Evaluation Questionnaire for Past Performance for any response will be three (3).
References should be available for contact during normal business hours, 9:00 a.m. – 5:00 p.m., Local
Time. The Department will attempt to contact each reference by telephone up to three (3) times. The
Department will not correct incorrectly supplied information.
Additionally, the Department reserves the right to contact references other than those identified
by the Vendor to obtain additional information regarding past performance.

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

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FDC ITN-22-042
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Contract No. C3076 - Exhibit 3

Reference #1

Vendor’s Reference Form

Centurion of Florida, LLC
Vendor’s Name: _______________________________________________________________
Indiana Department of Correction
Reference’s Name: _____________________________________________________________
Address: 302 W. Washington St., E-334, Indianapolis, IN 46204

Primary Contact Person:

Alternate Contact Person:

Robert Burns, Medical Operations Administrator
Primary Phone Number:
812-233-5736

Kristen Dauss, MD, Chief Medical Officer

Alternate Phone Number:
317-499-1839

Contract Performance Period:
07/01/2021-06/30/2025
Location of Services:
State of Indiana, 22 facilities statewide
Brief description of the services performed for this reference:
Centurion began providing comprehensive statewide medical, mental health, dental and vision services
for 24,500 incarcerated individuals housed in Indiana Department of Correction (IDOC) 22 facilities
in 2021. Centurion staffs 800 employees in the IDOC system.
We offer the IDOC a fully integrated healthcare program, which is especially important for the large
percentage of patients who present with co-occurring medical and mental health disorders. We utilize
early detection, proactive management of co-occurring disorders, and intra- and inter-agency
partnerships to ensure that IDOC incarcerated individuals have access to appropriate and timely
healthcare services. Our integrated program also includes the use of interdisciplinary team meetings,
written healthcare plans, training and education, a strong pharmacy management component, and
community partnerships. We work closely with our pharmacy management partner to address the
needs of members requiring medication management.

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Contract No. C3076 - Exhibit 3

Reference #2

Vendor’s Reference Form

Centurion of Florida, LLC
Vendor’s Name: _______________________________________________________________
Kansas Department of Corrections
Reference’s Name: _____________________________________________________________

Address: 714 SW Jackson, Suite 300, Topeka, KS 66603
Primary Contact Person:

Alternate Contact Person:

Gerald "Jerry" Jorgenson, Director of
Health Care Compliance

Keith Bradshaw, Executive Director of Contracts &
Finance

Primary Phone Number:

Alternate Phone Number:

785-296-0045

785-250-4078

Contract Performance Period:
07/01/2020 - 06/30/2026

Location of Services:

State of Kansas, nine facilities statewide

Brief description of the services performed for this reference:
Centurion is currently the provider of comprehensive correctional healthcare for the Kansas
Department of Corrections (KDOC), maintaining over 500 employees in the state. Our services
include medical, mental health, dental and audiology services. We also provide a host of ancillary
and support services, primarily onsite, to include physical therapy, dialysis, Hepatitis C treatment and
access to Centene’s innovative program, Evolve.

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FDC ITN-22-042
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Contract No. C3076 - Exhibit 3

Reference #3

Vendor’s Reference Form

Centurion of Florida, LLC
Vendor’s Name: _______________________________________________________________
Minnesota Department of Corrections
Reference’s Name: _____________________________________________________________

Address: 1450 Energy Park Drive, St. Paul, Minnesota 55108

Primary Contact Person:
Nanette Larson, Director of Health Services

Primary Phone Number:
651-361-7280

Alternate Contact Person:
Marina Fuhrman, State Program Administrator Sr.

Alternate Phone Number:
651-361-7283

Contract Performance Period:
01/01/2014 – 06/30/2023

Location of Services:
State of Minnesota, nine facilities statewide

Brief description of the services performed for this reference:
Centurion has been providing provider services for medical, psychiatry, vision, and physical therapy,
along with utilization management services for 7,600 individuals in 9 facilities across the state since
2014. Our scope of services for the MNDOC include medical, psychiatry, optometry, physical therapy,
and ancillary provider services. Currently, 60 employees work out of our regional office in St. Paul,
Minnesota and in MNDOC facilities.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

b. Prior Work Experience
1) Narrative/Record of Past Experience

Centurion’s Correctional Healthcare Experience
Centurion has over 24 years of uninterrupted experience providing healthcare services to state
correctional systems. We currently provide services for approximately 290,000 incarcerated individuals
housed in more than 275 correctional facilities through partnerships with 12 state departments of
corrections. Our services adhere to federal, State, and local regulations, American Correctional
Association (ACA) and National Commission on Correctional Healthcare (NCCHC) standards, and
department-specific policies and procedures.
Centurion was born out of MHM Correctional Services, Inc. and rebranded
and renamed “Centurion” in 2011 when MHM made the commitment to
expand its service offerings from mental health services to comprehensive
medical services. To make this transition, we partnered with Centene
IN FLORIDA
Corporation, the nation’s leading provider of managed care services for
Centurion is the current incumbent
state Medicaid programs (Sunshine Health Plan in Florida) to be able to
for healthcare services in Florida,
offer true managed care services to incarcerated populations. We created
partnering with the FDC since 2016.
an integrated and collaborative model of correctional health that combines
evidence-based healthcare practices with managed care principles. In our
partnership with the Department, core components of this service delivery model include establishing
strong relationships with a network of offsite care providers (e.g., hospitals, specialists), ensuring timely
patient access to care, emphasis on prevention and wellness, and effective, innovative use of technology.
Using a new paradigm, shifting the mindset from correctional medicine to medicine at correctional
facilities, and collaborative relationships with our state partners, we offer services that result in optimal
treatment outcomes for patients and cost-savings for our partners.

Centurion

Centurion’s Growth at a National Level
Through our co-founding company, MHM, we have been providing healthcare services to correctional
facilities for 25 years, starting in 1997. Throughout this time, we witnessed how traditional correctional
healthcare, hampered by lack of access to timely services, limited focus on prevention and wellness, and
incongruences in service quality resulted in high turnover of medical contractors, increasing facility
healthcare costs, and growing levels of dissatisfaction among incarcerated individuals and state
correctional agencies with healthcare contractors.
To address these challenges and provide incarcerated individuals with a new model of correctional
healthcare, MHM partnered with Centene in 2011 to form Centurion. We received our first statewide
contracts under our new brand name in 2013 when the states of Tennessee and Massachusetts awarded
us their contracts for comprehensive healthcare services. Followed by four states initially under contract
with MHM (Georgia, Maryland, New Hampshire, and Pennsylvania) transitioned their services to
Centurion through competitive procurements and nine additional states (Arizona, Delaware, Florida,
Idaho, Indiana, Kansas, Minnesota, Missouri, and New Mexico) awarded their correctional healthcare
programs to Centurion.
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ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Ownership Structure
Centurion is a wholly owned subsidiary of Centene Corporation, a Fortune 50
Medicaid managed care company. In April of 2018, Centene acquired the assets
of MHM, which included MHM’s stake in Centurion. This transaction consolidated MHM’s and Centurion’s
correctional lines of business as well as other non-correctional business interests of MHM, under the
Centene corporate umbrella. The investment in MHM demonstrated Centene’s commitment to continuing
to strengthen an organization already widely considered the leader in providing comprehensive health
care services within the corrections environment. With Centurion fully embedded within its corporate
portfolio, Centene is able to extend its mission to transform the health of the community one person at a
time in service to incarcerated persons.

Centurion in Florida
Centurion has been managing the current contract for FDC since 2016,
when the medical contractor for the northern regions of the state,
Corizon, Inc. (now known as YesCare), gave notice to the FDC of its
intent to terminate their contract early. Centurion transitioned the
program under an emergency contract. We completed the transition of
approximately 2,000 correctional healthcare employees in just six weeks
and immediately began making necessary reforms and improvements to
the staffing, equipment, and clinical services for the 72,000 incarcerated
individuals in 52 institutions in the northern and central regions of the
state.

~
w

centurion,.
2016 - Present

In 2017, the FDC terminated its contract with Wexford Health Sources, Inc. for services in the
southernmost region of the state and assigned the contract responsibilities to Centurion, once again
under emergency circumstances. We transitioned comprehensive healthcare services for the nine
institutions and 13,000 individuals in a matter of days and transitioned over 400 employees.
Following a formal procurement in 2018, which consolidated multiple contracts under one, the FDC
granted a contract for comprehensive healthcare services across the state to Centurion. The award
reflected the strength and breadth of the medical,
mental health, and dental services we offer in
Florida and the transparent and collaborative
partnership we have formed with the FDC.
Since then, we have followed through on the
commitments made to the FDC in our prior
proposal. We moved a system of care that was in
crisis and under frequent litigation to one that is
cohesive, integrated and collaborative, policydriven, and focused on prevention versus
reactionary healthcare service delivery. We also
successfully managed several unpreventable
crises, including Hurricane Michael that destroyed

Centurion Employees
Working to Relocate and
Evacuate Gulf CI

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

a portion of Gulf CI and required emergency relocation of patients, supporting incarcerated individual
relocation due to Hurricane Irma, and the protracted crisis resulting from the COVID-19 pandemic.
Centurion significantly increased healthcare staffing levels and provided our professionals with the
training and resources they need to ensure that FDC residents have timely access to quality healthcare
services. We incorporated innovation and technology, such as telehealth and an EMR system, to
enhance the service delivery process. We leveraged our extensive clinical, operational, and litigation
resolution capabilities to help the Department meet the stipulations in its legacy healthcare settlement
agreements.
Centurion has intentionally aligned our goals and services to the FDC’s 2021 – 2024 Strategic Plan as
well as the healthcare goals enumerated in the ITN. Most importantly, we have served as a flexible,
transparent, and collaborative partner, supporting the FDC in meeting its mission of “inspiring success by
transforming one life at a time”. Our accomplishments during our tenure have been many, as
summarized below.
Florida Litigation Accomplishments
Centurion has worked closely with the Department to resolve the class actions suits brought against the
FDC and its previous contractor as noted below:



Americans with Disabilities Act (ADA) – Centurion continues to work with the FDC to meet the
healthcare stipulations of this agreement surrounding those with hearing and vision impairments,
ensuring that incarcerated individuals with a disability have access to FDC healthcare programs
and services in compliance with the Eighth Amendment and the ADA. This included working with
the FDC to expand facilities to accommodate patients with disabilities.



Hernia Treatment – Centurion has been working with the FDC to address the requirements set
forth in the court order issued related to hundreds of FDC patients pending hernia treatment.
Since assuming the contract, we have diagnosed and treated over 2,500 patients with hernias.
YTD in 2022, only 12 patients have required hernia treatment, with no backlog of patients
pending hernia treatment. We have cured and resolved this court order.



HCV Treatment – To address the requirements of this litigation, Centurion implemented our
Hepatitis C treatment program in 2017. Since then we have screened over 140,000 incarcerated
individuals. Of those treated, more than 8,000 have achieved sustained virologic response
(SVR), resulting in a 98% SVR rate. We also implemented elastography, a standard of care for
patients with HCV into our service delivery, reducing the bottleneck related to the delivery of
direct-acting antiviral medications. We have cured and resolved this court order.



Mental Health Services – We will continue to assist the FDC in meeting the Disability Rights of
Florida (DRF) inpatient mental health services settlement agreement. Our efforts have included
substantial expansion of services and associated staffing. We worked towards meeting the 70%
compliance threshold for performance measures in round 1 and are close to achieving 80%
compliance in round 2 on the 117 performance items at the eight inpatient units identified under
the settlement agreement.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Information Technology Accomplishments
With information technology touching every component of the service delivery process, we begin citing
our accomplishments in this area.
Centurion recently completed IT infrastructure upgrade and replacement of approximately 3,000
computers across the state of Florida in partnership with the FDC. Our goal with this large IT project was
to standardize our hardware and IT solutions across correctional programs, whenever possible. This
project was necessary preparation as part of our plan to design and implement the FDC’s first electronic
medical record (EMR) system across all four regions of the state, which we began in September 2021.
Part of our IT/EMR duties included establishing and implementing an IT Disaster Recovery Plan and
Business Continuity Plan.
Electronic Medical Record System. Centurion completed implementation of
the Fusion EMR system across all regions of the FDC. Following an initial
pilot in September 2021 at all female facilities, in December 2021, we
IN FLORIDA
completed the EMR transition to each of the remaining FDC regions and
facilities across the state. Our EMR team assumed a lead project
Centurion implemented the
management role implementing this project, which included several moving
new Fusion electronic medical
record system across all
and often complex parts. For example, we worked collaboratively with the
regions of the FDC.
FDC’s pharmacy to migrate patient data from the Department’s pharmacy
system into the Fusion EMR system. The implementation process included
creating 374 electronic forms for use in the system, as well as additional workflows that stem from these
forms. We added laptops, signature pads, printers, and scanners in preparation for implementing the
EMR solution. Our team established a host of reporting capabilities and query options.

Centurion

Implementing the EMR has improved the service delivery and documentation accuracy and enabled
better management of patient care, especially for patients transitioning between facilities or back to an
FDC facility. It has increased provider and nurse productivity. We note that there may also have been
indirect benefits. For example, the lack of an EMR may have adversely affected our recruiting process as
many new nurses did not expect to complete manual documentation of patient needs and progress.
Telehealth. The expansion of telehealth services is an important and ongoing project for Centurion. We
currently use telehealth services to conduct initial specialty evaluations and assessments. An example
includes the current practice of telehealth evaluation and consultation on patients with mental health
conditions who require medications, who would otherwise transfer to an S3 camp for assessment. This
has significantly decreased security and officer time required to transport these patients for their
evaluations.
We regularly use telehealth to provide medical and mental health treatment. Over the last 18 months, we
have completed nearly 55,000 medical appointments and close to 215,500 mental health appointments
via telehealth. Over the last three months, our average medical and mental health completion rates were
90% and 84%, respectively. Though the majority of the sessions were for the provision of telepsychiatry
services, we also use telehealth for oncology, neurology, RubiconMD consults, and wound management.
Our expansion of telehealth, derailed by the COVID-19 pandemic, is back on track.

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ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

In addition to the above, we leveraged Aruba Central to manage switch
infrastructure ensuring rapid deployment of security updates and feature
enhancements and collated full technology stack (i.e., EMR reporting
servers, core network switches, and firewall) in the FDC Data Center in
Tallahassee. We also collaborated with FDC OIT/Network team to
introduce wireless access endpoints and their authentication and
upgraded our IT Helpdesk to offer 24/7/365 access to live technicians for
IT, telehealth, and EMR support.

Centurion
IN

FLORIDA

Over the last 18 months, we have
completed nearly 55,000 medical
appointments and close to 215,500
mental health appointments via
telehealth.

Florida Medical Accomplishments
Under the direction of Dr. John Lay, Centurion’s Statewide Medical
Director, and in close collaboration with the FDC, we have worked with our regional and facility-based
counterparts to develop an integrated and collaborative system of care that has eliminated “silos” of care
and established a culture of teamwork across healthcare disciplines and among facilities. Our medical
services range from initial intake and infirmary care to chronic and palliative care and adhere to Federal
and state regulations, ACA standards of care, and FDC policies and procedures, and healthcare bulletins.
Some of the medical accomplishments we have achieved in collaboration with the FDC include:
Unwavering Focus on Integrated and Collaborative Care. Centurion is well aware of the relationship
between and importance of coordination of care for patients with comorbid mental health and medical
disorders. Aligning with our corporate approach to care, which includes integrated and collaborative care
as a focal point of treatment, we implemented multiple strategies to promote the provision of integrated
care. For example, we utilize the FDC’s medical (M) codes and mental health (S) codes to identify
patients who have comorbid needs. This process supports immediate identification of patients who
require both medical and mental health services and would benefit from integrated and collaborative care.
For patients with severe mental illness (SMI) and medical needs, we utilize multidisciplinary treatment
planning and weekly calls to manage their needs. We have consolidated our mental health and medical
nursing staff under one nursing leadership. We also offer training, mentorship, and supervision to our
staff on providing integrated and collaborative care.

Decreasing Patient Mortality and Morbidity. Centurion has worked closely with the FDC to reduce
mortality rates among FDC patients. Aside
from the unexpected and temporary increase in
Total Deaths FDC/Centurion Sites
mortality and morbidity rates during the height
(including COVID-19)
of the COVID-19 pandemic, we have
600 - - - - - - - - - - - - - - - - successfully decreased mortality from 403
deaths per 100,000 in 2018 to 152 deaths in
400 - ~ -;;;;;;;.;;;;;;;;;;::;7~
~ - - -,-...~ - - year-to-date 100,000 in 2022 as seen in the
200 _ _ _ _ _ _ _ _ _ _ _ _ _ ______., ,..,___
accompanying graph. This is a decrease of
over 55% demonstrating that Centurion’s
0
programs and efforts have been successful
2018
2019
2020
2021
2022
in decreasing morality rates among FDC
incarcerated individuals by more than half.

~~

During the current contract, we have worked with the FDC to conduct post-mortem tests to detect the
presence of K2, a synthetic cannabinoid that is increasingly present in FDC facilities. Outside of forensic
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ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

testing, these tests are fairly uncommon and esoteric, involving multiple
chemicals and complex testing protocols. We have also worked with the
FDC to implement their anti-K2 campaign. We have assembled a Mortality
and Morbidity Review Committee and a dedicated Mortality Review
Coordinator to keep abreast of any changes in the incidence of fatalities
FDC patients. In addition, we worked closely with the FDC and
Correctional Medical Authority (CMA) to revise the FDC mortality policy.

Centurion
IN

FLORIDA

Centurion decreased mortality rates
among FDC incarcerated individuals
by 55% since 2018.

We have introduced several diagnostic and treatment processes to
decrease patient morbidity. In addition to Focus on Wellness and our
Hepatitis C treatment programs, we introduced and provided training on the Kosmos Point of Care
Ultrasound, offering high-level imaging, ECG and digital auscultation, and a digital retinopathy pilot for
patients with diabetes at several FDC facilities.

Increased Access to Onsite Specialty Care. Since assuming the contract, we have increased onsite
specialty care services to include orthopedic services (including medical surgical assessments, minor
surgical procedures, and complex orthopedic surgeries, such as knee and hip surgeries), surgeries
(including surgical assessments and minor procedures), and audiology (including web-based audiograms
and hearing aid management). Other onsite specialty services include expanding palliative and end of
life services, expanded from three facilities to all facilities and providing inpatient hospice care terminally
ill patients, in collaboration with Memorial Hospital. We also added total knee and hip surgeries to the
orthopedic specialty services and surgeries provided at the MSU. We provide onsite optometry,
ophthalmology, radiology, sleep studies, and cardiac evaluations (including use of halter monitors),
among other services.
Successful Hepatitis C Treatment. As noted earlier, since implementing the Hepatitis
C treatment program in 2017, we have screened over 140,000 FDC residents. Of
those treated, more than 8,000 have achieved sustained virologic response (SVR),
resulting in a 98% SVR rate. Errol Campbell, MD serves as the Medical Director for
Hepatitis C. Dr. Campbell works with our statewide infection Control coordinator and
our regional infection control nurses in managing the needs of patients with Hepatitis
C.

Errol Campbell, MD
Regional Hepatitis C
Medical Director

Successful Hernia Surgeries. As also noted earlier, since assuming the contract, we
have evaluated and treated over 2,500 patients requiring hernia operations. The vast majority of these
were inherited from predecessor healthcare vendors who had not provided adequate care. In 2022, only
12 patients required hernia surgery. We have proven our ability to evaluate and provide these patients
the needed treatment, including surgery, in a timely manner.

Better Chronic Care Outcomes. Centurion has been offering our Focus on Wellness disease and
lifestyle management services for patients with complex and/or difficult to manage conditions in Region 4.
In 2021, the 30 patients with diabetes in four participating FDC facilities who enrolled in the program
completed 62 sessions and achieved an average A1c reduction of 0.9 points.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Supporting Incarcerated Mothers. Centurion utilizes our H.E.R. program that distributes journals to help
mothers chronicle their relationship with their children during their incarceration. Participants found
journaling to be helpful, gave them clarity to their situation, and would be something they would continue.
Pharmacy Cost Avoidance. Centurion has supported the Department’s leadership in managing FDC’s
formulary, implementing several initiatives to increase access to and decrease cost medication costs. We
worked closely with the FDC to implement the keep on person (KOP) initiative, transitioning several
medical and psychotropic medications from direct observation to KOP. In addition to saving staff time,
KOPs improved the medication distribution process and promoted self-management among patients. It
also highlighted the strength of the partnership between Centurion and the Department. We further
decreased pharmacy costs annually by addressing use of generic medication, polypharmacy and
appropriate management of psychotropic medications, reviewing and updating the formulary to ensure
use of most cost-effective medications, and implementing an approval process for high cost medications.
For example, in 2018 – 2019, cost avoidance and saving initiatives on biologics/biosimilars, inhalers,
topical corticosteroids and other chronic illness medications, with the assistance of the P&T Committee,
resulted in a total savings of $2.3 million for the FDC.
UM Notification Process. To ensure that appropriate utilization of emergency services, we implemented
an electronic process for immediate notification of UM of any emergency room transports. Among other
benefits, this process allowed us to track patients seen in the ER for self-injurious behaviors. More
generally, the electronic notification has allowed us to intervene expeditiously and effectively with ER
patients, implementing appropriate medical and/or mental health interventions to mitigate symptom
exacerbation or similar behaviors in the future.
Investing in Equipment and Services. To enable better patient care, we consistently review and improve
the resources available to our staff. Examples include purchasing vein finders for each facility,
decreasing the number of sticks, purchasing 75 additional oxygen concentrators to expand our
capabilities across the state. Through statewide redistribution of supplies obtained from Gulf Annex, and
Madison and Jefferson County Health Departments, we achieved a cost avoidance of $178,841 since
contract start date.
Supporting Reentry. We currently utilize two aftercare groups programs, developed by Centurion’s
clinical operations department, for several S3 and inpatient institutions to prepare incarcerated individuals
for reentry. Participants of these two groups, Life After Release and Planning for a Better Life, have the
opportunity to discuss plans and concerns regarding their reentry and identify steps they need to take to
manage their needs following release.
Additionally, starting in 2022, we provide
incarcerated individuals with access to
FindHelp, a web-based search engine,
which provides a platform to find and connect to social services. We
have customized this platform, which is accessible from anywhere at any
time, to the specific and complex needs of Centurion patients. Staff and
incarcerated individuals can access over 1,900 community-based
organizations that offer low or no cost services through Centurion
FindHelp in Tallahassee alone. Although up and running for only six

findhelp

Centurion
IN

FLORIDA

340 users, 2,544 searches,
and 574 sessions for reentry
services in Florida on
Centurion’s FindHelp website.

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Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

months, as of June 1, 2022, 10,000 company wide staff and released patients have already accessed this
user-friendly search engine. Since the program’s launch, 340 users have accessed information on
Florida, through 574 sessions and 2,544 searches, which resulted in 1,552 interactions with
service providers.
Our lead mental health educator, Annette Bushfield, MS, LMHC, has met
with the FDC and community providers to develop referral process for
assessment of pre-release needs. We currently maintain partnerships with
Operation New Hope in Duval County, Bethel Ready for Work in Leon
County, Thriving Minds in South Florida, and Abe Brown Ministries in
Hillsborough. She will continue to develop similar relationships in other
counties across Florida. Ms. Bushfield was also instrumental in identifying
housing resources for sex offenders, a population that meets with significant
housing resistance.

Annette Bushfield, MS, LMHC
Lead Mental Health Educator

In addition to assisting patients released into the community obtain needed medications and follow-up
services, we provide incarcerated individuals with access to Nurse Advice Line (NAL), a toll-free
healthcare hotline available 24/7. Released incarcerated individuals can contact the NAL during the first
three months following their release to obtain medical advice. Since 2019, when we launched this
service, across the eight programs where we offer this service, the NAL has received over 500 inbound
calls with an average clinical talk time with an RN of 11.8 minutes. Year-to-date in 2022 alone, we have
received 14 calls from Florida released individuals.
Expanding Dialysis Services. We expanded dialysis services for high profile incarcerated individuals at
FSP and reducing the need to transfer patients from SFRC to RMC. This has resulted in decreased
security (including flight risk) and transportation costs and improved access to care for patients needing
dialysis.
Offering Training and Skills Development Opportunities. Enhancing staff capabilities is an important
component of improving healthcare outcomes for patients. As such, in addition to educational and
development opportunities available through our corporate clinical operations department, we offer our
Florida staff with a wealth of training opportunities to increase their skills sets. Examples include training
all directors of nursing as CPR instructors, providing training to LPNs to become IV certified, and offering
phlebotomy certification training. We recently started a CNA training course. Staff also participate in
subject-specific trainings such as on medication management, trauma-informed care and gender
dysphoria, quarterly zoom topical trainings, round tables, and other opportunities. We will provide all new
and existing staff with initial and annual naloxone training.
Since 2016, Centurion has hired 47 Florida board certified qualified supervisors who provide
supervision for over 140 mental health staff members, including all provisional psychologists, provisional
mental health counselors, social workers marriage and family therapists and all Florida interns. Without
this supervision, these providers would not be able to obtain a Florida license to see patients. We also
reimburse interns and provisional staff for training and preparation courses for Florida licensure and
qualified supervisors for CEUs by the Florida Board of Psychology and Mental Health.

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Tab B – Experience and Ability to
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Facility and Unit Closures and Openings. We have worked closely with the FDC to provide support,
including transferring patients, during several FDC facility/unit closures and openings. Examples include
transferring patients to Santa Rosa CI following the closure of the Union CI inpatient unit, expanding and
moving close management facilities to Charlotte CI and Hardee CI, and change in locked unit from Larkin
Hospital to North Shore Hospital. We also transitioned staff and services from Tomoka CI’s medical
building to another unit following significant damage to the permanent unit and remained in the temporary
space for over a year. These transitions required close collaboration with FDC staff, clinical management
of patients, ensuring effective transition processes, and developing and implementing new procedures,
when required.
Enhancing Patient Education. Centurion provides incarcerated individuals with a variety of health
information, aimed at increasing their understanding and management of common healthcare issues. All
of our patient educational handouts are available in both English and Spanish, and we are currently
exploring options to make the materials available electronically on tablets, with prior approval from our
client partners. The following are examples of health education materials we have developed since 2016:








Gender Identity
Grief
Health Relationships
Making Lifestyle Change
Personal Hygiene and
Cleanliness
Self Esteem









Thinking Styles
Anger Management
Anxiety
Dealing with Incarceration
Dealing with Mental Illness
Depression
Eating Healthy









Sleep Problems
Smoking Cessation
Stress Management
Suicide Prevention
Overdose Prevention
Effective Communication
Exercise

Addressing the COVID-19 Pandemic. The onset of the COVID-19 pandemic presented unprecedented
challenges for correctional agencies across the nation, including the FDC. Correctional healthcare
providers navigated to institute mandated precautions, provide needed testing and treatment, maintain
adequate staffing, and offer continuity of healthcare services for patients with acute and chronic
healthcare needs. Negative reports from California to Massachusetts focused intensively on the
challenges and even failures of correctional systems in delivering adequate care to incarcerated
populations during the pandemic 123.
In contrast, Centurion, in close collaboration with the FDC, was able to implement needed processes and
procedural changes to combat the virus’s spread across FDC facilities. We implemented new clinical
processes that addressed CDC safe distance and isolation requirements while meeting patient needs and
short and long-term healthcare vacancies. These included:



Opening additional infirmaries at Sumter, Columbia, and Madison during COVID-19 and
developing new processes for addressing the needs of patients within these facilities who
required sick call services

1

Carpenter, Tim. Kan DOC hires new prison medical provider amid COVID-19 pandemic. Corrections1.com. April 19, 2020
Jails and Prisons Served by H.I.G. Capital-Owned Wellpath face COVID-19 outbreaks, deaths, concerns regarding staffing levels.
Private Equity Stakeholder Project. July 8, 2020.
3 Harper, Jake. During COVID-19 Pandemic, Indiana Prisoners Say Other Health Needs Untended. WFYI Indianapolis. May 21,
2020.
2

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Section
Tab B – Experience and Ability to
Provide Services



Establishing “strike teams” and volunteer pools to address backlogs and staffing shortages in
dental, medical, and mental health service delivery.



Hiring APRNs in several sites with critical RN shortages to provide sick call triage and treatment.
We filled all but two of these positons within two weeks. This conversion helped Centurion fill the
positions that would have potentially remained open for 60 – 90 days. This addition allowed us to
meet the needs of our population in a timely manner as demonstrated through our quality audits



Revising initial assessment and sick call processes whereby the APRN performed some of these
tasks, previously managed by RNs. Under the new urgent care model, the RN conducting triage
identified and routes conditions to an APRN to determine need for urgent provider evaluation or
likely to require provider intervention in the near future. This allows the APRN to treat the medical
condition during the initial encounter, avoiding unnecessary nursing evaluation and a second
patient appointment
This has resulted in increased patient satisfaction, decreased patient movement to medical and
an overall more efficient process. This has decreased the burden on nurses, reduced number of
duplicate issue sick calls (as providers saw patients on the first visit), minimized number of
patients inquiring about appointments, and dramatically decreased sick call backlog



Routinely tested all security and staff



Required full testing at each facility within 72 hours of the first patient infected at each facility,
which resulted in mass testing of every incarcerated individual at every facility



Developed testing and
quarantine process with
security where we kept those
with infections separated from
other incarcerated individuals

I •.. , -_\ !

,,.;

.



Implemented treatment plans
based on critical care
consortium, such as vitamin
supplementation for those
testing positive and monoclonal
antibodies at all facilities



We worked closely with the
Florida Department of Health
Centurion employees and FDC
(DOH) during the pandemic to
staff
cheering on fellow employees
implement telehealth
working
and entering the facilities
encounters for DOH treatment
during the pandemic.
of HIV patients. Without the
use of telehealth, DOH provider
would not have been able to
see FDC patient, order 340B
medications, and determine patient progress and needs. The use of telehealth allowed the FDC
to continue realizing cost savings associated with 340B medications

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Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Since the introduction of the COVID-19 vaccine, we have implemented vaccination protocols for the FDC
population. We will continue to provide boosters and remain vigilant with testing, isolation, and treatment.
The COVID-19 pandemic resulted in significant staffing shortages due to short-term or prolonged
treatment, staff resignations and other related vacancies. As we worked tirelessly to recruit and hire new
staff, we created a COVID response team composed of Centurion Florida staff willing to travel to facilities
with significant staff shortages to provide needed healthcare services. These volunteers were
instrumental in ensuring the continued provision of timely healthcare services for the FDC population and
demonstrated the commitment with which Centurion staff approach their jobs and responsibilities.
Florida Behavioral Health Accomplishments
Centurion provides the full spectrum of behavioral health services under the direction of Dr. Peggy
Watkins-Ferrell, our Statewide Mental Health Director, and Dr. Beltran Pages, our Statewide Psychiatric
Director/Advisor. Our accomplishments include:



Collaborating with the FDC in opening the residential continuum of
care at Wakulla CI and the diversionary treatment unit at Florida
Women’s Reception Center. The Wakulla CI expansion was a
complex and detailed process that included, among other activities,
IN FLORIDA
physical plant review and organization, recruiting, hiring and training
Centurion collaborated with the FDC
staff, developing clinical protocols and programming, setting up
in
opening the residential continuum
process, ordering supplies, developing and training officers and
of care at Wakulla CI and the
security staff. Centurion’s clinical operations department was
diversionary treatment unit at Florida
involved in some of these trainings. In addition, we established
Women’s Reception Center.
referral criteria, identified patients who met the criteria for the units,
and referred and transitioned to the right program. We completed a
phased-in implementation of the DTU and inpatient services and expanded programming to the
CTU and STU over time. In March of 2022, during a family conference call, an incarcerated
individual’s family member expressed appreciation for Centurion’s timely provision of
medical services to their loved one at Wakulla Annex. Their family member praised the
fact that they had no concerns about the care being given.

Centurion



Implementing a program to evaluate and treat patients with gender dysphoria. Our staff
participated in training on gender dysphoria. The training included at least four in-person
presentations and at least six in–person training days as well as a minimum of six Zoom meetings
with the psychologists conducting evaluations and completing several evaluations during these
meetings. Since beginning the program, we have completed 300 full psychological evaluations.
During the past few years, our clinical operations team have also supported the program by
conducting consultations and trainings at several FDC facilities, such as consultations at Lake CI
and WRC on developing a behavioral management unit, multiple gender dysphoria trainings, and
SIRP training.



Collaborating with the FDC and Department of Children and Family Services to streamline Baker
Act and civil commitment processes by developing systematic protocols and training
psychologists and mental health professionals on how manage such requests.

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Contract No. C3076 - Exhibit 3
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Comprehensive Health Care Services



Section
Tab B – Experience and Ability to
Provide Services

Developing a system to increase compliance with medication dispensing and efficient use of
the medication administration process. As part of the overall keep-on-person (KOP) program we
developed in partnership with the FDC, we review the list of patients on psychotropic medications
to identify those who would benefit from having keep-on-person medications. We provide training
to the patient on their medication regimen, ensure compliance as part of regular medication
reviews, and make any adjustments needed. This process has streamlined medication
dispensation and saved significant nursing and provider times while helping patients assume
greater responsibility for their own healthcare.

We currently support the FDC’s doctoral and post-doctoral internship programs in clinical psychology,
each of which include 2,000 internship hours over a one-year period. We provide hands-on training,
mentorship, supervision, and oversight by Centurion clinical psychologists. In addition to increasing the
student’s clinical skills, these internships are unique opportunities to engage future healthcare providers
in correctional healthcare. We currently have 13 employees who began with Centurion as part of FDC’s
internship program.
We have implemented suicide prevention round tables, creating opportunities for small,
multidisciplinary groups to explore suicide prevention topics, typically three discussion points per session,
over the course of one hour. These meetings allow for onsite, brief, and effective communication for
clinical, administrative, and custody staff to explore topics and collaborate to improve prevention
strategies within their site. In addition to receiving education on suicide prevention strategies, participants
build interdisciplinary relationships, identify and address gaps in care, and improve communication and
rapport through the facility.
In addition to the above, we have also completed the following initiatives:



Added a back-up system to the on-call system to improve its efficiency



Collaborated with the FDC on improving mental health policies and procedures



Implemented a floating team composed of psychologists and psychiatric clinicians to provide
coverage during critical shortages, especially on inpatient units



Utilized Centurion portal resources for behavioral health programming including group curricula,
Taking a Chance on Change, in-cell psychoeducational programming with creation of packet tied
to treatment problem/goals/objective for patients to complete during the COVID-19 pandemic

Florida Dental Accomplishments
In 2017, Centurion transitioned dental staff from Smallwood to Correctional Dental Providers Network
(CDPN), providing dental services for the FDC as part of our comprehensive healthcare contract. Dr.
Harry Hatch has served as Centurion’s Statewide Dental Director, working in close collaboration with the
FDC and the facilities to increase the availability and scope of dental services across the state.
During our tenure, we added two dentists, reallocating them from closed sites, 6.2 FTE dental hygienists,
and 7.0 FTE dental assistants. We currently participate in academic affiliations with Nova University in
South Florida for fourth year students who can complete an externship at South Florida Reception
Center. In addition to conducting oral surgeries at the RMC, we are in the process of establish a
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Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

relationship with Nova University’s oral residency program to perform extractions and oral surgeries at the
local hospital.
When we assumed responsibility for dental services, an analysis of
dental equipment across FDC facilities found a significant amount of
unused dental equipment and supplies at some facilities and a
shortage at others. Facilities without adequate supplies were ordering
materials of which other facilities had a surplus. To address this issue,
we created a centralized dental storage hub, which now contains all
surplus dental supplies and equipment. We first use the materials in
stock before placing orders for dental supplies. Our centralized bulk
inventory has resulted in over $762,000 in cost-savings since
2019.

Centurion
IN

FLORIDA

Centurion’s centralized bulk
inventory resulted in over $762,000
in cost-savings to the FDC since
2019.

In addition, we have repaired or replaced dental equipment with more advanced options. For example,
we recently replaced suction tips supplied to dental hygienists with Releaf Specialty Suction Tips that
offer a safer environment by reducing aerosol in the dental clinic. Since fiscal year 2020, we have
invested in 99 operatory chairs, 20 autoclaves, 12 vacuums, five compressors, three panorex machines,
66 scan-X machines, five x-ray machines, six Nomad x-ray machines, one hydrim sterilizer, and several
other large dental equipment items.
We also demonstrated our commitment to ensuring timely access to dental services through our tireless
efforts to address the recent backlog of routine dental appointments. Being limited to providing only
essential dental services and emergent and urgent dental care during the months following COVID-19
created a backlog of over 12,000 routine dental visits across the entire Florida correctional system.
To address this backlog, once the state reduced COVID restrictions, we created dental “strike teams” that
included dental management, general dentists, and dental assistants from facilities without significant
backlogs. These teams travelled to
facilities with the largest backlogs,
Reduction of Dental Appointment Backlogs
namely Calhoun, Liberty, Union, Martin,
14,000 - - - - - - - - - - - - - - - - - - - Okeechobee, Walton, Hamilton, and
Franklin CI, to provide an intensive level
of dental service provision within a
condensed period of a few days. We
worked with facility wardens and security
for our dental strike team to see as many
as 70 patients in a day for up to three
days at a time. At some facilities, our
dental strike teams treated 210 patients
a week.
2017

2021

2022

Simultaneously, our dental management
strategized with the facility dental team
and provided training on how to see a sufficient number of remaining patients daily to keep the backlog
numbers reducing and achieve a 3-month turn around on eliminating the backlog. By June 2021, we had

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Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

reduced past due routine dental appointments from 12,529 to 2,895, while continuing emergent, urgent,
and routine dental services, even while still under partial COVID restrictions. We initiated a second wave
of dental strike team support in May 2021, after evidence that wait times were increasing, avoiding noncompliance and system overload. We currently have no routine dental backlogs and are proud to have
maintained a less than one per 1,000 rate per month for received dental grievances.
Florida Staffing Accomplishments
During the term of our contract, Centurion has remained
steadfast and consistent in our staff recruiting, retention, and
training efforts. Within two months of initially assuming the
contract, we had hired 280 employees, significantly decreasing
Centurion Fill Rates
the FDC’s vacancy rates. We continued with these efforts
throughout the past few years, using innovative recruiting
strategies, designated recruiters, academic affiliations, and
generous benefits. We worked with the FDC to increase our staffing and specialties to meet the changing
needs of FDC incarcerated individuals. Over the past five years, we increased the number of staff from
2,908 full-time employees in 2017 to 3,155 full-time employees so far in 2022.
The COVID-19 pandemic and the ensuing “great resignation” and staff
shortages presented unprecedented challenges for Centurion and
healthcare companies and all industries across the nation. Companies
struggled to staff employees, particularly in the service industry. We used
innovative recruiting programs and retention initiatives to address this
challenge. We are grateful to the FDC for their collaboration to implement
new recruitment initiatives such as adjusting pay ranges, allowing us to
complete with the new healthcare market in the U.S. We are committed to
continuing and expanding on these efforts to achieve the high fill rates we
had maintained prior to the pandemic’s onset.

Centurion
IN

FLORIDA

In a recent 30-day period, to
further advance the upward
trajectory in staffing successes,
Centurion raised the FDC fill rate
from 68% to 74%.

To ensure the increasing staffing successes in Florida, we maintain a large and knowledgeable human
resources and recruiting team of 27 personnel dedicated to the Florida program. Teffany Dowdy,
Director of Provider Recruiting, Mindy Halpern, CCHP, Director of Nurse and Clinical Recruitment, Tony
Zehring, Senior Director of Recruiting Operations, Angela Fitzjarrell, Talent Attraction Manager and
Executive Recruiter, and Lisa Lynch, Regional HR Manager lead this team. Under their leadership, the
team is composed of 22 other members, including provider, nurse and clinical recruiters, talent acquisition
partners, and human resources business partners. Most of our Florida recruiting team have been with
the program since contract award. In the last few weeks, we’ve hired a new Talent Attraction Partner,
Academic Partnerships, Susie Shumaker.
According to a November 2021 article in the South Florida Sun Sentinel, the nursing shortage in the State
has reached a crisis point, with at least one in four nurses, and one in three critical nurses, quitting their
jobs in 2021. By 2035, Florida will need over 59,000 nurses to meet the healthcare needs of its
population 4. The State will also need primary care, dental, and mental health professionals to combat
shortages in these disciplines.
Krischer Goodman, Cindy. Nursing shortage hits a crisis point in Florida, and its taking a toll, leaders say. South Florida Sun
Sentinel. November 1, 2021.

4

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Section
Tab B – Experience and Ability to
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Despite this apparent shortage in healthcare staff, Centurion has successfully maintained an 80%
retention rate for medical providers, a 76% retention rate for dental providers, and 71% retention rate
for psychiatric providers. Some of our other recruiting accomplishments include the following:


In 2021 alone, we hired 1,023 new employees, bringing our total Florida employee count to nearly
3,500 employees. We retained over 65% of our total employees for medical, psychiatry,
nursing, and mental health providers



Maintain an average retention rate of 70% across all positions.



1,172 and 318 employees achieved five years of service in 2021 and year-to-date 2022,
respectively.



Apply for and obtain health professional shortage area (HPSA) designation for every state prison,
which allowed us to apply for and obtain National Health Services Corps Loan Repayment
Program (NHSC-LRP) funding. We have obtained NHSC-LRP designation for 30 FDC facilities.
Six other facilities also received an HPSA score in May 2022. Utilizing these recent HPSA
scores, we have already completed and submitted the NHSC applications in June 2022.
This designation, an important recruiting and retention tool
for Centurion especially in rural areas, allows new hires and
incumbents with existing student loans to benefit from this
opportunity. An example is Santa Rosa Correctional
Institution, where we are currently using the loan repayment
program as one of our most attractive recruiting tools.
Since obtaining the designation, we have had 25
employees apply for and benefit from the NHSC-LRP.

As with any other correctional agency, Centurion experienced
increased vacancies during the COVID-19 pandemic due to staff
illness and resignations. We worked with the FDC to develop and
implement a multi-pronged process to increase recruitment and
retention of both provider and non-provider positions, and we are
grateful for the Department’s collaboration in these efforts. In
addition to flex schedules and remote work, some of the activities
we pursued to improve recruiting and retention include:

The efforts of Centurion’s nursing team in
Florida during the COVID-19 pandemic
was recently recognized by the inmates
at Jefferson CI, who painted this mural
on the medical building recognizing the
‘heroism’ of nurses.



Initiating shift differentials and incentives, such as an extra
$400 per shift for RN, to work additional shifts. In 2021 alone, we paid over $1 million in shift
differentials across all FDC facilities



Implementing competitive sign-on bonuses of up to $10,000 for hard-to-fill positons, such as RNs.
In 2021, we paid over $416,000 in new hire incentives and $2.5M in new hire incentives in
2022



Reviewing, revising and submitting new salary ranges for medical and mental health staff
positions to the FDC for approval, following which we brought all existing staff to scale. We are
currently working on revising and brining medical provider and clerical salaries up to scale.



Expanding our recruitment reach through out-of-home and mobile geo-targeted advertising by
working with Outfront Mobile to place position advertisements on over 100,000 app networks
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Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

(news, gaming, hobbies, sports, social, weather, arts, shopping, finance, and entertainment).
From January to February 2022, we completed campaigns for the Jacksonville and Orlando area.
These advertisements served over 1 million times and resulted in 4,295 engagements/clicks to
the Centurion website for additional information. Our advertisements over-delivered by 0.9% for
a 101% delivery, outperforming the standard engagement/clicks by 43%.
In the past six months, we have further enhanced our recruiting and retention efforts by:



Increasing Email and Text Campaigns – Our campaigns reached an average of 150,000 RN
and LPNs across the state and approximately 10,000 in targeted areas each months. We also
send close to 2,500 talent attraction texts each month to potential candidates. For example, since
January 2022, our nursing campaign alone, we contacted 93,554 and 28,013 candidates through
text and email campaigns and respectively. We also contacted 458 through cold calls and 6,008
who responded to individual outreach. We presented 449 candidates to FDC facility leaders to
recommend for onsite interviews.



Increasing Employee Referral Program Incentives – Nearly 16% of nurse hires, 12% of mental
health, and 14% of psychologist hires in Florida have been the result of employee referrals. To
further incentivize employee referrals, we significantly increased the employee referral bonuses to
$5,000 for licensed full time and $3,500 for licensed part-time hires referred by existing
employees.



Preparing Candidates for the Interview Process – Interviewing for a correctional healthcare
position, especially for candidates who have not had any prior experience in this arena, can be
overwhelming and stressful. To ease the interview process for candidates, we provide them with:





Facility profile guides, which offer a synopsis of the FDC facility where the candidate will
interview, including information on security process, population, facility, directions,
parking, do’s and don’ts, dress code and other relevant information. Candidates have
universally commented on the usefulness of this information.



“Day in the Life” presentations, whereby a recruiting team members and director of
nursing or other clinical staff meet with potential candidates virtually to provide an
overview of life as a healthcare staff member at a facility or region, including providing
information regarding security, unique aspects of correctional environment. They
respond to questions and concerns posed by candidates.



Follow-up texts that our talent attraction team send to keep candidates engaged with the
interview process and with the onboarding process following hire. This is an important
tool in minimizing pre-onboarding jitters and drop-offs and keeping hired candidates
interested and enthusiastic about working for Centurion prior to their onboarding.

Increasing In-Person Meetings – With the easing of COVID-19 restrictions and precautions, we
have increased in-person meetings, whereby we meet with candidates at informal (restaurants
and hotels) and formal (Centurion regional offices or FDC facilities) locations to conduct the
preliminary interviews and respond to questions. The onsite facility interviews, for example, allow
candidates to experience the facility atmosphere and manages expectations, thus decreasing
post hire and first-day dropouts.

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Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services



Academic Partnerships – We increased our academic partnerships through lunch and learn and
career events. Members of our recruiting staff also serve on the boards of several of our
academic partners, supporting their career and professional development goals and
opportunities. We routinely welcome partners to tour facilities to gain a better understanding of
the correctional work environment and convey the importance and potential of working in
correctional health to their students.



Using Data to Enhance Outreach – We routinely review and augment our outreach methods to
identify the most appropriate and effective hiring outlets. For example, with close to 38% of our
new hires sourced from Indeed, during the past six months, we have increased our investment in
Indeed to $56,000 per month.

Our continued focus on achieving expected fill rates for the FDC remains unwavering. We will continue to
use these and other activities to meet FDC staffing expectations.
To combat the spread of COVID-19, for several months FDC facilities limited the number of non-FDC or
non-healthcare staff who could enter the facility. This posed a significant onboarding challenge for
Centurion as many of the healthcare staff we recruited and hired did not have a correctional background
and did not have the opportunity of meeting with facility staff as part of their interview and vetting process.
We used virtual interviewing and education to provide these new employees with information about the
culture and environment of the facility in which they would be working. With the easement of COVID-19
restrictions, most FDC facilities are now open to onsite interviews, which helps prepare candidates by
allowing them to experience some of the unique aspects of working in a correctional environment.
Florida Quality Management Accomplishments
Quality management is the over-arching service that ensures the delivery of excellent services for the
FDC population. Some of our achievements, accomplished in collaboration with the FDC, and anticipated
to be ongoing during the next contract, include the following:



Improvement of ACA Preparation and Audit Results – Created technology and processes,
such as an inclusive ACA portal, ACA Healthcare Outcomes tracker, permit and license tracker,
to improve ACA preparation and audit results



Overall Improvement in CMA Audits – Achieved overall improvement in CMA initial audits and
quicker closure of subsequent CAPs; participated with CMA on Access to Care Audits during the
pandemic; and established portal site with CMA team access for ensuring remote ability to
assess documentation for CAPs



Report Access Collaborations – Supported joint access by FDC and Centurion to electronic
reports, such as the Risk Management Occurrence Report (RMOR), HIPAA, grievances,
performance measure monitoring, quality management minutes and other areas which allows for
transparency and ease of review



Enhancement of the Mortality Review Process – Enhanced the FDC mortality review process
by including regional clinical and administrative leaders, enhancing the mortality report content,
and offering standardized training for all providers through the FDC mortality coordinator and
statewide CQI director

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Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services



Creation of Policies, Procedures and Processes Database – Created a database for RMCH
policies and revisions with access for FDC and RMCH administrators to streamline
communication and approval process; created a new process, consistent with FDC guidelines, for
completion of peer reviews remotely, if needed



Implemented the Mental Health Auditing Process – Implemented the mental health Disability
Rights Florida (DRF) auditing process with FDC to support accurate tracking of DRF mental
health monitoring; collaborated with corporate clinical operations team to enhance mental health
quality program for the FDC to focus on specific areas of concern, highlight areas of excellence,
and increase staff morale and retention



Completion of Justification Studies – Completed APRN Justification Study to review results
from hiring APRNs to manage sick call at several facilities; initiated annual quality management
study of grievances to be reported out in July at the quality care meeting with FDC

Contracts Executed in the Past Five Years
Below we provide a listing of all Centurion statewide contracts executed in the last five years that are of
similar scope to the services sought in the FDC’s ITN. For each contract, we provide the organization
name, start date of contract, scope of services, and reference contact information.

Centurion Current and Past Contracts Awarded in Past Five Years
Organization Name

Contact Information

Arizona Department of Corrections, Rehabilitation,
and Reentry**
07/01/2019 – 09/30/2022
33,000 ADP/59 facilities
Services Provided: Statewide medical, mental health,
dental, and utilization management

Larry Gann, Assistant Director, Assistant Director, Health
Services Contract Monitoring Bureau
A: 1601 W. Jefferson, Phoenix, AZ 85007
P: (w) 602-255-2490 (c) 602-359-9110
E: lgann@azadc.gov

Delaware Department of Correction
04/01/2020 – 06/30/2027
5,500 ADP/10 facilities
Services Provided: Statewide comprehensive medical
services, inclusive of dental, pharmacy, and inpatients;
Statewide comprehensive behavioral health services,
including sex offender treatment, substance use
disorder, and medication-assisted treatment services

Michael Records, Deputy Bureau Chief
A: 245 McKee Road, Dover, DE 19904
P: 302-857-5389
E: michael.records@delaware.gov

Georgia Department of Corrections*
10/01/1997 – 06/30/2029
44,000 ADP/36 facilities
Services Provided: Statewide mental health services, cooccurring mental health and SUD, and dental

Jack Randall Sauls, MBA, FACHE, Assistant Commissioner
A: 300 Patrol Road, Forsyth, GA 31209
P: 478-992-5879
E: randy.sauls@gdc.ga.gov

Idaho Department of Correction
10/01/2021 – 09/31/2026
7,500 ADP/15 facilities
Services Provided: Statewide medical, mental health,
psychiatric, dental, and utilization management

Cindy Lee, Business Support Manager
A; 1299 N. Orchard St., Suite 110, Boise, ID 83706
P: 208-658-2127
E: cilee@idoc.idaho.gov

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Centurion Current and Past Contracts Awarded in Past Five Years
Organization Name

Contact Information

Indiana Department of Correction
07/01/2021 – 06/30/2025
24,5000 ADP/22 facilities
Services Provided: Statewide medical, mental health,
psychiatric, dental, and utilization management

Robert Burns, Medical Operations Administrator
A: 302 W. Washington St., E-334
Indianapolis, IN 46204-2738
P: 812-233-5736
E: rburns@idoc.in.gov

Kansas Department of Corrections
07/01/2020 – 06/30/2026
10,000 ADP/9 facilities
Services Provided: Statewide medical, mental health,
dental, juvenile substance use disorder, and medicationassisted treatment services

Gerald “Jerry” Jorgenson, Director of Healthcare Compliance
A: 714 SW Jackson, Suite 300, Topeka, KS 66603
P: 785-207-1481
E: Gerald.Jorgenson@ks.gov

Maryland Department of Public Safety & Correctional
Services*
07/01/2005 – 12/31/2023
21,500 ADP/23 facilities
Services Provided: Statewide comprehensive outpatient
and inpatient psychiatric and mental health care

Lynda Bonieskie, PhD, Director of Mental Health Services
Incarcerated individual Health Services
A: 6776 Reisterstown Road, Suite 315, Baltimore, MD 21215
P: (w) 410-585-3731 (c) 443-468-0319
E: Lynda.Bonieskie@maryland.gov

Missouri Department of Corrections
11/15/2021 – 11/14/2024
23,000 ADP/22 facilities
Services Provided: Statewide comprehensive medical,
mental health, and dental services

Travis Terry, Director of Division of Offender Rehabilitative
Services
A: 2729 Plaza Drive, P.O. Box 236, Jefferson City, MO 65102
P: 573-526-6493
E: travis.terry@doc.mo.gov

New Hampshire Department of Corrections**
07/01/2018 – 06/30/2022
01/01/2008 – 06/30/2022
1,750 ADP/ 7 facilities
Services Provided: Comprehensive inpatient and
outpatient psychiatric services, medical staffing, UM, and
program management

Helen Hanks, Commissioner
A: 105 Pleasant Street, PO Box 1806, Concord, NH 033021806
P: 603-271-5600
E: info@nhdoc.state.nh.us/ feedback@doc.nh.gov

New Mexico Corrections Department*
07/01/2016 – 06/30/2024
1,250 ADP/ 4 facilities
Services Provided: Statewide behavioral health and
SUD services for female incarcerated individuals

Dr. Wendy Price, Behavioral Health Bureau Chief
A: 111 Gold Ave SE, Albuquerque, NM 87102
P: 505-827-8850
E: Wendy.Price@state.nm.us

Pennsylvania Department of Corrections*
04/01/2022 – 03/31/2027
39,000 ADP/ 25 facilities
Services Provided: Statewide inpatient and outpatient
psychiatric and behavioral health, and medicationassisted treatment services

George Little, Acting Secretary
A: 1920 Technology Parkway
Mechanicsburg, PA, 17050
P: 717-728-4109
E: glittle@pa.gov

Tennessee Department of Correction
11/01/2020-10/31/2025
22,000 ADP/ 11 facilities
Services Provided: Statewide behavioral health services

Kenneth Williams, MD, Chief Medical Officer
A: Rachel Jackson Building, Fifth Floor, 320 Sixth Avenue
North, Nashville, TN 37243
P: 615-979-5631
E: kenneth.williams@tn.gov

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Centurion Current and Past Contracts Awarded in Past Five Years
Organization Name
Tennessee Department of Correction*
09/09/2013 – 06/30/2023
22,000 ADP/ 11 facilities
Services Provided: Statewide medical, dental, specialty,
pharmacy, and utilization management services

Contact Information
Kenneth Williams, MD, Chief Medical Officer
A: Rachel Jackson Building, Fifth Floor, 320 Sixth Avenue
North, Nashville, TN 37243
P: 615-979-5631
E: kenneth.williams@tn.gov

*Re-awarded through competitive procurements in the last five years
**Contact either recently expired or has an approaching close date. For these contracts, Centurion fulfilled all contractual obligations and
worked with the agency to successfully transition services to new vendor.

Below, we provide an additional table that showcases our other current correctional healthcare programs
where we executed contracts beyond the last five years.

Centurion Current Contracts Awarded in Past Ten Years
Organization Name
Minnesota Department of Corrections
01/01/2014 – 06/30/2023
7,600 ADP/9 facilities
Services Provided: Provider services for medical,
psychiatry, vision, physical therapy, and utilization
management services

Contact Information
Nanette Larson, Director of Health Services
A: 1450 Energy Park Drive , St. Paul, Minnesota 55108
P: 651-361-7280
E: Nanette.larson@state.mn.us

Experience Assuming Operations from Other Correctional
Healthcare Vendors
Centurion has extensive experience assuming operations from other correctional healthcare
organizations. As the Department is well aware, our entry into and expansion across the Florida
correctional healthcare system in the current contract was the result of two emergency contracts awarded
to Centurion in 2016 and 2017, for contracts previously held by Corizon (now known as YesCare) and
Wexford Health Sources, respectively.
Under the first award, we completed the transition of approximately 2,000 correctional healthcare
employees in just six weeks and immediately began making necessary reforms and improvements to the
staffing and clinical services for the incarcerated individuals in 52 institutions across the state. In 2017,
the FDC assigned contract responsibilities for services in the southernmost region of the state to
Centurion. We transitioned comprehensive healthcare services for nine institutions, 13,000 incarcerated
individuals, and over 400 employees in a matter of days. As seen in the graph, more DOCs trust their
population’s wellbeing to Centurion than any other correctional healthcare organization.
In the last three years, we transitioned programs from Corizon (Indiana, Kansas, and Missouri),
Connections, Inc. (Delaware), and Wexford (Indiana). Our correctional programs are similar to the FDC

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

in the scope of services required,
requirements for evidence-based and highStatewide Correctional Healthcare
quality care, and intense focus on ensuring
Contracts by Major Vendors
adequate staffing. Similarities also include
providing responsive reentry services,
expansive provider network, increased
15
availability of onsite specialty care services,
10
and use of innovative solutions and
technology to enhance service delivery. All of
5
the programs also emphasize the importance
Centurion Wellpath Wexford YesCare Vitalcore
Armor
of transparency and partnership. The
0
differences relate primarily to departmental
objectives and goals, specific policies and procedures directing the delivery of services, litigation
agreements and requirements, and the overall population served.
There are a myriad of reasons that departments of corrections across the country choose Centurion to
replace their existing correctional healthcare vendors. These include our reputation for excellence in
service delivery and our unparalleled recruitment and retention capabilities.
Excellence in Service Delivery. Of critical importance to each DOC is the quality of services offered to
their incarcerated population. In Centurion, DOCs find an organization committed to excellence in service
delivery. We provide fully integrated, collaborative, and public health focused healthcare services rooted
in evidence-based mental health, medical, and dental practices. When called for under the scope of
contract, our services include a wide range of substance use disorder programs, including withdrawal
management, medication-assisted treatment, and counseling and rehabilitation. We infuse innovation,
continuous quality improvement, and specialty services to address the diverse needs of the incarcerated
individuals we serve – always placing the patient as the focal point of the treatment process.
To take just one example, in issuing its RFP in 2019, the Kansas Department of
Corrections (KDOC) sought a partner that could address the challenges the
Department faced while significantly improving the quality and timeliness of
services for its incarcerated population, decreasing recidivism rates, and reducing
Department of Corrections
the overall cost of healthcare services. In Centurion, they found a partner that had
demonstrated experience managing fully integrated services for all populations, including those with
special needs such as women and youth, individuals with co-morbid diagnosis, and those with opioid and
alcohol addiction. We committed to using innovative solutions and resources, continuous quality
improvement, and improved pharmacy management to support the service delivery process, achieve
better outcomes for patients and cost savings for the state.

ansas

Centurion committed to meeting KDOC’s goal of providing direct acting antiviral treatment to prioritized
patients. We identified a potential 340B partner, Ellsworth County Medical Center, to support the
proposed 340B medication program via telehealth. In addition, our individualized and public health
focused reentry services supported the KDOC’s goal of decreasing recidivism rates among former
incarcerated individuals. We received notification of the award in January 2020 and have been providing
exemplary services since July 2020.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Unparalleled Recruitment and Retention Capabilities. In an industry where shortage of healthcare
professionals is a continuous challenge in providing timely services to patients, the ability to recruit and
retain staff is of paramount importance. Centurion has one of the strongest and most effective recruiting
and retention teams in correctional healthcare. This team of 50 full-time recruiters and 40 full-time human
resource employees works closely with our partners to identify, engage, recruit, hire and retain
employees with strong credentials and experience. We use a relational process, state-of-the-art
recruiting database, a robust academic affiliation program, an expansive network of candidates, and rich
benefits and professional development opportunities to ensure that our programs maintain high fill and
low vacancy rates.
Our recruiting and staffing capabilities is one of the many reasons that the Georgia
Department of Corrections (GDC) re-awarded its contract for behavioral health and
dental services to Centurion, extending our relationship with the GDC into a third decade
of continuous partnership. Since assuming the contract and in spite of the significant
current national staffing challenges, our recruiting team has been able to generate
positive staffing results for the GDC. Today, our GDC program includes:


Over 360 part and full-time employees



Over 100 employees hired in 2020 and 2021 alone



43% of staff with over 10 years of employment with Centurion’s GDC program



No use of locums since 2008



100% psychiatrist fill rate with an average seven years of tenure



No staff turnover in 25 GDC facilities in 2020



Ability to recruit all psychiatrists for Augusta State Medical Prison within three weeks, despite the
significant shortage of this discipline in the state and across the nation



Two staff members with over 30 years of tenure with the program

Innovation in Service Delivery. Aware of the impact of innovation and technology on the delivery of
healthcare services, many DOCs seek a partner that can seamlessly incorporate novel solutions into is
management of care. Centurion has the infrastructure, knowledge, human resources, and financial ability
to invest in and offer unique solutions, such as extensive data analytics, telehealth,
and electronic medical records for our partners. These capabilities were among the
many reasons that the Idaho, Indiana, and Missouri departments of corrections
chose to award their healthcare contracts to Centurion in 2021. For example, the
innovative services we offer in our Idaho Department of Correction (IDOC)
include:


Implementation and expansion of telehealth services to increase access to services



Use of risk stratification and predictive modeling to identify high risk patients



Provider access to Krames, UptoDate, Centurion Central, EBSCO, and RubiconMD to provide
evidence-based services



TruCare UM tracking system to ensure provision of medically necessary services
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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services



Section
Tab B – Experience and Ability to
Provide Services

Real-time web-based data analytics, informatics and reporting services to manage patient care
and gauge program success

Unparalleled Implementation Success. Transition of services is an essential benchmark for correctional
agencies considering a change in vendors. Departments of correction seek vendors who have
demonstrated experience seamlessly transitioning patients, services, programs, employees, and
technology. Failure to do so effectively can have a short and long-term impact on patient care and
program success. Our ability to transition numerous state correctional healthcare contracts from other
vendors without fail or lapses in care is a point of pride for Centurion and an important consideration for
our clients.
In 2020 and 2021, at the height of the COVID-19 pandemic, Centurion transitioned correctional
healthcare programs for the departments of correction in Delaware, Kansas, Idaho, Indiana, Missouri,
and Tennessee. We implemented each program within agreed upon timelines. We hired, trained, and
transitioned staff, reviewed and instituted policies and procedures, provided all required deliverables, and
implemented all technology, clinical, and quality management requirements. We accomplished all of the
above while observing COVID-19 restrictions and requirements. We completed each implementation
within agreed-upon timelines and without any COVID-19 related negative outcomes.
b. Prior Work Experience
2) Disputes

Centurion has never received a notice of default, breach of duty, or non-performance under a contract,
nor has Centurion has never been issued a notice of default or breach. There has never been any
judicial or quasi-judicial action against Centurion as a result of default or defect in performance.
Centurion rarely sees circumstances in its contracts that rise to the level of contractual disputes, but if this
occurs, Centurion works diligently and patiently with the client agency to resolve matters to the mutual
satisfaction of both parties. More commonly, certain of Centurion's contracts have provisions for returning
money to the client agency for issues related to services, such as staff vacancies and staffing plan
adjustments, as well as occasionally performance related assessments against a set of measurable
benchmarks. These performance related assessments are not material to our overall operations. Below,
we have listed performance related assessments in our contracts that exceed $250,000 per year during
the requested five-year period. We did not list amounts for the FDC contract, as these are already known
by the Department.

Performance Related Assessments in Last Five Years
Date

Contract

Amount

2019

Arizona DCRR

$1,538,051.00

2020

Arizona DCRR

$1,657,500.00

2021

Arizona DCRR

$1,180,500.00

2021

Kansas DOC

$632,300.00

2022

Indiana DOC

$1,810,000.00

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

b. Prior Work Experience
3) Subcontractor Information

As the incumbent contractor for the services sought under this ITN, Centurion is fully resourced and able
to deliver all components of the scope of the FDC comprehensive healthcare program. We accept full
responsibility for the services provided by our organization throughout the course of the contract, as the
sole source of contact for the contract. Except for a few select specialty services, Centurion does not
intend to subcontract out any major areas of responsibility or service delivery to any other entity to
any such extent as to put our responsibility for management and services in the 'hands' of another entity
without monitoring and oversight by Centurion. The table below lists the specialty services that we intend
to hire subcontractors for, with Centurion still being fully responsible for the management and provision of
these services. As requested by the ITN, we include the anticipated fees and amount of contract the
subcontractor is expected to charge at the time of this ITN reply.

Centurion Proposed Subcontractor Network
Proposed Specialty Subcontractor
Advanced Pharmaceutical Consultants
BioReference Laboratories, Inc.
Correctional Dental Provider Network
Fusion Management Group, LLC dba Fusion
National Eye Care
Orion Medical Enterprises dba Physicians
Dialysis
Trident/MobileX
US Medical Group

Services Provided

Vendor Start Date in
Current Florida
Program

Anticipated
Contract Term
Total Cost

Consultant Pharmacy Group

4/17/2016

$319,808

Diagnostic Laboratory

4/17/2016

$5,552,921.00

Dental Providers

4/17/2016

$133,412.00

Electronic Medical Record

12/1/2021

$2,214,229

Optometry

4/17/2016

$1,116,617.00

Dialysis

4/17/2016

$3,177,715.00

X-ray, Ultrasound, CT, MRI

4/17/2016

$2,704,585.00

Mobile surgery
unit at RMC

4/17/2016

$2,073,743.00

At the time of ITN submission, we do not have proposed contracts in place for the new contract period.
Due to ITN page limitations, if the Department should wish to view their current contract agreements, we
will happily provide upon request.
We provide a completed Attachment IX, Subcontracting Form, for the contracted subcontractors listed
above. In addition to the information contained on ITN Attachment IX, Tab B, subsection B.3,
Subcontractor Information, asks for the following information:


Number of Year’s Subcontractor has Provided Services – All proposed subcontractors have
experience with this size and scope of project as they are currently providing these services in
our Florida comprehensive healthcare program. In the table above, we include each network
member’s start date to further reflect the number of years providing these services.



Subcontractor Projects of Similar Size and Scope to the Services Sought via this ITN – All
proposed subcontractors have experience with this size and scope of project as they are currently
providing these services in our Florida comprehensive healthcare program.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services



Section
Tab B – Experience and Ability to
Provide Services

Instances of Subcontractor Contractual Default or Debarment in the Past Five Years – No
contractual default or disbarment has been reported to, or is known by, Centurion in the last five
years for any of our proposed subcontractors.

In addition, as we do in our current contract, we will use various contracted suppliers to support the
program through their specific service capabilities (i.e. diabetic shoes, physician services, medical
supplies, equipment, etc.). Centurion has a vast network of over 300+ community suppliers, providers,
and vendors successfully already in place with in-force and current contracts. These Centurion suppliers
and their contracted plans follow our stringent requirements for quality and will receive oversight from our
local leadership team. Centurion assumes full responsibility for the services provided by these suppliers.
Due to page limits, we will provide the same information contained in Attachment IX, Subcontracting
Form, for each member across our entire network to the Department, upon request.

Page B.30

Contract No. C3076 - Exhibit 3

ATTACHMENT IX – SUBCONTRACTING FORM
FDC ITN-22-042
The Vendor shall complete the information below on all subcontractors that will be providing services to
the Vendor to meet the requirements of the Contract, should the Vendor be awarded. Submission of this
form does not indicate the Department’s approval of such subcontractor(s) but provides the Department
with information on proposed subcontractors for review.
Complete a separate sheet for each subcontractor.
Pharmacy Consultants
Service: ________________________________________________________
Advanced Pharmaceutical Consultants, Inc.

Company Name: __________________________________________________
59-3186282

FEIN: __________________________________________________________
Raul Gonzalez, Director of Finance

Contact: ________________________________________________________
Address:

555 NE 15 Street, Suite 200, Miami, FL 33132

______________________________________________________

305-801-4578
Telephone: ______________________________________________________
rgonzalez@apcpharm.com
Email address: ___________________________________________________
X

Current Registered as Certified Minority
Business Enterprise (CMBE), WomenOwned Business (WBE), or Florida
Veteran-Owned Business?

Yes ________ No ___________

W-9 verification:

X
Yes ________
No ___________

In a job description format, identify the responsibilities and duties of the subcontractor based on the
technical specifications or scope of services outlined in this solicitation.
Provide Florida licensed consultant pharmacists for each FDC institution as needed. Provide a Florida
Board of Pharmacy registered consultant pharmacist for a designated number of Modified IIB Pharmacy
permits under the management of Centurion.

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FDC ITN-22-042
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Contract No. C3076 - Exhibit 3

ATTACHMENT IX – SUBCONTRACTING FORM
FDC ITN-22-042
The Vendor shall complete the information below on all subcontractors that will be providing services to
the Vendor to meet the requirements of the Contract, should the Vendor be awarded. Submission of this
form does not indicate the Department’s approval of such subcontractor(s) but provides the Department
with information on proposed subcontractors for review.
Complete a separate sheet for each subcontractor.
Diagnostic Laboratory
Service: ________________________________________________________
BioReference Laboratories, Inc.

Company Name: __________________________________________________
22-2405059
FEIN: __________________________________________________________
Sujaya Swaroop
Contact: ________________________________________________________

Address:

481 Edward H. Ross Drive Elmwood Park, NJ 07407
______________________________________________________

201-218-6530
Telephone: ______________________________________________________
sswaroop@bioreference.com
Email address: ___________________________________________________

Current Registered as Certified Minority
Business Enterprise (CMBE), WomenOwned Business (WBE), or Florida
Veteran-Owned Business?

X
Yes ________ No ___________

W-9 verification:

Yes ________ No ___________

X

In a job description format, identify the responsibilities and duties of the subcontractor based on the
technical specifications or scope of services outlined in this solicitation.
Provide testing to correctional institutions, physicians and offices, clinics and hospitals, long term care
facilities, health plans, diagnostic, anatomical, pathogen genetics, women's health, and molecular
diagnostics.

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FDC ITN-22-042
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Contract No. C3076 - Exhibit 3

ATTACHMENT IX – SUBCONTRACTING FORM
FDC ITN-22-042
The Vendor shall complete the information below on all subcontractors that will be providing services to
the Vendor to meet the requirements of the Contract, should the Vendor be awarded. Submission of this
form does not indicate the Department’s approval of such subcontractor(s) but provides the Department
with information on proposed subcontractors for review.
Complete a separate sheet for each subcontractor.
Dental Services
Service: ________________________________________________________
Correctional Dental Provider Network
Company Name: __________________________________________________
81-4720135
FEIN: __________________________________________________________
Dr. Michael Adu-Tutu
Contact: ________________________________________________________

Address:

9318 Wentworth Lane Port St. Lucie, FL 34986
______________________________________________________

602-667-4684
Telephone: ______________________________________________________
atutu@correctionaldpn.com
Email address: ___________________________________________________

Current Registered as Certified Minority
Business Enterprise (CMBE), WomenOwned Business (WBE), or Florida
Veteran-Owned Business?

X
Yes ________ No ___________

W-9 verification:

X
Yes ________
No ___________

In a job description format, identify the responsibilities and duties of the subcontractor based on the
technical specifications or scope of services outlined in this solicitation.
Correctional Dental Provider Network diagnoses, treats and manages oral health care needs. Services
include gum care, root canals, fillings, preventive education, etc.

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FDC ITN-22-042
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Contract No. C3076 - Exhibit 3

ATTACHMENT IX – SUBCONTRACTING FORM
FDC ITN-22-042
The Vendor shall complete the information below on all subcontractors that will be providing services to
the Vendor to meet the requirements of the Contract, should the Vendor be awarded. Submission of this
form does not indicate the Department’s approval of such subcontractor(s) but provides the Department
with information on proposed subcontractors for review.
Complete a separate sheet for each subcontractor.
Electronic medical record system management
Service: ________________________________________________________
Fusion Capital Management, LLC dba Fusion

Company Name: __________________________________________________
45-3044405
FEIN: __________________________________________________________
Michael Jakovcic, EVP of Business Development
Contact: ________________________________________________________

Address:

10 Woodbridge Center Drive, Suite 110, Woodbridge, NJ 07095

______________________________________________________

732-218-5705
Telephone: ______________________________________________________
BD@FusionMGT.com
Email address: ___________________________________________________

Current Registered as Certified Minority
Business Enterprise (CMBE), WomenOwned Business (WBE), or Florida
Veteran-Owned Business?

X
Yes ________ No ___________

X
Yes ________ No ___________

W-9 verification:

In a job description format, identify the responsibilities and duties of the subcontractor based on the
technical specifications or scope of services outlined in this solicitation.
Specializes in the procurement, implementation and project management of Electronic Health Records/
Electronic Medical Records.

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FDC ITN-22-042
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Contract No. C3076 - Exhibit 3

ATTACHMENT IX – SUBCONTRACTING FORM
FDC ITN-22-042
The Vendor shall complete the information below on all subcontractors that will be providing services to
the Vendor to meet the requirements of the Contract, should the Vendor be awarded. Submission of this
form does not indicate the Department’s approval of such subcontractor(s) but provides the Department
with information on proposed subcontractors for review.
Complete a separate sheet for each subcontractor.
optometry (on-site)
Service: ________________________________________________________
National Eye Care, Inc. (f/k/a Correctional Eye Care Network)
Company Name: __________________________________________________
46-3507924
FEIN: __________________________________________________________
Mark Maxon
Contact: ________________________________________________________

Address:

2 Middlesex RoadEast Greenbush NY 12061
______________________________________________________

518-270-5367
Telephone: ______________________________________________________

Email address: ___________________________________________________
mmaxon@nationaleyecare.com
Current Registered as Certified Minority
Business Enterprise (CMBE), WomenOwned Business (WBE), or Florida
Veteran-Owned Business?

X
Yes ________ No ___________

W-9 verification:

X
Yes ________
No ___________

In a job description format, identify the responsibilities and duties of the subcontractor based on the
technical specifications or scope of services outlined in this solicitation.
Supervise all contracted optometrists, schedule optometry and ophthalmology clinics at all FDOC sites, provide
equipment for eye care services where applicable, update credentialing and performance reviews of
optometrists, perform site visits for quality control, provide quality eye care for the inmate population

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FDC ITN-22-042
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Contract No. C3076 - Exhibit 3

ATTACHMENT IX – SUBCONTRACTING FORM
FDC ITN-22-042
The Vendor shall complete the information below on all subcontractors that will be providing services to
the Vendor to meet the requirements of the Contract, should the Vendor be awarded. Submission of this
form does not indicate the Department’s approval of such subcontractor(s) but provides the Department
with information on proposed subcontractors for review.
Complete a separate sheet for each subcontractor.
dialysis (on-site)
Service: ________________________________________________________
Orion Medical Enterprisees, dba Physicians Dialysis
Company Name: __________________________________________________
65-0163221
FEIN: __________________________________________________________
Steven Jeger
Contact: ________________________________________________________
Northeast 10th Avenue North Miami Beach FL 33179
Address: 19559
______________________________________________________
305-651-3261
Telephone: ______________________________________________________
sjeger@phydialysis.com
Email address: ___________________________________________________

Current Registered as Certified Minority
Business Enterprise (CMBE), WomenOwned Business (WBE), or Florida
Veteran-Owned Business?

X
Yes ________ No ___________

W-9 verification:

X
Yes ________
No ___________

In a job description format, identify the responsibilities and duties of the subcontractor based on the
technical specifications or scope of services outlined in this solicitation.
Provide dialysis (both hemodialysis and pertioneal) and nephrology services to incarcerateed individuals
requiring dialysis. Will provide all equipment, supplies, medications, and staffing needed to administer dialysis
treatments. Services also includes nephrology care for the dialysis patients.

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Contract No. C3076 - Exhibit 3

ATTACHMENT IX – SUBCONTRACTING FORM
FDC ITN-22-042
The Vendor shall complete the information below on all subcontractors that will be providing services to
the Vendor to meet the requirements of the Contract, should the Vendor be awarded. Submission of this
form does not indicate the Department’s approval of such subcontractor(s) but provides the Department
with information on proposed subcontractors for review.
Complete a separate sheet for each subcontractor.
X-ray, ultrasound, CT, MRI
Service: ________________________________________________________
Trident/MobileX
Company Name: __________________________________________________
95-3268980
FEIN: __________________________________________________________
Greg Ward
Contact: ________________________________________________________

Address:

109 Rhode Island Road Lakeville, MA 02347
______________________________________________________

615-714-4561
Telephone: ______________________________________________________
greg.ward@tridentcare.com
Email address: ___________________________________________________

Current Registered as Certified Minority
Business Enterprise (CMBE), WomenOwned Business (WBE), or Florida
Veteran-Owned Business?

X
Yes ________ No ___________

W-9 verification:

X
Yes ________
No ___________

In a job description format, identify the responsibilities and duties of the subcontractor based on the
technical specifications or scope of services outlined in this solicitation.
TridentCare is the only national provider of mobile diagnostic services. Services include oxygen, digital
x-ray, ultrasound and EKG, laboratory/phlebotomy, vascular access, infection prevention and control,
and at home services.

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FDC ITN-22-042
Page B.37

Contract No. C3076 - Exhibit 3

ATTACHMENT IX – SUBCONTRACTING FORM
FDC ITN-22-042
The Vendor shall complete the information below on all subcontractors that will be providing services to
the Vendor to meet the requirements of the Contract, should the Vendor be awarded. Submission of this
form does not indicate the Department’s approval of such subcontractor(s) but provides the Department
with information on proposed subcontractors for review.
Complete a separate sheet for each subcontractor.
OP Surgery (on-site)
Service: ________________________________________________________
US Medical Group
Company Name: __________________________________________________
59-3419967
FEIN: __________________________________________________________
Charlie Baumann
Contact: ________________________________________________________

Address:

1405 S. Orange Ave, Suite 603 Orlando, FL 32806
______________________________________________________

800 - 520-4225
Telephone: ______________________________________________________
cbaumann@usmginc.com
Email address: ___________________________________________________

Current Registered as Certified Minority
Business Enterprise (CMBE), WomenOwned Business (WBE), or Florida
Veteran-Owned Business?

X
Yes ________ No ___________

W-9 verification:

X
Yes ________
No ___________

In a job description format, identify the responsibilities and duties of the subcontractor based on the
technical specifications or scope of services outlined in this solicitation.
Provides mobile surgery facilities to perform a wide range of surgical procedures

[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]

Page 250 of 259

FDC ITN-22-042
Page B.386

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

~
centurion™

Section
Tab B – Experience and Ability to Provide Services

b. Prior Work Experience
4) Organizational Chart

Below, we include our proposed organizational chart outlining the key leadership personnel positions for the Florida program. This organization only
slightly differs from our current operations today. All of our organizational charts for the entire Florida program are included in our response to Tab
D, within their individual service areas.

Program Management Organizational Chart

Statewide Mental
Health Director

i

.. .... . . .

MH

... .

_i __

.
.

__
Ith

I

•

.

•

.

Statewide MH CQI
Directors
Statewide Aftercare
Specialist

Statewide MH Educator

Statewide Telehealth
Coordinator

Medical Records
Staff

1•"'*1

Ancillary Staff

:Miil:fiM

&@

Page B.39

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

b. Prior Work Experience
5) Personnel

Innovative Staffing Solutions
Centurion started staffing for the Florida Department of Corrections in 1999, and has supported the FDC
on several occasions with their staffing needs in increasingly larger scale projects off and on since then.
We have continuously operated the present contract, filling its over 3,000 positions for nearly seven
years. In partnership with the Department, we have modified and adjusted our staffing plans over the
years to accommodate the changing missions of institutions, the regional availability of professional staff,
and even the demands of a global pandemic. The 2022 ITN contains requirements for new staff positions
and reestablishes existing requirements for staff as well. In developing the staffing plans presented here,
we examined every correctional institution in each region and adjusted our current staffing plans based
upon new ITN requirements as well as upon a workforce landscape that looks quite different than it did
seven years ago. We appreciate the partnership we have established with the State and are amenable to
adjusting any of our suggested staffing plans to better fit the needs of the State, should the Department
desire.
Our comprehensive staffing plans by region and facility are located at the end of Tab D. We provide a
staffing plan for every site currently open and listed in ITN Attachment II, Service Locations. Detailed
staffing plans that depict days of the week and shifts per day are prepared and ready to share with the
FDC during negotiations. ITN page limits did not allow for detailed staffing plans for each facility in this
proposal submission. We also provide job duties, educational minimum qualifications, and overall
description of job roles and responsibilities of our proposed personnel job titles that will perform the
service delivery requirements under the program within Tab D.
ITN Attachment II also includes facilities that are closed. Closed facilities found on ITN Attachment II
include: Baker CI, New River CI, Calhoun Work Camp, Century Work Camp, Franklin Work Camp, Gulf
Annex, Gulf Forestry Camp, Holmes Work Camp, Jackson Work Camp, Liberty South Unit, Santa Rosa
Work Camp, Wakulla Work Camp, Graceville Work Camp, Walton Work Camp, Baker Work Camp,
Columbia Work Camp, Cross City East Unit, Cross City Work Camp, FSP West Unit, Hamilton Work
Camp, Gainesville Work Camp, Mayo Work Camp, Suwanee Work Camp, Taylor Annex, Taylor Work
Camp, Sumter BTU, Sumter Annex, Fort Myers Work Camp, West Palm Beach CRC, Loxahatchee Road
Prison, and Okeechobee Work Camp.
Should facilities which are currently closed reopen in the future and require dedicated onsite staff,
Centurion assumes the FDC will amend the contract accordingly to address the increased staffing
requirements. Staffing to cover work camps and smaller Annexes is assigned to the parent institution,
and is accounted for on the parent institution’s staffing plan.
We have established a staffing plan for each active site that exemplifies our dynamic and innovative
relationship with the FDC, and focuses on creative staffing initiatives:


Introduction of a Float Pool of Physicians. We will hire three full-time physicians to
“float” to facilities where needed to cover routine and urgent physician absences (e.g.,
vacation, FMLA, vacancies, etc.). This plan will maintain continuity of care for our
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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

patients and will ensure we meet contract requirements for sick call, chronic care,
infirmary services, etc. in a timely manner. These physicians are not found on our
permanent staffing plans.


Introduction of a Float Pool of Nurses. Similar in construction to our physician float pool, we
plan to hire a cadre of permanent, full-time nurses to accept temporary assignments across the
state to cover vacancies (e.g., vacation, FMLA, etc.) as needed. This will decrease reliance on
outside temp agency nursing services and will ensure continuity of care for our patients. These
nursing positions are not found on our permanent staffing plans.



Introduction of a “Telehealth Presenter” at each Correctional Institution. With our
increased focus on telehealth, we believe a designated non-licensed staff member trained on the
nuances and requirements of telehealth will ensure efficient and thorough telehealth visits. In our
staffing plans, we have transitioned one clerical staff member to the position of Telehealth
Presenter. Centurion will train these staff on how to prepare records, schedule patients, and
assist the provider during telehealth visits. The only exception to this assumption is for telemental health. In these instances, a MH RN will act as telehealth presenter, as these patients
often have communication challenges best addressed by a MH RN. In some instances, a
properly trained MH clerk will suffice as telehealth presenter.



Introduction of a Nurse Supervisor Role. The importance of consistent, deliberate nursing
supervision on shifts other than the day shift cannot be emphasized enough, especially for those
institutions with complex missions. In our staffing plans, we offer almost 30 FTEs of Nursing
Supervisors. RNs will assume this new role of “lead nursing agent” on evening and night shifts,
and on weekends. This will make clear the clinical staffing hierarchy on off shifts, and will ensure
continuity of care for our patients.



Reduction of Medical Records Staff. We believe the new electronic medical record will
decrease the number of medical records staff required at the correctional institutions within a
year or two. Until then, our medical records staff will be busy scanning existing records a part of
the transition from paper to the EMR. We have reduced some medical records staff, have and
have assumed that some medical records staff will be excellent candidates for our new
“Telehealth Presenter” positions, and for our certified nursing assistant program.



Introduction of a Regionalized On Call Program. The new EMR will allow Centurion to safely
introduce a regionalized on-call program for physicians and NP/PAs (providers). Because
providers can access the EMR from their home offices, we will be able to dedicate and
remunerate a small cadre of medical and mental health providers on the overnight and weekend
shifts to take call regionally. This will improve job satisfaction for all providers.



Formalization of our Regionalized Multi-Site Telehealth Medical Director Structure.
Centurion has established a regionalized medical director telehealth program, where dedicated
general/internal medicine physicians acting as site medical directors provide telehealth care to a
small cadre of institutions four days per week, and work about one day per week at the
institutions in order to remain “connected”. Physician assistants and nurse practitioners provide
onsite services throughout the week. Our telehealth medical directors ensure backlogs are
limited, fill in for physicians who are on PDO, and participate like any other physician in statewide
and regional meetings. They are an integral component of our site teams. Responsibility for a
limited group of institutions ensures continuity of patient care, and allows for the telehealth

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

physicians to become familiar with the site healthcare staff. Establishment of positive collegial
relationships with site staff improves both patient and staff satisfaction. Our six dedicated
telehealth/on site physicians serve these sites:

Dedicated Telehealth Physicians and Sites Served
Telehealth/Onsite Medical Director

Sites Served

Multi-Site Telehealth Medical Director #1

Calhoun, Franklin, Gulf, Liberty, Walton

Multi-Site Telehealth Medical Director #2

Century, Okaloosa, Walton, Holmes, Jackson

Multi-Site Telehealth Medical Director #3

Baker, Columbia, Cross City, Lancaster, Lawtey

Multi-Site Telehealth Medical Director #4

Madison, Mayo, Taylor

Multi-Site Telehealth Medical Director #5

Hernando, Marion, Sumter

Multi-Site Telehealth Medical Director #6

Homestead, Okeechobee



Increase in the number of NP/PAs as Percentage of Providers. We have found Florida’s
nurse practitioners and physician assistants to be excellent collaborative partners in the provision
of medical and psychiatric services. While assuring these staff work within the scope of their
practice as described in Florida law, we increased the number of NP/PAs in our proposed
staffing matrices over our current number of NP/PAs. These staff have proven easier to recruit
and tend to remain in their positions longer than physicians.



Introduction of NP/PAs as First-Line Sick Call Healthcare Providers. Introduction of more
NP/PAs also allows us to replace a nurse in the traditional “Nurse Sick Call” role with an NP/PA
in a new “Urgent Care Sick Call” role. Using this model, patients see a NP/PA during their first
sick call visit, and the patient’s complaint is resolved with only one visit to the medical unit. This
innovative practice shows an increase in patient satisfaction, and relieves the recruiting burden of
finding registered nurses to fill the nursing sick call post. Facilities where we will introduce the
Urgent Care model are ACI, Santa Rosa, Wakulla, Columbia, Hamilton, RMC, Lowell, Sumter,
Marin, Tomoka, CFRC, SFRC, and Martin. In most of these facilities, we reduced the registered
nurse burden by 1.0 FTE to offset the additional NP/PA.



Examination of How we Deliver Medications. Keep on Person (KOP) medications may be
delivered to patients by a non-nurse. Similar to prescription delivery by mail, as long as the
prescription process is maintained according to Chapter 465 of the Florida Statues and Rules
64B16 of the Florida Administrative Code, KOP medications can be delivered to patients by a
para-professional. Our newly revised KOP Policies and Procedures will ensure KOP
medications are delivered according to law, while freeing nurses to participate in medications
administered by Direct Observation Therapy (DOT). This has allowed us to reduce the number
of LPNs required.

General Assumptions for All Sites
Certain staffing assumptions are germane to all sites and every region. They include:


Patients living in CRCs receive their care in the community: Centurion does not provide onsite
services at CRCs.



The ITN directs bidders to provide a 1.0 – 2.0 FTE Site Medical Director/Chief Health Officer at
each major institution. While we provide a MD/CHO at twenty-four major institutions, over the
past year, the Department and Centurion have agreed that use of a NP/PA on site with weekly

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

physician coverage for one or two days is an ideal solution for delivery of quality care for certain
major institutions. We maintained this structure in our proposal.


We will move to a centralized scheduling process, which will decrease the scheduling burden
currently borne by the sites.



Dental services are provided at the main institutions. If a patient resides at a work release facility,
he will return to his home site for dental services.



We assume a dental hygienist ratio of 1.0 FTE hygienist per 1,400 – 1,500 patients.



The S3 cap population for each institution assisted us in determining our mental health provider
staffing ratios.



A separate staffing plan is offered that illuminates the mental health inpatient units in those
facilities that have them.



Healthcare services for resident of work camps are provided by the parent institution.

ITN Staffing Requirements
The following chart verifies our acceptance of ITN staffing language. We provide comments as needed.

Page B.43

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Centurion Adherence to ITN Staffing Requirements

ITN Reference

3.6.1.2
Statewide
Leadership
Positions
Pg. 19

Reception and
Medical Center
Hospital
(RMCH)
Leadership
Positions
Pg. 20
1.0 FTE each

ITN Language

ITN
Language
Acceptable
to
Centurion
3.6.1 Program Management Service Area

1.0 FTE each:
Corporate Officer
Vice-President of Operations (VPO)
Statewide Medical Director
Statewide Director of Nursing (DON)
Statewide Dental Director
Statewide Mental Health Director
Statewide Psychiatric Advisor
Statewide Mental Health Reentry Coordinator
Statewide Mental Health Training Coordinator
Statewide Pharmacy Program Director
Statewide Medical Re-entry Coordinator
Statewide Female Health Services Coordinator
Continuous Quality Improvement (CQI) Coordinator
Statewide EMR Director
Statewide EMR Project Manager
Statewide Recruitment Coordinator
Statewide Disabled/Impaired Inmate Coordinator
RMC Hospital Administrator
RMC Hospital Chief Medical Officer
RMC Hospital Executive Nursing Director
RMC Hospital Director of Nursing
RMC Hospital Infection Control Nurse
RMC Hospital Pharmacy Consultant
RMCH Health Information Specialist*
RMCH Risk Manager
RMCH EMR Specialist



Comments

Victoria Love, Centurion’s Chief Operating Officer, resides in Florida and
is well known to the FDC. She is represented on our staffing plan as the
requisite “Corporate Officer”.
*This employee is located at RMC.



*This position is also titled “Medical Records Supervisor”

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Centurion Adherence to ITN Staffing Requirements

ITN Reference

Amendment
#3, Change
#8/Question
#295

Regional
Leadership
Positions; Pg.
21

ITN Language

RMC Hospital Pharmacy Consultant

ITN
Language
Acceptable
to
Centurion



Regional Directors of Operations: 4.0 FTEs



Regional Medical Directors: 4.0 FTEs



Regional Mental Health Directors: 4.0 FTEs



Regional Dental Directors: 4.0 FTEs
Regional Directors of Nursing: 8.0 FTEs (2 per Region)
Regional Infection Control Nurse: 4.0 FTEs





Comments

Centurion will maintain pharmacy services as they are provided today.
APC Pharmacy Consultants current serve as the Consultant Pharmacist
of Record on the Institutional Class IIB Modified Permit at RMC hospital
complex and conduct the monthly inspections at all locations within the
facility to include the hospital, dorms, medication rooms, urgent care as
well as the inpatient pharmacy.
FDC owns and operates the Inpatient and Retail pharmacies at RMC and
the Pharmacy Manager who is employed by the state holds the consultant
pharmacist permits for the Retail pharmacy license and Inpatient
pharmacy Class II institutional pharmacy permit.
Centurion exceeds ITN requirements and provides 7.0 FTE Regional
Directors of Operation.
Centurion exceeds ITN requirements and provides 7.0 FTE Regional
Directors of Operation.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Centurion Adherence to ITN Staffing Requirements

ITN Reference

ITN Language

ITN
Language
Acceptable
to
Centurion

Regional QM Program Coordinators: 4.0 FTEs



Regional Recruitment Coordinators : 4.0 FTEs



American Sign Language Staff Interpreter: 1.0 FTE



Regional EMR Specialists: 4.0 FTEs
Health Services Administrator (HSA)




1-2 per major institution depending upon physical layout (annex) of the
facility and its mission
Psychological Services Director (Psychologist): 1 per major institution
… with either an: inpatient services; Close Management unit; reception
center (excluding Sumter CI); an S-3 population of 400+; RCCU
Director of Nursing: 1 per Major Institution
Assistant Director of Nursing: 1 per Institution with an inpatient mental
health unit
Nurse Manager: 1 per re-entry center
Infection Control Nurse: 1 per Institution (This is a role, not a dedicated
position)

Centurion exceeds ITN requirements and proposes 6 QM Program
Coordinators: Three for Medical and Three for MH.
Centurion exceeds this requirement by also providing a full time Statewide
Recruitment Coordinator.
This healthcare professional is an employee of American Sign
Language Services and will provide services as needed. Today, 27
patients throughout the state require ASP interpretation. 12 are located in
Region 2.
Centurion exceeds ITN requirements and proposes 6 EMR Specialists.
Residents of Work Camps and smaller Annexes receive their care either
at the Work Camp/Annex or at their parent institution. At Work
Camps/smaller Annexes where care is delivered on site, staffing is
minimal. Leadership for these sites comes from the parent institution.

1 per major institution, with a junior HSA position at annexes or work
camps. RMC shall have at least one (1) HSA and one (1) junior HSA
in addition to the Hospital Administrator….
Chief Health Office (CHO)
(Clinician/Doctor)/Site Medical Director (SMD)
Institutional
Leadership
Positions
Pg. 23

Comments

Our Medical Leadership team for the sites is a blend of full time Site
Medical Directors and Multi-Site Telehealth Medical Directors (MSTHMD),
described above, and as currently approved by the FDC.





These Assistant DONs are referred to as “DON-MH in our staffing plans:
we provide one at each of the Inpatient Units.




Each facility will provide Infection Control services via qualified nursing
staff.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Centurion Adherence to ITN Staffing Requirements

ITN Reference

Amendment
#3, Change
#6/Question
#59
PGM-005
Pg. 25

PGM-061

IC-006
Pg. 61
IC-007
Pg. 61

ITN Language

ITN
Language
Acceptable
to
Centurion

Dentist: Based on population as follows for Institutions
<600=0.5 – 1 FTE
600 – 1,200 = 1 FTE
1200 – 1500 = 1.5 FTE
1,500+ = 2 FTE
NWFRC, CFRC, SFRC 3 FTE per location
FWRC = 2 FTE



Oral Surgeon: 1 per contract



Comments

Centurion assigns the Regional Office as official site of the Oral Surgeon,
who provides services as needed for the entire state. Additional Oral
Surgery services are provided within each region as needed.

The Vendor shall develop and implement a Department-approved
Our statewide and regional staff are all found on our two regional staffing
Staffing Plan that identifies all positions at the State, regional, and
plans: one plan for our Tallahassee office and one plan for our Ocala

institutional levels and ensures compliance with the requirements
office. Each title is designated as either “Statewide” or “Regional” for the
outlined in this ITN, including timely service delivery.
reviewers ease.
The Vendor shall incorporate the FDC Program Director of Internship
Centurion will fund four residents, four interns, and a staff assistant. We
and Residency Training, the FDC Assistant Director of Internship and
assume FDC will continue to employ the FDC Program Director of
Residency Training, four (4) Interns, four (4) Residents and a staff

assistant into the mental health service delivery system to satisfy the
Internship and Residency Training and the FDC Assistant Director of
Internship and Residency.
internship and residency requirements as determined by the Program
Director.
3.6.2 Institutional Care Service Area
The Vendor’s Registered Nurses shall provide coverage 24 hours per

Day, seven (7) Days per week at Institutions with 600 or more Inmates
designated to house Inmates classified as medical grades M-3 or M-4.
The Vendor shall ensure its Licensed Nurses are available on-site at

all times to provide services … under the direction of an RN, if the
Licensed Nurse is not an RN.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Centurion Adherence to ITN Staffing Requirements

ITN Reference

IC-008
Pg. 61
IC-010
Pg. 61

ITN Language

The Vendor shall ensure where levels of inpatient care are provided
(Infirmary, Palliative Care, Intensive Medical Unit, etc.), a Registered
Nurse(s) is available on-site to oversee inpatient nursing care at all
times.
The Vendor shall ensure each Institution’s Director of Nursing is
available on-site during regular business hours and available after
hours and on weekends and holidays by telephone.

ITN
Language
Acceptable
to
Centurion




Our Directors of Nursing will be on site five days per week.
Orion Medical Enterprises (dba Physicians Dialysis) provides onsite
dialysis services for Centurion. A nephrologist oversees the operation of
all three dialysis locations and is shown on our staffing plan. This
subcontractor’s staff are not shown on our staffing plans.

IC-039
Dialysis
Pg. 73

The Vendor shall provide a board-certified nephrologist to
supervise/oversee the operation of the Dialysis Clinic at RMC, Florida
State Prison (FSP), and Lowell CI or alternate locations….



IC-045
Infirmary Care
Pg. 77

An RN shall be available on-site at all times if there are Inmates in the
Infirmary to oversee Inmates' care.



Pg. 99

IDC-006
Pg. 102

MHS-020
MultiDisciplinary

Comments

3.6.3 Dental Care Services
The Vendor must employ a full-time Florida licensed Director of Dental

Services with an active unrestricted Florida Dental License.
Some Institutions may have a small population requiring less than one
(1) full-time Dentist. In the event the Institution does not have an

assigned Dentist available… the Vendor must ensure an alternate
Dentist is assigned to complete dental sick call, a minimum of three (3)
Days per week.
3.6.4 Mental Health Services
For S-3 Inmates, the MDST must include, at a minimum, the Case
Manager/Behavioral Health Specialist, Psychologist, Psychiatric

Provider, and an RN. For Inmates assigned to inpatient units, the
MDST must include, at a minimum, the Case Manager/Behavioral

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Centurion Adherence to ITN Staffing Requirements

ITN Reference

Services Team
(MDST)
Pg. 116

HC-001
Pg. 156

HC-007
Pg. 156

HC-031
Pg. 161

HC-033
Pg. 162

UM-004
Pg. 172-173

ITN Language

ITN
Language
Acceptable
to
Centurion

Comments

Health Specialist, Psychologist, Psychiatric Provider, RN, Behavioral
Health Technician, FDC Classification Officer, and FDC Security
Representative.
3.6.5 Hospital Administration and Care at RMC Hospital (RMCH)
The hospital shall provide nursing services 24 hours per Day, seven
(7) Days per week, and 365 Days per year. Nursing services must be

rendered or supervised by an RN and have Licensed Nurses on duty
(on site) at all times.
The Vendor shall ensure all Patients admitted to the RMCH shall be
seen by a Clinician during his/her daily rounds; at least one (1)
Clinician will be available 24 hours per Day, seven (7) Days per
week…



The Vendor shall provide… staff to ensure the … operations of a
Social Services Department…Customarily, this is staffed by three (3)

full-time staff who service RMCH. Staff shall be available Monday
through Friday (excluding State holidays), 8:00 a.m. to 5:00 p.m.,
Eastern Time (ET).
The Vendor shall ensure the Radiology Department functions under
Centurion subcontracts radiology services and employees with Trident
the supervision of a Board-Certified Radiologist. In addition … the

USA/Mobilex.
Radiology Unit must also consist of a Radiology Manager, three (3)
Radiology Technologists, and two (2) administrative staff members.
3.6.7 Utilization Management and Specialty Care Service Area
The Vendor shall ensure the majority of providers within the following
specialties are available on-site; however, additional specialty services

may be required: Oral Surgery, Internal Medicine, Gastroenterology,
Surgical Services, Orthopedic Services, Physiotherapy,

Page B.49

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab B – Experience and Ability to
Provide Services

Centurion Adherence to ITN Staffing Requirements

ITN Reference

Pg. 195

ITN Language

ITN
Language
Acceptable
to
Centurion

Comments

Otolaryngology Services, Podiatry, Dermatology, Urology, Neurology,
Internal Medicine, Audiology, Neurosurgery, Oncology, Nephrology,
Endocrinology, Infectious Disease, Ophthalmology, Optometry,
Respiratory Therapy, Cardiology, Physical Therapy, Radiology
(including CT/MRI), Nuclear Scans, and Orthotics.
3.6.11 Other Requirements
3.6.11.1 Staffing Qualifications
Clinician; ARNP; PA; CNO, VP Nursing, Statewide Contract Nursing
Director; Regional Nursing Director; Institutional Director of Nursing;
Registered Nurse Supervisor; Registered Nurse Specialist (Oncology,

Dialysis, etc.); Registered Nurse; LPN; CAN; Mental Health Director;
Psychiatric Consultant; Regional Mental Health Director; Psychological
Services Director; Psychologist; Behavioral Health Specialist; Human
Services Counselor; Psychiatrist; Psychiatric APRN; Dentist; Dental
Hygienist

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab C – Description of Solution

Tab C – Description of Solution
Tab C Description of Solution (limit 25 pages)
In Tab C, Vendor shall describe the following:
a.

Its understanding of the current state of health care services in the Florida Department of Corrections;

b.

Its understanding of goals and general requirements of this solicitation;

c.

Its overall approach to satisfying the requirements and goals of this solicitation;

d.

How the Vendor’s approach supports the Department’s specific goals of the ITN;

e.

Any risks and challenges with the Department’s goals;

f.

How the Vendor will ensure quality services while ensuring costs are contained;

g.

The Vendor’s approach differentiators;

h.

The Vendor’s transition and implementation of services; and

i.

Why the Vendor’s solution is best for the State.

A. Understanding of FDC State of Health Care Services
In his presentation to the Florida Senate Criminal Justice Committee on January 18, 2022, FDC
Secretary, Ricky Dixon stated, “I can stand here today and just tell you, I’ve never been more optimistic”.
Though the comment related primarily to improved morale among correction staff, it is equally applicable
to the delivery of healthcare services in FDC facilities.
Over 80,000 incarcerated individuals reside in Florida prisons, making the FDC the third largest prison
system in the nation. This diverse population is primarily male (93.8%), black (45.8%), between the ages
of 35 and 49 (38.2%), and from all different walks-of-life. Nearly 50% of repeat offenders commit violent
crimes and property thefts as the two primary charges for their incarceration. The presence of security
threat groups (STG) and addiction amplify the complexity of life in FDC facilities. On average, 24% of
those released reoffend within three years of their reentry.
In addition to a safe and secure environment, the FDC offers its incarcerated population a wealth of
educational and wellness programs, such as the use of wellness education specialists to offer programs
in physical, mental, emotional, social, environmental, occupational and spiritual wellness and
collaboration with PRIDE to employ over 6,000 incarcerated individuals. Partnerships with academic
centers such as Ashland University and Baptist College of Florida support the FDC’s focus on
rehabilitation. Delivery of appropriate, timely and responsive healthcare services is another critical way
through which the FDC meets its mission of providing “a continuum of services to meet the needs of
those entrusted to our care”. Centurion is proud to have been the provider of these services for the FDC
since 2016. We join in Secretary Dixon’s optimism.
The state of healthcare delivery in FDC facilities has improved significantly over the past five years. In
partnership with Centurion, the FDC has successfully addressed all the stipulations arising from the
healthcare-related class action suits filed in 2016 and 2017 that resulted in State financial costs of over
$14 million in 2017 – 2018 alone. Together, we have made substantial progress on resolving the 2018
class action litigation regarding mental health care. Today, FDC incarcerated individuals have access to
evidence-based integrated and collaborative medical, mental health, and dental services.
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Tab C – Description of Solution

centurion_

While the volume and in many cases the complexity of patient needs
cannot be overstated, Centurion’s success in resolving legacy
healthcare litigations was not achieved through sheer volume of service
delivery alone. We achieved it through enhancement of the quality of
IN FLORIDA
the healthcare services delivered. Our patients benefit from chronic
care clinics that provide initial and ongoing interventions for individuals
Patients enrolled in the Focus on
with infectious, cardiovascular, diabetes, and other long-term illnesses.
Wellness diabetes program have
For example, patients enrolled in the Focus on Wellness diabetes
achieved an average A1c
reduction
of 0.9 points while
program have achieved an average A1c reduction of 0.9 points while
patients
treated
for Hepatitis C
patients treated for Hepatitis C maintain a 98% sustained virologic
maintain a 98% sustained
response (SVR) rate. Programs for persons requiring palliative care and
virologic response rate.
end-of-life treatment, an expanded continuum of mental health services,
COVID-19 vaccinations, use of telehealth to increase onsite specialty care, and a variety of educational
and wellness programs enable better treatment outcomes for those requiring healthcare services.

Centurion

Addressing Healthcare Challenges Facing the FDC
When Centurion assumed a large portion of the FDC contract in 2016, we inherited a healthcare system
in crisis. Inadequate and sub-par clinical services, lack of accountability, under-performance and a series
of class action suits had left the system in turmoil. Since then, Centurion and FDC have worked tirelessly
to address these challenges. We instituted evidence-based policies and procedures, expanded the
breadth of onsite specialty services, expanded and maintained staffing stability, implemented innovative
healthcare services, and ensured fiscal responsibility. As seen below, we successfully addressed many
of the challenges enumerated in our 2017 and 2018 submission, improving healthcare outcomes for the
incarcerated individuals under our care.

Centurion Accomplishments from 2017-2018 ITN Challenges
Class Action LItIgatIon

Implementation and management of healthcare services that address
the specific requ irements class action suits and other litigation ,
supported FDC in providing litigation-related reports
Provide fu ll array of mental health services , use multidisciplinary teams
for complex cases , gender dysphoria evaluation and treatment,
medication management, telepsychiatry, services on mental health
treatment units, and integrated care

UtIl1zat1on Management

Hiring and Retaining
QualIfIed Staff

Replacing and Enhancing
Medical Equipment

Use of data management and predictive modeling to identify and
intervene with high risk patients, implemented standardized UM
process , lnterQual and TruCare, increased number of UM staff
Continued recruitment and retention of staff, ensuring patient
access to healthcare services, even during the COVID-19
pandemic
Steadily replaced non-functioning medical and dental equipment,
created storage for redundant equipment

Supported FDC recruitment activities, implemented processes to
decrease patient security and transportation burden on officers

\.

Trans1t1on to Electronic
Medical Record System

Collaboratively developed and implemented EMR, including assisting the FDC
in upgrading bandwidth and wireless infrastructure and replacing
approximately 3,000 computers

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Section
Tab C – Description of Solution

Our collaborative ability to identify and implement solutions to many of the above challenges has resulted
in improved access, quality and outcomes for FDC incarcerated individuals. As we move into the next
contract period, we will work with the FDC to address new and existing challenges with the goal of
continuing to provide an exemplary healthcare system for the FDC population and helping the
Department maintain its status as a model correctional healthcare program for the nation. We provide
more information on potential challenges to the FDC’s ability to meet its goals and objectives later in this
section.
B. Understanding of ITN Goals and General Requirements
In our previous proposals, Centurion made a commitment to the FDC to provide exemplary services that
would meet the Department’s healthcare goals and objectives. Since then, we have worked closely with
the FDC to achieve these goals while making significant strategic improvements to the delivery of
healthcare services and patient outcomes. As seen in the table that follows and described throughout our
proposal, we are confident that we have met the FDC’s goals and look forward to continuing doing so
during the next contract period.

Centurion History of and Ability to Meet FDC Healthcare Goals
Centurion History and
Ability to Meet Goal
FDC Goal
2017 – 2018

2021 –
2022

Reducing inmate mortality where early detection and appropriate, timely treatment
could have avoided preventable mortality





Ensuring that inmates in special housing have full access to and receive the same
level of care as inmates in general population





Improving the provision of assessment, development, and implementation of mental
health treatment at all levels and settings of care





Reducing the volume of inmate grievances and litigation related to healthcare
services





Improving waiting times for consultations, diagnostic testing, and treatment





Reducing the use of unsecured community hospital units and increasing the use of
secured community hospital units to alleviate the need for additional security staff
resources and overtime





Ensuring inmates are prepared for continued medical care and supportive services,
where appropriate, upon their release back into the community





Maximizing technology and efficiencies to provide enhanced services at reduced
costs, including the establishment and expansion of academic partnerships





C. Overall Approach to Satisfying ITN Requirements
Centurion’s overall approach to satisfying the ITN’s requirements and aforementioned healthcare goals
builds on our core belief that correctional health is public health. Our approach carefully and effectively
combines the following components to provide comprehensive and timely healthcare services for those
under our care:

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centurion_

Components of Centurion's Healthcare Delivery Model
collaborative partnership to
continously evaluate and enchan:e

Timely access to high quality services
at the right time in the right setting
awJ by thl; ri1:1l1t pruvidlcr

systerr1 uf care

Ongoing and n1slomiLed services
for piltiP.nt, with chronic ilnd
infectious diseases

.' ✓

F.irly idH1tiflc.Jtio11 of ,Hid i11tP.rVf-!lltirn1
for those at rrsk for serrous and costly ~

beh,,i,,rnl acd medical ccmditi,ms

~

'
Longstanding corporate
and local management

PiltiPnt PngilgPmPnt, hPillth cmd1ing,
and e::Ju:atron rn self-management
and treatment plan complrance

/
,
1

Exhaustive network of providers and
use oftelehealth to improve service
access and efficiency
Quality management protocols to
continuously review and 2nchancc
the services we offer

~~------------

~ Data management, care coordination,

and predictive modeling systems that
pruhle ,rnd cilip,11 pc1tie11tc; with
appropriate interventions

Evid2ncc-bc1scd clinicc1l ,111d
11tili1iltinn milnc1gPmPnt pnli:iP.s ilnd
guidelines

We will continue to provide FDC incarcerated patients with high-quality, evidence-based, integrated
and collaborative medical, dental, and behavioral health services that comply with federal and state
regulations, Department policies, procedures, litigation agreements, and best practices standards,
including those established by expert healthcare organizations and correctional healthcare accreditation
organizations including the NCCHC and ACA. Our services will remain patient-centric, focused on
outcomes and incarcerated individuals’ wellness, and consistent with FDC goals. Our providers will use
clinical guidelines, including Centurion’s Medical, Disease Management, Psychiatric and Mental Health
Guidelines, tools such as a RubiconMD and UpToDate, utilization management business rules and
clinical support solutions such as InterQual to ensure timely patient access to services at the right time,
in the right setting, and by the right provider.
We will recruit and retain highly-qualified, experienced and trained staff to provide healthcare services
for the residents under our care. We have an unparalleled and talented recruiting department, which has
effectively managed all recruiting efforts for the FDC. Our recruiting team has visited FDC facilities and
has deep knowledge of FDC facilities and programmatic needs. This team has allowed Centurion
maintain solid fill rate over the past few years. Though our staffing numbers fluctuated during the COVID19 pandemic due to national healthcare staff shortages, our team has been working tirelessly to turn the
tide. We will continue to utilize flexible and detailed staffing plans to ensure coverage across all FDC
locations and work closely with our facility and security counterparts to provide healthcare services in a
safe and appropriate manner. To develop our staff’s professional and clinical skills, we will provide them
with initial orientation and an abundance of training and continuing education opportunities through
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Centurion University, in-person and online seminars, webinars, and other professional development
opportunities.
We will evaluate our performance, incarcerated patient outcomes, programmatic and service delivery
trends and other information as part of our quality management program in active partnership with
the Department. We will work with the FDC to address any gaps in care and areas for improvement.
Last, but not least, we will continue to work in partnership with the FDC to
provide healthcare services that embody quality, accessibility, multidisciplinary
collaboration, and effectiveness. We will collaborate in defining processes and
programs through which we can improve our healthcare service delivery model.
Centurion will work in tandem with the Department to meets its goals for the
incarcerated populations under our care. Our local team, under the leadership
of our Statewide Vice President of Operations, Ruth Feltner, BA, CCHP, along
with our corporate subject matter experts, will remain ready and available to
support the FDC as it further evolves its correctional healthcare delivery system.

Ruth Feltner, BA, CCHP
Statewide Vice President
of Operations

D. Approach to Satisfying Specific ITN Goals
As the incumbent contractor, Centurion has had the opportunity to work closely with the FDC in
addressing the goals that the Department enumerated in its ITN. We currently pursue these goals as part
of the services we provide to the FDC. We have incorporated these and the healthcare goals articulated
in ITN Section 2.4 into our administrative, service delivery, and program development processes and
activities. We consider them in our continuous quality improvement activities and performance review,
our recruitment and staffing plans, the solutions we identify and implement for the program, and the vision
we collaboratively pursue with the FDC for the overall healthcare program. We will build upon and
improve these processes during the next contract period. The following narrative summarizes our
approach to meeting each of the FDC’s goals.
Goal 1: Establish a flexible Contract, with transparency of service costs, alignment of costs with services,
and an efficient and accurate end-of-year projection and cost modeling process.
Centurion holds contracts with 12 state correctional systems. The FDC’s cost-based contracting model has proven to
be the most flexible, transparent model compared to our other contracts, in that it allows for staffing adjustments and
other programmatic adjustments without having to repeatedly negotiate and amend the contract. In addition, the
model’s transparency in relation to expenditures of the State’s resources ensures the State has real-time visibility into
the expenditures and cost trends of the program for budgeting purposes. The model also appropriately incentivizes
the contractor to deliver the staff and services to ‘earn’ its revenue, as opposed to the historical fixed-price models,
which financially incentivized the contractor to ‘under perform’.
The model does require a contractor with the financial strength to invest in staff and resources on the front end and
carry the cash flow of the program. On any given day there are substantial expenditures and claims paid by
Centurion that are pending reimbursement from the State. Centurion has proven our strong financial capabilities to
‘carry’ these amounts month over month. Centurion will continue to provide reports on a regular basis and end-ofyear projections.

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Goal 2: Establish a Contract that allows the Vendor to bring industry expertise and the ability to shape
strategy to lower the cost of health care services.
As the leading provider of healthcare services to state correctional systems, Centurion has built its leadership,
clinical expertise, and support services to bring the most modern strategies to our state clients. Our clinical and
administrative leaders are considered thought leaders in the industry and are routine presenters at industry
trade shows. We have the depth of talent and resources at a national level to explore new ideas and
technologies to streamline the delivery of services to incarcerated populations. We foresee technologies
moving faster towards a “healthcare on demand” reality with the rising popularity of electronic health records,
telehealth, and digital interfaces, such as tablets, in the housing areas as well as “in the hands” of incarcerated
persons. We anticipate these technologies will lead to some relief on staff turnover and vacancies, particularly
in nursing and mental health positions. Other cost containment measures include:



Favorable price negotiations with network providers (i.e., hospitals and specialists)



Modern managed care processes to engage patients in taking responsibility for their overall health



Care coordination to ensure the right care, at the right level of care, at the right time



Making staffing adjustments to increase staffing efficiencies when possible



Increasing onsite specialty care services, and using telehealth appropriately to increase access to
services while reducing offsite trips and the associated security escort costs



Ensuring the maximum use of the EMR and its functionality to modernize patient documentation and
health information, while increasing productivity among providers

Goal 3: Ensure a smooth transition and continuation of services from the current Contract to the new,
without disruption and with minimal risk.
Centurion is currently providing the services sought under this ITN in all four regions of the state. We have the
required staff, processes and procedures, operational, human resources, technology, and clinical infrastructure to
seamlessly transition to the new contract without any interruption to services. We will not incur the usual
transition steps and setbacks that occur when a new vendor assumes responsibility for a contract. We will not
need to undertake the substantial human resources, recruiting, information technology, and training/orientation
efforts ordinarily required to transition a major statewide correctional contract. We will be able to immediately
continue to manage and enhance the EMR without any setbacks. Our local management team and clinical
leadership under the direction of Ruth Feltner, BA, CCHP, is in place and committed to continuing to serve under
the next contract term.
We consider the period following the new contract award as ideal opportunity for Centurion and the FDC to review
the program and consider areas for additional focus and enhancement during the next contract period. Upon
contract award, we will start immediately on the service enhancements called for in the ITN and those proposed
by Centurion and approved by the Department. We will implement any proposed program enhancements or new
subcontractor services and confirm what, if any, further actions are necessary to complete specific transition
requirements to the FDC and Centurion’s satisfaction.

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Goal 4: Ensure pricing that is cost effective throughout the entire term of the Contract.
As the Department has seen, Centurion takes our fiduciary responsibility to the FDC seriously. We believe in
transparency and accuracy. For this reason, we never purposefully underprice proposals to win them with the
intention of pursuing out-of-contract price increases from our clients. We consider and price all components of
the program, as required by the client’s RFP or ITN, and openly make our assumptions available to the agency
for review. This was our practice in our previous proposal response to the Department. We will continue this
practice for this procurement as well.
The cost-based contracting model in place in the current contract is ideal in that it subjects all costs to the
Department’s review and approval. Centurion will continue to create and implement cost containment strategies
in collaboration with and in full view of the Department to contain the major costs of the program, such as
personnel, medications, offsite and specialty care, and administrative overhead.

Goal 5: Establish a collaborative relationship with the Vendor that will maximize the extent the
Department achieves the objectives of this ITN.
The clinical, operational, programmatic and financial successes we have achieved through our partnership
with the FDC under the current contract are a testament to the collaborative relationship we have developed
with the Department. Our commitment to this collaboration will continue in the new contract. Examples of
some of the accomplishments we have achieved together include:



Meeting litigation stipulations and requirements



Implementing healthcare policies and procedures and providing feedback on policy development



Providing training and educational opportunities for Centurion and FDC staff



Increasing the availability of onsite specialty healthcare services



Supporting the FDC in expanding healthcare services at facilities across Florida



Selecting and implementing an electronic medical records system



Expanding telehealth capabilities



Incorporating data analytics and enhanced reporting to better manage the program



Successfully addressing the COVID-19 pandemic, treating patients in need of medical intervention,
and implementing vaccination protocols across all FDC facilities

We are confident that, in partnership with the FDC, we will continue to enhance the correctional system of
care in Florida.
E. Risks and Challenges with Department Goals
During the past six years, Centurion has worked with the FDC to address many of the challenges the
Department faced in providing its population with access to needed healthcare services. We
implemented an evidence-based healthcare system that achieved better health outcomes for FDC

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incarcerated individuals, as well as cost and process efficiencies for the State. With the improvements
and changes that we collaboratively achieved, Florida is a model correctional healthcare system.
Challenges, however, are important components of program growth. Challenges not only provide
opportunities to resolve particular issues, but they improve processes through collaborative efforts. We
consider the following the predominant risks the FDC faces in the delivery of healthcare services and look
forward to working with the Department in addressing them.
Challenge 1: An Aging Prison Population
There are over 22,000 elderly individuals incarcerated in FDC facilities, accounting for 28.2% of the entire
prison population across the state. In 2020 – 2021, this population accounted for 60.5% of all hospital
admissions, 68.7% of all inpatient hospital days, and 55.3% of all outpatient services. Chronic diseases,
cognitive impairments such as dementia, mental health issues, physical disabilities, dental problems,
malnutrition, and the basic process of aging takes a toll on elderly incarcerated individuals and on the healthcare
system.

0

Centurion will continue to work with the FDC to enhance services and implement new programs for this population,
which will represent 38.1% of the entire FDC population within the next five years. We will proactively evaluate
incarcerated individuals over the age of 50 for signs of cognitive or mental health impairment and will offer appropriate
services. We will continue to manage elderly patients with chronic diseases through our chronic care clinics and will
work with the FDC to enhance services available on the transitional care units, the Cognitive Treatment Unit at Wakulla
Correctional Institution, and the RMC.
We will continue to explore specialized services and technology, including remote health monitoring and AI
applications, which enhance safety and support timely intervention for this fragile patient population. We will work with
the FDC to consider the expansion of palliative care to additional FDC facilities and will work with geriatric providers to
consider other avenues of proactively addressing the needs of this population. We will also support the Department in
identifying and contracting with local assisted living or nursing homes or developing nursing home capabilities for
elderly patients requiring long-term care, such as those with dementia and other disorders requiring safe and/or skilled
level of care.
Nursing Home Option: Centurion has engaged Cary Smith, a Florida-based healthcare consultant with expertise in
hospitals and nursing homes, and begun the process of identifying skilled nursing facilities to provide additional offsite
care options for patients. This new service option would allow the placement of patients with longer-term skilled
nursing needs in a more appropriate level of care. This service option will help mitigate challenges we face collectively
with the FDC in ensuring proper management and services for frail and/or elderly patients needing longer-term skilled
nursing services. This option will also lower costs as patients become more costly when there are impediments to
hospital discharge, including transportation shortfalls and bed space at facilities/infirmaries like the Reception and
Medical Center. Examples of conditions where this would achieve the greatest utility and savings would include
ventilator-dependent conditions, advanced wound care, and burn recovery. Also, this approach has been shown to
reduce repeat hospitalizations, producing additional savings as well as patient outcomes and maximizing access to
care. In addition to the reduction of pressure on hospitals and prison beds, the daily cost of care is substantially lower
than acute hospital stays. Centurion has successfully implemented this in another state and will work with State
officials to evaluate facilities.

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Challenge 2: Mental Health Needs
Nearly 18,000 FDC incarcerated individuals have some form of mental illness ranging from acute
depression and anxiety to suicidal ideation, anger management, co-morbid disorders, and severe mental
illness. In 2018, the FDC began a comprehensive review and refinement of its mental health services with
the goal of increasing access to mental health services for its population. By establishing mental health programs,
units and facilities, working with Centurion, and offering training programs for its staff, the FDC has made significant
headway in meeting this goal.
Centurion will continue to provide FDC incarcerated individuals with exemplary mental health services across all
Department facilities. These include providing services at the residential mental health continuum of care units at
Wakulla, on specialized residential mental health units at the Lake Correctional Institution mental health center, and
other locations. We will support the FDC in transitioning patients to and providing services at the new Lake
Correctional Institution mental health facility. We will work with the FDC to enhance behavior management and suicide
prevention programs, use interdisciplinary teams to serve those with complex behavioral health issues, and collaborate
in implementing new programs. We will continue to use telehealth capabilities to ensure access to timely evaluation
and treatment services, promote appropriate medication management, and address the needs of those with co-morbid
issues. In addition, we will continue to offer training and education to Centurion and FDC staff on mitigating and
managing the needs of incarcerated individuals presenting with mental health symptoms.

Challenge 3: Addiction and Substance Use Disorders
Nearly 60% of FDC incarcerated individuals have a history of substance use and addiction. Inability to
achieve recovery can result in ongoing addiction and use of contraband drugs in prison, and recidivism
following release. Random drug tests at FDC facilities have found increased access to and use of synthetic
cannabis (K2 or spice), cathinones (bath salts), and opioids among the prison population, highlighting the
importance of diverse substance use disorder (SUD) programs and the continued high risk for fatal overdoses.
Centurion will continue to support the FDC in the delivery of SUD services. This includes obtaining releases of
information from patients with co-morbid SUD and mental health issues to allow Centurion to coordinate service
delivery with FDC SUD providers. We will continue to train our clinical staff in overdose identification and response,
including naloxone use.

Challenge 4: Aging Infrastructure
The FDC is responsible for managing over 22 million feet of infrastructure. In 2021 alone, the FDC
completed 15 new buildings, 37 major repair/renovations, and invested $5.8 million in maintaining facilities
across the state. Florida expects the majority of its growth over the next 27 years to occur in the central
and southern parts of the state. Given the current incarceration rates in the state, the FDC will have a
facility and bed-deficit in these locations, requiring focused effort on infrastructure expansion in those areas.
Furthermore, physical and information technology infrastructure are two of the FDC’s long-range goals, making
infrastructure an area of importance to the FDC.
As we did with the implementation of the EMR, Centurion will work with the FDC to support its continued renovation
and expansion projects. We will support and assist FDC in expanding its telemedicine infrastructure and modernizing
facilities built prior to 1980. Centurion will also support the FDC’s possible revision of geographic focus areas,
transition to the new Lake CI mental health center, and enhancement of its IT infrastructure, among other plans. The
FDC has completed several facility closures and openings over the past few years. As we have in the past, we will
support the FDC in seamlessly transitioning staff, services and patients during future facility changes.

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Challenge 5: Recidivism
Though recidivism rates for FDC incarcerated individuals returning to prison within three years of their
release have decreased from 36.1% in 2008 to 24.1% in 2017, these numbers are still higher than FDC
goals. Data published by the Department found that males, younger individuals, and those convicted of
crimes such as robbery and burglary experience higher rates for recidivism. For example, 80.6% of
juvenile offenders (less than 21 years of age at admission and less than 24 at release) were rearrested in 2017 and
38.8% returned to prison. From a medical perspective, this highlights the importance of well-developed reentry plans
and use of community supports for this population.
Centurion will continue to work with the FDC to manage the needs of those reentering the community. This includes
working with the FDC to establish follow-up appointments and referrals to healthcare providers and community
programs. For example, we established housing and other community support services for sex offenders who are
often difficult to place. We created detailed community resource guides for incarcerated individuals under emergency
release, and we implemented an online reentry platform, Centurion FindHelp, for identifying community-based
organizations that offer low or no cost services to individuals leaving prison. Centurion also offers released individuals
access to the Nurse Advice Line, which provides 24/7 medical hotline services for 90 days following release.

Challenge 6: Correction Staff Retention
Like many other statewide correctional systems, the FDC continues to face challenges with staff retention.
Despite the inherent difficulties in retaining experienced and quality staff, over the past two years the FDC
has begun to turn the tide with sign-on and retention bonuses and an increase in pay rates. This is one of
the FDC’s primary goals for its 2021 – 2024 strategic plan and we are confident that the FDC will meet
this goal.
We realize that our role in supporting correction staff retention is limited. Our FDC recruitment team is familiar with the
Department’s facilities and overall state of employment in Florida and across the nation. Though correctional staff
recruitment is not our expertise, Centurion would be pleased to consult with the FDC, sharing information on some of
our unique recruitment and retention processes and tools. In tandem, we will continue to identify ways through which
we can minimize the need for officer transport and security for medical services. For example, our use of telehealth
evaluations for the S2 camps has significantly decreased correctional officer time, allowing them to focus on other
essential responsibilities. We will continue to support the FDC officer training and professional development
opportunities, where possible. Most importantly, we will continue to form and maintain collaborative and respectful
working relationships with our correctional colleagues, supporting them in meeting their job responsibilities to the best
of our efforts.

F. Ensuring Quality Services While Containing Costs
Centurion’s CQI program is the primary process through which we ensure service quality and cost
containment. We believe that high-quality care results in better patient outcomes, decreased cost of care
for our clients and overall improvements in the health of prison and external communities.
Our CQI program, developed in close collaboration with the Department, focuses on making sure that our
healthcare program meets the highest standards in evidence-based care while adhering to ACA
guidelines, federal, State and local regulations, and FDC policies and procedures. Our CQI initiatives
focus on the following dimensions of quality healthcare across the service delivery continuum:





Appropriateness of clinical decision making
Continuity of care from intake to discharge
Safe delivery of healthcare operations





Treatment effectiveness
Timeliness of care provided
Patient centered care
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Linda Dorman, RN, BSN, CCHP, will continue to serve as our Statewide Director
of CQI/EMR for the Florida program. She oversees the services provided by the
following four regional QM program coordinators, Rhonda Sweizer, BS, CCHP,
Jamie Martinez, DNP, Jessica Dodge, RN, MSN, and Janine Hills, PhD, who
work closely with FDC facilities to implement and manage our continuous quality
management efforts. We use quality initiatives, data analytics and reporting,
review of complaints and grievances, monitoring of performance standards,
implementation of corrective action plans, peer reviews, mortality and morbidity
reviews, process and outcome audits, and other processes to identify
opportunities to improve clinical outcomes, manage resources associated with
service provision, identify staff educational and training needs, and improve FDC
satisfaction. We provide detailed information in our response to ITN Section
3.6.8, Quality Management Service Area.

~
~

centurion_

Linda Dorman, RN,
BSN, CCHP
Statewide Director
CQI/EMR

G. Centurion’s Approach Differentiators
As described in our response to Tab B and as already familiar to the Department, Centurion was founded
with the goal of innovation and differentiation from traditional correctional healthcare delivery models.
When Centurion was incorporated in 2011, our primary goals were to bring the principles of public and
population health together with finely tuned managed care practices into the correctional healthcare
space. Through Centurion, we offer an innovative model of correctional healthcare that infuses modern
managed care practices fine-tuned by large Medicaid and commercial insurance programs into the
operations of the correctional healthcare program. By forming real operating partnerships with
correctional agencies, we build fully integrated and collaborative correctional systems of care that
combine evidence-based best practices with managed care principles to offer timely, quality-focused,
patient-centered, and competent healthcare services for the incarcerated individuals we serve.
As detailed throughout our proposal, our managed care healthcare delivery approach has achieved
improved patient outcomes, increased patient satisfaction, and achieved systems and cost efficiencies for
the FDC and other agencies with whom we work. Cost efficiencies we have achieved for the FDC
include, but are not limited to, cost-avoidances resulting from management of both formulary and nonformulary medication prescribing practices, containment of community-based hospital and outpatient
services despite the pandemic, and optimization of onsite and telehealth services to reduce offsite patient
transports. We accomplished this while continuing to meet or exceed the full scope of onsite and offsite
statewide FDC contract requirements for healthcare services.
Service Delivery Approach Differentiator
Centurion believes that correctional health is public health. A disproportionate percentage of the
1.38 million incarcerated individuals in the U.S. present with higher rates of substance use, mental health,
and infectious and chronic diseases compared to the community populations. Most face challenging
social determinants of health such as poverty, substance use, and illiteracy. For many, prison is the first
place where they receive consistent healthcare services. According to the US Department of Justice,
over 95% of incarcerated individuals complete their sentences or otherwise release back to their homes
and communities 1. However, a larger percentage of those with existing healthcare issues have difficulty

1

U.S. Department of Justice, Office of Justice Programs, Bureau of Justice Statistics, “Reentry Trends in the United States"

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maintaining good medical or mental health and accessing services, influencing the health of their
communities, contributing to future criminality, and increasing recidivism rates.
Traditional approaches to healthcare delivery in prisons are often
reactionary, focused primarily on alleviating acute healthcare issues
and ignoring many of the underlying and long-term problems that
contribute to disease manifestation in the first place. Many
approaches fail to consider the linkage between the health of an
incarcerated individual and recidivism, re-offense, and overall public
Centurion 's
Public Health
health. Centurion’s public health-focused approach considers an
Approach
incarcerated individual’s healthcare needs while in prison, in
preparation for, and following reentry. Our approach includes:



Early and comprehensive assessment of the incarcerated
individual’s healthcare needs



Evidence-based, person-centered and effective treatment
services



Comprehensive education and training



Use of preventive measures



Continuity of care following release

Early and Comprehensive Assessment. We conduct a comprehensive assessment and screening of all
incoming incarcerated individuals to determine existing and potential medical, mental health, and dental
needs. At FDC facilities, we conduct an initial screening within eight hours of arrival, followed by an initial
physical examination within 14 days of arriving at a reception center. The screening and assessment
inform the delivery of timely healthcare services, such as immediate attention for those exhibiting selfharm behaviors or access to medications and provider services for those with chronic healthcare issues.
Evidence-Based, Person-Centered and Effective Treatment Services. Centurion uses individual
treatment plans to manage patient treatment needs. Our highly trained providers and staff are responsible
for providing services within the highest standards of care and quality. We have developed unique
programs for patients with complex healthcare issues, those with co-morbid or co-occurring conditions, as
well as those with special needs, such as pregnant women, the elderly and juveniles. We consider each
patient’s unique short and long-term needs and work with facility staff, case managers, clients and other
stakeholders to make sure that patients have access to timely and responsive services at all times.
Comprehensive Education and Training. Self-management of healthcare needs is an important goal for
Centurion patients, achieved primarily through education and practice. Our goal is to return incarcerated
individuals into their communities more informed about and able to manage their healthcare needs. This
is especially important for patients with chronic conditions, mental health disorders, and SUD. We begin
education at time of intake and, based on patient needs, provide information during other healthcare
encounters. Education includes individual and group sessions as well as access to a wealth of online and
hardcopy materials.
Examples include our H.E.R. Journal and H.E.R. electronic and hardcover books we provide to female
incarcerated individuals as part of our Healing, Empowerment and Resources program or the education
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we offer as part of our diabetes and Hepatitis C programs. Through
education, we emphasize the importance of consistency, prevention,
accuracy, attention to details, and proactive management of symptom
exacerbation. We impress upon patients the actions they can take to achieve
better health outcomes, while incarcerated and upon their release. Our own
experience and several studies have shown the importance of education on
higher compliance with treatment measures among patients.
Use of Preventive Measures. Centurion incorporates preventive measures
into all aspects of our service delivery process, from intake through release.
H.E.R. Journal
At an individual patient level, this includes proactive identification of risk
factors for disease escalation or manifestation, education on infectious diseases, and screenings to
identify the presence of cancers and chronic care diseases. It includes immunizations against
communicable diseases, such as flu and COVID-19 vaccines, as well as pre- and post-natal care for
pregnant incarcerated individuals. Our preventive measures also include working with facility staff to
implement environmental and infectious disease policies and procedures, offering training and education
on chronic diseases and mental health disorders, as well as occupational health and safety measures for
staff and incarcerated individuals. They also include information and resources on how to proactively
identify and address health issues in the community.
Continuity of Care Following Release. With the health of released individuals
inextricably linked to the health of their communities, preparing incarcerated
individuals for maintaining their health upon release is one of the most critical
components of our approach. For Centurion, continuity of care begins at time of
intake and assessment and continues throughout the healthcare delivery process.
As part of the treatment, we work with patients to understand the resources and
supports they will have upon release to manage their healthcare needs. We provide
them with training, education, and the tools they need to manage their medical,
mental health, and dental needs, including connecting them to providers and
services within the community to support them. We work with facility and security
staff to make sure services are in place prior to the patient’s release. In addition, we
offer them supports such as the Nurse Advice Line (NAL) should they need access
to medical advice following their release. The NAL is a toll-free healthcare hotline
available 24/7. Released incarcerated individuals can contact the NAL during the
first three months following their release to obtain medical advice. Since 2019, when
we launched this service across eight programs, the NAL has received over 500
inbound calls with an average clinical talk time with an RN of 11.8 minutes. Year-todate in 2022 alone, we have received 14 calls from Florida released individuals.

Nurse Advice Line
Poster

In 2022, Centurion launched the companywide usage of FindHelp, a
web-based search engine, which provides Centurion staff and
patients a platform to find and connect to social services in their
desired area. The platform is accessible from anywhere at any time,
and customized to the specific and complex needs of Centurion patients. Their software platform
connects people seeking help or services with verified social and public providers available in their
communities. As part of their service, FindHelp staff continuously monitor all listed service providers to

findhelp

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ensure that the information they provide on their site is accurate and up to date. Centurion patients can
find free or reduced-cost services like medical care, mental health care, substance use treatment,
housing, food, job training, and more.
Available to all Centurion staff and patients across all Centurion programs, including the FDC, as
part of their reentry program, this resource represents another long-term investment of Team Centurion
in the success of our patients upon release. The platform allows for better patient and public health
outcomes as well as cost efficiencies across the program, better use of the healthcare system, and
improved public safety. Our ability to do so has been the results of the capabilities that we offer, which
differentiate us from other correctional healthcare providers. As of June 2022, companywide seekers
have made more than 10,000 searches on Centurion Health’s FindHelp. Since the program’s launch,
340 users have accessed information on Florida, through 574 sessions and 2,544 searches, which
resulted in 1,552 interactions with service providers. Housing, health, food, money and care were the
five most searches among Florida users.

Organizational Capabilities
Centurion makes a difference by being different. Compared to other correctional healthcare
companies, Centurion thrives under strong, stable corporate management and invests heavily in
corporate and regional resources. We believe we have the strongest and most stable management,
operational, clinical, technological, human resources, and financial infrastructures in correctional
healthcare. Our capabilities include the following:
Clinical Operations Expertise. Centurion’s corporate clinical operations team includes nationallyrecognized experts in correctional behavioral health and healthcare, with extensive experience
establishing and maintaining evidence-based healthcare services, as well as continuous quality
improvement expertise, to improve staff performance and patient outcomes within correctional settings.
These experts circulate among our contracts reviewing our healthcare services and working with each
contract to develop training programs and action plans to correct issues of concern. This department
oversees the delivery of medical, mental health, dental and pharmacy services at Centurion.
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Centurion's Clinical Operations Team
Johnny Wu
MD, FACP, FAACP, CCHPP

John May
MD, FACP

Dauda Griffin
MD, DFAPA, CCHP

Neeraj Malik;
LPN

PharmD

Katie Wingate
RN, MSN, CCHP

PsyD, CCHP-MH

During the last year, Centurion has strengthened its clinical operations team with the appointment of
Seaaira Reedy, PsyD, CCHP-MH, as our Vice President of Psychological Services. Dr. Reedy will
provide ongoing support and consultation to our Florida program in the future contract, as well as
expertise in clinical, risk, behavior management consultation, and training. A forensic and clinical
psychologist, Dr. Reedy ensures that Centurion’s psychological programs are clinically sound, consistent
with community standards, and contractually compliant. She also provides continuous expert
consultation for field operations while supporting implementation and ongoing accreditation readiness for
new and existing correctional healthcare contracts. In her role, she champions clinically-led operations
and excellence on behalf of our patients and our communities.
Dr. Reedy originally trained in Florida to provide competency and risk assessments, and completed the
Florida Forensic Examiners Training. More recently, she has facilitated webinars, attended by mental
health professionals from our FDC program, focused on topics such as the formal assessment of effort
and of violence risk. These webinars, presented by national and international experts Dr. Reedy
arranged as speakers, have been directly relevant to the goals of FDC’s mental health
program. Additionally, Dr. Reedy is a SAMHSA Trauma-Informed Care Trainer and has trained Florida
staff in how being trauma-informed improves criminal justice system responses.
Integrated and Collaborative Medical, Mental Health, and Dental Services. Centurion provides an
outcomes-focused, integrated and collaborative medical, mental health, and dental program that
considers the entire continuum of care, from intake to discharge and reentry. We use evidence-based,
public health focused, clinical criteria and policies and procedures as well as innovative services, such as
telehealth technology, to increase access to care for incarcerated individuals, including those with special
needs.

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Integrated Healthcare at Centurion
Focusing on the individual and using a whole health approach
to provide holistic care

MEDICAL

MENTAL HEALTH

Assessment, screening, intake, and health
evaluations
Sick call and infirmary care
Routine, urgent and emergency care
Chronic care services, including Hepatitis
C, infectious diseases, diabetes, and
palliative care
Services for youth, females, elderly,
disabled, and other special populations
Utilization management services
On and offsite specialty services, including
orthopedic procedures, wound
management, surgical interventions
Laboratory, radiology and other diagnostic
services
Self-harm, psychiatric interventions, and
special housing
Medication management

Initial assessment and intake
Routine, urgent and emergency care
Gender dysphoria screening and treatment
Individual and group treatment
Suicide and self-injurious behavior
prevention and treatment
Sex offender treatment
Psychiatric consultation
Psychotropic medication management
Case management
Services on specia l and restrictive units

Traumainformed

eo
Co-occurring
Disorders

Pregnant incarcerated
individuals

SAVINGS:
State-of-the-art telehealth services
used to manage the medical,
mental health, and dental needs of
incarcerated individuals.
Centurion's. telepsychiatry
programs that have resulted in 2030% telepsychiatry provider
productivity and addressed
psychiatrist shortages.

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peroffsitespecialty
care episode in

transportation
costs

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SUICIDE PREVENTION

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Correctional

PROVIDER TOOLS

I
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EXPANDING ACCESS
THROUGH TELEHEALTH

Centurion believes that correctional
healthcare is an integral component of
the public health system. We infuse
public health approaches to disease
identification and prevention, health
education, and health promotion into the
service delivery process, providing
services that are responsive to each
patient's unique behavioral health,
socioeconomic, cultural, and communal
realities and needs.

Level I, Level II and Level Ill dental care,
inclusive of:
Intake and examinations
Routine, urgent and emergency care
Extractions, caries control and restoration ,
and cavitron debridement
Dentures and prophylaxis
Restorative care
Anterior and interior endodontics
Oral hygiene
Oral education

SERVICES FOR SPECIAL POPULATIONS

Genderresponsive

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DENTAL

Centurion ensures that the right~
patient receive the right care at the
right time at the right level of service.

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PUBLIC HEALTH

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In addition to a robust suicide prevention
program, Centurion played a leadership
role in the joint NCCHC and American
Foundation for Suicide Prevention
taskforce, Suicide Prevention Task Force,
and in developing the October 2019
NCCHC-AFSP Suicide Prevention
Resource Guide: National Response
Plan for Suicide Prevention in
Corrections.

specialty care econsulting system

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MULTIDISCIPLINARY
CARE COORDINATION

, _ _ _ _ _ _ _ _ _ support ____ :

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F OUNDED 1870

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Recruiting and Retention Expertise. At Centurion, we promote healthcare equity, quality, and
accessibility by fostering healthy lifestyles and implementing educational programs on behalf of patients
and employees.
Centurion has a team of over 50 full-time recruiters and 40
full-time HR employees working to maintain our exemplary fill
rates and provide an empowering work environment for our staff.
Human Resources Professionals
Through this team, Centurion has created a national footprint
that extends our ability to reach potential healthcare
professionals. Though we focus primarily on recruiting and
hiring providers living in Florida, we use our national presence to
Full-time Recruiters
identify and recruit providers in other states who have the
training, licensure and qualifications that the FDC expects. Other organizations that do not have similar
breadth will have a more difficult time recruiting and filling the positions required to support the FDC
program. In addition, we are not conflicted in Florida with multiple other county jail and hospital contracts
that would cause us to be conflicted in the placement of our candidates. All of our recruiting efforts in
Florida go towards the benefit of the FDC program. These are important differentiators for Centurion that
benefit the FDC.

40+

Our recruiting and retention team focus on maintaining high fill rates and create a professional rewarding
work experience for our employees. Our corporate and local recruiting and retention capabilities include:

Centurion Recruiting and Retention Capabilities

•
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90+ Experienced Recruiting and HR
Professionals

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Robust Academic Affiliation
Program

State of the Art Recruiting
Database

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Multiple Advertising Channels

Established and Continuously
Expanding Networking Channels

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Local and National Recruiting
Capabilities

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Recruiting &
Retention
Capabilities

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Metrics and Data to Measure
ROI and Success

24 Hour Candidate Access
to Information

Expanding Pipeline of
Candidates
Robust Benefits and Professional
Development Opportunities

Our recruiters use a unique relational approach to recruiting. Using this approach, our recruiters maintain
a constant dialogue with thousands of candidates using various communication tools ensuring a steady
pipeline of qualified candidates for potential job openings. We take a longer-term approach to recruiting
than other healthcare companies and we know that if a job may not be a good fit for a candidate today, it
might be a good fit in years to come. Because of this, our recruiting maintains ongoing dialogue with
thousands of candidates to keep them informed of our growth and job openings.
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As more professionals are turning to LinkedIn, Facebook, and various professional websites for
networking, we incorporate social networking in our recruiting process. We use data-mining techniques
to add new candidates and new graduates to our recruiting database, and we query this database to
identify potential candidates for FDC positions. In addition to word of mouth, email campaigns, and
employee referrals, the following are some of the marketing resources our Florida recruiters use to
outreach to and engage potential candidates:
CENTURION RECRUITING RESOURCES

t

EMPLOYEE REF ERRAL

facebook

BONUS

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To minimize staff turnover, we augment our innovative recruiting approach with a staffing model that
includes flexible work schedules, supports our employees with strong benefits, an empowering work
environment, and resources for professional development. By investing in systems that support our
staff, we develop a stable workforce of health care professionals who work together towards a more
effective, efficient system.
One of the strongest indicators of our commitment to our employees is through our benefits program. We
provide a comprehensive benefit program that offers each employee the security and assurance that they
have necessary coverage in times of need. Our goal is to make healthcare accessible, while also
educating employees on their options so they can make the right health care decision for themselves and
their families. In an effort to offer healthcare benefits to as many employees as possible, all employees
scheduled to work 30 or more hours per week are eligible to enroll themselves and their dependents.
Centurion offers a Paid Days Off (PDO) program with vacation accruals starting on day one of
employment for both full-time and part-time employees. This PDO program does not include additional
company-paid holidays; however, it does include employee sick time.
In addition, we offer a wellness activity stipend to incentivize employees to remain physically active and
fit, an important component of decreasing stress levels. For those who require additional support in
achieving work/life balance or who require assistance with addressing work/life issues, we offer a
confidential and easily accessible employee assistance program.

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To address the increased turnover that occurred during the
COVID-19 pandemic Centurion invested in two new positions
that will focus on employee relations and communications,
Todd Brodie, PhD, Vice President, HR Business Partners &
Employee Relations and Logan Stalter, Internal
Communications Strategist.
Staff Training and Education. Our training and staff
Todd Brodie, PhD,
Logan Stalter
development programs offer staff with unparalleled education
SHRM-SCP
Internal Communications
Vice President of
and development opportunities. Centurion offers initial and
Strategist
Employee
Relations
ongoing training for all staff. For each correctional program,
we develop a customized training program, which begins
during orientation and continues throughout the course of the contract. Our trainings focus on common
issues that affect correctional healthcare service, identification of mental illness, suicide prevention,
multidisciplinary collaboration and integrated care, emergency response, HIPAA, PREA, and managing
difficult and challenging situations.

Centurion Training and Education Programs
Components of Centurion's New Employee Orientation
CENTURION
UNIVERSITY
Centurion University offers 24/7 access to
online educational content 24/7. For
management and supervisory staff,
Centurion University augments instructor
conducted and self-study trainings with an
online Management Development Training
Program that encompasses over 100
management and leadership online
courses, online books, printable job aids,
interactive videos, and case studies.

Learning Management
System Cou rses

Employee Specific
Topics
• Centurion Code of Conduct
• Human Resources Policies and
Procedures
• Employee Benefits Information
• Confidentiality and Protecting
Personal and Health Records as
required by HIPAA
• Sexual Harassment/Workplace
Policy

• New Employee Orientation
• Discipline specific training

•
•
•
•

Hazardous Communications
Access to Healthcare
Continuous Quality Improvement
Utilization Management and Review

Contract Specific
Orientation

ONLIN E RESOURCES

7

• Continuing education , including reimbursement and
support for NCCHC Certified Correctional Health
Professional (CCHP) certification

UpToDate® EBSCO

• Online education and training
• Webinars

KRAMES
PATIENT EDUCATION

Cheryl Esposito, MSN,

RN, CCHP-RN
Corporate Clinical
Education Director

~
~

~
RubiconMD

Centurion Central

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Financial Strength. Centurion continues to be financially the strongest company in correctional
healthcare, by far. The financial strength of our founding companies, MHM and Centene, enabled
Centurion to invest in its infrastructure and ensure success in our earlier comprehensive medical
contracts in our early years. Now fully established, Centurion has the financial strength to continue to
responsibly meet and manage the significant financial requirements of the contract. We are able to
provide consistent, reliable, and effective corporate support for operations in each of our programs. Our
financial strength means we do not need to cut corners to avoid needed healthcare services. We can
invest in our programs to ensure they have the resources necessary to succeed at a local level.
H. Centurion’s Service Transition and Implementation
Centurion understands the FDC’s desire for a smooth and seamless
implementation. As the incumbent healthcare provider to the state, we do not
anticipate the need for many of the usual transition steps required when a
new vendor assumes responsibility for a contract. Our local leadership, two
IN FLORIDA
Florida regional offices, IT team, and other support systems are in place and
knowledgeable about the FDC’s goals, objectives, and expectations and are
Centurion is the incumbent
actively supporting the 3,000 employees currently working in the program.
healthcare provider and will not
However, to showcase our capabilities we have provided a description of our
require a full implementation and
approach to contract transition and continuance in our Tab E response, along
transition process.
with the required Preliminary Implementation Plan. In recent years, we have
transitioned and started new healthcare contracts for the departments of corrections in five states
(Delaware, Idaho, Indiana, Kansas, and Missouri)

Centurion

We consider the period following a new contract award as another opportunity for Centurion and the FDC
to review the program and consider areas for additional focus and enhancement during the next
contractual period. Upon contract award, we will start immediately on the service enhancements called
for in the ITN, as well as those proposed by Centurion and approved by the Department.
Ruth Feltner, BA, CCHP, Statewide Vice President of Operations, and other members of our local
leadership team will lead any required implementation activities related to the new contract requirements.
They will participate in regular transition meetings with the FDC to provide updates on plan activities,
deliverables, and timelines. They will provide the Department with any required reports related to the
transition activities and will be readily available to respond to any FDC.
Implementation Experience with the FDC
As the Department will recall, in 2016 we successfully developed and followed a comprehensive
implementation plan according to the State’s expectations and requirements. Soon after the Department
awarded Centurion the contract, under emergency conditions and subsequent to a formalized
procurement process, we began to collaborate with the FDC on our implementation plan. With the
Department’s approval, we outreached to the incumbent provider of healthcare services and their staff to
begin the human resources and clinical transition processes. The goal, which we met, was to minimize
transition issues for patients receiving or requiring healthcare services during the implementation process.
We established and empowered a local leadership team to ensure that we managed all transition steps
within defined timelines. This team worked closely with our corporate leadership teams to bring our
human resources, technology, operational, and clinical capabilities to the FDC program. In tandem, our
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recruiting team outreached to and, with the Department’s approval, recruited, interviewed, and
transitioned incumbent staff who met the state and Centurion’s qualifications and standards.
For both the medical and behavioral health programs, by contract start date, we were ready and prepared
to provide the services required under the contract for the FDC population. We met all of the
implementation requirements of each contract. In the following list, we provide a synopsis of our
implementation activities for both the 2016 and 2017 transitions.

SUMMARY OF CENTURION'S IMPLEMENTATION ACTIVITIES
Florida Program Implementations (2016 and 2017)
■

Began emergency transition of all patient care

■

Initial and ongoing transition meetings with the FDC

■

Completed initial and follow-up site vis its

■

Reviewed and finalized all operational issues (i.e., staffing matrix, pay scales, on-call
schedules, etc.)

■

Outreached to , recruited , and hired incumbent staff

■

Recruited , hired , credentialed , and on-boarded staff needed to fill required positions

■

Provided staff and provider newemployee orientation and other required training

■

Submitted , reviewed , obtained approval, and implemented all medical, mental health,
dental services

■

Implemented pharmacy management requirements

■

Developed and implemented all continuous quality improvement requirements

■

Developed and transitioned all ancillary medical services (i.e., laboratory, radiology, EKG,
and others)

■

Recruited and expanded specialty care providers and fac ilities

■

Implemented and tested claims management services

■

Reviewed and implemented finance/accounting requirements

■

Implemented and tested all information technology requirements

I. Centurion’s Solution is the Best for the State
The FDC will receive proposals from correctional healthcare companies that will assert that their
exemplary solution will result in cost savings for the state. They may offer different staffing matrices, costcutting technology, and processes that do not fully comply with the levels of care we know to be
necessary and desired by the Department. Centurion refrains from doing so, realizing that achieving cost
savings is the result of the intricate balancing of service provision, innovation, staffing consistency, and
experience. We believe that our solution is best for the State because it builds on the promises we have
made and delivered to the FDC.
In our 2016 and 2017 proposal submissions to the FDC, Centurion committed to providing high-quality
integrated and collaborative and evidence-based medical, mental health, and dental services at FDC
facilities. We promised to maintain appropriately trained and experienced staff to ensure timely access to
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services and pledged to use innovation and technology to enhance the service delivery process.
Furthermore, we agreed to use our clinical, operational, and litigation resolution capabilities to help the
Department meet the settlement agreements it had reached with the class action lawsuits filed against
the FDC under the previous contractors. Most importantly, we assured the Department that we would
serve as a flexible, transparent, and collaborative partner and support the FDC in meeting its vision of
“inspiring success by transforming one life at a time”.
Six years later, we can say with confidence that we have been true to these promises. We provide FDC
patients with timely, responsive, evidence-based, and effective healthcare services that meet or exceed
community standards of care. We incorporate principles of continuous quality improvement into every
aspect of the service delivery process and expect our employees to do the same. We invest heavily in
recruiting and hiring qualified staff and, where needed, use new
staffing models to ensure the delivery of timely healthcare services.
We have developed strong working relationships with our FDC and
facility counterparts where we work shoulder-to-shoulder to support
each other and meet the needs of those under our care. By
IN FLORIDA
implementing innovative solutions, such as electronic medical
Centurion has not been a party to
records and telehealth, we have improved healthcare access and
new litigation regarding the
outcomes. In close collaboration with the Department, we have
delivery of healthcare services.
addressed most of the stipulations in the settlement agreements and,
most importantly, Centurion has not been a party to new litigation
regarding the delivery of healthcare services.

Centurion

We have kept our promise to maintain an honest and transparent partnership with the FDC. Together we
have developed an exemplary healthcare program for the FDC incarcerated population. We have
identified, discussed, and implemented solutions to acute and longstanding service delivery problems.
We have methodically addressed the complex needs of an evolving correctional healthcare system.
Though our tenure has not been without its challenges, it has resulted in the creation of a program that
can serve as a model for other departments of corrections.
Focusing on the Future
Centurion will continue to build on the promises we have made to the Department, remaining focused on
the future and unwavering in our commitment to establish a model correctional healthcare program for
Florida. The following are some of the initiatives we are considering for the next contract period.

Proposed Future Initiatives for the FDC Program
Initiative
Description
Technology Initiatives
With FDC approval, Centurion will expand telehealth capabilities to all FDC facilities and offer an
increased scope of services. Some of our proposed expanded telehealth initiatives will include use
Telehealth
of correctional tablets for in-cell programming, patient education, and treatment; dental telehealth
Expansion
services to the extent this is feasible and cost-effective; mental health and medical infirmary
services; nursing sick call and/or triage; and provider flex coverage, among other options.
In collaboration with facility and Department IT staff, Centurion would like to support the expansion
Wi-Fi Capabilities
of Wi-Fi to all FDC housing units.
Centurion will continue to work with the FDC and Fusion to ensure that all proposed devices and
EMR Refinement
applications such as Kosmos and spirometers, can integrate and report into the EMR. In addition,
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Comprehensive Health Care Services

Section
Tab C – Description of Solution

Proposed Future Initiatives for the FDC Program
Initiative

Point of Care
Ultrasound

Description
we will explore the feasibility of single sign on option for the EMR system that would integrate with
employee badges. We will also optimize reporting capabilities, forms, workflows, and linkages,
with prior FDC approval, to platforms such as Impact Pro for predictive modeling and population
risk stratification.
Expand utilization of this device to assist staff in finding patient veins, conducting foreign body
evaluations, and completing joint injections. It also assists with central lines placements and
sonogram guided paracentesis. Its current use at Lake Correctional Institution has helped reduce
the need for cardiac exams and reduced emergent thoracentesis.

Medical Initiatives

Spirometers to
diagnose
asthmatic patients

Dermascopy

Telehealth Flex
Coverage

RMC Long Term
Vent Care Unit

EKG Patch and
Free Style Libre

Dementia and
Oxygen Dorms

This year, we will use spirometers to test incarcerated individuals at risk of or with asthmatic
symptoms to 1) make a definite diagnosis, 2) provide them with necessary treatment, and 3)
ensure they do not have chemical restraints used. Appropriate identification of asthmatic patients
will avoid unnecessary prescription of inhalers to incarcerated individuals who believe that inhalers
offer additional endurance and strength in the rec yard. It will also decrease medical and security
costs associated with the number of patients participating in chronic care clinics and cost related to
unnecessary medications. Estimate annual cost savings for this initiative prior to the COVID-19
pandemic was approximately $1 million. Having accounted for the equipment prior to the
pandemic, there is no upfront cost to the FDC.
Centurion will supply each facility with a dermascope, which is a handheld battery powered
magnification lens with both polarized and non-polarized light, and an attachment that allows users
to capture a magnified view of the skin lesion with a cellphone camera. Studies have shown use of
the dermascope with minimal formal training and several months of experience can reduce
unnecessary skin biopsies by up to 66%. Additionally, the scabies mite has a definitive
appearance under dermascope lighting and magnification. This enables definitive diagnosis of an
active scabies infection without biopsy or skin scrapings, which are less sensitive for diagnosis.
This capability will also improve diagnosis of benign versus malignant skin lesions and will become
the primary tool for scabies outbreak investigation and diagnosis.
Centurion will utilize multi-site telehealth providers who will provide telehealth coverage to
designate facilities. Midlevel providers currently cover these facilities. These multi-site MDs will
have dedicated time weekly for APRN/PA medical record chart reviews and education to improve
/maintain the clinical skills of our mid-level providers. This resource will provide a pool of providers
who can augment any facility with minimal notice to provide coverage for onsite provider absences
or for additional provider support in the event of a disease outbreak.
Centurion looks forward to working with the FDC to create a unit for long-term ventilator dependent
patients, either by staffing a ward at RMCH or by contracting with a local long-term vent
management provider. This unit will offer consistent care for patients while addressing associated
staffing, bed, and security issues.
To improve patient care, increase patient self-management, decrease nursing burden, and reduce
pharmacy cost, Centurion proposes to use EKG patch capability, which allows EKG to remain on a
patient for up to 48 hours without the need to reattach the leads. This provides more accurate lead
placement, resulting in better quality EKGs and allows us to perform serial EKGs. Similarly,
Freestyle Libre offers patients the ability to monitor their glucose levels independently, decreasing
nursing burden and positive affecting medication costs/supplies.
Centurion has identified close to 30 patients who suffer from dementia or who are oxygendependent, and who currently utilize infirmary beds because they are not suitable for general
population. Development of housing units with special programs and specifically trained officers
and staff would facilitate a healthier environment for these patients while decreasing the medical
staff workload associated with maintaining these patients in an infirmary.

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Tab C – Description of Solution

Proposed Future Initiatives for the FDC Program
Initiative

Description
In agreement with FDC security, Centurion proposed to purchase insulin pumps for patients who
Insulin Pumps
are insulin-dependent and receiving injectable insulin at this time. Similarly, we propose to utilize
and Biometric
biometric vital sign monitors for patients who require ongoing monitoring of their blood pressure,
Vital Sign
oxygen, and other vital signs. This equipment will ease the burden of care on staff and security,
Monitors
provide more accessible patient care, and potentially decrease cost of care.
Behavioral Health Initiatives
Our overall expansion of telehealth services will include a focus on providing access to mental
health services for patients outside of the general population. This includes patients receiving
Expanding
services in the infirmary and on inpatient units as well as those in confinement. We propose to
Telehealth
utilize tablets (described in more detail later) that patients can utilize in the above-mentioned
locations in cells, increasing access to needed mental health services.
Currently psychologists and psychiatrists are the primary providers of telemental health and
Mental Health
telepsychiatry services. With the current shortage of these professionals across the nation,
Staff Expanded
including Florida, we proposed to expand the use of telehealth services to licensed mental health
Roles
professionals as well.
Centurion will support the FDC and the FDC Director of Mental Health in creating a behavioral
Behavioral
management unit at a designated facility. We believe that such as unit would be beneficial in
Management Unit
addressing the needs of incarcerated individuals with behavior issues who require more focused
treatment in a structured environment.
Dental Initiatives
Centurion proposes to purchase intraoral cameras for oral surgery consults, especially as they
Equipment
relate to dental pathology. This equipment will reduce or eliminate the need for transfers to the
Purchase
RMC for this type of oral consultation.
Dental Telehealth
Centurion submitted a proposal to the FDC for utilization of telehealth dental services.
Services
Nursing Initiatives
Urgent Care
With prior FDC approval, Centurion will use APRN and PA roles to implement an urgent care
Model
model for sick call at designated FDC facilities.
Telehealth
Centurion proposes to use telehealth services for sick call triage to assist with staffing shortages.
Services
Nursing
Centurion will implement nursing supervisor positions for evening shifts at select FDC facilities to
Supervisors
ensure leadership continuity, alleviate DON workload, and increase onsite supervision for staff
Staffing Initiatives
Instead of using nursing agencies, Centurion will create a travel nurse program for the FDC,
Nurse Travel
whereby selected nurses will travel between sites, providing coverage during vacations, long-term
Program
illnesses, and vacancies. We have started the initial activities and will be completing the
procedural components and associated pricing in the near future.
Employee Referral We will continue to evaluate and refine our employee referral program. We recently changed the
Program
bonus for full-time licensed hires from $1,500 to $5,000.
Applicant /
Continuous outreach to candidates during the procurement, interview and hire process are critical
Candidate
in keeping candidates engaged and decreasing drop-offs during each the recruitment phases.
Outreach
Though we currently provide this type of follow-up, the Applicant/ Candidate Outreach Automation
Automation Tool
Tool automates the process (primarily emails and texts) and increases consistency.

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Tab C – Description of Solution

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centurion_

In Summary
The FDC will benefit from partnering with an organization that meets the following expectations:



Has the depth of experienced personnel and resources in place to effectively provide healthcare
services throughout the FDC system



Can easily align its services with the FDC’s strategic plans and objectives



Understands the Department’s pain points and needs



Has demonstrated its ability to meet and/or exceed the FDC’s requirements and expectations



Has experience managing complex and large statewide correctional healthcare systems



Has the technical, clinical, operational, human resources, and financial infrastructure to support
the ongoing evolution of the correctional healthcare system in Florida



Has an established presence and trusted relationships with stakeholders across Florida



Continuously evaluates and evolves the correctional system of care in the State

Most importantly, the FDC would benefit from a partner that can meet the commitments and promises it
makes. Centurion is that organization.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

Tab D – Service Area Detailed Solution
3.6 Healthcare Services (limit 225 pages)
In TAB D, for each requirement, Performance Measure, and report required in Section 3 of this ITN, the Vendor shall
describe the following:
a.
b.
c.
d.
e.

f.
g.

h.

Acknowledge acceptance of each requirement or note any proposed modification or innovative solutions that
may differ from the requirement but meet the Department’s needs;
Acknowledge acceptance of each Performance Measure (PM);
Indicate its ability to exceed the required PMs, if applicable, and provide additional PMs the Vendor identifies
as important that are not specified;
Identify proposed modifications to the identified PMs and the impact of the modification (e.g. greater quality
control, cost savings);
Describe a plan for providing service and meeting all requirements. The Vendor shall include methodologies
that will be applied, automation tools planned for use, resource usage plan/approach, and processes that will
be put in place;
Identify, describe, and detail the Vendor’s services and staff that will be used to ensure successful service
delivery;
Describe ways to reduce or minimize any costs or Department resources associated with the services. This
may include modifying the requirements and/or PMs while still meeting the needs of the service, or
recommending a different approach for the service; and
Describe any Value-Added Services it will provide the Department, in addition to those listed in the ITN, at no
additional cost.

The following response contains narrative responses to subsections a-h of ITN Section 3.6, Healthcare
Services, for each of the required service areas (3.6.1 – 3.6.11).
3.6.1 Program Management Service Area
A. Acceptance of Program Management Requirements
Centurion has reviewed and acknowledges the 95 program management requirements itemized in ITN
Section 3.6.1.2, Program Management Minimum Requirements, most of which we perform as part of our
current contract with the FDC. In many instances, we have worked closely with the FDC to create,
implement, review, and enhance these requirements as part of our continuous quality improvement
process.
B. Acceptance of Program Management Performance Measures
Centurion acknowledges and accepts Program Management Performance Measures PGM-001 through
PGM-005 listed in ITN Section 3.6.1.3, Program Management Performance Measures. We recognize
that PGM-005 is new, related to minimum staffing requirements by institution, by position. We will strive
to meet PGM-005 through our recruitment and retention plans detailed throughout our ITN response.
C. Ability to Exceed Performance Measures
Centurion currently meets or exceeds performance requirements for PGM-001 through PGM-004, noted
in ITN Section 3.6.1.3, Program Management Performance Measures. In the following graph, we provide
our most recent FY 2021 – Q2 2022 statewide average program management service area performance
measure outcomes. Due to space limitations, we show our statewide average compliance rate for the
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four program management performance measures that are currently in place. However, we understand
that in most cases the Department measures contract performance by facility. Currently, the FDC
required compliance rate per facility is 80% for each of the shown performance measures. As the graph
shows, the statewide average compliance rate for these measures are all above this threshold.

FY 2021-2022, Q2 Statewide Program Management
Performance Measure Averages
100%

100%

96%

100%

100%

PM-PGM-001

PM-PGM-002

PM-PGM-003

PM-PGM-004

80%
60%
40%
20%
0%

Centurion is confident in our ability to continue meeting and improving FDC performance measure
compliance outcomes for program management.
D. Proposed Modifications to Performance Measures
PM-PGM-005 imposes a $10,000 penalty for each incident where the minimum number of staff hours falls
under 90% per percentage point, or portion thereof, per service location and per position type, as
approved by the Department in the final contracted staffing plan. Centurion will maintain adequate
staffing ensuring patients receive the right care, at the right time, by the right provider.
Unfortunately, staffing challenges are affecting healthcare entities nationwide and correctional healthcare
systems are no exception. The FDC has experienced similar challenges within its own ranks of
correctional officers. Just as there have been significant challenges in recruiting and retaining officers
due to overall market conditions, national and Florida-specific shortages of healthcare professionals
impact any healthcare contractor’s ability to recruit and retain staff. Recent studies show that the U.S. will
need over 1.2 million more nurses by 2030 1 and that the nursing shortage in Florida has reached a crisis
point, with at least one in four nurses and one in three critical care nurses resigning in 2021. By 2035,
Florida will need over 59,000 additional nurses to meet the healthcare needs of its population 2. Similarly,
there are currently 279 communities in Florida experiencing primary care, dental care and mental health
professional shortages. Florida will need an additional 1,400 primary care providers by 2025 to meet its
residents’ healthcare needs 3. Such shortages can be even more critical in correctional settings.

Williams T. 1.2 million more nurses needed by 2030 to meet U.S. demand. GoodCall. Accessed July 20, 2021.
Krischer Goodman, Cindy. Nursing shortage hits a crisis point in Florida, and it’s taking a toll, leaders say. South Florida Sun
Sentinel. November 1, 2021.
3
Freeman, Liz. Physician shortages expected to worsen amid COVID-19 pandemic impact. Naples Daily News. November 2021
1
2

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Despite the shortage in healthcare staff across the state and the
pandemic, over the last two years (January 2021 to April 2022),
Centurion has successfully maintained an 80% retention rate for
medical providers, a 76% retention rate for dental providers, and
71% retention rate for psychiatric providers. Today, healthcare
professionals can essentially choose any available job in the market. As
such, we strive to provide our staff with the resources, benefits, and
compensation that makes Centurion the employer of choice for them.

centurion_

Centurion
IN

FLORIDA

Over the last two years (January
2021 to April 2022), Centurion has
successfully maintained an 80%
retention rate for medical providers,
a 76% retention rate for dental
providers, and 71% retention rate for
psychiatric providers.

The FDC’s cost-based contract model incentivizes us to maintain high
fill rates with low turnover, as reduced staffing levels result in lost
revenue to the company. Placing penalties above compensation rates
for unfilled positions creates an additional financial burden that diverts limited vendor resources away
from increasing staff salaries or offering other financial incentives to hire and retain staff.

We believe that for any ethical organization the associated loss of revenue that results from staffing
penalties, together with already existing higher staff recruitment and shift-coverage costs, makes PGM 005 counterproductive. This measure will reduce resources needed to incentivize the committed,
hardworking staff currently working at the program and efforts aimed at recruiting new dedicated
healthcare professionals. We recommend that the FDC consider revising this performance measure’s
penalty structure so that it supports the intended goal of fostering and maintaining improved staffing fill
rates. We fear that, as written, PM-PGM-005 will contribute to a punitive and possibly commercially
unviable contract arrangement that increases the likelihood of repeated vendor turnovers. We caution the
Department to be skeptical of any bidder who asserts 90% fill rates are easily achievable under the
present market conditions.
E. Plan for Providing Program Management Services
Methodologies. Centurion’s program management methodologies include:


Program Oversight – Centurion maintains a strong and highly skilled local leadership team,
responsible for the management of healthcare services at all FDC facilities. This interdisciplinary
team works closely with the Department and institutions across the state to ensure the delivery of
evidence-based and quality focused services. Ruth Feltner, BA, CCHP, Statewide Vice President
of Operations, serves as the program director overseeing a team of talented and highly
experienced healthcare professionals and leaders.
Ms. Feltner works closely with an established and knowledgeable leadership team, each member
of which has longstanding experience in their area of expertise and in-depth familiarity and
working relationships with the FDC and its population. They provide oversight for the medical,
mental health, dental, CQI, pharmacy, technology, recruiting and other services we provide in
Florida.



Qualified and Skilled Interdisciplinary Staff – We maintain a robust and trained staff at each
FDC facility. We work closely with the FDC to ensure that we have the positions and staff
needed to meet the requirements set forth by the Department and by professional standards of
care. We provide initial and ongoing training and supervision for staff, making sure they meet
their professional development goals. We provide more information about our staff later in this
section.

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Tab D – Service Area Detailed Solution



Continuous Quality Improvement – Our CQI program strives to ensure that we provide the
highest quality, integrated and collaborative, evidence-based, culturally competent services that
meet community standards of care and FDC requirements and expectations. Our CQI team
works with each facility to review and refine processes, implement best practices, address
identified healthcare trends, and address complaints, grievance, and issues of concern. They
actively support the ACA accreditation process and work closely with the FDC to review and
comply with established performance measures and other program requirements. We provide
more information about our CQI process in response to ITN Section 3.6.8 Quality Management
Service Area.



Partnership with the FDC – Possibly the strongest component of our program management
methodology is our intentionality in promoting and sustaining a strong, collaborative, and
transparent partnership with the FDC. As described earlier in the proposal, together we have
improved the Department’s correctional healthcare system by addressing longstanding service
delivery issues, in addition to complying with litigation requirements while avoiding any new
litigations. We have implemented a comprehensive healthcare system that is evidence-based,
patient-centered, and innovative. Under Centurion oversight, we have assisted the FDC in
changing a fragmented system of care into one that is consistent, integrated and responsive
throughout the state. This is an accomplishment only achievable through a trusting, flexible and
transparent partnership, such as the one established between the FDC and Centurion.

Automation Tools. Centurion invests in automation tools to increase program and service efficiency and
promote transparency. These include, but are not limited to, the following tools:


Tableau – Tableau is a visual analytics platform that helps transform the
way FDC and Centurion use data to solve problems, including healthcare
a b
data from EMR solutions. Tableau can quickly translate data into userfriendly dashboards that staff can customize, standardize or use for ad hoc dashboard reporting
through a broad range of data queries available in our EMR solution for the FDC.

l+++
+++ +

Ie



SharePoint – The FDC has access to program materials, reports, and data available
through SharePoint. Centurion and FDC have worked collaboratively over the past
five years to convert previously used excel sheets into to SharePoint lists. FDC staff
can retrieve a full range of Centurion managed or acquired reports, including CQI
Dashboards and the chronic care database, via SharePoint. This ready availability of
information allows the FDC to evaluate services, obtain data for reporting and other purposes and
enables sharing of documents and other information. We maintain shared resources, including
training materials, on SharePoint. We will continue to work with FDC to expand the use of
SharePoint based on program needs.



Emergency Room (ER) Tracker – Centurion developed and implemented the ER tracker tool,
which automatically notifies Dr. John Lay, Centurion’s Statewide Medical Director, and UM of ER
transports, thus alerting the clinical and UM teams of the potential need for emergency or more
intensive needs for a patient. The system also notifies our mental health team of any patients
requiring mental health emergency services. The tracker significantly streamlined the provider
notification process prior to the implementation of the EMR.



TruCare – TruCare is our member-centric platform for utilization coordination and management.
TruCare’s integration with our Enterprise Data Warehouse (EDW) and Centelligence health
informatics platform enables access to unified data to allow Centurion staff to profile, measure,
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and monitor patient utilization. Data available in TruCare include eligibility information, claims
payment information, and inpatient and outpatient utilization data.


Fusion – Our EMR team has taken the lead project role in converting the State’s paper medical
record to an electronic system including integration of the offender management system, clinical
interfaces and a robust ability to report data. The EMR team will continue to work with the
Department to use the EMR to streamline service provision while enhancing our ability to use
data to inform care.



Kronos – Kronos time keeping and scheduling systems allow Centurion to provide detailed
reporting, scheduling, payroll and financial data in a timely and efficient manner. We continue to
invest in automated innovations to increase our efficiencies and we look forward to introducing
new scheduling features to improve gap coverage and call outs in the near future, decreasing the
likelihood for understaffing.

Resource Usage Plan. Centurion utilizes a detailed staffing plan to ensure that we have sufficient
resources to perform the services required by the FDC in its contract and ITN. We work closely with the
FDC to accommodate increases or changes to our resource plan based on fluctuating institutional needs,
healthcare or other emergencies, such as the COVID-19 pandemic and other issues. We provide
detailed information about our staffing plan, including the staff we will use to provide healthcare services
in our response to the following question and in ITN Tab B, Experience and Ability to Provide Services,
subsection B.5, Personnel.
Processes. Centurion has established processes for the delivery of the program management
requirements set forth in the ITN. These processes adhere to best practice standards for the delivery of
healthcare services and FDC policies and procedures. We provide details of these processes in
response to the specific requirements set forth in ITN sections 3.6.2, Institutional Care, 3.6.3 Dental Care,
3.6.4, Mental Health Care, and 3.6.5, Hospital Administration and Care at RMC Hospital.
F. Services and Staff Resources Provided at FDC Facilities
Complying with Federal, State, and FDC Requirements (PGM 004, PGM 007, PGM 009, PGM 014, PGM
028, PGM 033 - 034, PGM 038, PGM 065, PGM 072, PGM 074 – 076, PGM 083 – 085).
Centurion will continue to adhere to all applicable federal and State statutes, FDC rules, policies,
procedures, HSBs, manuals, reports, and forms covering the delivery of health care services and security
operations, as well as RMCH Governing Body By-Laws. We will comply with and maintain documentation
of all staff and operational licensure standards. We will continue to adhere to NCCHC and ACA
standards of care, as well as requirements set forth in the American with Disabilities Act (ADA).
Centurion staff will comply with FDC conduct and safety guidelines as detailed in Chapter 33-208, F.A.C.
and Department policies and procedures.
. - - - - - - - - - - CENTURION MEETS ESTABLISHED STANDARDS OF CARE

OSHA

~

AWl'FOUNDED 1870

.

.

S. Preventive Services
TASK FORCE

U.S. Immigration
and Customs
Enforcement

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Tab D – Service Area Detailed Solution

Service Delivery (PGM 017 – 018, PGM 037, PGM 055, PGM 057, PGM 061 – 066). Centurion will
continue to provide FDC incarcerated individuals with access to timely, evidence-based, and integrated
and collaborative medical, mental health, and dental services. Our healthcare program will comply with
standards of care established by national accrediting organizations such as the American Medical
Association (AMA), American Psychological Association (APA), American Nursing Association (ANA),
and American Society of Addiction Medicine (ASAM), to name a few.
Our trained and experienced staff and providers will continue to offer healthcare services at all FDC
facilities, including incarcerated individuals housed at satellite facilities in compliance with HSB 15.07.02,
Health Services for Inmates in Community Facilities. We have worked with the FDC to address the
unique needs of patients with complex needs, such as those requiring step-down, long-term, or palliative
care. We will continue our partnership with the Department to evolve services offered, such as
collaborating on substance use disorder (SUD) services, supporting reentry services, decreasing selfinjurious behaviors, identifying options to address the needs of incarcerated individuals with
neurocognitive disorders (dementia), and other complex conditions. We will continue to provide ancillary
services such as claims management, waste management, records management, specialty care and
administrative services that supports healthcare operations.
We provide more information about our healthcare services in our responses to ITN sections 3.6.2,
Institutional Care, 3.6.3, Dental Care, 3.6.4, Mental Health Care, and 3.6.5, Hospital Administration and
Care at RMC Hospital.
Infectious Disease Management (PGM 059 – 060, PGM 068, PGM 080 – 081). Centurion will continue to
provide infection control and prevention services at FDC facilities, including detecting and treating
communicable diseases such as HIV infection, sexually transmitted diseases, hepatitis, tuberculosis, and
others. Our infection control programs, overseen by Statewide Director of Nursing, Lisa Barton, RN, with
oversight by Statewide Medical Director, John Lay, MD, comply with the FDC Nursing Manual,
Centurion’s Infection Control Program Manual, and Bloodborne Pathogen Manual. Dr. Lay and our
regional and RMC infection control nurses collaborate closely with the DOH and the county health
departments to provide consistent treatment and report on STDs, including transitional services for HIVpositive incarcerated individuals ready for reentry.
During the course of our current contract, we have worked with the FDC to expand and enhance
infectious disease management across FDC facilities, such as developing a successful Hepatitis C
program. Since implementing the program, we have screened over 118,000 incarcerated individuals and
treated more than 8,000 patients. Of treated HCV patients who remained with the FDC, 98% have
achieved sustained virologic response (SVR). We will ensure that all staff continue to receive training on
infection control and prevention. Centurion also screens staff for TB and Hepatitis B, per Department
requirements. We provide more details on our infection control processes and program in our response
to ITN sections 3.6.2, Institutional Care and 3.6.5, Hospital Administration and Care at RMC Hospital.
Pharmacy Management (PGM 071 – 072). As described in more detail in our responses to ITN sections
3.6.2, Institutional Care and 3.6.6, Pharmaceutical Services, Centurion will continue to provide medication
management services at all FDC facilities. We provide services through four FDC-operated pharmacies.
Our current pharmacy services includes management and financial responsibility for all non-formulary
prescription medications (except for medications provided through the Federal 340B STD Specialty Care
Drug Discount Program), acquisition and maintenance of all pharmacy licenses, and delivery of monthly
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consultant pharmacist inspection reports. Our pharmacy team works with healthcare staff to maintain an
inventory of required medications, needles, and syringes for medication application in compliance with
Procedure 602.037, Tool & Sensitive Item Control. Tim Rakas, BPharm, CPh, MBA serves as
Centurion’s Statewide Pharmacy Program Director in Florida, working in close collaboration with the FDC,
Department pharmacies, and the DOH in providing consistent pharmacy services across FDC facilities.
Provider Network (PGM 016). Centurion maintains a robust provider network to ensure access to timely
specialty services for FDC incarcerated individuals. We establish a comprehensive network by identifying
gaps in service delivery and proactively outreaching to and recruiting providers who could help us provide
the full continuum of services for FDC patients. Our network includes hospitals, clinics, clinicians,
specialty and diagnostic providers, subcontractors, and ancillary service providers. Since assuming the
contract, we have increased the breadth of onsite services provided by our provider network and will
continue to expand and build on this network during the next contract period. Onsite specialty care
available at FDC facilities includes the following:

Onsite Specialty Services at FDC Facilities
• Audiology (including web-based
audiograms and hearing aid
management)
• Cardiology (including EKGs,
halter monitors)
• Dialysis
• Ear, Nose, and Throat
• Endocrinology

• Imaging Services (including
x-rays, mammography, ultrasounds,
and others)
• Infectious Diseases
• Laboratory Services
• Negative Pressure Wound Therapy
• Nephrology

• OBGYN (including medical
and surgical assessments, minor
surgical procedures, and complex
orthopedic surgeries, such as knee
and hip surgeries)
• Palliative and End of Life Services
• Physical Therapy
• Optometry Services

• Ophthalmology Serv ices
• Sleep Apnea Studies
• Surgical Services (including
surgical assessments and
minor procedures)

Emergency Care and Services (PGM 019 – 023, PGM 067, PGM 069, PGM 079). Centurion will continue
to provide emergency healthcare services, including onsite, inpatient, and outpatient services for
incarcerated individuals 24/7. Our nurses, who receive training on and have CPR and Basic Life Support
certification, are often the first point of contact in an emergency. They have access to onsite or on-call
providers for consultation and emergency treatment/transfer orders 24/7. Our healthcare staff receive indepth training on managing medical, mental health, and dental emergencies. We maintain a Medical
Emergency Care Plan at each facility, in compliance with HSB 15.03.22 and work with the FDC to
participate in the Department’s disaster plan for delivery of healthcare services.
Telehealth (PGM 58). We look forward to continuing our collaboration
with the FDC to maximize the use of telehealth services across FDC
facilities. In March 2022, we scheduled 587 behavioral health telehealth
sessions, with 457 actually seen, achieving an 82% completion rate.
During the same period, FDC patients completed 35 of 37 primary care
telehealth sessions with a completion rate of 94.6%.

Centurion
IN

FLORIDA

In March 2022, 457 FDC patients were
successfully seen by telehealth for
behavioral health services.

We will continue to work with the FDC to expand the availability of
telehealth services across FDC facilities. As we have experienced
across Centurion programs nationwide, we expect significant opportunity
for growth in the volume of telehealth services for primary care and specialty services within the FDC.

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Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

We will continue to work with the FDC to identify appropriate utilization and increase the placement of
telehealth equipment in closer proximity to patients, including considering in-cell equipment when we can
assure the patient’s privacy. We will introduce the use of peripherals such as digital stethoscopes and
magnifiers that help to improve diagnosis and treatment via telehealth and decrease the cost associated
with the provision of offsite specialty care. The recent IT infrastructure improvements we implemented to
support our statewide EMR transition will facilitate our expansion of telehealth services across FDC
facilities in the coming months.
Staffing Plan and Recruiting (PGM 05 – 06, PGM 08, PGM 035 – 036, PGM 093). As described in more
detail in response to Tab C, Description of Solution, Centurion has a strong and effective recruitment and
retention program in Florida. Our Florida recruiting team composed of 27 recruiting and human resources
staff use detailed recruitment and retention plans and work closely with the Department and FDC facilities
to achieve low vacancy and high fill and retention rates. We recognize the staffing challenges the
Department has endured over the last two years and we will continue to be a committed partner,
identifying innovative and effective strategies to address healthcare vacancies. We will utilize facilitybased staffing plans that ensure the delivery of timely and responsive healthcare services, making sure
that staff have the requisite training, licenses, certifications, and knowledge to provide services at the
level of professional competency required for their position.
We offer new employee orientations and access to a wealth of continuing education training
opportunities, on topics such as gender dysphoria, behavior management, suicide prevention, and others.
Staff and Patient Training and Education (PGM 040 – PGM 053, PGM 073, PGM 077 – 078). Centurion
will continue to maintain a robust staff and patient training and education program. Since assuming the
contract, we have developed and instituted new nurse, provider and HSA orientation, including all
associated reviews and documentation. In January 2021, Centurion of Florida employed nearly 3,500
employees. In 2021, we hired 1,023 new employees and retained over 65% of our total employees
(2,467) for medical, psychiatry, nursing, and mental health providers. We know that quality orientation
promotes staff retention and we are committed to providing this training.
In addition to discipline and position-specific initial and ongoing training, we support staff in expanding
their skills and enhancing their service delivery capabilities. For example, we offer clerical staff
opportunities to receive training as certified nurse assistants (CNA) and offer IV therapy training for LPNs
not certified, and phlebotomy training across the board. We provide staff across all our services with
supervision, mentorship, and on-going training.
As part of our healthcare services, we will continue to provide FDC patients with health services
orientation and disease-specific education. Our nursing staff orient incarcerated individuals on how to
access care, avoid and manage communicable diseases, utilize self-care skills, and understand their
patient rights for healthcare services. We provide chronic disease-specific education based on patient
needs, such as providing information on management of cardiovascular disorders, diabetes,
hypertension, and other illnesses through our chronic care clinics. We provide more information on
medical and mental health staff and patient training and education in response to ITN sections 3.6.2,
Institutional Care, 3.6.3, Dental Care, and 3.6.4, Mental Health Care.
Regional Office and Collaboration with the FDC (PGM 02 – 03, PGM 012 – 013, PGM 082). As we do
currently, Centurion will continue to maintain a regional office in close proximity to the FDC. Our local
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centurion_

leadership currently work out of our regional office at 1203 Governor's Square Blvd, Suite 200,
Tallahassee, FL 32301 and a small regional office at 2724 N. E. 14th Street, Ocala, FL 34470. Our
regional office team, including information technology staff, will continue to work closely with the FDC and
the Contract Manager to manage routine, urgent, and emergent contract issues. In addition, our staff will
continue to participate in FDC central office and site-level meetings and committees, such as the
statewide QM, operational, and P&T committees, as well as semi-annual review meetings and other
events as required by the FDC. We will continue to share information through these meetings as well as
SharePoint and other HIPAA-compliant exchange processes.
Centurion will continue to assume responsibility for all furniture, healthcare, non-healthcare and IT
equipment and materials needed to perform the services required under this ITN. Centurion’s corporate
office will continue to provide clinical, operational, information technology, legal and other supports to our
local Florida team.
Electronic Medical Records (PGM 010 – PGM 011, PGM 084 – PGM 087). Centurion is pleased that our
partnership with the FDC has resulted in the design and implementation of an EMR that meets state,
facility, and patient needs. We recently completed implementation of the Fusion EMR system across all
regions of the FDC. Our EMR team took the lead project management role in implementing the EMR
system and worked collaboratively with the FDC’s pharmacy to migrate patient data from the State
pharmacy system into the EMR. We created 374 electronic forms for use in the system, as well as
additional workflows that stem from these forms. Our team has established a host of reporting
capabilities and query options. Our quality management team will continue to assess and design
reporting functions for efficient healthcare operations. We will continue to work with the FDC to enhance
EMR reporting capabilities, and will maintain patient health records in compliance with HSB 15.12.03 for a
minimum of seven years.
Quality Management and Reporting (PGM 029 - 030, PGM 032, PGM 031,
PGM 039, PGM 054, PGM 091 – 092). Centurion maintains a
comprehensive quality management program under the oversight of Linda
Dorman, RN, BSN, CCHP, Statewide Director CQI/EMR. Ms. Dorman will
IN FLORIDA
continue to serve as the quality improvement (QI) coordinator and work
closely with the FDC and our regional QI coordinators to implement and
Centurion’s Florida QM Team has
manage QI initiatives across the state. This includes managing a timely
supported the FDC is maintaining
and responsive complaints and grievance process, performance measures
ACA accreditation at all facilities
across the state where Centurion
reporting, ACA and CMA audits and accreditations, and working with our
provides care.
information technology team to ensure the timely submission of all
standard and ad-hoc reports and information requests via SharePoint. We
provide detailed information about our quality management program in response to Section 3.6.8, Quality
Management Service Area.

Centurion

Program Oversight and Clinical and Administrative Staffing Levels. Centurion’s local leadership team has
been in place since Centurion of Florida’s program inception and has a strong working relationship with
the FDC Contract Manager, institutional leadership, and other statewide stakeholders involved in the
delivery of healthcare services to FDC incarcerated individuals. Our leadership team will include all the
positions identified in Section 3.6.1.2 Program Management Minimum Requirements, to provide
administrative and appropriate oversight to ensure all program management functions, including
healthcare operations within each region and facility, are carried out in accordance with the requirements
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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

outlined in this ITN. Our statewide leadership team includes the following that will continue for services in
the new contract, if approved by the FDC:

Centurion Florida Statewide Leadership Team
Statewide Leadership Position Title in ITN
Section 3.6.1.2

Centurion Current Staff Member

Corporate Chief Operating Officer

Victoria Love, MS

Statewide Vice President of Operations

Ruth Feltner, BA, CCHP

Statewide Medical Director

John Lay, MD

Statewide Director of Nursing

Lisa Barton, RN

Statewide Dental Director

Harry Hatch, DDS

Statewide Mental Health Director

Peggy Watkins-Farrell, PhD, CCHP-MH

Statewide Psychiatric Advisor

Beltran Pages, MD, CHCQM

Statewide Mental Health Reentry Coordinator

Annette Bushfield, MS, LMHC

Statewide Mental Health Training Coordinator

Brandon Cope, LMHC

Statewide Pharmacy Program Director

Tim Rakas, BPharm, CPh, MBA

Statewide Infection Control Coordinator

Sheila Vaughn, RN

Statewide Female Health Services Coordinator

Lauren Affourtit, BA, CCHP

Statewide Medical Reentry Coordinator (RMC)

New Position in 2022 ITN

CQI Coordinator

Rhonda Sweitzer, BS, CCHP

Statewide EMR Director

Linda Dorman, RN, BSN, CCHP

Statewide EMR Project Manager

Sharon Butler, MSN, RN, CCHP

IT Coordinator

Louis Clark

Statewide Recruitment Coordinator

Teffany Dowdy

Statewide Disabled/Impaired Inmate Coordinator

New Position in 2022 ITN

Our regional leadership team includes the following that will continue for services in the new contract, if
approved by the FDC:

Centurion Florida Regional Leadership Team
Leadership Position Title in ITN Section 3.6.1.2

Centurion Current Staff Member

Regional Directors of Operations

Kristal Ake, Grant Roberts, Kathi Douin, Lauren
Affortit, Ed Zinnie, Janet Dobson

Regional Medical Directors

Dr. Eddy Hernandez-Perez; Dr. Alvia VaronaCantellops; Dr. Jason Brenes; Dr. Marlene Hernandez

Regional Mental Health Directors

Dr. Sharday Summers-Brown; Dr. Kimberly Leary; Dr.
Lee Messina; Dr. Kathryn Cook; Dr. Shaundel Boyce;
Dr. Marina Cadreche

Regional Dental Directors

Dr. Frank Acosta, Dr. JT Turner, Dr. Steven Gerlecz,
Dr. Steven Bogdanoff

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

Centurion Florida Regional Leadership Team
Leadership Position Title in ITN Section 3.6.1.2

Centurion Current Staff Member

Regional Infection Control Nurse

Teresa Woodall; Jessica McClellan; Tina Wheeler;
Maite Fernandez

Regional QM Program Coordinators

Rhonda Sweitzer; Jamie Martinez; Jessica Dedge;
Janine Hills

Regional Recruitment Coordinators

Brian Kremposky; Holley Schweiterman

Regional EMR Specialists

Brandon Wallace; Belinda Brown; Trek McCullough;
Dora Sword; Melissa Bender; Asaf Krudo; Chloe
Flanagan

For the ease of the reader, we provide all of our full staffing plans for program management and the other
service areas for the Florida program at the end of Tab D, immediately following our response to ITN
Section 3.6, Healthcare Services.
We provide the following Centurion of Florida organizational chart that showcases our lines of authority
and leadership roles for program management services.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

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Section
Tab D – Service Area Detailed Solution

centurion_

Program Management Organizational Chart

Statewide Medical
Director

:.. ·IF

er

Medical Records
Staff

1:11¥1

Anc,lfary Staff

=

:if lildl◄
41:

Page D.12

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

The table below reflects a job description summary for each job title in our staffing plans. These job
descriptions summarize the education and degree requirements, along with the overall main roles and
responsibilities of service delivery for each position. Due to the page limitations of the ITN, we were
unable to include full individual job descriptions for all 120+ position titles in our staffing matrix. Upon
contract award, in collaboration with FDC, we will ensure all completed job descriptions conform to FDC
expectations and requirements prior to finalization, if we should be fortunate to continue providing
services in Florida.

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Contract No. C3076 - Exhibit 3
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Comprehensive Health Care Services

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~

Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements

Roles and Responsibilities

Region/Site-Level Positions
Administrative Assistant




High school diploma or equivalent
Minimum of one year of secretarial
experience required

Performs clerical, administrative and secretarial functions for statewide contract. Duties may
include: office receptionist; monitoring time-keeping; personnel document processing; maintaining
personnel, credentialing, health & safety and training files.

Clerk




High school diploma or equivalent
Minimum of one year of secretarial
experience required

Perform routine clerical, secretarial, and administrative functions for designated healthcare staff
and units in a correctional setting.

Clerk-MH




High school diploma or equivalent
Minimum of one year of secretarial
experience required

Perform routine clerical, secretarial, and administrative functions for designated mental health staff
and units in a correctional setting.




Bachelor’s Degree in the social science
Two years’ experience providing
comprehensive art/recreational therapy
services preferred

Works as a part of a multidisciplinary treatment team and uses recreational/social activities to
accomplish treatment objectives, foster skill building, and problem solving in support of healing and
psychological stabilization. Will assist patients using recovery based, skill-building strategies to
enhance their skill sets related to recreation and leisure activities, and to reinforce adaptive and
independent living skills.



Bachelor's degree from an accredited
college or university or Master’s degree
from an accredited college or university.
Two (2) years responsible health
administrative experience in personnel,
budget analysis, purchasing, accounting,
or related administrative work.

Assists the Health Services Administrator by performing assigned correctional health
administrative duties to aid in the planning, coordination and supervision necessary to ensure that
the facility can deliver appropriate healthcare needs. Direct and participate in a variety of
administrative and correctional health management functions involving the making of
administrative decisions. Help develop, orchestrate and implement any new policies, procedures
and technologies, as needed, that are relative to the site’s correctional healthcare needs.

Activity Therapist

Assistant Health Services
Administrator



 High school diploma or GED required
 Completion of a technical school
Dental Assistant


Dental Hygienist

Dentist

program in dental assisting or six months
of experience as a dental assistant
required
Certification as an expanded duty dental
assistant preferred

Under direct supervision, assists the dentist and/or dental hygienist in chair-side dentistry in a
correctional setting. Prepares patient; sterilizes and disinfects instruments, sets-up instrument
trays, prepares materials, and assists dentist/dental hygienist during dental procedures. Gathers
and records medical and dental histories and vital signs of patients. Instructs patients in oral
hygiene and plaque control programs. Provides patients postoperative instructions prescribed by
dentist



Current dental hygienist license

Under general supervision provides basic, comprehensive, professional dental hygiene services to
patients in an institutional setting and performs related work as required.



DDS degree from an accredited program
required
Board certification or board eligible for
certification
Current dental license required
DEA registration certificate required

Provide comprehensive professional dental treatment to address the oral health needs of
incarcerated individuals. Examine teeth, gums and related tissues using dental instruments, xrays, and other diagnostic equipment to evaluate dental health, diagnose diseases or
abnormalities. Develop appropriate treatment plan and provide preventive and corrective services.
Review and evaluate treatment procedures and outcomes. Administer anesthetics as necessary to
limit the amount of pain experienced by patients during procedures. Advise and instruct patients





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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

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~

Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements

Roles and Responsibilities
regarding preventive dental care, the causes and treatment of dental problems, and oral health
care services.

Director of Nursing





RN license required
Master’s degree preferred
Progressive experience in nursing care
with a minimum of 3 years’ supervisory
experience preferred

Serves as the primary point of supervision for the nursing staff at the facility level. Works closely
with onsite medical directors and providers in the provision of healthcare services to residents.
Has ultimate responsibility for the services provided by the nursing staff ensuring compliance with
their individual licensure, and that all processes, forms and procedures are followed.

Director of Nursing –
Mental Health





RN license required
Master’s degree preferred
Progressive experience in nursing care
with a minimum of 3 years’ supervisory
experience preferred

Serves as the primary point of supervision for the mental health nursing staff. Works closely with
onsite psychiatric providers in the provision of mental healthcare services to patients. Has ultimate
responsibility for the services provided by the mental health nursing staff.



Bachelor’s degree in Hospital
Administration, Health Care
Administration, Health and Human
Services, Business Administration,
Public Administration, Nursing or related
field

Responsible for assisting with planning, directing, organizing, and coordinating the overall clinical
and non-clinical functions and activities at local assigned site. Serves as liaison to facility security
administration in collaboration with regional leadership. Ensures that clinical practices are
consistent with ACA medical and mental health standards. Maintains communication and
responds to inquiries and concerns between on-site staff and regional/statewide staff. Provides
technical and administrative oversight to on-site staff, addressing and resolving problems or
conflicts

LPN



LPN license required

Provide holistic nursing care within the appropriate scope of practice to patients. Work under the
direction of registered nurses, medical and psychiatric staff to respond to a range of physical and
mental health needs.

LPN – Mental Health



LPN license required

Provide mental health nursing care to incarcerated individuals as outpatients or in a mental health
unit. Work under the direction of psychiatrists and/or registered nurses to respond to a range of
physical and mental health needs.



Under the supervision of the Statewide Medical Director, provides the clinical direction needed to
meet the service delivery requirements of assigned site. Supervises and evaluates medical
services for patients. Provides clinical supervision for medical staff. Chairs or participates in
various committees to include Continuous Quality Improvement, Infection Control and Pharmacy
and Therapeutics. Interfaces with agency clinical and administrative leadership on issues related to
medical services. Works closely with onsite providers and nursing staff in the provision of
healthcare services to patients. Has ultimate responsibility for the services provided by the
providers.

Health Services
Administrator

Medical Director




Active state medical license in good
standing
Board certification or board eligibility
Minimum of two years’ experience as a
medical physician in a clinical setting,
supervisory experience preferred

Medical Records Clerk



High school diploma required

Initiate and maintain patient health records; respond to requests for health records; perform clerical
duties. Work closely with healthcare staff to ensure maintenance and accountability for patient
health records to support continuity of care.

Medical Records
Supervisor



Bachelor’s degree in health information
preferred

Supervises the medical records department and staff, plans and develops medical records filing
systems, and coordinates the implementation of the medical records department operating policies
and procedures.

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Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position
Mental Health
Administrator

Education/Experience Requirements





Mental Health Director




Mental Health
Professional-MA/MS



RN Nurse Manager



Roles and Responsibilities

Master’s degree in Behavioral Science
required
Experience in healthcare administration
required

Responsible for managing the overall operations of the contracted behavioral health program at a
designated correctional facility or complex of facilities within a Centurion contract. Additional
responsibilities include planning, coordinating, directing, and supervising the behavioral health
program providing services to patients in a correctional setting to meet service deliver
requirements of the specific contract.

Minimum of a master’s level degree in
counselling, social work, or psychiatric
nursing with mental health experience
3-5 years of supervisory experience

Provide overall administration of the performance, stability and growth of the site-specific mental
health program. Coordinate mental health services with multidisciplinary team to ensure high
quality, responsive, effective services are delivered.

Masters level degree in Psychology,
Social Work, Counseling, or related field
from an accredited educational institution
required.
Valid State Professional license required.

Provide comprehensive mental health assessment and treatment under professional supervision in
collaboration with multidisciplinary team in a correctional setting. Complete mental health
assessments for patients referred based on intake process, staff referral or patient self-referral.
Ensure that assessment is completed within time period required by the type of referral. Provide
regular follow-up to assigned patients to monitor current mental status and functioning. Provide
and document clinically acceptable cell-to-cell rounds of segregation units as assigned.

Must hold valid RN license in applicable
state, specialty training in psychiatric
nursing, or Master’s Degree preferred
Progressive experience in nursing care
with a minimum of 5 years supervisory
experience preferred

Provides clinical, educational and professional supervision for nursing and support staff. Works
under the direction of the Statewide Medical Director and collaborates with medical leadership and
other members of the multidisciplinary team in the correctional environment to improve health care
of patients.

Certified Nursing
Assistant




High school diploma or GED required
CNA certification required

Work under the close direction of nursing, medical and psychiatric staff to perform direct patient
care to incarcerated individuals. Assist patients by supporting personal hygiene, daily living needs
and vital sign monitoring.

Certified Nursing
Assistant-MH




High school diploma or GED required
CNA certification required

Assist mental health and security staff in a correctional setting in monitoring incarcerated
individuals that have been placed on precautionary watch due risk of self-harm or harm to others.
Consistently document that observation of the patients at the designated time periods has
occurred and has been recorded on the proper forms using the proper format.



Documentation of education as MD or
DO and completion of residency required
Current license to practice medicine in
Florida
Board certified or eligible for certification
DEA registration certificate required

Under the general direction of the regional or site medical director, provide medical assessments
and evaluations via telehealth applications onsite within a correctional settings. Review and
provide follow-up for patients requiring specialty medical care. Provide diagnoses in the format
required by the client. Thoroughly document all patient encounters in the medical record using
format authorized by the client. Utilize the master problem list to document patient medical
conditions.

Documentation of education as MD or
DO and completion of residency required
Current license to practice medicine in
Florida

Under the general direction of the Medical Director, provide medical assessments and evaluations;
provide treatment for urgent and emergent medical issues; provide and supervise medical
treatment for chronic medical conditions, and participate in organizational initiatives to help prevent
diseases and injuries of incarcerated individuals in a correctional setting.

Physician MD/DOTelehealth

Physician MD/DO Physical Health







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Comprehensive Health Care Services

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Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements

Roles and Responsibilities

Board certified or eligible for certification
DEA registration certificate required

PA/NP – Physical Health







Physician assistant license required
DEA registration certificate required
Minimum of one year experience working
in an adult primary care or urgent care
practice

Works under the supervision of a physician in a correctional environment and is responsible for
assisting in the delivery of health care and patient care management to include collaborating with
multidisciplinary team, performing assessment, diagnosis and medication management.

PA/NP – Urgent Care





Physician assistant license required
DEA registration certificate required
Minimum of one year experience working
in an adult primary care or urgent care
practice

Works under the supervision of a physician in a correctional environment and is responsible for
assisting in the delivery of health care and patient care management to include collaborating with
multidisciplinary team, performing assessment, diagnosis and medication management.





PA or NP license required
DEA registration certificate required
Minimum of one year primary care or
urgent care experience

Provide psychiatric assessment, diagnosis and treatment for patients under the clinical direction of
the Director of Psychiatry or designee and collaborate with multidisciplinary team in providing
mental health services to patients with mental health problems and psychiatric disorders in a
correctional setting.



Documentation of education as MD or
DO and completion of accredited
residency program required
Board certification or board eligible for
certification in psychiatry if required by
assigned contract
Minimum of two years of experience
practicing as a psychiatrist in a clinical
setting required

Provides the clinical direction needed to meet the mental health/psychiatric service delivery
requirements. Supervises psychiatric staff and collaborates with multidisciplinary teams in
providing services to patients with psychiatric disorders in a correctional setting. Provides interface
with client’s clinical and administrative leadership on issues related to psychiatric services.
Provides review, management, and reports of incarcerated individuals receiving inpatient mental
health services. Directs, coordinates, and evaluates psychiatric treatments in collaboration with
the mental health multidisciplinary team

Documentation of MD or DO and
completion of residency program
required
Current license to practice medicine in
Florida
Board certified or board eligible in
psychiatry

Provides psychiatric services for the evaluation, diagnosis and treatment for patients. Participates
as active member of the multidisciplinary treatment team, assisting in the development of
treatment plans. Ensures psychiatric evaluations for patients referred by mental health staff,
medical staff, correctional staff, the Department’s Counseling and Treatment Services staff, and
others. Ensures diagnoses of psychiatric disorders based on presentation of symptoms and patient
self-report. Diagnoses to be consistent with DSM-5 criteria and target symptoms

PhD, PsyD, or EdD in Psychology from
an accredited institution required; PhD or
PsyD. in Clinical Psychology preferred
Two years’ experience providing
comprehensive psychological services
preferred

Provide psychological leadership, consultation and direct services within assigned region for
Statewide contract. Collaborate with multidisciplinary team in providing assessment and treatment
of mental and emotional disorders of patients across all state facilities. Direct, coordinate, and
evaluate psychological-related activities and treatments in collaboration with the institutional
behavioral/mental health multidisciplinary teams. Collaborate with site multidisciplinary team
members in the development/review of individualized behavioral/mental health treatment plans and

PA/NP – Mental Health

Psychiatric Director





Psychiatrist





Psychologist



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Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements
Experience in a correctional environment
preferred

in the monitoring and treatment of patients as indicated on the treatment plans. Provide
evaluations for clinical purposes, to include assessment of risk, diagnoses, and treatment needs



Current enrollment in University/College

An opportunity for interns/residents to treat patients from across the full breadth of the FDC
incarcerated population. The internship’s mission is to provide training that will produce
postdoctoral/entry level psychologists, licensed/licenses eligible psychologists, who have the
requisite knowledge and skills for successful entry into the practice of clinical psychology in
general clinical or correctional settings and eventually become licensed psychologists.



Bachelor’s degree in Human Services,
Social Services, or Criminal Justice.
Master’s degree preferred
Minimum of one-year of reentry
experience

Develops and implements a re-entry program for assigned area. Coordinates with DOC, and other
state or local agencies, to ensure that necessary pre-discharge planning and preparation is
accomplished for patients leaving the prison environment entering the community on parole or
community corrections center status. Works closely with DOC staff, Centurion social workers,
providers, and other staff to facilitate patient re-entry to the community.




Registered nurse license required
Prior experience providing nursing care
required

Provides medical nursing care to patients in a variety of settings in the correctional environment.
Under the direction of the Director of Nursing or designee, collaborates with a multidisciplinary
team to identify and respond to a wide range of physical health needs.




Registered nurse license required
Prior experience providing nursing care
required

Provide mental health nursing care to incarcerated individuals as outpatients or in a mental health
unit. Work under the direction of the Director of Nursing and collaborate with a multidisciplinary
team to identify and respond to a wide range of mental and physical health needs.




Registered nurse license required
Prior experience providing nursing care
required

Provides nursing care to incarcerated individuals as both inpatient and outpatient. Works under the
direction of the Director of Nursing and collaborates with a multidisciplinary team to identify and
respond to a wide range of mental and physical health needs.




Registered nurse license required
Prior experience providing nursing care
required

Provides mental health nursing care to incarcerated individuals as outpatients or in a mental health
unit. Works under the direction of the Director of Nursing and collaborates with a multidisciplinary
team to identify and respond to a wide range of mental and physical health needs.




Certified Nursing Assistant

Performs secondary screening and health assessments upon intake.

Background in mental health or physical
health preferred.
Previous administrative and/or medical
assistant training or duties preferred.

Assists and facilitates all telehealth clinics and operations within a facility

Must hold RN license, specialty training
in psychiatric nursing, or master’s degree
preferred
Experience in nursing care with a
minimum of 5 years supervisory
experience preferred

Provides clinical, educational and professional supervision for nursing and support staff. Works
under the direction of the Director of Nurses and collaborates with mental health/medical
leadership and other members of the multidisciplinary team in the correctional environment to
improve health care of incarcerated individuals.



Psychology Program
Intern/Resident

Reentry Specialist

Registered Nurse
Registered Nurse – Mental
Health
Registered Nurse –
Supervisor
Registered Nurse
Supervisor – Mental Health
Secondary Screener
Telehealth Presenter

Roles and Responsibilities





RMCH Positions


Assistant Director of
Nursing



Page D.18

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

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~

Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements

Graduate of an accredited School of
Nursing
RN license
Risk manager license required

Responsible for management of Quality Assurance program, Patient Safety Program and Risk
Management Program. Chairs meetings for QA and Patient Safety meetings. Completes
investigation of occurrence reports as required to meet AHCA standards. Provides required
reports to the Governing Board of RMCH at quarterly meetings as required by AHCA. Provides
education on Risk Management training to all new hires within 30 days of hire and provides one
hour of Annual Risk Management and Risk Prevention Education in April of each year. Acts as a
patient advocate that promotes the quality of health care delivered in the facility and serves as a
leader at all times to promote safety within the facility to the patients and staff.

Bachelor’s degree and four years of
related experience
Two years’ experience providing
comprehensive psychological services
preferred

Provides staff training and the development of programs related to electronic medical record within
a hospital location. Work with operational and clinical leads to analyze/develop reports to ensure
compliance with national regulations and contract requirements. Functions as Regional Trainer for
EMR system used by hospital facility staff. Coordinates training with DOC and corporate
resources, as needed.

RN license required
Master’s degree preferred
Minimum of three years’ supervisory
experience preferred

Serves as the primary point of supervision for the nursing staff in a hospital setting. Works closely
with onsite nurses, the director of nursing, medical directors and providers in the provision of
healthcare services to residents. Has ultimate responsibility for the services provided by the
nursing staff ensuring compliance with their individual licensure, and that all processes, forms and
procedures are followed.




High school diploma
One year medical office experience
preferred

Oversee and maintain patient health records; respond to requests for health records; perform
clerical duties. Work closely with healthcare staff to ensure maintenance and accountability for
patient health records to support continuity of care.



Bachelor’s degree in hospital
administration, health care administration
or related field preferred

Under the direction of the Statewide Vice President of Operations, manage the overall clinical and
non-clinical functions and activities of a multidisciplinary team providing services to incarcerated
individuals in a correctional hospital setting to meet service delivery requirements of the program.


Clinical Risk Manager





EMR Specialist




Executive Nursing Director 

Health Information
Specialist/Medical
Records Supervisor
Hospital Administrator

Infection Control Nurse

Lead Inventory
Coordinator

Roles and Responsibilities




RN license
1 to 3 years’ experience providing
nursing care in a public health
environment or acute care setting with
focus on infection prevention and control




High school diploma or GED
At least two years of pharmacy
experience

Responsible for performing a variety of duties involved in the prevention and control of infectious
disease to include the oversight of the collection, definition, interpretation and reporting of data in a
systematic manner at hospital location. Responsible for the development and implementation of
the Infection Prevention and Control program per contract requirements. Responsible to
implement the contract required Exposure Control Plan. Provide consultation and support for
contract in Infection Control program development and monitoring and provide guidance in the
provision of care for patients with acute and chronic infectious disease. Serves as consultant for
nurses, physicians and other healthcare professionals regarding care, tracking and reporting of
patients identified with infectious disease.
Coordinates and leads the medication administration process through on-going systematic
inventory management. Assists in assessing compliance, insuring medication is on-hand as
required, and providing interface with the pharmacy provider. Reviews existing data, collects
additional data, and recommends obtaining data to evaluate the respiratory status of patients and
develop a respiratory care plan.

Page D.19

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

~
~

Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements


Statewide Oral Surgeon






Roles and Responsibilities

Doctor of Medical Dentistry or a Doctor
of Dental Surgery degree
Licensed to practice as an Oral Surgeon
Board certified or board eligible
DEA certification required

Provide comprehensive professional dental treatment and oral surgeries on patients who require
specialist orofacial procedures of incarcerated patients. Examine teeth, gums and related tissues
using dental instruments, x-rays, and other diagnostic. Consulting with patients and analyzing
patient data to determine patient needs and treatment goals. Collaborating with other specialists,
such as restorative dentists and orthodontists, to plan treatments.

Bachelor’s degree in social work, human
services, counseling, or related field
1 to 3 years of experience in social
casework in a hospital, community
treatment center or other community
services program

Responsible for assessment, planning and coordination of transitional services for patients reintegrating from a correctional facility to the community that require clinical services or clinical
placement upon release in order to promote continuity of care.

Reentry Services Case
Manager



Registered NurseInfusion/Chemotherapy




RN license
Experience providing nursing care

Provides medical nursing care surrounding infusion and chemotherapy sessions to patients in a
variety of settings in the correctional environment. Under the direction of the Director of Nursing or
designee, collaborates with a multidisciplinary team to identify and respond to a wide range of
physical health needs.



Associate degree or Bachelor’s degree
from an AMA approved Respiratory Care
Program required
Credentialed as a Registered
Respiratory Therapist

Responsible for overseeing the assessment, treatment, and care for patients with breathing
disorders, along with overseeing the Respiratory Therapist. Assume primary responsibility for all
respiratory care modalities and initiate and conduct therapeutic procedures in a correctional setting

Associate degree or Bachelor’s degree
from an AMA approved Respiratory Care
Program required
Credentialed as a Registered
Respiratory Therapist

Responsible for providing assessment, treatment, and care for patients with breathing disorders.
Assume primary responsibility for all respiratory care modalities and initiate and conduct
therapeutic procedures in a correctional setting.




High school diploma or GED
Minimum of one year secretarial
experience

Perform web-based scheduling services and clerical duties for radiology services in a correctional
setting.



Bachelor’s degree in Psychology, Social
Work, Counseling, or related field
Minimum of two years’ experience in
release planning preferred

Under the supervision of the Vice President of Operations and in collaboration with
multidisciplinary team, provide and complete release planning for patients, based on the
determination that behavioral/mental health and medical services and community resources will be
required when the patient is released from the correctional environment.

Respiratory Therapist
Supervisor




Respiratory Therapist

Radiology Scheduler

Statewide Medical Reentry
Coordinator





Statewide/Regional Office Positions
Clerk




High school diploma or GED
Minimum of one year secretarial
experience

Perform routine clerical, secretarial, and administrative functions for designated healthcare staff
and units statewide at regional office location.

Page D.20

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

~
~

Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position
Data Analyst

Corporate Officer

Education/Experience Requirements








Statewide VP of
Operations




Regional Director of
Operations






Statewide Female Health
Services Coordinator

Regional Administrative
Coordinator






Roles and Responsibilities

High school diploma or GED
Bachelor’s degree preferred

Responsible for analyzing data related to contract support in areas of vacancy, managing
technology inventory and required technology.

Ph.D., Psy.D, or Ed.D. in Psychology or
related field from an accredited institution
required; Ph.D. preferred
Active professional license to practice in
Florida
Minimum of two years supervisory
experience preferred

Responsible for the day to day health care operations of the overall healthcare delivery program.
As part of the management team, provide administrative guidance, consultation and mental health
leadership to coordinate clinical needs and provide assessment and treatment of mental and
emotional disorders of patients in a correctional setting.

Bachelor’s degree required and master’s
degree preferred
Experience in administration of
correctional healthcare preferred

Responsible for and directs the overall operations of the entire healthcare delivery program.
Works closely with the Department of Corrections to ensure contract compliance and delivery of a
community standard of care program. Monitor and evaluate the management and delivery of
comprehensive health services at facilities. Direct health services administrators and oversee
employees.

Doctoral degree in psychology preferred.
Master’s Level degree in counseling,
social work, or psychiatric nursing with
correctional mental health experience
may be acceptable.
Unrestricted state license to practice
profession
Two years of supervisory experience and
mental health experience in a
correctional and/or mental health
services environment preferred
Two years’ experience providing
comprehensive behavioral health
services preferred

Responsible for ensuring that Centurion meets all contractual requirements and provides services
within the highest standards of quality and in support of the DOC’s goals. Provides guidance in the
development, implementation, and updating of treatment protocols, and monitoring utilization
review activities in compliance with Department clinical guidelines. Consults with DOC staff on
specific treatments and overall care, program evaluation and improvement, and development and
implementation of program enhancements. Participates in regional, corporate, and care review
meetings related to the DOC program. Review and evaluate treatment and administrative
procedures and outcomes. Respond to inquiries and concerns of contract and site correctional
administration. Monitor, assess and advise staff on clinical related procedures and protocol as
needed. Ensures the coordination of Continuous Quality Improvement (CQI) program and
performance audits. Ensure that recommendations from CQI and performance audits are
implemented, and the results of the corrective actions are monitored. Ensure compliance with all
facility and Company policies, Federal and State laws, regulations, and guidelines

Must hold valid RN license in applicable
state and show current tuberculosis
documentation and active CPR
certification
Three years of nursing experience
working with female incarcerated
individuals

Introduce, deploy, manage, monitor, and measure clinical services specific to women and
juveniles. Collaborate with a multidisciplinary team to identify and respond to a wide range of
mental and physical health needs of these special patients. Collect and document health data to
identify and monitor the needs of female patients within the correctional environment. Document
relevant data in approved format and share with applicable multidisciplinary team. Educate
regional and site leadership about Centurion programming established specifically for women and
juveniles. Evaluate, monitor and document results/outcomes of programs created specifically for
women. Implement and evaluate educational offerings and activities specifically for women.

Bachelor’s Degree preferred
Minimum of three (3) years of office
experience required

Support the operations of a busy regional office in a variety of capacities including acting as liaison
between field and corporate staff by provide administrative expertise and supervising the flow of
administrative duties and responsibilities.

Page D.21

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

~
~

Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements



Statewide Medical Director







Regional Medical Director






Statewide Utilization
Management Medical
Director






Statewide Utilization
Management Lead




Roles and Responsibilities

Active state medical license in good
standing
Must have an active Drug Enforcement
Agency (DEA) registration certificate
Board certification or board eligibility if
required by assigned contract
Minimum of two years’ experience as a
medical physician in a clinical setting
Minimum of two years’ supervisory
experience required

Oversees all clinical activity under statewide contract. Serves as the point of contact, is
responsible for, and has authority to resolve issues affecting multiple institutions. Participate in CQI
activities and on CQI and Pharmacy & Therapeutics Committee. Monitor utilization review
activities following DOC clinical guidelines. Participate in the development, implementation,
education and monitoring of medical policies and procedures and protocols. Ensure the
operational availability of system that provides 24 hours a day on-call access to medical
consultation. Ensure delivery of integrated, quality-focused, and timely medical services through a
multidisciplinary process. Collaborate with pharmacy on medication management issues. Serve
as the Department contact for medical issues.

Active state medical license in good
standing
Must have an active Drug Enforcement
Agency (DEA) registration certificate
Board certification or board eligibility if
required by assigned contract
Minimum of two years’ experience as a
medical physician in a clinical setting
Minimum of two years’ supervisory
experience required

Oversees all clinical activity under statewide contract in assigned region. Serves as the point of
contact, is responsible for, and has authority to resolve issues affecting multiple institutions.
Participate in CQI activities and on CQI and Pharmacy & Therapeutics Committee. Monitor
utilization review activities following DOC clinical guidelines. Participate in the development,
implementation, education and monitoring of medical policies and procedures and protocols.
Ensure the operational availability of system that provides 24 hours a day on-call access to
medical consultation. Ensure delivery of integrated, quality-focused, and timely medical services
through a multidisciplinary process.

Documentation of education as MD or
DO and completion of accredited
residency program required
Current license to practice medicine in
applicable state required
Board certification or board eligible for
certification in medical specialty if
required by assigned contract
Must have and maintain an active, nonrestricted Drug Enforcement Agency
(DEA) registration certificate

Provides the utilization management (UM) clinical direction needed to meet the service delivery
requirements of a specific correctional contract. Mentors and evaluates the team delivered
medical services for the patients as well as the UM team. Promotes the culture of right care
utilizing the evidence-based standard of care, advocating the right interventional timing and quality
outcomes. In partnership with the contract’s medical leadership, represents correctional
healthcare to the client and the contracted providers in setting the correctional standard for
managed health care.

Bachelor’s degree in nursing or related
field. Master’s degree preferred
RN license
Five years’ experience in UM, case
management, disease management or
health information management or
related field

Responsible for supporting the utilization management review process and centralized scheduling
programs within a statewide contract. The UM Lead concurrently provides support and direction to
the UM team, assisting staff in the processes and documentation associated with the statewide
evidence-based utilization management review program. This program consists of prospective
review, concurrent review, retrospective review, complex case management, and continuity of
quality medical services. This includes office, hospital and free standing diagnostic services,
specialty care services, surgical services and inpatient care. Contributes to the evaluation of the

Page D.22

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

~
~

Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements

Roles and Responsibilities
utilization management program and staff through review of data, inter-rater reliability and other
standard program evaluation tools.

Regional Utilization
Management Nurse
Inpatient

Regional Utilization
Management Nurse
Outpatient

Regional Utilization
Management Referral
Specialist





RN license
UM certification preferred
One year of experience in performing
utilization review in an inpatient or
outpatient setting
One year of clinical experience required

Responsible for providing utilization review services for region of a statewide system. Reviews
inpatient admissions referrals to ensure appropriate level of care and evaluate evidence based
medical necessity, and quality of care.

RN license
UM certification preferred
One year of experience in performing
utilization review in an inpatient or
outpatient setting
One year of clinical experience required

Responsible for providing utilization review services for region of a statewide system. Reviews
outpatient admissions referrals to ensure appropriate level of care and evaluate evidence based
medical necessity, and quality of care.

RN license
UM certification preferred
One year of experience in performing
utilization review in an inpatient or
outpatient setting
One year of clinical experience required

Reviews inpatient admissions or outpatient referrals to ensure appropriate level of care and
evaluate evidence-based medical necessity and quality of care. Reviews hospital admissions or
outpatient specialty care referrals through on-site and telephonic review to ensure medical
necessity and appropriate level of care. Uses evidence-based clinical guidelines and nationally
recognized protocols in making utilization management decisions. Participates in inter-rater
reliability studies of utilization management decisions as requested.




High school diploma or GED
Minimum of one year of secretarial
experience

Serves as the principle staff responsible for oversight and utilization of infirmary beds in all facilities
in the contract. Utilizes data analytics to identify available infirmary beds appropriate for patient
transfer based on patient’s medical needs and custody requirements. Facilitates communication
between the sending and receiving facility to ensure the appropriate supplies and staff are
available to accept the patient upon arrival. Continuously updates the state leadership on the
status of available infirmary beds.



Documentation of education as MD or
DO and completion of accredited
residency program required
Current license to practice medicine in
applicable state required
Board certification or board eligible for
certification in medical specialty if
required by assigned contract
Must have and maintain an active, nonrestricted Drug Enforcement Agency
(DEA) registration certificate

Provides the clinical direction needed to meet the mental health/psychiatric service delivery
requirements of a specific contract in collaboration with the Program Manager/Vice President of
Operations. Supervises psychiatric staff and collaborates with multidisciplinary teams in providing
services to patients with psychiatric disorders in a correctional setting. Directs, coordinates, and
evaluates psychiatric treatments in collaboration with the mental health multidisciplinary team.
Collaborates in the monitoring of patients requiring on-going mental health services and the
development of individualized mental health treatment plans and continuity of care. Provides
clinical direction and leadership to psychiatrists, nurse practitioners, and other mental health staff.
Ensures that necessary schedules of psychiatric assignment and supervision are provided and
maintained to provide for continuity of care.











Statewide Infirmary Bed
Manager


Statewide Psychiatric
Advisor




Page D.23

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

~
~

Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements



Statewide Assistant
Psychiatric Advisor






Statewide Dental Director





Assistant Statewide Dental
Administrator
Regional Dental
Administrative
Coordinator
Regional Dental Director

Documentation of education as MD or
DO and completion of accredited
residency program required
Current license to practice medicine in
applicable state required
Board certification or board eligible for
certification in medical specialty if
required by assigned contract
Must have and maintain an active, nonrestricted Drug Enforcement Agency
(DEA) registration certificate

To provide clinical and administrative assistance to the Psychiatric Director in order to meet the
psychiatric and mental health services requirement of the Florida contract. Supervises psychiatric,
psychiatric residents on rotation and collaborates with the multidisciplinary teams in providing
services to patients with psychiatric disorders in the correctional setting. Provides interface with
client’s clinical and administrative leadership on issues related to psychiatric services. Directs,
coordinates, and evaluates psychiatric treatments in collaboration with the mental health
multidisciplinary team. Collaborates in the monitoring of patients requiring on-going mental health
services and the development of individualized mental health treatment plans and continuity of
care.

Graduation from an accredited dental
school
Completion of an accredited general
practice residency program is preferred
Minimum of five years clinical experience
preferred
Unrestricted license to practice dentistry
in applicable state
Supervisor or Manager experience
preferred

A full time, exempt position responsible for administering, maintaining and expanding a program of
primary (and in selected instances, secondary care) and preventive dental care. The dental
director supervises the dental staff and represents the dental staff to the program manager. The
dental director provides dental advice and counsel to the program manager and the DOC.

Graduation from an accredited dental
school
Completion of an accredited general
practice residency program is preferred
Prior supervisory experience preferred

Under the direction of the statewide dental director, assists in managing the overall provision of
dental services to patients in a correctional setting to meet service delivery requirements of the
specific contract. Examines individuals requesting care, diagnoses their dental/oral conditions,
prescribes and carries out, or directs others in carrying out, appropriate dental/oral treatment, or
refers individuals for specialty consultation or treatment in conformance with approved clinical
protocols and guidelines. Records patient-dentist transactions as they occur in the patient’s dental
record so that the dental record accurately and completely reflects the nature of the contact, the
condition of the patient and the care or treatment provided.



Prior experience as a healthcare
administrator or supervisor of mental
health program preferred

Under the direction of the Statewide Dental Administrator, assists in managing the overall clinical
and non-clinical functions and activities of a multidisciplinary team providing services to patients in
a correctional setting to meet service delivery requirements of the specific contract.




High school diploma or GED
Completion of a technical school
program in dental assisting or experience
as a dental assistant required

Under the direction of the Statewide Dental Administrator and Statewide Assistant Dental
Administrator, assists in managing the overall non-clinical functions and activities of a
multidisciplinary team providing services to patients in a correctional setting to meet service
delivery requirements of the specific contract.



Graduation from an accredited dental
school and unrestricted license to
practice dentistry in applicable state

A full time, exempt position responsible for administering, maintaining and expanding a program of
primary (and in selected instances, secondary care) and preventive dental care. The dental
director supervises the dental staff and provides dental advice and counsel to address the oral


Statewide Dental
Administrator

Roles and Responsibilities




Page D.24

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

~
~

Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements
Completion of an accredited general
practice residency program is preferred
Minimum of five years’ clinical
experience and knowledge of
correctional healthcare principles and
practices preferred

health needs of patients in a jail, facility, or detention center. Examines individuals requesting
care, diagnoses their dental/oral conditions, prescribes and carries out, or directs others in carrying
out, appropriate dental/oral treatment, or refers individuals for specialty consultation or treatment in
conformance with approved clinical protocols and guidelines.






RN license
Bachelor’s degree in Nursing
Master’s degree preferred
Minimum of five years supervisory
experience preferred

Serve as the statewide senior nurse leader by supporting, directing, and providing education and
professional consultation to institutional directors of nursing working in the correctional
environment. Work under the direction of the regional medical director and collaborate with mental
health/medical leadership and other members of the multidisciplinary team to improve health care
of incarcerated patients.






RN license
Bachelor’s degree in Nursing
Master’s degree preferred
Minimum of five years supervisory
experience preferred

Serve as the statewide senior nurse leader by supporting, directing, and providing education and
professional consultation to institutional directors of nursing working in the correctional
environment. Work under the direction of the regional medical director and collaborate with mental
health/medical leadership and other members of the multidisciplinary team to improve health care
of incarcerated patients.






RN license
Bachelor’s degree in Nursing
Master’s degree preferred
Minimum of five years supervisory
experience preferred

Responsible for developing, coordinating and tracking orientation, annual training and competency
requirements for nursing staff, based on training and accreditation requirements specified by the
DOC and in conjunction with appropriate management staff.




Licensed psychologist in Florida
At least five years in a senior leadership
role overseeing a correctional behavioral
health program

Provide leadership and clinical direction to mental health program for statewide program. Monitor
all responsibilities of Site Mental Health Directors, to include overall administration of the
performance, stability and growth of the site-specific mental health services and substance use
program. Coordinate mental health services with multidisciplinary team to ensure high quality,
responsive, effective services are delivered.




Licensed psychologist in Florida
Two years’ experience providing
comprehensive services preferred
Two years’ supervisory experience
preferred

Assists the Statewide Mental Health Director in overseeing all mental health clinical activity under
statewide contract. Supervise clinical judgment surrounding mental health services. Assist in
establishing and implementing policies and procedures. Participate in evaluating all aspects of
healthcare delivery



Bachelor’s degree from an accredited
program of Human Services, Social
Services, or Criminal Justice program.
Master Degree preferred.
Minimum of one-year re-entry experience

Develops and implements a mental health reentry program for statewide program services.
Coordinates with DOC, and other state or local agencies, to ensure that necessary pre-discharge
planning and preparation is accomplished for patients leaving the prison environment entering the
community on parole or community corrections center status. Works closely with DOC staff,
Centurion social workers, providers, and other staff to facilitate patient re-entry to the community.



Licensed psychologist

Provide leadership and clinical direction to mental health program for region of a statewide
program. Report to the Statewide Mental Health Director. Supervise Site Mental Health Directors.




Statewide Director of
Nursing

Regional Director of
Nursing

Regional Nurse Educator

Statewide Mental Health
Director

Assistant Statewide
Director of Mental Health
Services




Statewide Mental Health
Reentry Coordinator
Regional Mental Health
Director

Roles and Responsibilities

Page D.25

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

~
~

Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Statewide Mental Health
Training Coordinator

Education/Experience Requirements
At least five years in a senior leadership
role



Bachelor’s degree in Mental Health
counseling or related field required.
Master’s degree preferred.
At least 2 years of diagnosing and
providing Individual therapy and case
management
At least 4 years of experience providing
mental health services within a DOC
preferred

Under the supervision of the State Mental Health Director provides mental Health staff training on
policy, procedures and process statewide for mental health new and existing employees. Train
and directly supervise the State Mental Health Educators and State Aftercare Coordinators.
Collaborate with team and regional leadership to identify incoming and existing mental health staff
that require training and development. Act as subject matter expert in policy related to mental
health processes and the EMR in order to provide direct hands-on training in conjunction with
policies and processes.

Bachelor’s Degree in Mental Health
Counseling or related field required.
Master’s degree preferred.
Senior management experience in a
Mental Health environment required
Licensed Florida Mental Health
Counselor (LMHC)
Certified Florida Forensic Examiner
preferred

Provides the operational direction needed to meet the mental health service delivery requirements
of the Florida Department of Corrections contract in collaboration with the Vice President of
Operations and Statewide Mental Health Director. Reviews and monitors mental health delivery to
ensure compliance with relevant mental health care standards, department policies, health
services bulletins/technical instructions, procedures and rules through program audits and
statewide reports. Provides technical and administrative oversight to mental health leadership,
addressing and resolving problems or conflicts. Communicates mental health regional
management on overall program’s progress and/or needs in staffing, performance, CQI, legal
compliance and budget/fiscal management.







Administrative Assistant Mental Health

Statewide EMR Director




High school diploma or GED
Minimum of one year of secretarial
experience



2+ years of experience working with an
EMR is preferred
5+ years in a clinical environment,
correctional experience is preferred
5+ years in a management or
supervisory position




Statewide EMR IT/OBIS
Specialist

Monitor all responsibilities of Site Mental Health Directors, to include overall administration of the
performance, stability and growth of the site-specific mental health services and substance use
program. Coordinate mental health services with multidisciplinary team to ensure high quality,
responsive, effective services are delivered.





Statewide Director of MH
Administration

Roles and Responsibilities





Bachelor’s degree preferred
1 to 3 years’ experience implementing
EHRs and other healthcare related
systems
1 to 3 years’ experience in a clinical
environment

Performs clerical, administrative and secretarial functions related to mental health services and
mental health operations for statewide program. Duties may include: office receptionist; monitoring
time-keeping; personnel document processing; maintaining personnel, credentialing, health &
safety and training files.
Oversee and lead all aspects of the EMR system. Oversee ongoing EMR operations to ensure that
the EMR functions as a beneficial tool in the delivery of Health Care within the system. Work very
closely with the Statewide EMR Project Manager on individual projects within the system and
function as a point of contact for Facility/System EMR related projects. • Oversee efforts to
optimize staff’s utilization of Clinical Technology via the EMR and identifies opportunities for clinical
process improvements. Oversee and advise EMR Program Manager to guide management,
including working with vendors on upgrades/enhancements, coordinating training, working with
external support vendors, and other departments within Centurion.
The EMR Specialist will plan, coordinate, manage, and implement electronic medical record (EMR)
systems. This position will be the main point of contact within the IT Department as all EMR are
managed for the state department of corrections clients. Support EMR systems including working
with the vendor on upgrades/enhancements, coordinating training for the team, working with
external support vendors. Function as the project manage and/or business analyst for other

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ITN No. 22-042
Comprehensive Health Care Services

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Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Statewide EMR Lead
Innovation Specialist

Education/Experience Requirements



1 to 3 years’ project management
experience

healthcare/clinical focused applications such as scheduling systems, case management systems,
or custom applications requested by programs to fill the gaps in current healthcare technology.




Bachelor’s degree preferred
3-5 years’ experience with correctional
EHR/EMR’s, EDR and/or other
healthcare-related EHR systems
1-3 years in a clinical environment

Manages the process of EMR modifications and serves as the liaison between regional and
corporate EHR/EMR department and corporate clinical, mental health, and dental departments



Experience working with healthcare
records or health-related data

The EMR Business Analyst provides meaningful qualitative and quantitative analysis and
evaluation of data related to the electronic health record system, developing meaningful workflows
and providing reports to leadership, including feedback on maximizing program effectiveness and
efficiency.



5+ years’ experience implementing
EHR/EMR’s, EDR and other healthcarerelated systems
5+ years in a clinical environment,
correctional experience is a big plus
Education or experience in clinical
informatics, information technology,
nursing or related fields
Experience with coordinating Pharmacy,
Lab, Radiology interfaces within the EHR
system
Experience working with secure FTP and
file sharing platforms such as DropBox,
Box etc.
Experience in data reporting, creating
and running reports within and outside of
the EHR systems
Knowledge of correctional/general
healthcare standards such as HIPAA,
NCCHC, HL7, ICD10 and environments
preferred
1-2 years Project Management
experience

Oversee and lead all aspects of the EMR implementation to include planning, facilitating and
monitoring: project meetings, implementation plans, and project schedules. Oversee ongoing
EMR operations to ensure that the EMR functions as a beneficial tool in the delivery of Health Care
within the system. Lead efforts to optimize EMR usage while working to build positive client, staff
and vendor relationships. Work very closely with the Statewide EMR Director and Corporate
Director of Electronic Health Records and function as a point of contact for Facility/System EMR
related projects. Work with vendors to ensure smooth integration and maintenance of the EMR
system. Work closely with other Centurion departments as they relate to the EMR systems. Lead
EMR system program management, including working with vendors on upgrades/enhancements,
coordinating training, working with external support vendors, and other departments within
Centurion. Leads efforts to optimize staff’s utilization of Clinical Technology via the EMR and
identifies opportunities for clinical process improvements. Monitors and leads change committees
for the contract facilities, maintaining oversight, communicates with applicable departments and
implements changes when approved. Function as the project manager and/or business analyst for
other healthcare/clinical focused applications such as scheduling systems, case management
systems, or custom applications requested by programs to fill any gaps in current healthcare
technology. Ensures all deliverables are provided to the Department in a timely manner.
Documents and reports any issues and/or risks and mitigation strategies. Improve existing EMR
systems by studying current practices, workflows, forms and suggesting modifications.



Bachelor’s degree and four years of
related experience

Provides staff training and the development of programs related to electronic medical record within
statewide system.



Education or experience in clinical
informatics, information technology,
nursing or related fields

Responsible for assisting with planning, directing, organizing, and coordinating the overall
functions and activities of the EMR system across a region. Assists with reviewing and monitoring
daily work activities of EMR team to ensure efficiency of program and all components. Reviews,


Statewide EMR Business
Analyst




Statewide EMR Project
Manager






Regional EMR Specialist
Regional EMR Systems
Administrator

Roles and Responsibilities

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ITN No. 22-042
Comprehensive Health Care Services

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Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Regional EMR Systems
Support

Education/Experience Requirements



5+ years’ experience implementing
EHR/EMR’s, EDR and other healthcarerelated systems

evaluates and assesses operational procedures and outcomes while making/implementing
recommendations for improvement. Assists with technical or administrative oversight to EMR staff,
addressing and resolving problems or conflicts. Conducts QA and performance audits and
ensures practices are consistent with applicable EMR standards.




Bachelor’s degree preferred
1-3 years’ experience implementing
EMR’s and other healthcare-related
systems
1-3 years’ experience in a clinical
environment

The EMR System Support position will support and provide assistance to regional EMR personnel
for the EMR system in their assigned region. Support EMR system including working with the
vendor on upgrades/enhancements, coordinating training for the team, working with external
support vendors. Function as the business analyst and point of contact for other healthcare/clinical
focused applications such as scheduling systems, case management systems, or custom
applications requested by programs to fill the gaps in current healthcare technology.

Experience in managing, developing,
and implementing education and training
programs
Experience in a correctional environment
preferred
Experience with correctional specific
EMRs
Skilled in use of computer software for
developing professional training
materials and programs

Reports to the Statewide EMR Project Manager and works cooperatively with the Centurion
Corporate EHR/EMR Department in designing, conducting, evaluating EMR related educational
programs, in-services, and other associated activities in collaboration with the DOC and other staff
educators. Promotes education initiatives in collaboration with the Centurion EHR/EMR
Department, EMR Project Manager. Develops discipline-specific training programs for staff. Plans
and designs training initiatives; defines educational goals, objectives, and methodologies to meet
those program goals. Determines best formats and approaches to achieve training program
objectives in collaboration with the Centurion EHR/EMR Department and the EMR Project
Manager.




Statewide EMR Education
Coordinator







Statewide CQI Coordinator
(Program Director)


Regional QM Coordinator

Roles and Responsibilities



Possession of a Bachelor’s degree or
higher in Health Sciences, Social
Science, Program Management, Public
Administration or related field
Experience in quality improvement and
quality assurance which includes
evaluating the quality of services,
identifying problems and needs and
recommending corrective action and
improvements to ensure optimum
service delivery, the meeting of goals
and objectives and ensure compliance
with applicable laws, policies,
procedures and standards
Minimum of five (5) years of Clinical
Quality Improvement experience.
Evidence of advance studies or degree
in business management.

Responsible for implementing and overseeing all quality assurance activities by collecting and
analyzing data through audits, interviews and other activities in order to monitor the quality and
appropriateness of service delivery. Responsible for implementing Centurion’s Continuous Quality
Improvement (CQI) program in accordance with the mission and strategic goals of Centurion,
federal and state laws and regulations, accreditation standards, and specific contractual
requirements. Provides guidance on Continuous Quality Improvement (CQI) initiatives to the
entire statewide program to ensure consistency across all facility locations. Develops and/or
assists in the development of studies that ensure information collected is based on objective
unbiased methodology. Responsible for identifying statewide trends in healthcare compliance and
will incorporate corrective action planning as needed.

Responsible for development, coordination, implementation, and analysis of regional and sitespecific Quality Improvement (QI) studies, audits, and initiatives. These duties include but are not
limited to maintaining and tracking Performance Indicators, performing site-specific QI chart audits,
and general coordination of compliance issues.

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centurion_

Centurion Job Description Summary for Florida Program Positions
Position
Regional MH QM
Coordinator

Education/Experience Requirements





Roles and Responsibilities

Minimum of five (5) years of Clinical
Quality Improvement experience.
Evidence of advance studies or degree
in business management.

Responsible for development, coordination, implementation, and analysis of regional and sitespecific Quality Improvement (QI) studies, audits, and initiatives involving mental health services.
These duties include but are not limited to maintaining and tracking performance indicators,
performing site-specific QI chart audits, and general coordination of compliance issues.
Responsible for tracking, reviewing, and reporting of mortality cases in a correctional healthcare
system. Studies each deceased patient's case history and care to determine what (if any) factors
might have contributed to the mortality. Receives and sends all mortality timelines. Works with
sites and regional team to address and close mortality cases. Track all mortalities and work with
FDC mortality coordinator.

Statewide Mortality Review
Coordinator



Experience in correctional environment
preferred
Must have ability to effectively
communicate in writing and orally with
staff and institutional administration

Statewide Hepatitis C Case
Manager Lead



RN license

Responsible for oversight and management of statewide Hepatitis C program.



Current and active nursing licensure
(LPN or RN)

Responsible for oversight and management of evaluation and treatment of Hepatitis C positive
patients at multiple assigned facilities.



High school diploma or GED



Nursing education required: Registered
nurse, licensed in state of contract or
compact license
1 to 3 years’ experience providing
nursing care in a public health
environment or acute care setting with
focus on infection prevention and control

Statewide Hepatitis C Case
Manager
Statewide Hepatitis C Data
Entry Specialist

Regional Infection Control
Nurse





Statewide HR Manager




Regional HR Administrator




Identification of Hepatitis C positive patients and updating relevant information on the Hepatitis C
tracker.
Responsible for performing a variety of duties involved in the prevention and control of infectious
disease to include the oversight of the collection, definition, interpretation and reporting of data in a
systematic manner. Responsible for the development and implementation of the Infection
Prevention and Control program per contract requirements. Responsible to implement the contract
required Exposure Control Plan. Provide consultation and support for contract in Infection Control
program development and monitoring and provide guidance in the provision of care for patients
with acute and chronic infectious disease. Serves as consultant for nurses, physicians and other
healthcare professionals regarding care, tracking and reporting of patients identified with infectious
disease.

Bachelor’s degree in HR or related field
from an accredited institution
Deep familiarity with a Human Resource
Information System (HRIS), preferable
Ultipro
Five years of experience in maintaining
employee databases
One year of supervisory experience

Oversees operational and technical personnel duties to include: new hire paperwork intake, data
entry and electronic file maintenance, responsible for maintenance of confidential personnel files
and personnel actions, maintenance of electronic employee data information. Supervises HR
processing (Data Administration) teams’ daily activities and demonstrates considerable skill in
supervision, management and leadership. Oversees analysis, approvals and distribution of
incoming personnel actions (via email-HR box, mail, fax, or phone) to HR processing team.

Familiarity with Ultipro Human Resource
Information Systems (Ultimate Software)
Understanding of SharePoint databases
and workflows
Two (2) years' experience in maintaining
employee databases

Operational and technical personnel duties to include: new hire paperwork intake, data entry and
electronic file maintenance, maintaining confidential personnel files and personnel actions,
maintaining electronic employee data information, responsibility for assigned projects, ad hoc
reporting. Manage a portion of the HR Inbox; follow up on submitted forms; manage daily
Personnel Change Notifications (PCN) and Offer Letter Request Forms (OLRF) in accordance with
deadlines & processing schedule. Maintain employee database; set up/add new employees on

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ITN No. 22-042
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Tab D – Service Area Detailed Solution

centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements




Regional HR Business
Partner





Statewide Human
Resources - Other






Statewide Recruitment
Coordinator






Regional Recruitment
Coordinator

Statewide Credential
Coordinator





Roles and Responsibilities

Knowledge of working within a ticketing
system (i.e. Fresh Service) a plus
PHR Certification a plus

daily basis; make changes to employee records as requested via PCN in line with deadlines &
processing schedule. Participate in audits to achieve 100% accuracy.

Bachelor's degree from accredited
university required
PHR/SPHR preferred
5+ years of Human Resource
management experience in a mid- to
large company

In partnership with the DOC, the HRBP is responsible for identifying, investigating, and resolving a
full range of complex employee relations matters as well as working in a generalist capacity.
Ensure corporate departments and program operation practices are aligned with the Department
policies and procedures. Collaborate with team to help build a company culture that reflects the
Department’s values and objectives, and ultimately help to provide the best work environment
possible to all employees.

Bachelor's degree from accredited
university preferred, or equivalent years
of experience.
PHR/SPHR or SHRM-CP/SCP preferred
Minimum 2-3 years of Human Resource
Generalist experience, or that in a
specialty HR discipline, in a mid to large
size company

In partnership with Contract Management team, the AHRBP works in a generalist capacity while
supporting and assisting HRBP(s) to resolve a full range of employee relations matters. This role
assists to ensure program operational practices are aligned with the Company’s policies and
procedures. This role collaborates with the team to help build a company culture that reflects the
Company’s values and objectives, and ultimately helps provide the best work environment possible
to all employees.

Bachelor’s degree in a related field from
an accredited institution
Familiarity with Human Resource
Information Systems
Proficiency with MS Office
Two (2) years’ experience in healthcare
recruiting, and/or relevant clinical work
history
Experience in academic networking and
coordinating recruitment events
preferred

Facilitates the identification and placement of permanent staff. Fulfills and supports in-house
recruitment efforts to meet the goals/expectations of DOC. Support program in sourcing,
prescreening, and presenting appropriate candidates for employment to the hiring manager. Also
responsible for operational and technical personnel duties to include: new hire paperwork intake,
data entry and electronic file maintenance, maintaining confidential personnel files and personnel
actions, and maintaining electronic employee data information. Performs searches for qualified
candidates according to relevant job criteria, using computer databases, networking, Internet
recruiting resources, cold calls, media, recruiting firms, and employee referrals. Responds to job
requisitions communicated via the Applicant Tracking Database from the assigned program(s).
Strategizes with the hiring authority in the program(s) as to how the recruiting process should
proceed. Typical strategies requiring the approval of the hiring manager would include print
advertising, specialized online job postings, and direct mail campaigns.

1-2 years’ experience as a Recruiting
Assistant or related role
Bachelor’s Degree from an accredited
institution preferred
Previous use and maintenance of
Applicant Tracking/HR Systems

Responsible for a wide variety of duties providing administrative and recruiting support to our
growing team of recruiters, such as coordinating direct marketing and advertising, job postings,
maintaining the applicant tracking system, screening resumes, and creating reports.

Solid understanding of credentialing and
licensing requirements for physicians,
mid-level providers, nurses and other
licensed healthcare professionals.

The Credentialing Specialist ensures adherence to Centurion’s credentialing policy. Follows
established credentialing processes for all healthcare providers throughout the organization.
Responsible for provider credentialing and re-credentialing applications; monitors applications and
follows- up according to NCQA Standards, NCCHC/ACA standards, state and federal guidelines

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ITN No. 22-042
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centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements
2+ years’ experience in healthcare
administrative setting required.
2+ years’ credentialing experience
required.

and in accordance with Company policy and procedures. Must complete full credentialing on
varying positions, including primary source verifications, NPDB queries, OIG query, and
references. Compiles and maintains current and accurate data provider information in online
credentialing databases and system.

Bachelor's Degree in a technical
discipline such as Computer Science,
Information Services, or related field
Four to six years of systems
administration and network management
experience
Solid knowledge of server and computer
hardware and software installation,
testing, and operation; knowledge of
application of computer software for
automating highly diverse
agency/organization activities

Under minimal supervision, provide support and maintenance to the statewide server and network
environment. Manage servers, security systems/logs, applications, LAN/WAN, system access and
communication systems. Assist in analyzing long term IT and business needs and make technical
recommendations. Design, analyze, maintain, and implement LAN/WAN equipment and networks.
Communicate effectively, both orally and in written form, technical information with a wide variety
of individuals and groups. Establish and maintain effective working relationships with end users,
vendors, and managers. Solve routine problems independently, assist and guide others in complex
problem solving. Define user needs and recommend alternatives. Install, configure, fine-tune,
troubleshoot, manage and perform system administration on all supported systems and platforms



Bachelor's degree and four years of
related experience as indicated

Responsible for the overall management and operation of all information technology services
throughout statewide system.



Bachelor’s degree in Information
Technology or related field preferred
Possess at least one of the following
technical certifications: Microsoft
Certified Professional, CompTIA A+
3 - 5 years’ experience in a desktop
support position
Basic understanding of applicable
networking principles (e.g., TCP/IP
protocols)

Under light supervision or direction, coordinates, documents, tracks, and resolves incidents and
completes work orders per departmental procedures pertaining to PC architecture, PC operating
systems, telephones, and specialized equipment. Provides support to clients on a variety of
software and hardware platforms as well as client administration for various system resources.
Apply systems analysis techniques to resolve technical problems in support of customer computer
hardware, software, networks, mobile devices, and telecommunication systems. Configure,
maintain, test, and document specific applications and knowledge-base as well as document and
monitor incident and work requests per departmental procedures. Solve routine problems
independently; difficult problems with some assistance. Answer, evaluate, and prioritize incoming
requests for assistance.



1-3 years of experience in related field

Collaborates with staff to ensure timely and productive telehealth appointments. Educates patients
on process, ensures equipment is operational. Telehealth Coordinator will play a key
organizational role in the coordination and communication of telehealth care for patients in the
facility, physician office, outpatient clinic, or other ambulatory settings.



Registered Nurse or Licensed Practical
Nurse with license in applicable state
Three years of experience as a site-level
ADA nurse preferred

Under the direction of the Statewide Director of Nursing, this position is the liaison between the
sites and the DOC for the identification and treatment of individuals with impairments and/or
disabilities.





Statewide IT Systems
Administrator

Statewide IT Support Lead




Statewide IT Support
Specialist




Statewide Telehealth
Coordinator
Statewide
Disabled/Impaired Inmate
Coordinator

Roles and Responsibilities



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centurion_

Centurion Job Description Summary for Florida Program Positions
Position

Education/Experience Requirements


Statewide Pharmacy
Program Director




Bachelor’s degree in pharmacy and MS
or Pharm D
State registration or eligible for state
registration
Three to five years
supervisory/administrative experience

Roles and Responsibilities
Primarily responsible for planning, budgeting, directing, and supervising pharmacy activities and
personnel, including managing new programs within the department and for the facility. Maintains
standards of the department and translates pharmacy policies and procedures in accordance with
the DOC regulations. Establishes policies, procedures, standards, and objectives for the provision
of services; evaluates performance and maintains quality assurance; coordinates with other
departments to provide maximum level of services to patients and corrections staff. Maintains the
pharmacy within established facility and regulatory agency laws, JCAHO, and Department of
Public Health regulations.

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Tab D – Service Area Detailed Solution

G. Minimizing Costs for Program Management Services
Centurion has implemented several cost containment measures to control or minimize costs to the
Department related to healthcare services. Examples include:


Peer Review – An important component of maintaining cost is ensuring that staff are providing
the right services at the right time. Peer review is one of the processes we use to make this
determination, as it informs the clinical skills training that we offer healthcare professionals and
any individual-level skill development. Our peer review process includes a formal, annual review
of the clinical documentation of our licensed direct care staff including medical, dental, psychiatric
physician and mid-level providers, nursing staff, and mental health professionals. The peer
review process includes medical record reviews, discussion of clinical practices, and reviewer-toreviewee feedback with the goal of enhancing individual competence and identifying potential
areas for improvement.



ACA Portal – Within Centurion Central, our shared portal site with the FDC, we have established
a repository for data related to ACA accreditation. There we include checklists of what is required
for each ACA standard set up into folders, sample ACA folders and memos, access to the ACA
5th edition standards, and FDC healthcare outcomes information. To ensure a team approach to
ACA audit readiness, this site is available to all authorized users, including the FDC ACA
Coordinator. The ACA portal has improved staff satisfaction with the ACA process, helped to
standardize data and increase timeliness of submissions, and overall enhanced preparations for
the ACA accreditation process.



Policy and Process Reviews – We work closely with the FDC to proactively review and update
policies, procedures, and processes related to healthcare services delivery. We began this
process when we assumed the healthcare contracts in 2016 and 2017. The result has been a
more consistent system of quality care and a decrease in litigation costs.



Equipment Management – To address redundancies in product and equipment purchases, we
implemented a process to obtain the best products at the best prices. We reviewed the status of
all products and materials at each institution, revised the purchasing process whereby we require
additional authorizations for purchases, and conduct regular reviews of available items across all
institutions. Where we identified more costly options, we worked with the FDC to ensure that the
new purchasing formulary was security-friendly and safe for use in correctional facilities. For
example, we recently replaced more costly handle break walkers with seated walkers that are
safer and less costly. We also collected all redundant dental supplies in one storage location,
which we use as the first point of supply before ordering new dental materials. These processes
have allowed us to achieve significant cost savings for the FDC.



Staff Training and Position Allocations – Due to the nationwide healthcare staff shortages, we
have used staff training to provide cross-coverage and increase the efficacy of the services we
offer, while supporting employee career development goals. For example, we provide training to
all clerical staff in becoming certified nurse assistants, offer IV therapy training for LPNs who are
not certified, and provide phlebotomy training for all staff. We have enhanced our new nurse,
HSA, and mental health staff training to improve their competencies and have developed training
materials for reentry specialists.
In addition, we have worked with the FDC to better align and use existing positions. For
example, we currently have a medical director overseeing three FDC facilities providing
supervision and consultation to mid-level practitioners, thus increasing productivity without
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decreasing quality of care, and generating cost-savings by decreasing position redundancy. We
added an ARNP position to lead sick call response reducing unnecessary referrals to medical
providers, who then were able to focus on managing more complex, chronic, and high cost
patients and services.
We have also revised our assessment processes for low-risk S2 patients. Our psychiatric
providers conduct evaluation via telehealth for S2 camps and are able to minimize security
demands for transports to S3 camp.




Telehealth – The implementation of the telehealth services has
increased access to needed healthcare services, such as
oncology, neurology, and endocrinology for incarcerated
individuals. In 2021, FDC patients participated in 3,638 of 4,831
scheduled psychiatry telehealth sessions for a utilization rate of
75%. They also participated in 185 of 194 medical telehealth
sessions for a utilization rate of 96%. Year to date in 2022, we
have scheduled 1,242 patients for telehealth sessions, with
1,022 of them participating in their session.

Centurion
IN

FLORIDA

In 2021, FDC patients completed
3,638 telepysch sessions and 185
telehealth session. In 2022,
telehealth session have already
reached 1,242 sessions scheduled.

Electronic Medical Records – The development and
implementation of Fusion as the FDC’s system-wide EMR in
December 2021 is already resulting in cost avoidances associated with more timely and remote
access to patient records, remote chart reviews for supervisory and auditing staff, remote
provider sign offs on laboratory reports, remote non-formulary review and approval process,
improved accuracy and readability of health information, record transfers across facilities,
utilization management services, and improved continuity of patient care across disciplines and
clinicians.

H. Value-Added Services for Program Management Services
In other sections of the proposal, we provide information on the value-added services that we will offer the
Department to manage the services required in the ITN. We strongly believe that our most important
program management value-add is the local leadership team dedicated to the FDC program. This team,
under the direction of Victoria Love, MS and Ruth Feltner, BA, CCHP has intimate knowledge of the FDC
program and strong working relationships with the Department, the contract manager, and leadership
across all FDC institutions. Team members have the skills and expertise needed to deliver a
comprehensive healthcare program for Florida incarcerated individuals. This team receives support from
Centurion’s corporate office as needed. The stability of this team has been integral in the constancy of
and improvements the Department has realized and will continue to be committed partners moving
forward to deliver quality healthcare services across FDC facilities.

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ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

3.6.2 Institutional Care Service Area
A. Acceptance of Institutional Care Service Requirements
Centurion has reviewed, acknowledges and accepts each of the 84 institutional care (IC) requirements
itemized in ITN Section 3.6.2, Institutional Care Service Area. Compared to current contract
requirements, we acknowledge that the ITN includes three new institutional care requirements, IC-076,
treatment of hernias, and IC-077 and IC-078, screening and treatment of HCV, and 23 modified program
requirements. As we have in the past, Centurion will remain flexible and adjust the delivery of our
services in the next contract to meet the Department’s expectations.
We recognize that processes for some IC program requirements have progressed and require updates to
reflect the more efficient processes implemented. Process examples include documentation via the EMR,
use of an electronic medication administration record (eMAR), and services delivered by telehealth.
Examples of program requirements that may require review and updates include aspects of IC-060, IC045, IC-038, IC-020, IC-014, among others. Additionally, we recognize the importance of continuing to
increase remote EMR access to ensure healthcare providers have necessary access to patient health
records on units and at FDC annexes, work camps, and other areas not located near a health services
unit. We will continue to work with the FDC to review, update and approve these modifications to reflect
current protocols.
Although we remain flexible in our willingness and ability to meet the FDC’s requirements and changing
expectations, we do propose modification of the following program management requirements, providing
our rationale for the proposed modification. We have bolded our modified language within the proposed
modification column. Centurion understands that the FDC must review and approve these modifications
prior to implementation.

Centurion’s Proposed Modification to Program Management Requirements
PGM Requirement

IC-008

IC-010

Proposed Modification

Rationale for Proposed Modification

The Vendor shall ensure where levels of
inpatient care are provided (Infirmary,
Palliative Care, Intensive Medical Unit,
etc.), a Registered Nurse(s) is available
on- site or by telehealth to oversee
inpatient nursing care at all times.

In compliance with HSB 15-03-26, pg. 4, this is not
to be interpreted as to require a RN to be on
premises unless the level of care, as determined by
the attending physician, requires such, we
recommend the option for telehealth coverage via
audio or video conferencing when patient acuity
does not require direct RN assessment or
treatment.

The Vendor shall ensure each Institution’s
Director of Nursing is available on site
during regular business hours and
available after hours and on weekends and
holidays, either in-person or by telephone
or telehealth.

If approved by FDC, Centurion would consider the
addition of a weekend nurse supervisor accessible
via telehealth by RNs on shift at a remote
location(s). We currently have 50 telehealth units
available across FDC facilities. Nurse supervision
would be available via audio or video conferencing
as appropriate. The use of telehealth for
supervision would also help to support recruitment
and retention efforts of nurse supervisors.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

Centurion’s Proposed Modification to Program Management Requirements
PGM Requirement

Proposed Modification

Rationale for Proposed Modification

IC-017
We accept all
language for Return
from Outside Hospital
following the
proposed
modification

The Vendor shall provide continuity of care
to all inmates who return from the outside
hospital, including utilization
management communication with the
hospital to monitor inmate patients'
progress during hospitalization.

Our staff currently conduct this task through the
utilization management (UM) process and not by
facility healthcare staff. Our UM team has access to
several OSH EMR systems and obtains clinical
information these systems. Per OSH staff request,
we have centralized the clinical information
dissemination process to minimize interruptions.

IC-025
We accept all
language for
Pregnant Inmates
preceding and
following the
proposed
modification

An APRN trained to perform
gynecological examinations may manage
such exams in consultation with, and
appropriate referral to, a gynecologist
when clinically indicated.

We suggest that the term “specialized” is without a
clear definition, whereas we can measure and
document provided training.

IC-029
We accept all
language for
Cardiovascular Clinic
preceding the
proposed
modification

Anticoagulation: minimize number of
Clinicians prescribing/adjusting Wafarin for
the incarcerated individual; establish a
regional or statewide review under the
oversight of the statewide medical
director or designee of each inmate at
least monthly; achieve a therapeutic INR
goal within 30 Days of warfarin initiation;
use single target INR value as goal
endpoint (i.e., target 2.5 range 2.0-3,0);
avoid major medication interactions.

Centralizing the review process for patients
prescribed Wafarin establishes a review process by
the state pharmacist with warfarin dosing
adjustments made by the pharmacist under a
protocol approved by the state medical director.
Allowing for pharmacy participation will improve
consistency of prescribing and decrease the burden
on site-level providers, allowing them to focus on
service delivery. Staff will enter notification of
changes or concerns through the review process in
the EMR and notify the primary physician. This
modification aligns more closely with community
standard of care.

A Clinician shall review all lab results, initial
the report once reviewed, and notify the
Inmate of all abnormal or unexpected
results, documenting patient notification on
Form DC4-797H

Notification of labs within normal range or expected
results routinely outside of normal range, such may
be the case with chronic care patients, is clinically
unnecessary and places an undue burden on the
system without benefit to the treatment plan or
patient. In partnership with the FDC, we will identify
an efficient system to electronically notify patients of
expected labs and/or establish a process for
patients to waive notification of lab notification that
are within normal or expected limits, to avoid
wasteful use of medical and security services.

The Vendor shall ensure its licensed
nurses are available on site at all times to
provide services within the scope of their
licenses and certifications under the
direction of an RN either in-person or by
telephone or telehealth, if the licensed
nurse is not an RN.

In compliance with HSB 15-03-26, pg. 4, this is not
to be interpreted as to require a RN to be on
premises unless the level of care, as determined by
the attending physician, requires such, we
recommend the option for telehealth coverage via
audio or video conferencing, when patient acuity
does not require direct RN assessment or
treatment.

IC-060
We accept all
language for
Laboratory Testing
preceding the
proposed
modification

IC-070

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Comprehensive Health Care Services

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Tab D – Service Area Detailed Solution

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~

centurion_

B. Acceptance of Institutional Care Performance Measures
Centurion acknowledges and accepts the 27 Institutional Care Performance Measures listed in ITN
Section 3.6.2.4, Institutional Care Performance Measures.
C. Ability to Exceed Performance Measures
Centurion currently meets or exceeds performance requirements for PM-IC-001 through PM-IC-011,
noted in ITN Section 3.6.2.4, Institutional Care Performance Measures. For current institutional care
performance measures, we maintain an overall 98% compliance rate for medical and 97% compliance
rate for nursing measures. In the graph that follows, we provide our most recent FY2021-2022 Q2
statewide average institutional care performance measure outcomes that will remain in place in the new
contract. Due to space limitations, we show these as a statewide average compliance rate. However, we
understand that the Department measures most performance compliance results by facility. The current
minimum performance compliance threshold for the measures included in this graph is 80%. As the
graph below shows, our statewide average compliance rate is well above the 80% minimum threshold.

FY 2021-2022, Q2 Statewide Institutional Care
Performance Measure Averages
100%
80%
60%
40%
20%
0%

We recognize that the Department has removed two prior performance measure and introduced 16 new
IC performance measures, PM-IC-012 through PM-IC-027, for this ITN. We will meet all performance
measures moving forward into the new contract.
We currently provide the FDC with the 11 reports enumerated in ITN Section 3.6.2.5, Institutional Care
Reports within timelines and formats specified by the Department. Centurion will work with the
Department to ensure delivery of institutional care reports that meet FDC objectives and expectations.
Currently, all reports are accessible via Centurion’s Collaborative SharePoint or the EMR in real-time.
Of note, for REP-IC-10, the Bloodborne Pathogen Exposure report, we have made great strides in
improving post exposure treatment for healthcare and FDC staff. In collaboration with the Department,
we now provide healthcare and FDC staff access to needed prophylactic treatment until it becomes
available in the community. This improved exposure response plan, goes beyond the initial delivery of
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ITN No. 22-042
Comprehensive Health Care Services

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Tab D – Service Area Detailed Solution

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~

centurion_

the first dose, providing gap treatment at the local FDC healthcare unit until the afflicted staff member is
able to access medication through their local pharmacy. Due to the rural locations of many of our staff,
these medications may take several days before becoming available. Working together, we have
improved safety measures for those impacted by a bloodborne pathogen exposure.
D. Proposed Modifications to Performance Measures
Centurion does not propose any modifications to the 27 performance measures for institutional care
enumerated in the ITN.
E. Plan for Providing Services and Meeting All Requirements
The FDC will continue to benefit from Centurion’s commitment to timely access to care, reducing patient
complaints/grievances/dissatisfaction with services, avoiding unnecessary complications, decreasing
redundancy, and improving patient healthcare outcomes. We recognize that unimpeded access to
healthcare services for FDC incarcerated individuals is a constitutional right and an essential national
standard for ACA and NCCHC. Centurion will continue to provide the FDC with comprehensive medical
services based on medically necessity using evidence-based standards of care.
Methodologies. Centurion, a provider of healthcare services to state correctional systems for 25 years,
adheres to all applicable federal, State, and local statutes, rules, and procedures across our programs.
Upon contract award, we will continue to incorporate HSBs, FDC-specific manuals, reports, forms,
policies and procedures into our delivery of healthcare services, including facility-specific security
operation requirements and RMCH Governing Body By-Laws. We will ensure compliance with and
documentation for all staff and operational licensure and accreditation standards.
Our staff will comply with FDC conduct and safety guidelines as detailed in Chapter 33-208, F.A.C. and
Department policies and procedures. We will meet regulatory and operational standards of care as
established by accreditation, federal, and other organizations including, but not limited to, the following:

~

FOUNDED 1870

U.S. Immigration
and Customs
Enforcement

We will also adhere to Agency for Health Care Administration (AHCA) standards at the RMCH. We will
continue to integrate professional standards of care and recommendations from, but not limited to, the
following expert medical organizations and agencies into Centurion’s clinical guidelines and protocols.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

~
~

Section
Tab D – Service Area Detailed Solution

centurion_

Recognized National Standards of Care

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American Academy of
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American Association for
the Study of Liver
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American Board of
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American Heart
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Blood Institute

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National Institutes of
Allergy and Infectious
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American Cancer
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American College of

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American College of
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Psychological
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American Society of
Addiction Medicine

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National Institute of
Mental Health

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National Institute of
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Association for the
Treatment of Sexual

American Dental
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Association

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World Health
Organization

Our greatest impact comes from a close working relationship with the FDC and the use of the integrated
and collaborative care model. We know that collaboration with FDC leadership and facility staff continues
to improve healthcare service delivery across the FDC. We will continue to integrate holistic medical,
dental, pharmaceutical, mental health and psychiatric treatment in a comprehensive healthcare program,
minimizing gaps in care and achieving better healthcare outcomes for FDC incarcerated individuals.
Our experienced and highly trained staff will utilize innovations and the integrated and collaborative care
model to address FDC patient needs effectively. We will continue to include reentry services as part of
the healthcare continuum, with a focus on addressing social determinants of health and care
coordination. Our FDC partners are familiar with our commitment to transparency and continuous quality
improvement (CQI). Our comprehensive CQI program will monitor and study major service areas
including, but not limited to, the following:


Intake processing



Infirmary services



Ancillary services (e.g., laboratory, x-ray,
physical therapy)



Acute care (sick call for general population
and segregated housing)



Medication-assisted treatment



Specialized mental health unit services



Nursing services



Discharge planning services



Chronic care services including chronic
mental illnesses



Medication services including psychotropic
medications



Intra-system transfer services



Infection prevention and control



Onsite and offsite services



Grievances

Automation Tools. Our greatest advancement in automation is the implementation of Fusion EMR. We
know that the use of an EMR improves patient care, creates efficiencies for service delivery, avoids
wasteful healthcare, and expands opportunities for CQI analysis. The EMR has allowed migration of FDC
patient demographics, integration of pharmacy systems, development of assorted reporting capabilities,
and use of over 370 forms organized into one automated system. We recognize the need to continue
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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

maximizing the benefits of the EMR. Our information
technology and EMR teams are committed to the on-going
review, analysis, and partnerships required to maintain EMR
system enhancements and improved functionality.
We implemented Point of Care Ultrasound Systems
(POCUS) at the following three FDC sites: Santa Rosa and
Lake Correctional Institutions, and the RMCH. We are in the
process of identifying two additional FDC sites for potential
expansion of POCUS. With appropriate training, POCUS
allows medical staff of all disciplines to provide onsite, realtime ultrasound for improved diagnostics and provision of
treatment. We have been pleased with the benefits of POCUS
for our providers. Centurion looks forward to expanding its
availability within the FDC. We provide more detail on POCUS
below in our response to value-added services.

~
~

centurion_

Centurion Integrated Healthcare Services

based services
• Enhanced quality of care
• Better treatment outcomes
• Increased inmate well-being and
safety
• Decreased recidivism
• Next generation system of
co rrectional healthcare

Centurion provides extensive experience and resources
dedicated to implementing and/or expanding telehealth services. This supports a practical and costeffective means of accomplishing FDC goals for healthcare delivery. We have demonstrated our ability to
implement safe and effective telehealth across all Centurion programs, including with the Department.
Over the last 12 months companywide, we have completed, on average, 3,000 telehealth medical
contacts per month and over 17,000 telehealth mental health sessions. Use of telehealth is
expanding exponentially as a standard of care. Impacted by
COVID-19, telehealth is a generally accepted alternative to inperson assessment and treatment. We have used telehealth to
address critical healthcare needs such as endocrinology, oncology
and neurology. We are excited about evolving opportunities to
IN FLORIDA
increase telehealth use in FDC facilities, including expanding unit
based care and bolstering remote provider access. We know that
Centurion implemented Point of Care
Ultrasound Systems at three FDC sites
by partnering with FDC to explore additional ways to expand
allowing automated onsite real-time
telehealth utilization, we will continue to improve patient care and
ultrasounds for improved diagnostics
reduce demands on security staff by minimizing requests for offsite
and provision of treatment.
transports for specialty care. We are committed to furthering our
evidence-based telehealth services for the FDC.

Centurion

We provide additional automation tools in use that support IC services in our response to ITN Section
3.6.1, Program Management Service Area, to include Tableau, SharePoint, ER Tracker, TruCare, and
Kronos. Due to space limitations, we do not repeat these tools here; however, they are key tools in
operationalizing healthcare services.
Resource Usage Plan and Approach. Centurion’s detailed staffing plan ensures that we have sufficient
resources to perform the services required by the FDC. We work closely with the FDC to accommodate
increases or changes to our resource plan based on fluctuating institutional needs, healthcare or other
emergencies, such as the COVID-19 pandemic, and other issues. We provide detailed information about
our staffing plan, including the staff we will use to provide healthcare services in our response to the

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

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centurion_

following question and in ITN Tab B, Experience and Ability to Provide Services, subsection B.5,
Personnel.
Centurion will provide the needed resources to ensure successful delivery of medical services, including
staff, equipment, technology, innovations, input into policies and procedures, clinical guidelines or
manuals, and other resources. For example, we modified our site based medical director oversight,
expanding administrative and clinical supervision responsibilities to include multiple FDC sites and filling
onsite provider hours once covered by the medical director with a frontline provider to focus solely on
providing patient care. Additionally, if the FDC approves our proposed staffing plan, we have included
additional opportunities for remote supervision and continuing education of mid-level providers. We have
also implemented an urgent care model of care by assigning ARNP to the sick call process at 16 FDC
facilities. The urgent care model provides access that is more direct to a mid-level provider for conditions
determined appropriate through triage. This model proves to be efficient and increases staff and patient
satisfaction while decreasing demands on security staff by eliminating multiple encounters. We currently
have on-going CQI studies to determine impact on patient grievances and total clinical encounters.
Processes. Centurion’s staff, services and processes will not deviate from the requirements set forth in
this ITN. We realize that the cornerstone of our healthcare delivery process is the quality and
effectiveness of the healthcare services we provide. As such, we place special attention on making sure
that our healthcare providers have the requisite experience, training, and licensure to provide evidencebased and appropriate services for FDC incarcerated individuals. We use detailed policies and
procedures to manage the credentialing process of our licensed staff at hire and on a bi-annual basis
thereafter. We will continue to use Aperture to facilitate the credentialing process for our providers as
shown on the following page.

- - <~) Aperture™
: Making the Credentialing Process Easier
Centurion has partnered with Aperture Credentialing, LLC to manage, monitor, and organize our
credentialing requirements and services. We use Aperture 's CredentialSmart (CredSmart) platform
to manage credentialing files , retrieve primary source data , and communicate credentialing data
throughout each of our contracts .

FUNCTIONALITIES

BENEFITS

Utilization Review Accreditation
Commission (URAC) accreditation

Reduce time and resources spent on
credentialing

Certified for 10 out of 10 elements set
by the National Committee for
Quality Assurance (NCQA)

Provide real-time, accessible
credentialing services

Fully compliant with the Joint
Commission
Communicative, web-based and
privileging management system
Over 8,000 licensed staff

@
,.,

A CRED ITED

Eliminates inefficiencies and monitors
credentialing expirables through
Actionable Item Triggers that alert the
healthcare professional and Centurion
contract manager
Allow Centurion internal contract
monitors to review and audit
credentialing record maintenance and
credentialing process with a click of a
mouse

The Joint Commission
~ - - --I

credential SMART
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Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

We will provide our healthcare staff with an FDC-specific comprehensive employee orientation. Our
comprehensive and competency-based New Employee Orientation (NEO) Program includes several
training modules, some of which are for all employees, others discipline or role specific. Orientation for
new Centurion staff includes EMR training, the completion of formal classroom orientation and training as
well as on-the-job training. Our NEO include employee specific topics, such as Centurion code of
conduct, HR policies and procedures, employee benefits information, confidentiality and protecting
personal information, along with sexual harassment/workplace policy. They also include learning
management system courses, such as PREA overview, suicide prevention, HIPAA, confidentially,
hazardous communication, access to healthcare, UM and review, infection prevention and control, along
with others. Contract specific orientation components also make up our NEO.
In addition to the Centurion new employee orientation, we provide discipline-specific orientation and
training requirements for the following Centurion staff providing services in our medical programs:




Nursing Staff
Medical Providers
Psychiatric Providers




Dentists
Administrative and Clinical Leadership

Our Centurion of Florida nursing and medical staff also receive 16 hours of contract specific education
from our nurse educators during the on-boarding process. This training occurs in four-hour increments,
over a four-day period, each week.
As noted above, Centurion promotes an integrated and collaborative healthcare model and is committed
to addressing FDC incarcerated individual’s healthcare needs in a timely and holistic manner. Our
healthcare staff will screen for mental health, dental health, and medical health concerns during routine
services, including but not limited to chronic care encounters, sick call, health assessments, preventive
care contacts, physical exams, and infirmary or specialized housing admission assessments and daily
rounds. Our healthcare services program will continue to include, at a minimum, the following:


















Patient orientation to available healthcare services
Intake history and physical
Periodic health examinations
Health education and self-care
Access to sick call and provider clinics
Diagnostic healthcare services
Management of chronic, serious, and infectious diseases
Access to specialty care services
First aid and emergency care services, including use of force examinations
Hospital services
Infirmary care
End-of-life program (palliative and hospice care)
Dental services
Women’s health and pregnancy services
Geriatric health
Behavioral and mental health services
Reentry services

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Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

Our goal is to provide primary care services through a designated medical provider specific to the FDC
facility. The ability to provide continuity of care through a consistent primary care provider ultimately
serves to improve the quality of care delivered. Centurion’s approach to onsite provider service delivery
using a primary care model includes:















Care coordinated by a medical provider with support from healthcare team
Treatment/care plan implementation by a multidisciplinary healthcare team
Timely treatment of illness and injury
Early detection of disease
Management of chronic disease
Referral to specialty providers, as clinically indicated, for diagnosis and treatment
Health promotion and maintenance
Patient education with focus on patient involvement in wellness maintenance and support
Health screening and assessment
Provider sick call
Chronic care/disease management
Infirmary care treatment and management
Ordering and monitoring of specialty and diagnostic services and associated treatment planning
Management/care coordination of offsite emergency care and hospitalization

Centurion implements a primary care treatment approach focused on five core elements. We apply these
core elements to all levels of provider care and guide all aspects of care and treatment throughout a
patient’s incarceration:
1.
2.
3.
4.
5.

Providing the right care at the right time and in the right setting
Strong multidisciplinary and coordinated care team under primary care provider leadership
Comprehensive and focused patient assessment to determine treatment and health needs
Multidisciplinary patient-centered care that educates and promotes self-care
Robust facility and community-based care options with comprehensive physician networks

Our providers have access to multiple tools and resources to improve patient health, including:


Centurion Disease Management Guidelines, Clinical Guidelines, and Prescribing Guidelines



Centurion disease-specific educational patient handouts



Centurion health-promoting educational patient handouts



Centurion’s Guideline in Integrated Treatment Planning for Co-Occurring Disorders



Clinical consultation through Centurion’s corporate chief medical officer, and our regional medical
directors, statewide medical director, statewide UM medical directors, lead Hepatitis C
coordinator, statewide psychiatric director, and statewide pharmacy program director



Online access to UpToDate, EBSCO, and Krames



Infectious disease consultations



Pharmacotherapy consultations through Centurion’s Pharmacy Management team



RubiconMD for consultation when specialty care referrals are under consideration but criteria are
uncertain or a second opinion in care from a specialist is desirable
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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

Centurion nursing staff will implement provider orders and attend to patient healthcare needs within their
scope of licensure. Nursing staff will continue to use the FDC Nursing Protocols to provide guidance to
deliver first aid and medically necessary interventions that promote, maintain, or improve FDC patients’
optimal health status. We have converted these status-related FDC nursing protocols into electronic
format in the EMR. Additionally, we will continue to train nursing staff to use Centurion’s Nursing Mental
Health Guidelines to assist nursing staff in structuring the assessment and interventions in emergency
mental health situations.
We will continue to ensure that all FDC incarcerated individuals have ongoing access to healthcare
services, regardless of disciplinary status or assigned housing. We will continue to work with the
department to identify opportunities for remote and on-unit services where appropriate, minimizing
demands on security, creating efficiencies for providers, and improving patient satisfaction. We have
seen the success with FDC’s implementation of remote access of education resources through
Department issued tablets provided to incarcerated individuals. We look forward to further collaboration
and expansion of this type of innovation to improve timely access to healthcare resources and services.
We are also committed to identifying opportunities to address system needs for expedited healthcare.
Examples of our success in delivering timely and/or needed access to healthcare for FDC incarcerated
individuals includes the allocation of mass COVID-19 testing and vaccination clinics across FDC sites, our
dental strike teams used to manage wait times and backlogs when indicated and our mental health floater
program covering shortages at sites. Our regional and centralized staff will also continue providing
coverage and services as necessary to assist FDC facilities in need. Our regional infectious disease
case managers assist in the evaluation and treatment, and provide patient education and counseling of
HCV patients across FDC facilitates. Regional staff will be able to extend their support of facilities by
utilizing telehealth equipment and remote EMR access to review labs and imaging when needed, and to
provide support to address patient backlogs should they occur.
Program Achievements. Centurion has completed the following achievements in our current partnership
with the FDC:


COVID-19 Response – Throughout the pandemic, we have worked with the Department to
identify efficient and practical responses to mitigate the risk factors involved with the spread and
treatment of COVID-19. As noted above, we instituted mass testing and vaccination clinics
across the state helping to prevent the spread of the virus. We also established a distribution and
treatment process for monoclonal antibody treatment on the first day of a COVID-19 diagnosis.
We created a regionalized system for vaccine and personal protective equipment (PPE) storage
and implemented a protocol for the timely distribution of these items. These efforts helped
ensure the safety of FDC staff and incarcerated individuals.



Natural Disaster Emergency Response – During hurricanes Michael and Irma, and the many
other natural disasters that the Department has encountered since 2016, including forest fires
and floods, Centurion activated our emergency response protocols. We ensured the delivery of
necessary onsite services and staffing at FDC facilities that remained opened, and supported the
treatment and relocation of FDC incarcerated individuals at FDC facilities that required closure.
Our strong relationships across the Department helped to facilitate effective communication and
timely execution of emergency interventions. Following the hurricanes, our information
technology (IT) team went into closed FDC facilities to relocate computers, printers, and other
needed IT equipment to FDC facilities responsible for relocated incarcerated individuals. Our IT
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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

team set up temporary workstations to ensure that necessary medical services would still be
available.


Partnership with FDC Leaders and Frontline Staff – Over the last six years, Centurion
leadership has met weekly with FDC OHS leadership to continuously review and improve
provision of healthcare. Dr. Lay and Dr. Pages serve as voting members for the Pharmacy and
Therapeutics Committee, and Dr. Lay is a member of the RMC Board of Governors. At the site
level, our health service administrators work closely with the Wardens and other facility
administration to ensure access to care for all FDC incarcerated individuals. Moving forward our
leaders will continue to be available and eager to collaborate with the Department. A highlight of
our partnership is the joint presentation provided at the January 2022 ACA conferences
demonstrating best practices between FDC and Centurion



Academic Affiliations – Our academic affiliations program helped establish a relationship with
NOVA University and Miami Dade College to provide onsite rotations for physician assistants and
nurse practitioners. This helped to promote healthcare in corrections, while providing students
with training opportunities and FDC patients with additional service delivery. Our academic
relationships with eight academic institutions include the following:










St. Thomas University – Nurse Practitioner
Nova Southeastern – Psychiatric Residency - Lake
Nova Southeastern – Psychiatric Residency - Zephyrhills
Nova Southeastern – Correctional Medicine Fellow
Miami-Dade – PA Program
Keiser University – Nursing Students, RN to BSN
South University – Nurse Practitioner
University of Florida – Nurse Practitioner
Florida International University - Nursing - BSN

We recognize the importance of strong academic affiliations. Presently, we plan to add additional
relationships at Nova Southeastern for nursing and dental students, Florida State University for
nursing students, and Walden University for nurse practitioner students. We are excited to bring
these programs on board to provide a quality experience in a correctional healthcare placement,
as well as increase our opportunities for recruitment of experienced professionals. We have
successfully recruited two full-time psychiatric providers from our relationship with Nova
Southeastern, and currently employ 15 former interns or residents as part of our mental health
staff.


HCV Treatment – During the course of our current contract, we have worked with the FDC to
expand and enhance infectious disease management across FDC facilities. We worked in
partnership with the Department in implementing a successful HCV program that has screened
over 118,000 incarcerated individuals and treated more than 8,000 patients. Among patients who
remain incarcerated with the FDC, 4,441 have achieved sustained virologic response (SVR),
resulting in a 98% SVR rate. Through our dedicated team of HCV nurses, specially trained in the
necessary screening and treatment of HCV, Centurion will continue to ensure all incarcerated
individuals have timely access to HCV screening and subsequent treatment as clinically
indicated.

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

Hernia Treatment – When Centurion first partnered with the FDC there were hundreds of FDC
patients pending hernia treatment; so much so that a court order had been issued. Centurion
promptly began evaluation of more than 3,000 patients, diagnosing and providing hernia
treatment for over 2,500 FDC patients between 2016 and 2021. Centurion continues to provide
FDC patients with access to evaluation and treatment as clinically indicated and in 2022 (YTD),
only 12 patients have required hernia treatment, with no backlog of FDC patients pending hernia
treatment, supporting the closure of the previously issued court order.



Gender Dysphoria Treatment – Centurion has provided the evaluation of over 300 FDC patients
for consideration of a gender dysphoria diagnosis. Of those patients confirmed to have the
diagnosis, we offered and approved all patients for hormone-based treatment. For approximately
150 patients choosing to accept hormone treatment, we actively monitor and provide gender
responsive healthcare.

F. Services and Staff Resources Provided at FDC Facilities
Program Oversight and Clinical and Administrative Staffing Levels for Institutional Care. Our leadership
team will include all the positions identified in ITN Section 3.6.1.2, Program Management Minimum
Requirements, surrounding Institutional Care leadership positions. These positions will provide
appropriate oversight to ensure all healthcare operations within each region are carried out in accordance
with the requirements outlined in this ITN. Our statewide Institutional Care leadership team includes the
following required ITN positions for each site:

Institutional Care Leadership
Team Positions
Statewide Leadership Position Title
in ITN Section 3.6.1.2
Health Services Administrator
Chief Health Officer/Site Medical Director
Psychological Services Director
Director of Nursing
Assistant Director of Nursing
Nurse Manager
Infection Control Nurse
Dentist

We will continue to provide regional and site based leadership to ensure that the healthcare delivered is
consistent, quality, and contract compliant across FDC sites.
For the ease of the reader, we provide the Centurion of Florida staffing plans for each region and facility
at the end of Tab D, immediately following our response to ITN Section 3.6, Healthcare Services.
Below, we provide an organizational chart that further outlines our lines of authority and leadership roles
statewide for institutional care at each site.

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Institutional Care (Site Level) Organizational Chart
Statewide Vice President of
Operations

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Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

G. Cost-Savings for Institutional Care Services
Centurion of Florida has worked with the Department throughout the COVID-19 pandemic to maximize
staffing through shift incentives for key healthcare positions. Since January 2021, we have assumed over
$550,000 in staffing incentive payouts over and above the approved billable amount, not billed back to the
State. We will continue to partner with the Department to recruit, retain, and incentivize healthcare
staffing at FDC sites to ensure delivery of services.
Moving into the next contract, Centurion recommends that the FDC consider the following opportunities to
achieve cost-savings:
Expansion of Wound Care Services. Our excellent wound care services available at the RMCH have
proven to support quality and cost effectiveness. We suggest consideration for expanding designation of
FDC facilities with onsite wound care available. This includes an on-call suturist, which we have
successfully implemented in the Florida program. Additionally, we will expand our purchasing formulary
to include the appropriate equipment and supplies needed, decreasing expense related to by-patient
ordering.
Dilated Fundoscopic Exams. Centurion is currently providing a pilot program at 10 FDC facilities to
delivery dilated fundoscopic exams using digital diagnostics. We are using artificial intelligence (AI) in the
exam to evaluate diabetic retinopathy for patients, decreasing the need for ophthalmological dilation.
Expansion of this service will result in cost-savings through decreased need to use optometry
subcontractors for patient evaluation. We discuss the IDx-DR diabetic retinopathy machines in more
detail below in Section H, Value-added Services.
Expanded Telehealth Services. Throughout the FDC there are opportunities to expand evidence-based
telehealth services, including weekend coverage of Director of Nursing hours, infirmary back-up coverage
for rounding protocols, expanded provider sick call, and expanded nursing consult methods. Below, we
discuss our telehealth services in more detail. Expanded use of telehealth will help decrease provider
vacancies and increase satisfaction, as well as increase real-time consultation and provide service
delivery for patients. Centurion will also expand the numbers of specialty services available through
telehealth, thus improving compliance rates with attending these appointments while simultaneously
reducing transportation needs.
Enforcement of the Laboratory Formulary. To decrease waste and realize cost-savings, we will
implement enforcement of the laboratory formulary through the EMR. By providing and enforcing a
formulary for laboratory services, we decrease the number of patient draws by streamlining laboratory
codes to address all of the patient’s diagnostic needs in one order. This eliminates wasteful lab orders
and decreases needed supplies, with an expected an estimated $1 million dollars per year realized in lab
cost savings.
Medical Supplies Formulary. Under the guidance of the statewide medical director and director of
nursing, Centurion implemented a medical supplies formulary across the healthcare program to
streamline purchasing of medical supplies to the most cost-effective and appropriate purchases. This
process helps to ensure that all FDC sites have access to consistent supplies and equipment based on
the healthcare needs of the facility. Any supplies requested outside of the formulary go through a nonformulary review for approval by medical leadership. This process results in cost-savings to the
Department.
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H. Value-Added Services for Institutional Care
Point of Care Ultrasonography (POCUS). Centurion is constantly researching the latest innovations in
community healthcare to transfer into our healthcare programs. A powerful tool that has promise for
improving bedside diagnosis and treatment plans is Point-of-Care Ultrasound (POCUS). POCUS is a
high-resolution imaging devise that provides real-time synchronization of three signals – a stethoscope,
ECG, and ultrasound – as an all in one, easy to use handheld. Several professional medical associations
such as the American College of Physicians promote this technology. Centurion has already
implemented POCUS in Florida.
With the hand-held POCUS device, a
Centurion practitioner can conduct
rapid assessments and perform tasks
such as locate a foreign body in the
abdomen, find gallstones, determine if
a bladder is full, find an otherwise
difficult to access vein, identify internal
bleeding in the abdomen or the
collapse of a lung. The ability to scan
a patient as part of the clinical exam
significantly improves the ability to
make real-time diagnosis or treatment
decisions.

Centurion of Florida employees training
to use the Kosmos Ultrasound

Centurion evaluated several POCUS units and selected a device called Kosmos that has an added
feature of state-of-the-art artificial intelligence. This feature labels images on the screen for the clinician,
guides the positioning of the probe, and performs calculations such as the ejection fraction of cardiac
output. Conventional imaging requires more formal testing and complex processes to collect this
information.
The conventional approach to ultrasound takes much more time to order and perform, and removes the
practitioner from direct interpretation of the findings. Conventional ultrasound also requires ordering the
test, scheduling the technician to perform the test at a future date, bringing the machine into the facility or
transporting the patient to a center, waiting for the radiologist to interpret the test and return the report.
Centurion is also using POCUS to assist in blood draws with improved vascular access, placement of
needles for joint injections or aspirations, facilitation of intravenous access, and guidance for needle
placement in paracentesis and thoracentesis. Each of these onsite interventions averts the need to send
patients off site for similar procedures and improves the efficiency and effectiveness of care.
In Florida, we have begun use of POCUS at Santa Rosa, Lake Correctional Institution, and the RMC.
The next institutions planned for POCUS devices are Suwanee Correctional Institution and Northwest
Florida Reception Center. Ramon Bassa, MD, CCHP, has successfully used POCUS at the RMC to do
sonogram-guided paracentesis, emergent thoracentesis, central line placements, and peripheral vein
finders, as well as FAST exams (a rapid assessment following trauma to identify internal bleeding or
organ compromise), and some cardiac evaluations and foreign bodies verification and extractions. Using
POCUS supports Dr. Bassa’s clinical assessment and delivery of accurate care with patient comfort in
mind.

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centurion_

Centurion has conducted series of trainings for practitioner and nursing staff at the select Florida sites
with this technology in place. We designate super-users to provide virtual didactics and training videos,
CME course reimbursements, vendor onsite hands-on training, and competency demonstrations, to
ensure that our providers and nurses are able to use the technology effectively and within their scope of
practice. We provide onsite, hands-on implementation and training of POCUS, available to a range of
disciplines. The use of POCUS is intended to complement diagnosis and treatment, not replace
approved clinical guidelines and establish standards of care. We have found that POCUS supports
providers with real-time uncertainty and improves clinical decision-making.
Diabetic Retinopathy Machines. Diabetic retinopathy is a leading cause of vision loss and blindness, and
can often progress without symptoms or warning. Annual screening of persons with diabetes by an
optometrist or ophthalmologist has been the standard approach for early identification and prevention of
this condition. Early identification allows earlier interventions, which may halt progression of the
retinopathy and thereby preserve vision. In the correctional environment, annual screening often involves
scheduling patients for specialist examinations, the demand for which has grown since access to
specialists has become limited as a result of the pandemic.
Through our partnership with Digital Diagnostics, Centurion has secured
the use of IDx-DR, an artificial intelligence (AI) diagnostic system, and is
launching the use of the digital diagnostic tool for screening of diabetic
retinopathy. This NEW technology autonomously evaluates patients for
diabetic retinopathy, including macular edema, by using digital
optometrists and AI algorithms, all while performing the exam within a
prison clinic setting without the need for the onsite specialist. IDx-DR
provides reliable point-of-care results without inherent bias or
interpretative errors. FDC patients’ will benefit from improved access to
care for screening of diabetic retinopathy.

DIGITAL
DIAGNOSTICS

Additional benefits of using the IDx-DR machine onsite include:



A more objective rating is obtained, allowing for better monitoring
of changes over time



Approximately 75-80% of exams can be completed without
dilation, improving work flow efficiency and patient satisfaction



Simultaneous completion of the annual diabetic clinic and the
diabetic retinopathy screening



Decreased demand for and improved work flow efficiency with optometry services



Decreased need for patient movement and transportation



Decreased need to schedule the optometrist onsite

Photo of AI Retinal
Exam Machine

The onsite eye exam will take approximately 10 minutes with the computerized equipment providing three
results: Diabetic Retinopathy Detected - Refer to an eye care specialist, No Diabetic Retinopathy
Detected - Retest in 12 months, or Exam Quality Insufficient. Centurion of Florida staff are currently
undergoing training in the operation of the IDx-DR equipment and interpretation of results. Provider
competence and satisfaction with the tool will be monitored through our quality improvement
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process. Additional quality performance indicators will include access to screening for those with
diabetes, timeliness of exams, time for referral for retinopathy treatment, if needed, and patient
satisfaction.
We are currently in the process of rolling out an IDx-DR pilot program at 10 FDC facilities by September
2022. Sites will include reception centers to expedite diabetic retinopathy evaluations for new gains and
FDC sites with the largest diabetic patient populations in need of annual retinopathy screening. By
strategically placing the machines at the highest volume sites, we will be able to maximize patient care,
while minimizing costs and inefficiencies associated with onsite specialty provider clinics. We are
confident that IDx-DR is just one of the innovative and cost-saving ways that Centurion will help the FDC
improve care for FDC patients moving forward.
Telehealth Services and Centurion Corporate Telehealth Department. Centurion has implemented
several innovative telehealth programs, including for the FDC, to address the dynamic healthcare needs
in a correctional setting. In another correctional program, we piloted the use of hardened “harsh
environment consoles” to enable patients to be seen in their residential units, as well as utilized secure
tablets for telehealth services where appropriate. We have begun discussions with the Department to
implement such devices for the FDC. Our telehealth systems team will demonstrate the capabilities
available to the FDC through telehealth technology. This includes Point of Care Ultra Sound (POCUS)
technology, wireless and remote use telehealth workstations that include peripheral attachments such as
ECHO stethoscope, exam and dermatological camera and otoscope for patient assessment, and
expansion of tablet use for the delivery of healthcare to incarcerated individuals.
Ethan Pinkert, Telehealth Systems Manager, and
Norman Knippen, MBA, CCHP, Director of
Operational Development for Telehealth Systems,
leads our corporate telehealth systems team.
They will continue to work with FDC leadership to
ensure a clinically appropriate, and cost efficient
approach to telehealth utilization, including clinical,
operational, and technical processes.

Ethan Pinkert
Manager, Telehealth
Systems

Norman Knippen, MBA, CCHP
Director of Operational
Development for Telehealth
Systems

Additionally, in January 2021, our corporate
telehealth management team received notice that
we have obtained Telemedicine Accreditation Program (TAP) accreditation, the highest level of telehealth
accreditation in our industry, through URAC.

Focus on Wellness. Our Focus on Wellness program helps patients with chronic
care conditions by providing telephonic education and support to promote
medication compliance, adherence to treatment guidelines, healthy behaviors, and
FOCUS ON WELLNESS
improved health outcomes. Related to diabetes, the program has achieved an A1C
reduction in active patients who have participated in the program. Graduates of the
program utilize these skills in their post-discharge lifestyles, thus decreasing recidivism and increasing
overall wellness in the community. Focus on Wellness complements the care that Centurion’s onsite
chronic care teams already provide. The program’s health coaches support the patient’s treatment plan
by providing guidance on how the patient can gain control of and improve his or her health. The health
coaches are an additional resource for onsite chronic care teams when it comes to educating patients on

F

9

b d

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self-monitoring and helping them set and reach their health goals. In Florida Region IV in 2021, the 30
patients with diabetes in four participating FDC facilities who enrolled in the program completed 62
sessions and achieved an average A1c reduction of 0.9 points.
Health Promotion for Female Patients. Initially piloted with the FDC,
Centurion continues to provide access to Centene Shared Services’ Healing,
Empowerment, and Resources (H.E.R.) program within the FDC. The
~
ALl:X'•
H.E.R. program includes educational offerings in both softcover and
~.,,. u
electronic book format downloadable to a tablet or iPad and promotes
HURT
physical and behavioral health well-being for female patients, encouraging
S0.1£t
·S..~
habits that nourish their bodies and promote general well-being. The
fMM!!IWD
.~,,.,,.
Centurion's H.E.R. Journal received the 2018 Hermes Gold Award for Print Media/
~Jie,;>ed
\
Publications/ Book and 2018 Decision Health's Platinum Award for Outstanding
'
_;i,'
Achievement in Care Coordination and Specialty Programs: Women’s/Children Case
Management. Centurion’s commercially created H.E.R journal for patients with children at home helps
support mental health and wellness for our patients and are excellent adjuncts for patients upon release.

'"4°+
Wo,-,;ed

To round out our H.E.R. series of books, Alex’s Mom is Away, addresses the psychosocial impact of
having a parent incarcerated. The 16-page activity book discusses the challenges that children and
families face when a mother or female guardian experiences incarceration, and delicately describes
various aspects of incarceration from arrest, relationship with police officers, trauma, a description of a
correctional facility and visitation with a loved one. The book encourages communication with entrusted
resources such as a school nurse, counselors and other family members.
We will also continue to provide our staff access to online education and consulting resources, such as:

KRAMES

UpTo Date®

PATIENT EDUCATION

Krames Library, an online library
w ith up-to-date information on a
broad range of healthcare related
topics . These resources are
accessed by healthcare staff and
printed , as needed , for patients in
their care. This valuable resource
provides healthcare information on
over 4,000 topics in both English
and Spanish

UpToDate , an evidence-based ,
physician-authored , on-line clinical
decision support resource. W hile
not directly accessed by patients,
the information gained by healthcare
staff is often shared with patients
as part of the patient education
component of each healthcare
encounter.

~
Rubicon MD
RubiconMD, a web-based eConsult
system . This resource provides our
medical providers quick access to
clinical specialists, who provide
consultation at the point of care and
increase our ability to make clinically
informed decisions. Results often
shared with patients as part of the
patient ca re and education process.

EBSCO
EBSCO is the leading provider of
evidence-based clinical decision
support solutions, shared
decision-making resources , health
care business intelligence and
peer-reviewed medical research
information. Their clinical decision
support tools help improve patient
outcomes, increase patient
engagement, and support
value-based care.

~
~

centurion_
Centurion Central is an website
boasting thousands of internal and
external resources for employees
such as webinars, trainings, videos,
libraries, journals, open
subscriptions, education , policies,
and more. Employees can
navigate amongst tools to guide
them in their day-to-day practice.
Centurion Central has an entire
dedicated space to the Integrative
and Collaborative Healthcare
Model , a strategic pillar of
Centurion 's company vision.

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3.6.3 Dental Care Service Area
A. Acceptance of Dental Care Service Area Minimum Requirements
Centurion has reviewed, acknowledges and accepts each of the 35 Institutional Dental Care requirements
itemized in ITN Section 3.6.3, Dental Care Services. We have closely reviewed the dental care
requirements provided by the Department. We acknowledge that there are five new dental requirements,
IDC-019, IDC-020, IDC-033, IDC-034, and IDC-035, for this ITN. As summarized later in this section, we
currently perform all the remaining requirements set forth in this section.
Centurion has worked with the FDC to improve dental services statewide across all FDC facilities where
we provide this service. Centurion is committed to continuing to improve dental services and has
invested in new equipment to increase efficiency and capacity at FDC facilities. When Centurion
assumed responsibility for dental services in 2017, the dental equipment was in disrepair and failing
quickly. Centurion has replaced and added equipment to include 99 operatory chairs, 20 autoclaves, 12
vacuums, five compressors, three panorex machines, 66 scan-X machines, five x-ray machines, six
Nomad x-ray machines, one hydrim sterilizer, and several other large equipment items between 2017 to
present.
We will continue to work with our information technology department to address bandwidth issues to
ensure use of the EMR at its full capacity. Finally, we have assessed our dental staffing needs and we
look forward to discussing with the Department the best use of dental hygienists and assistants to
maximize dental services delivery across the program. We will continue to track, trend, and monitor our
dental services as part of our continuous quality improvement process and recommend or implement
changes based on the findings.
We have no proposed modification for the dental services program management requirements.
B. Acceptance of Dental Care Service Area Performance Measures
Centurion acknowledges and accepts the 10 Dental Care Performance Measures listed in ITN Section
3.6.3.4, Dental Care Services Performance Measures.
C. Ability to Exceed Performance Measures for Dental Care Services
For overall dental care performance measures, we have steadily increased performance measure
compliance to 92% over the last three quarters, a 19% improvement since the first quarter of 2019.
Centurion currently meets or exceeds performance requirements for PM-IDC-001 through PM-IDC-004
and PM-ICD—006, noted in ITN Section 3.6.3.4, Institutional Dental Care Performance Measures.
Below, we provide our most recent FY2021-2022 Q2 statewide average institutional dental care
performance measure outcomes. Due to space limitations, we show our results as a statewide average.
However, we understand that the FDC usually measures performance measure compliance by facility.
Currently, the performance compliance thresholds per facility is 80% for each of the shown performance
measures. As the following graph shows, our statewide average performance rate for each of these
measures is above the current 80% compliance threshold.

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FY 2021-2022, Q2 Statewide Institutional Dental
Care Performance Measure Averages
100%

100%

80%
60%
40%
20%
0%
PM-IDC-001

PM-IDC-002

PM-IDC-003

PM-I DC-004

PM-I DC-006

We recognize that the Department has removed one prior performance measure and introduced five new
dental performance measures for this ITN. Centurion does not propose any additional performance
measures related to dental care.
We recognize that there are performance compliance deficiencies for dental services at some maximumsecurity institutions, such as Florida State Prison (FSP) and Union CI, as well as facilities with specialized
program units that require 1:1 security escorts for healthcare appointments, such as the Jackson
Administrative Management Unit (AMU). Centurion appreciates the collaboration that has gone into
addressing access to care barriers. We are committed to continuing to work with the OHS and facility
Wardens to improve access to care for patients, regardless of security level or housing assignment. We
are confident that by working together we will comply with the required performance measures for dental
services at all FDC sites and that our demonstrated 19% overall performance improvement and statewide
averages are evidence of our ability to achieve this objective.
Another example of our ability to implement creative, new solutions to meet dental performance
measures is our establishment of a “strike team” response at Calhoun, Liberty, Union, Martin,
Okeechobee, Walton, Hamilton, and Franklin in January, 2021. Our dental strike teams saw as many as
70 patients a day for up to three days at a time, and at some facilities treated 210 patients a week. We
then continued to manage dental services through dental audits, providing staff education, and
implementing screening schedules to track wait times and service completion at each facility. Our dental
leadership team initiated a second wave of dental strike team support in May 2021, after evidence that
wait times were increasing, avoiding non-compliance and system overload.
We currently provide the FDC with the three reports enumerated in ITN Section 3.6.3.5, Institutional
Dental Care Reports within timelines and formats specified by the Department. We will work with the
Department to ensure delivery of dental services reports that meet FDC objectives and expectations.
D. Proposed Modifications to Dental Service Performance Measures
Centurion does not propose any modifications to the performance measures for dental care services
enumerated in the ITN. However, for PM-IDC-002, it is Centurion’s expectation that our healthcare staff
pick up, review and triage all sick call requests daily in compliance with NCCHC Standard P-E-07,
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Nonemergency Health Care Requests and Services.
This is important to ensure that our staff quickly identify
and assess any emergent concerns. If dental staff are
not onsite, our trained nursing staff will initially triage
identified dental HSRs within 24 hours, followed by a
dental professional review and triage within the allotted
72 hours.

~
~

centurion_

Performance Measure – IDC-02
“Inmates signing up for dental sick call
are triaged within 72 hours of receipt of
the sick call form”

E. Plan for Providing Dental Services and Meeting
All Requirements
Methodologies. Centurion will provide oral care services
to FDC incarcerated individuals in accordance with ACA Standard 5-ACI-6A-19, Dental Care, and
NCCHC Standards P-E-06, Oral Care. Centurion adheres to evidence-based clinical practice guidelines
for dental services and American Dental Association (ADA) Standards and our dental services program
will be under the direction and supervision of a dentist licensed by the State of Florida. Dental staff will
also follow contemporary infection control procedures consistent with practices defined by the ADA and
the Centers for Disease Control and Prevention.
We will continue to adhere with Rule 33-402.101, F.A.C., Dental Services, and the HSB 15.04 series, to
include Supplement H, Section O, Dental Care Services. We will also adhere to the four level system,
as detailed in Supplement C, Section B, Levels of Dental Care, when providing dental services and
developing patient treatment plans. We will utilize FDC Forms DC4-735 or DC4-764 within the EMR to
document the patient’s dental treatment plan based on a clinical examination and diagnostics that
include pathology/cancer examination, full mouth radiographs, periodontal screening and recording,
periodontal charting when indicated, a plaque evaluation, and all appropriate charting to the patient’s
health record.
Additionally, Centurion has developed Dental Nursing Protocol Guidelines to guide nursing staff in
assessment of dental complaints and action steps to take in addressing them. Based on the medical
staff’s assessment of the patient and in consultation with the on-call provider, the patient will receive
necessary medical care to stabilize or treat the urgent or emergent condition, including pain control or
antibiotics as ordered by the on-call provider, with consultation and/or referral to dental services for
follow-up assessment or treatment during regular work hours. A qualified dental provider will continue to
see and treat a patient with emergent dental concerns within 24 hours.
Automation Tools. As part of our EMR implementation, dental services are currently in the process of
accessing fully automated dental documentation and treatment planning within the Fusion EMR system.
We acknowledge that this process is not yet complete. However, our information technology department
has prioritized achievement of this objective in the near future. We recognize the increased efficiencies
that automated dental services will provide the Department to improve the quality of patient care. As
such, Centurion has invested in a new system of processing digital x-rays. The digital x-ray equipment
(Scan-X) will soon be available onsite at FDC facilities. Access to digital x-ray will improve diagnostics
and treatment planning efforts by our dental providers, as well as support assessment of potential dental
emergencies.
Resource Usage Plan. Centurion’s dental services program will include sufficient numbers of dental
personnel to fulfill the dental care services program requirements. We will work closely with the FDC to
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ensure incarcerated individuals have timely and necessary access to
emergency or routine dental services 24 hours a day, seven days a week.
Under the continued direction of our Statewide Dental Director, Harry Hatch,
DDS, our dental staff will deliver dental services across all Department
facilities. Dr. Hatch will oversee the regional dental directors and dental
administration staff and ensure the quality delivery of clinical services and
decision-making. He will also continue to work with ancillary services, such as
Harry Hatch, DDS
utilization management (UM), purchasing, recruitment and staffing, and our
Statewide Dental
subcontractors to ensure the needed supports are in place to deliver dental
Director
services to FDC incarcerated individuals. Four regional dental directors will
continue to support Dr. Hatch by providing on-going staff training for facility dentists, hygienists, and
assistants. We provide more information on our dental staffing plan in our response to ITN Tab B. 5.
Personnel.
For sites with full time dentists, we will ensure onsite dental coverage during the weekdays, as well as
routine care. For sites with less than full time dental coverage, we will ensure onsite sick call coverage at
least three days per week, with on-call coverage as needed. We discuss our approach to on-call services
below. For services beyond the scope of care available onsite, we will continue to utilize our UM
management protocols to refer patients for offsite specialty care or care at the Reception and Medical
Center Hospital (RMCH). We provide more detail on our UM process and protocols in our response to
ITN Section 3.6.7, Utilization Management and Specialty Care Services.
Dr. Hatch and the regional dental directors will continue to coordinate onsite dental services with facility
Wardens. Together, our dental team will ensure the delivery of periodic dental services that meet
constitutional requirements for care and adhere with community and professional standards for dental
care services.
Processes. Centurion’s dental services focus on supporting the patient’s overall health through
preventative maintenance of oral healthcare including identification and treatment of emergent, urgent,
and routine dental needs, maintenance of necessary mastication, and screening for oral cancers.
Identification of an incarcerated individual’s need for
routine or ongoing dental services may occur during
the admission or intake examination process, through
patient self-referral (sick call), or by referral of
healthcare staff based on a medical encounter.
Incarcerated individuals will receive an individualized
dental treatment plan following an initial evaluation by
a Florida licensed dentist. We will schedule and
complete dental treatment as clinically indicated
according to dental exam, triage and FDC policy.
Dental providers will evaluate patient referrals within
three weeks, or sooner based on urgency.

Centurion Dental Program Services
Emergency
Dental Care
Instruction in
Oral Hygiene

Dental
Screenings

Dental
Treatment-----

Dental
Examinations

Referrals to
Dental Specialists

An intake dental exam will occur within seven days of admission and include:


A visual clinical exam of the head, neck, and intraoral areas for any pathology or cancer
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

Charting of any missing teeth, restorations present, fixed or removable prosthetics, gingival
conditions, and deposits



Evaluation of masticating efficiency



A provisional treatment plan, including extractions within seven days of the date the need for
extraction is identified

FDC dental care services will include treatment for and maintenance of an individual’s overall dental
health through:


The diagnosis of existing oral conditions through an intake dental exam



Services for the relief of pain and elimination of infection, to include extraction as indicated



Preventive measures to maintain optimal oral health



Services to restore adequate masticatory function or ameliorate medical conditions



Assessment of dental concerns through a health services requests (sick call) or referral, with daily
sick call triage to ensure prioritization of emergent issues and timely care



Periodic recall dental examination and prophylaxis with patients able to request a dental hygiene
appointment every 12 months



A defined dental tooth and hygiene charting system in the EMR that identifies the oral health
condition and specifies the priorities for treatment by category and development of a resulting
dental treatment plan



Use of radiographs (x-rays) to guide diagnosis and treatment in development of the treatment
plan



Dental procedures, not limited to extractions, in accordance with a treatment plan and based on
established priorities necessary to maintain the patient’s health status in the judgment of the
dentist consistent with community standards of care and with the ADA Standards and our
evidence-based clinical practice guidelines



Conservative treatment of the periodontium to include oral hygiene instruction, scaling and root
planing



Endodontic treatment on a case-by-case basis as clinically necessary



Consultation through referral to community oral healthcare specialists as clinically needed, with
our statewide medical director providing clinical oversight of offsite dental specialty referrals
through the UM process



Continuity of care as clinically indicated, to address issues related to implants, orthodontics, and
fixed prosthodontics



Removable prosthodontics (denture services) or prosthetic appliances for patients who, based on
assessment, require them for mastication or to ameliorate a significant medical condition



Onsite oral surgery at RMC as referred by the onsite dental director and as reviewed using FDC
UM business rules



Treatment of temporomandibular disorders as clinically necessary

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We will continue to ensure that initial requests for dental care and a dental treatment plan occurs within
six months and that wait times for routine dental appointments do not exceed three months. We will
ensure that emergency dental care remains available 24 hours a day, seven days a week through onsite
staff, through access to on-call staff, or through an emergency room as triaged by trained nursing staff
following established medical protocols. We will provide incarcerated individuals with emergency care
immediately and urgent care within 72 hours. On evenings, weekends, holidays, or when dental staff
may not be available on site, our medical staff will be available to triage emergencies.
Additionally, we will continue to provide onsite oral surgery for FDC patients at RMC. Our staff will review
and schedule patients assessed as needing oral surgery based on FDC UM business rules and clinical
urgency. We will coordinate with the OHS and facility leadership as required to coordinate transport of
FDC patients in need of oral surgery to RMC for treatment. Our onsite dental staff will provide the
necessary follow-up care for oral surgery and/or pathology in accordance with FDC policy.
Centurion is committed to providing dental care services to all FDC incarcerated individuals assessed to
need services in accordance with FDC policy and program requirements, to include comprehensive
services that include preventative dentistry, intake exam, orientation, periodic exam, fluoride, specialty
care, implants, biopsy, and oral surgery, at minimum.
F. Dental Services and Staff to Ensure Service Delivery
Complying with Federal, State, and FDC Regulations (IDC-002 – 003, IDC-012). As detailed above,
Centurion will comply with community and professional standards of care as required by the ADA, CDC,
ACA and NCCHC. We will adhere with Rule 33-402.101, F.A.C., Dental Services, and the HSB 15.04
series for the provision of dental services for FDC incarcerated individuals. We will also ensure that FDC
incarcerated individuals receive access to periodic dental examinations that include a visual clinical
exam of the head, neck, and intraoral areas for any pathology or cancer, as well as other preventative
dental care as noted above. We will continue to communicate with facility Wardens to coordinate and
ensure the provision of dental care services onsite, in compliance with federal, State, and FDC
requirements.
Service Delivery (IDC-001, IDC-004 – 007, IDC-0010-012, IDC-014-015, IDC-019, IDC-024-025, IDC027-029, IDC-031, IDC-033). Centurion will provide FDC incarcerated individuals with dental care
services as detailed above in our processes response. We will provide periodic routine, emergency, and
specialty dental care services in accordance with the ITN and HSB 15.04.03. We will continue to provide
access to dental services by self-request through sick call with triage of emergent, urgent, or routine care
follow-up by a trained nurse daily and follow-up care within 72 hours for urgent conditions and 24 hours if
deemed emergent.
When an FDC incarcerated individual arrives at any FDC facility, we will provide orientation to access
dental services within seven day and provide a visual dental exam to establish the patient’s dental record
and treatment plan in the health record.
We will provide sufficient dental staff to meet the dental care needs of FDC incarcerated individuals
based on demands at each FDC facility. For sites with full-time dentists, we will ensure onsite dental
coverage and availability for sick call services for five days per week. For sites with less than full time
dental coverage, we will ensure onsite sick call coverage at least three days per week, with on-call
coverage as needed. We will refer patients for urgent specialty care follow-up within 10 days, when
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onsite care cannot be completed on the day of in-person assessment by dental staff or if the care is
beyond the scope of services available on site.
We understand that a dental exam will include a complete clinical examination, pathology/cancer
examination, full mouth radiographs, periodontal screening and recording (PSR), periodontal charting
when indicated, a plaque evaluation, appropriate charting to record findings, and a health history.
Also that the exam will lead to the development of an individualized patient treatment plan documented in
the EMR using FDC approved forms. We will include fluoride in the dental treatment plan when
appropriate, including for juveniles 18 years or younger.
FDC incarcerated individuals will continue to receive individualized dental treatment plans in accordance
with the FDC four levels of care. We will provide dental care to all FDC incarcerated individuals assessed
to need services in accordance with FDC requirements, to include comprehensive services that include
preventative dentistry, intake exam, orientation, periodic exam, fluoride, specialty care, implants, biopsy,
and oral surgery, at minimum. We understand this includes the placement or removal of dental implants
or palatal obturators when clinically indicated.
We will deliver dental services within the established wait times for initial, routine, and sick call services as
detailed within the ITN, HSBs, and professional standards of care. We understand that this includes the
development of an initial treatment plan within six months of the initial request and no longer than three
months between follow-up routine dental care appointments.
Our onsite dental staff will provide a weekly on-call dentist list to each institutional medical department
prior to the start of the week. We will ensure that a dental provider is accessible by on-call protocols, has
back up identified in the event that staff cannot reach the on-call provider, and that a dental provider is
available to travel to the FDC institution if necessary to assess a FDC patient in person.
Centurion will not refuse dental services to a FDC patient in need of care. We will provide onsite
response for dental emergencies, either by an onsite dentist or by trained medical staff in accordance
with emergency protocols. Dental staff will respond to dental emergencies within 24 hours of occurrence.
As demonstrated, Centurion will continue to ensure there is not a dental emergency backlog.
Infectious Disease Management (IDC-008). Centurion’s infectious disease prevention and control
program includes training, education, surveillance, preventive techniques, treatment, and reporting of
infections and diseases in accordance with federal, State, and local laws. Our dental services will follow
contemporary infection control procedures consistent with practices defined by the ADA and the Centers
for Disease Control and Prevention, as well as the Florida Department of Health and FDC policy
requirements. We will continue to ensure that Centurion’s Infection Prevention and Control Manual is
available onsite for on-going reference. Below, we provide the table of contents for our infectious disease
manual.

Centurion’s Infection Control Manual Table of Contents
Manual Number

Title
Introduction Letter

IPC-01M

Infection Prevention and Control Program

IPC-02M

Infection and Prevention Education
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Centurion’s Infection Control Manual Table of Contents
Manual Number

Title

IPC-03M

Exposure Control Plan

IPC-04M

Biohazardous Waste Management

IPC-05M

Needle and Sharp Safety

IPC-06M

Infection Control Precautions

IPC-07M

Surveillance

IPC-08M

Reportable Diseases

IPC-09M

Communicable / Infectious Diseases

IPC-10M

HIV

IPC-11M

Hepatitis

IPC-12M

Ectoparasites (Lice and Scabies)

IPC-13M

Tuberculosis Control Plan

IPC-14M

Skin and Soft Tissue Infection Management (SSTI & MRSA)

IPC-15M

Gastrointestinal Infections

IPC-16M

Laboratory Specimen Handling

IPC-17M

Intravenous Therapy Guidelines

IPC-18M

Cleaning, Disinfecting, Sterilization

IPC-19M

Outbreaks and Contact Investigation

IPC-20M

Vaccines and Immunization

IPC-21M

Staff Health Guidelines

IPC-22M

Infection Control Program Reporting

We acknowledge and accept that the review of incidents regarding pathogen exposure and any follow-up
treatment is Centurion’s responsibility.
Patient Education (IDC – 009, IDC - 011). In accordance with NCCHC Standard P-B-01, Healthy Lifestyle
Promotion, Centurion will supply FDC incarcerated individuals with health education information. We will
provide FDC incarcerated individuals with oral health education as part of our intake orientation to
healthcare services, following transfer to an FDC facility, and during routine dental service delivery.
Dental education will include proper technique for good oral hygiene, which dental staff will reinforce
throughout the patient’s treatment plan.
Our dental providers will continue to have access to Krames, an online educational
resource library with up-to-date information on a broad range of healthcare related
topics, including dental health. Healthcare staff access and can print these resources as needed for
patients in their care. This valuable resource provides healthcare information on over 4,000 topics in both
English and Spanish.
Infirmary, Hospital, and Restrictive Housing (IDC-013, IDC-018). Centurion dentists will continue to
complete infirmary/hospital rounds based on clinical need or by medical staff referral. We will provide
dental services to FDC incarcerated individuals in need of dental care regardless of housing placement,

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to include restrictive housing units. We will continue to collaborate with the Department to address
access to care barriers that may arise at the facility level.
Utilization Management (IDC-019- 022, IDC-031-035). Centurion will provide access to specialty dental
care as clinically indicated. We understand that specialty dental care includes, but is not limited to,
trauma care, cancer care, oral medicine, oral surgery, treatment of temporomandibular disorders,
endodontics, periodontics, orthodontics, obturators, fixed prosthetics (multiple units), and the treatment of
dental implants, dental care for incarcerated individuals. We will utilize our UM process and protocols when
determining offsite or RMCH based specialty care dental services.
In addition to our UM standards, Centurion has added a level of oversite to this process to include
assigning one regional dental director who is responsible for the review of all cases and subsequent
assurance that timely treatment occurs. We provide more detail for our UM process and protocols in our
response to ITN Section 3.6.7, Utilization Management and Specialty Care Services. Our Statewide
Dental Director, or designee, will notify the FDC Chief of Dental Services within one week of any UM denial
of specialty dental care, including the alternative treatment plan issued.
We will ensure that designated staff review urgent oral surgery referrals within 24 hours and dental see
referred patients within four weeks, and that qualified dental staff treat patients with approved oral surgery
and endodontic referrals within three months.
Radiotherapy (IDC-019, IDC-023, IDC-026). Centurion will ensure completion of routine dental services,
to include diagnostic testing, laboratory services, and pathology, prior to the start of radiology-based
treatment as clinically indicated. We will provide hyperbaric oxygen dives for patients with prior head
and/or neck radiation treatment when clinically indicated and ensure all routine care is complete within five
business days of receiving a referral for radiotherapy.
Oral Pathology and Surgery (IDC 030 – 031). Centurion will ensure access to oral surgery services,
primarily onsite at the RMC and offsite by subcontracted specialist as clinically indicated. Dental
specialists will evaluate and treat temporomandibular disorders and disease, including when treatment
requires oral surgery. We will treat patients with intra-oral alveolar fractures and provide intra-oral soft
tissue grafting and reconstruction of the dentition following exposure to trauma and/or surgery, as
clinically indicated.
When necessary, our dental staff will refer FDC dental patients for medical assessment and clearance
prior to dental treatments. They may indicate the need for a medical assessment for identification of
allergies and use of anesthetics, or completion of needed labs and diagnostics, among other concerns.
Centurion utilizes an integrated and collaborative care approach to ensure consultation and coordination
among healthcare disciplines, providing patients with quality, comprehensive care.
Reporting (IDC-032). Centurion will provide the OHS with required or requested dental services data by
the 10th business day of the month following the month staff provided the services. We will provide the
monthly Dental Utilization Management Report that includes information by Institution, identifying FDC
number, patient name, diagnosis, requested service, approval or alternative action, and outcome
rationale. We will also provide a monthly Dental Alternative Action Report that includes information by
institution with full copies of all associated review materials and a written summary of information obtained
by phone conversation if applicable. Centurion will continue to ensure that the Department has real-time
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access to reporting through our Florida specific SharePoint site. We will deliver dental reports in the form
and fashion preferred by the FDC.
Program Oversight and Clinical and Administrative Staffing Levels for Dental Services. Our dental
leadership team will include all the positions identified in Section 3.6.1.2, Program Management Minimum
Requirements. These positions will provide appropriate oversight to ensure all dental operations within
each region are carried out in accordance with the requirements outlined in this ITN. Our statewide
dental leadership team includes the following:

Centurion Florida Dental Services Leadership Team
Leadership Position Title
in ITN Section 3.6.1.2

Centurion Current Staff Member

Statewide Dental Director

Harry Hatch, DDS

Regional Dental Directors

Dr. Steven Gerlecz; Dr. Steven Bogdanoff; Dr.
JT Turner; Dr. Frank Acosta

Site/ Dentist

Various – at each FDC site.

Statewide Oral Surgeon

New Position in 2022 ITN

We will continue to provide regional and site-based leadership to ensure that the healthcare delivered is
consistent, quality, and contract compliant across FDC sites.
For the ease of the reader, we provide all of our full staffing plans for dental services and the other
service areas for the Florida program at the end of Tab D, immediately following our response to ITN
Section 3.6, Healthcare Services. Below, our proposed Centurion of Florida organizational chart that
further outlines our lines of authority and leadership roles for dental services below.

Dental Services Organizational Chart

Vice President of
Operations

Statewide Dental
Director

Statewide Oral
Surgeon

Regional Dental
Directors

Dental Director

Site Dentists

Site Dental
Hygienists

Site Dental
Assistants

Statewide Dental
Administrator
Asst. Statewide
Dental
Administrator
Regional Dental
Administrative
Coordinator

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G. Cost Savings for Dental Care Services
Centurion is committed to identifying cost-savings and avoidance for the FDC
through delivery of dental care services. In our current partnership, we have
applied three primary methods to realize cost-savings, including:

centurion_

Centurion
IN

FLORIDA

Centralized Bulk Instruments/Equipment. In 2019, our dental staff conducted
Our current centralized bulk
a comprehensive inventory of all dental instruments and equipment supplies
inventory resulted in nearly $315,000
at each of the FDC sites. Dental staff then adjusted onsite dental supply
in cost-savings to the FDC since
levels based on a determination of each site’s usage and required par levels.
2019.
We then stored the excess dental instruments and equipment at Centurion’s
regional office under the oversite of our Dental Administrator, Stacy Britt, EFDA, CCHP. When site
dental staff require additional supplies, they now request delivery from our surplus stock before
requesting to place a supply order for new inventory. Our centralized bulk inventory has resulted in
nearly $315,000 in cost-savings since 2019.
Purchasing Formulary and Process (via Dental Admin via Patterson). Ms. Britt, along with the
management team, oversees the dental purchasing formulary to ensure consistency in purchased
supplies across the FDC dental program. Ms. Britt maintains a dental supply requisition system, which
she developed, for all staff requested purchases through Patterson, our dental supply vendor. She has
streamlined approved supplies to ensure that dental staff purchase the most cost-effective and
appropriate use items to meet their needs. All sites submit their supply requests to Ms. Britt who reviews
and approves dental purchases. The dental supplies formulary has resulted in decreased dental supply
spending and avoidance of unnecessary bulk purchases, contributing to FDC dental cost avoidances.
Patient Satisfaction. Our dental providers continue to deliver quality dental care to FDC patients as
evidence by our low grievance numbers in FY-2021. With received dental grievances averaging 57 per
month in FY2021, this translates to a rate of one grievance per 1,000 patient encounters. By ensuring
patient satisfaction, we provide cost-avoidance in relation to reduced litigation risk and improved time
management by Department and Centurion staff who investigate and respond to patient complaints.
We will continue to identify innovative opportunities to decrease spending and avoid waste in our dental
care services program for the FDC. We hope to discuss further with the Department the appropriate
staffing by site to maximize dental care efficiencies and capacity, which we believe will result in costsavings over time. At this time, we have no recommended changes to program requirements or
performance measures for dental care services.
H. Value-Added Services for Dental Care
Centurion will continue to invest in efficient and compliant dental care services across the FDC. We will
continue to ensure the dental resources onsite meet the operational needs of the department and provide
high-quality dental staff through our partnership with the Correctional Dental Providers Network (CDPN).
We recognize that our committed dental professions are the reason for our successful provision of dental
services, many of which have been with the FDC for an extensive period. Even in the face of the COVID19 pandemic, we have successfully retained 74% of our dental staff since January 2021, which speaks to
the strength of our program leadership and dedication of our dental professionals to work with
incarcerated populations.

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By continuing to partner with Centurion, the FDC can be assured that we are committed to achieving the
performance measures identified and will identify creative solutions to reach these objectives. We
understand the unique service delivery challenges at each site and we are committed to overcoming them
in collaboration with the Department. At this time, we are not suggesting any specific dental services
value-added services. We provide additional information on value-added services throughout our ITN
response.

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3.6.4 Mental Health Service Area
A. Acceptance of Mental Health Service Area Requirements
Centurion acknowledges each of the 84 Mental Health Service Requirements (MHS) itemized in ITN
Section 3.6.4, Mental Health Service Area, as written in the ITN.
As the incumbent, we note that while operational differences may exist between current practices or
future desired practices regarding several of the mental health service requirements, the general
requirement and/or the intended outcome of the requirement will remain intact. For example, we note
differences such as MHS-039, which requires review of “the mental health sections of records for all new
arrivals/admissions, regardless of assigned S-grade.” This was a prior requirement that preceded a
Departmental policy change that now excludes documented record reviews for S1s from this requirement.
Similarly, MHS-044 requires our Regional Mental Health Director to “designate the preferred consulting
facility for each Institution.” This requirement is no longer relevant due to our completion of outpatient
psychiatric consultations at S-1/S-2 institutions, utilizing telehealth as necessary. Our current practice,
which the FDC has approved, prevents the need to transport S-2 patients to S-3 institutions for evaluation
and saves the Department transportation costs and the risks associated with transports.
We would like to continue to work with the FDC on different ways to operationalize requirements, possibly
by broadening the use of alternate mental health disciplines to complete tasks and/or implement alternate
assessment measures or instruments designed and validated for specific uses. As we have done under
the current contract, we prefer to discuss any proposed operational changes with the FDC in person as
we have found our partnership, with collaborative input from all parties involved, results in a more
improved product and system of healthcare service delivery. We have always found the Department
open to considering alternate ways to meet the intent, goal or objective of requirements and hope to
continue this positive pattern of communication and innovative problem solving into the future.
We look forward to discussing these and other potential operational changes to fulfill the mental health
service requirements during negotiations. We applaud the Department’s innovative solutions approach
and progressive manner in which healthcare service delivery has evolved within our current partnership,
such as the expansion of telehealth. We appreciate that in our collaborative partnership with the FDC, we
have successfully implemented Department-approved modifications and innovative solutions to meet
FDC needs more effectively, conserve resource usage, and/or reduce costs or accomplish cost savings.
We look forward to continue to implement continuous quality improvement focused changes in the new
contract.
Any Proposed Modification or Difference in Innovative Solution. We do not currently propose any specific
modification to the requirements listed under this ITN Section 3.6.4 Mental Health Services Area.
However, as noted previously, operationally we currently successfully implement a few requirements
differently from what the ITN reflects, but nevertheless consistently with FDC-approved practices and
policies. During negotiations, we look forward to discussing these operational differences.
B. Acceptance of Mental Health Service Area Performance Measures
Centurion acknowledges the 50 Mental Health Services Performance Measures detailed in ITN Section
3.6.4.3 covering our responsibilities in the following areas:

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

At intake – providing timely screening, testing, classifying using the FDC mental health
classification system, assessing, evaluating, and tracking



In providing timely psychiatric services, mental health counseling including individual and group
interventions, and case management services



In participating in and/or facilitating multidisciplinary service team (MDST) meetings & related
tasks; handling patient refusals



In covering mental health emergencies to meet or exceed timeframe requirements



In providing services related to gender dysphoria diagnosis including provisional diagnosis



In monitoring and evaluating individuals in special housing, including confinement, close
management or maximum management settings meeting or exceeding Department timelines



In providing services in inpatient, crisis stabilization units, corrections mental health treatment
facilities, transitional care units, and residential continuum of care unit settings to meet or exceed
Department expectations



In facilitating structured out-of-cell treatment services (SOCTS) and therapeutic activities as
required by the Department



In developing, implementing, and reviewing ISPs, continuity of care plans, and SIRPs as clinically
indicated to meet or exceed Department expectations



In making and responding to referrals timely and as clinically indicated



In fulfilling required role in disciplinary proceedings and use-of-force incidents



In documenting - using approved Department forms and the EMR system

Similar to what we indicated previously for mental health service requirements, as the incumbent, we note
operational differences between some of our current practices and FDC policy, and the mental health
services performance measures listed in the ITN under Section 3.6.4.3, Mental Health Services
Performance Measures. For example, we meet PM-MH-017 through a Centurion psychiatric clinician
making rounds, in addition to, “a psychologist or psychiatrist” listed in the performance measure. We also
acknowledge the new mental health performance measures of this ITN including: PM-MH-002, PM-MH004-006, PM-MH-015, PM-MH-018-020, PM-MH-026-031, PM-MH-033, PM-MH-035-037, and PM-MH039-050.
We would like to continue to work with the FDC to operationalize performance measures in creative ways,
possibly by broadening the use of alternate mental health disciplines to complete tasks and/or
implementing alternate assessment measures or instruments designed and validated for specific uses.
Examples include utilizing psychiatric clinicians including APRNs and/or fully licensed MHPs, in addition
to psychologists, to meet the requirements of PM-MH-019 and PM-MH-020, or using an alternate
validated violence risk assessment with reduced cost, and/or broadening of mental health disciplines
qualified to administer it beyond just psychologists to meet requirements of PM-MH-018. As noted, we
prefer to discuss any proposed operational changes with the FDC face-to-face. We have always found
the Department open to considering alternate ways to meet performance measures and hope to continue
this relationship under the new contract.

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C. Ability to Exceed Mental Health Performance Measure Requirements
As the current incumbent provider of mental health services for the FDC, the Department is accustomed
to the Department’s performance measures for mental health and are able to meet or exceed the required
PMs. Of the 50 mental health performance measures listed in the ITN, we will specifically target those
with an 80% compliance threshold for areas where we can exceed expectations. On a statewide average
basis, Centurion currently meets or exceeds 10 performance requirements that have an 80% compliance
threshold. In the graph that follows, we provide our most recent FY2021-2022 Q2 statewide average
mental health performance measure outcomes for those indicators with an 80% compliance expectation
per facility. Due to space limitations, we have limited our selection to this group and have provided our
performance results as a statewide average. We understand that the Department usually measures
performance compliance by facility. As the graph shows, our current statewide average compliance rates
for each of the shown performance measures is above the current 80% compliance threshold statewide.

FY 2021-2022, Q2 Statewide Mental Health Performance
Measure Averages
100% - 96%>------------<§f)%~ 99_%_ _
98_%_
88%
80%

____,€15%- - - -€j3%- - - - - 90%
84%
82%

60%
40%
20%
0%

As indicated in the bulleted list of accepted responsibilities above, Centurion will continually strive to meet
or to exceed requirements including timeframes for completion of designated mental health tasks and
services. Centurion is confident in our ability to continue meeting and improving FDC performance
measure compliance outcomes for mental health services and we look forward to discussing this further
with the Department during contract negotiations.
Additional Important PMs Identified Not Specified in the ITN. We find the FDC’s comprehensiveness and
level of specificity demonstrated within the 84 mental health service requirements and 50 performance
measures sufficient to support a quality comprehensive mental health service delivery program. Thus,
while we currently do not propose any additional performance measures, we remain open to future
changes, revisions, or additions that the Department may choose to incorporate within our collaborative
partnership focused on evolving a system of care for the betterment of FDC patients, and benefit of the
Department. For example, although a performance measure under an earlier contract, “inmate-initiated
requests are responded to (including interview, if indicated) within 10 business days of receipt by mental
health staff”, no longer appears as one of the 50 performance measures listed in the ITN, we remain open

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to the Department adding such a measure. We support the FDC adding performance measures not
already captured sufficiently by existing requirements or measures.
D. Proposed Modifications for Mental Health Performance Measures
We do not currently propose any specific modification to the performance measures listed under this ITN
Section 3.6.4.3 Mental Health Services Performance Measures. However, as noted previously,
operationally we currently successfully implement some of the performance measures consistent with
FDC-approved practices and policies but differently than what the ITN specifically states. We also would
like to explore the compliance percentage expectations for consistency with Disability Rights Florida
(DRF) settlement agreement requirements and continuous quality improvement best practices. In our
experience, many variables may affect or interfere with meeting a 100% compliance level, such that 90%
or 95% is preferred in order to account for intervening variables without having to specify every exception
that may provide an exemption from meeting a 100% threshold. We look forward to discussing this
further with the FDC during the negotiations process.
In collaboration with the FDC, we have successfully implemented Department-approved modifications
and innovative solutions to meet FDC needs more effectively, conserve resource usage, and/or reduce
costs or accomplish cost savings. We look forward to continuing this partnership and collaborative work
into the future.
Mental Health Services Reports. Centurion will continue to provide the FDC timely Mental Health
Services Reports and include those specified in ITN Section 3.6.4.4 (Mental Health Emergency Report,
Inmate Requests/Staff Referral Log, and Self-Injury Summary Evaluation), using the form specified in the
ITN or an approved FDC reporting mechanism.
Under the current contract, the FDC is familiar with our ability to provide these reports and our goal of
automating reports through the Fusion EMR. We will continue to utilize SharePoint, a web-based tool
and platform, to support real-time reporting and transparency into our comprehensive healthcare service
delivery for the FDC. Use of the emergency room (ER) tracker also provides automatic notification to
leadership and utilization management for patients sent out for self-injurious behavior.
E. Plan for Providing Mental Health Services
If awarded the new contract, Centurion will continue the comprehensive continuum of care mental health
services delivered throughout the FDC system as shown in the following graphic.

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Comprehensive Behavioral Health Services &
Continuum of Mental Health Care
Reception & Diagnostics Processes
Mental health intake screening and evaluation consistent with HSB 15.05.07
and NCCHC P-33
Mental health classification (SY-grades, S-grades, R-grades) HSB 15.03.13
Psychological screening & initial testing
Psychiatric initial evaluation
Biopsychosocial Assessment (BPSA) completed
Individualized Service Plan (ISP) developed
Initial case manager interview

Core Mental Health Services HSB 15.05 14
1. Informed consent
2. Mental health screens, evaluations & assessments
(diagnosis & classification)

11. Special housing intensive services consistent with
HSB 15.05.08
12. Consultation & behavioral interventions

3. Behavioral health appraisals

13. lntrasystem transfers & receiving

4. Mental health sick call

14. Referrals to higher or alternative levels of care

5. Individualized & multidisciplinary treatment planning

15. Discharge planning & community reentry HSB
15.05.21

6. Psychiatric services & psychotropic medication
Management consistent with HSB 15.05.19

16. Documentation approved forms/EHR

7. Case management services

17. Continious quality improvement

8. Group therapy

18. Psychoeducational groups and therapeutic activities

9. Individual therapy

19. Participation in disciplinary process per HSB 15.05.13

10. Response to inmate requests and staff referrals
including crisis assessment & interventions

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Methodologies Applied. Centurion’s mental health services delivery plan, highlighted in the graphic
above, will continue to include methodologies of staff training; clinical supervision and oversight of
qualified, credentialed staff; internal monitoring through our quality management program; and
collaborative partnership with adherence to FDC HSBs and procedures, Florida statutes, settlement
agreement requirements, and community standards of care.
Collaborative Partnership with the FDC. A key part of our methodology in our mental health services
delivery plan involves our collaborative partnership and related activities with the FDC. As the incumbent,
we have successfully worked with the Department to achieve shared goals and objectives. Examples
include opening of the residential continuum of care units at Wakulla Correctional Institution, the
diversionary treatment unit for females at Florida Women’s Reception Center, and implementation of the
EMR with continued expansion of functionality including reporting. Our collaborative efforts also resulted
in expansion of telehealth to include telepsychiatry at S3 sites and S2 camps that eliminated the need for
transportation of patients for evaluations, reducing both associated transportation costs and risks. A
psychologist also uses telehealth to complete specialized gender dysphoria evaluations.
Providing evaluation and treatment for patients with gender dysphoria was another collaborative initiative
started in 2018. To date, we have completed over 300 psychological evaluations to rule in or rule out a
diagnosis of gender dysphoria. One of our most recent collaborations involves the FDC Mental Health
Ombudsman program, of which the primary goal is to ensure access to necessary care. Our site,
regional, and statewide leadership collaborate and work closely with the Central Office and Regional
Mental Health Ombudsman with each inpatient mental health unit having a Regional Mental Health
Ombudsman.
Centurion currently partners with the FDC training director to support the APA accredited psychology
internship and residency program. We participate in joint interviews with the FDC training director to
review applicants, and then provide training and clinical supervision for interns and residents from all over
the country. We also reestablished the psychiatric residency program through Nova Southeastern
University under the leadership of our statewide and regional directors, with the program awaiting final
word on Accreditation Council for Graduate Medical Education (ACGME) accreditation. We have
successfully hired and on boarded multiple interns and/or residents following completion of their
educational programs. We currently employ 15 of these former interns or residents as part of our mental
health staff.
We continue to assist the FDC to meet requirements of the DRF settlement agreement and litigation
focused on inpatient mental health services. We worked towards meeting the 70% compliance threshold
for performance measures in round one of the Disability Rights of Florida inpatient settlement agreement
and are now very close to achieving 80% compliance in round two on the 117 performance items at the
eight inpatient units.
We will continue to work in collaborative partnership with the Department to improve mental health
service delivery to FDC patients and identify the most efficient processes and ways to operationalize
mental health service requirements and performance measures, using automation where possible to
improve accuracy of data and timeliness of reporting. We jointly utilize Centurion’s FDC-specific
SharePoint collaborative website with FDC leadership for 24/7 access to resources, data, and reports.

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Internal Monitoring through our Quality Management Program. We will continue to conduct ongoing
review and monitoring of mental health services to track compliance with mental health requirements over
time. Our program management and quality management teams will conduct both announced and
unannounced internal audits and develop corrective action plans as needed with targeted training
focused on reduction of repeat findings from internal, FDC, and CMA audits. We provide further detail on
our quality management services in our response to ITN Section 3.6.8, Quality Management Service
Area.
As the incumbent, we also have specific methodology we use to gather data for each performance
measure to measure our compliance and to ensure comprehensive and accurate reporting to the FDC.
Examples include random sampling of charts using EMR, caseload tracker, or log, chart audits, and
reporting of results to the FDC with determination of any needed corrective action steps.
Staff Training. We will continue to train our mental health staff to provide comprehensive as well as
targeted or focused mental health assessments, interventions, and planning for intake, outpatient,
inpatient, and community reentry levels of care. We train our mental health staff to provide risk
assessments in accordance with Florida statutory requirements, including Rule 33-404.102, Rule 33601.800(8), and Rule 33-404.108 to ensure staff and patient safety. We will ensure our mental health
staff receive training necessary for them to provide mental health screening, assessment, evaluation or
testing services as requested or required for diagnostic clarification, continuity of care, and/or related to
any mental health services delivery processes, requirement or performance measure. We provide
additional detail on our training resources later in our response to this section of the ITN. Centurion’s
orientation and ongoing training will continue to support mental health staff knowledge of FDC HSBs,
procedures, policies, and Florida statutory requirements for service delivery. We tailor our mental health
training to the specific position and location of service delivery in the FDC.
In accordance with the DRF settlement agreement, any inpatient mental health staff receives initial and
annual training in the following areas:


Individualized Service Plan



MDST Meetings (with security)






Disciplining Patients on Mental Health
Inpatient Units

Medical Records



Psychiatric Restraints

Lab Records System



Suicide and Self Injury

Security staff receive training annually on MDST Meetings, and/or Disciplining Patients on Mental
Inpatient units. Upon request of FDC, Centurion’s state mental health educator developed some of these
modules.
We also utilize corporate resources including our clinical operations case consultations and trainings.
During our contract with the FDC, we provided behavior management consultations for patients engaging
in serious self-injurious behavior, assisted in the development of patient-specific behavior management
plans, consulted on development of a behavior management unit, and provided onsite presentations and
trainings on gender dysphoria. We will continue to ensure that these resources remain available to the
Department.
During the last year, Centurion has strengthened its clinical operations team with the appointment of
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Seaaira Reedy, PsyD, CCHP-MH, as our Vice President of Psychological Services. Dr. Reedy, a forensic
and clinical psychologist, originally trained in Florida to provide competency and risk assessments, and
completed the Florida Forensic Examiners Training. More recently, she has facilitated webinars,
attended by mental health professionals from our FDC program, focused on topics such as the formal
assessment of effort and of violence risk. These webinars, presented by national and international
experts Dr. Reedy arranged as speakers, have been directly relevant to the goals of FDC’s mental health
program. Additionally, Dr. Reedy is a SAMHSA Trauma-Informed Care Trainer and has trained Florida
staff in how being trauma-informed improves criminal justice system responses. Dr. Reedy will provide
ongoing support and consultation to our Florida program in the future contract, as well as expertise in
clinical, risk, behavior management consultation, and training.

Centurion of Florida Mental Health Training Strategies
Objective- New Employees:
Ori ent new employees to the correctional setting and provide them with training, support and shadowing
opportunities.
Methodology:
1. 5-6 hour web-based New Employee Orientation (N EO)
a) Introduction to corrections, including housing, jargon and protocols
b) Demonstration of accessing resources on th e portal such as HSBs, MH Resource Manual, Group
resources, Clinical Guidelines , FAQs and Job Aides
c) Practical applications of developing Individual Servi ce Plans (I SPs)
d) Practice mental health emergency response
2. Web based Q & A with all new employees
3. Daily email and telephone responses to process questions
4. Liaison between employee and Directors to collaborate on successful delivery of servi ces and trac kin g
requirements , such as Caseload Trackers, OB IS entry, and logs
5. Coordination of shadowing and fo llow-up at each site
6. Onsite training and re-training- typically no less than two days
7. Topical Trainings target recent policy/fo rm changes, CMA CAPs, and requests by sites .
Objective- Existing Employees:
Update and re-train existing employees on policy, procedure and process changes whil e improving
communication, collaboration and standardization between institutions.

Methodology:
1. Topical Trainings
2. Job Aids - Detailed "how to" instructions on topics such as refusals and referrals. They provide HSB and

3.
4.
5.

6.

Rule references, and an example of fo rm completion. Designated staff send th ese to Mental Health
Directors fo r review and approval.
Daily email and telephone responses to process questions from existing employees
Collaboration with seasoned staff to provi de feedback and assistance with forms and processes, and
Topical Trainings.
CQI - Utilize onsite audits to identify key areas of training needs. W e address training on site as well as
during the Topical Trainings. CQ I Manager is handling CMA/audit questions and training directly at the sites
wh ere audits are completed
Centurion and FDC leadership staff provide onsite training

Ongoing Partnerships:
1. Office of Health Services: to ensure that trainings are policy driven and fo rm s support an individualized
clinical picture of patients' care.
2. Nurses, providers and HSAs to ensure that we make available to them our Monday NEO and provide
them with resources to acclimate new hires to corrections.
3. MHM Clinical Operations: to provide clinical trainings in specialized areas such as suicide prevention,
violence risk assessment, trauma-informed care, and gender dysphoria.

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Clinical Supervision and Oversight of Qualified, Credentialed Staff. Centurion will continue to provide
qualified, appropriately licensed and credentialed staff to fulfill FDC requirements for mental health
services. Centurion recognizes that, like all healthcare organizations, we have experienced challenges in
our mental health services recruitment and retention during the COVID-19 pandemic and post-pandemic
market for mental health clinicians. We will continue to dedicate corporate recruitment and credentialing
resources to reduce mental health vacancies and to ensure we hire qualified, appropriately privileged and
credentialed mental health staff.
To address recruitment challenges, we have implemented innovative staffing solutions including the
creation of a floater program to cover shortages of psychiatric clinicians, psychologists, and mental health
professionals. These mobile staff go in and provide services needed at sites that had vacant positions.
We also added a number of mental health positions and converted some psychiatry positions to
psychiatric clinician positions to bolster our overall staffing. We hired seven mental health professional
staff dedicated to providing supervision for interns and qualified staff working towards licensure.
Centurion’s statewide mental health leadership staff will continue to provide support and guidance for our
regional mental health leadership staff, including program development, ongoing communication with
FDC leadership, implementation of FDC initiatives, and ensured compliance with mental health services
requirements, performance measures, related policies and corrective action plans. We will continue to
provide supervision to all our mental health staff providing care within FDC. Centurion psychologists
maintain supervision logs and document record reviews. When supervision identifies individual
performance issues, we develop staff performance improvement plans.
Our site and regional mental health leadership will continue to problem-solve any performance issues
related to systemic challenges with relevant stakeholders including the Warden, security leadership,
and/or FDC Office of Health Services leadership. The transition to an EMR improved the efficiency of
mental health and psychiatric services, as well as allowing for better oversight and clinical supervision
through easier access to medical records. Our mental health leadership will routinely visit facilities and
use video conference calls and onsite meetings to review and monitor mental health service delivery, to
conduct targeted case reviews and to facilitate multidisciplinary collaboration within and between regions
for support of continuity of care.
Automation Tools. Under our current contract with the FDC, Centurion placed all FDC Health Services
Bulletins, Technical Instructions, Procedures, and documentation forms related to mental health services
on the SharePoint collaborative website. Centurion mental health staff have immediate access to
electronic versions of the FDC requirements and documentation tools through the website. We have also
automated internal monitoring tools and reporting for mental health services using SharePoint. Through
the SharePoint collaboration site, we will continue to offer access to our online library of logs, staff
credentialing information, approved guidelines and relevant policies and procedures as well as other
tracking and reporting documents. We are currently working on enhancing our reporting capabilities
through reporting functions of the EMR and through Tableau.
SharePoint provides a platform to support information sharing between Centurion and the FDC. For
example, we upload logs used to track certain mental health service delivery activities, such as resident
requests, staff referrals, mental health emergencies, admissions and discharges from infirmary mental
health care as well as other activities onto SharePoint for both Centurion and FDC access.

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We also use Centurion’s online learning management system to provide FDC-specific staff trainings
addressing FDC requirements for mental health services and ongoing clinical trainings.
As discussed previously in our response to this section of the ITN, we will continue to use telehealth
equipment to provide psychiatric and psychological consultations and supervision as permitted by the
FDC and Florida statutes. Over the past several years, we have expanded our telehealth services in
collaboration with the Department with every facility now having Zoom capabilities, some with access in
restrictive housing. We hope to continue this expansion and have identified potential opportunities. We
look forward to continuing discussions with FDC to expand telehealth to include other mental health
disciplines such as fully licensed MHPs or to include inpatient, infirmary or special housing settings, if the
Department desires and approves this approach.
With the implementation of the electronic medical record, Centurion staff have moved from documenting
in the paper medical record and OBIS tracking system. We have also moved from using OBIS to using
the EMR for scheduling of outpatient services. We anticipate moving from using the FDC Mental Health
Inpatient Transfer (MHIT) system to using the EMR instead to support inpatient mental health services
and management of inpatient mental health beds.
One of our automation successes in the current contract is the ER tracker with automatic notification to
leadership, utilization management, and relevant leadership staff. If a patient goes to the ER for selfinjurious behavior, our mental health administrative assistant uses the ER tracker to notify the assigned
regional mental health director, site mental health leadership, and our statewide mental health director.
Moving forward into the new contract, we would like to explore with the FDC options to maximize tablet
use by FDC incarcerated individuals to include patient education mental health information. Centurion’s
clinical operations team, in conjunction with our clinical innovation committee, is actively exploring ways to
disseminate patient education information through residents’ use of tablets. During 2020-2021, Centurion
updated all patient education resource materials for medical, dental, mental health and substance use
services in preparation for conversion of the resources into an electronic format. With this conversion we
are now able to make this information available for the incarcerated individuals we serve in our healthcare
contracts.
Centurion has been pursuing, and is excited at the ability to potentially offer, the option for using tablets
for telehealth as well to disseminate patient education information 24/7. We are the first company to
move towards providing telehealth services through the use of tablets due to our partnership with one of
the largest companies supplying the tablets. Other applications being explored with tablets include online
patient forms, electronic medical record service requests, and live messaging with treatment staff.
Remote patient monitoring with tablet devices is another application being considered.
Resource Usage Plan/Approach. Our proposed staffing plans, provided at the end of Tab D, after our
narrative response to ITN Section 3.6, Healthcare Services, includes the mental health positions and
supervisory structures necessary to meet FDC mental health service requirements and performance
measures. Our mental health assessment resources will continue to include the following:


Intake Psychological Screening Report



Sex Offender Assessment Screening



Initial Suicide Profile



Clemency Evaluation

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

Mental Health Screening Evaluation



Work Release Evaluation



Inpatient Risk Assessment



Marriage Evaluation



Close Management Behavioral Risk
Assessment



Psychological Autopsies



Outside Hospital Evaluation



Mental Status Evaluations



Mental Health Emergency Evaluation



Other mental health evaluation or
assessment tools with agreement of FDC

Psychological Assessment resources will continue to include:


Beta-4



Beck Hopelessness Scale





Wechsler Abbreviated Scale of
Intelligence, Second Edition

M-FAST



Wechsler Adult Intelligence Scale IV



HCR-20



Adaptive Behavior Checklist



MCMI-III Corrections Report



SCL-90-R



Other risk assessment instruments with
agreement of FDC



Other testing or assessment instruments
with agreement of FDC

Our psychiatric clinicians will continue to complete psychiatric evaluations for patients meeting criteria.
Resources include the Diagnostic and Statistical Manual of Mental Disorders (currently DSM 5-TR) along
with Centurion multi-tiered proprietary Psychiatric Treatment Guidelines. We modify these based on:
evolving standards and guidelines of national organizations including the American Psychiatric
Association, new developments in the pharmaceutical industry, and peer-reviewed research:

Psychiatric Treatment Guidelines:
--- Attention Deficit Hyperactivity Disorder

--- Insomnia Disorder

--- Anticholinergic Medication

--- Laboratory Testing

--- Anxiety Disorders

--- Psychotic Disorders

--- Bipoloar Disorder

--- Posttraumatic Stress Disorders

--- Dementia Disorders

--- Tardive Dyskinesia

--- Depressive Disorders

Our proprietary Centurion evidence-based behavioral health curricula will continue to assist mental health
staff from a variety of sub-disciplines in the delivery of behavioral health services for patients with mental
health conditions, functional difficulties, and/or challenges while living within correctional environments.
We actively use these resources in our FDC-specific mental health program.
We provide packets using our in-cell psychoeducational programs that tied the interventions directly to
patient’s identified symptoms, problems, treatment goals and objectives. The materials are designed for
use across a wide spectrum of behavioral health populations, from general population to inpatient levels
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of care. The groups address a range of challenges, from adjustment disorder to self-injury to serious
mental illness to life sentences, and are tailored to correctional populations. Each group curriculum
includes a general overview, a certificate of completion, and session-by-session facilitator guides with
patient handouts. Patient handouts are available in English and in Spanish. The materials can be
adapted to the facilitator’s professional style and preferences in delivering group programming. Use of
DSM-5 Level 1 Cross-Cutting Symptom Measure (CCSM) during the first and final sessions of each group
enables facilitators to assess patient progress in symptom reduction over the course of the group. We
highlight our group curricula and two in-cell psychoeducational resources on the following pages.

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Group Program Curricula
Handouts
Available in
Spanish

Appropriate for Use with
Patients Challenged by
SMI or Cognitive
Limitations

Number of Modules

Accepting Mental Illness Group





5 Modules

Adjustment Skills Group



Group Name

7 Modules

Anger Management -- Handle Anger Better Group



Anger Management – Average Functioning Group



12 Modules

Anger Management – High Functioning Group



14 Modules

Anxiety Group



10 Modules

Body Basics Group



Building Healthy Relationships and Boundaries Group



9 Modules

Cognitive Behavioral Therapy for Depression (CBT-Depression) Group



12 Modules

Cognitive Behavioral Therapy for Insomnia (CBT-I) Group



8 Modules

Cognitive Behavioral Therapy Techniques Group



10 Modules

Combining Art and Mindfulness Group



8 Modules

Competency to Stand Trail Restoration Group



Coping and Hoping Group



7 Modules

Coping with Incarceration Group



6 Modules

Dealing with Feelings Group



15 Modules

Depression Group



7 Modules

Eating Disorders Psychoeducational Support Group



6 Modules

Exploring the United States Group



Gender Dysphoria Group



6 Modules

Grief Support Group



9 Modules

Introduction to Trauma Group



7 Modules

Life After Release Group



8 Modules









10 Modules

10 Modules

10 Modules

8 Modules

Living Life Incarcerated Group



9 Modules

Not Just Another Talk Group



8 Modules

Personal Hygiene Group





Planning for a Better Life Group





Psychotropic Medication Education Group



6 Modules
5 Modules
5 Modules
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Group Program Curricula
Handouts
Available in
Spanish

Group Name

Appropriate for Use with
Patients Challenged by
SMI or Cognitive
Limitations

Number of Modules

Seeking Motivation to Change Group



6 Modules

Self-Care Group



8 Modules

Self-Esteem Group



Sleep Hygiene Group



Social Skills for Challenged Patients





7 Modules

Substance Use Disorder Treatment Introductory Group





6 Modules

Symptom Management for Trauma Group

12 Modules



4 Modules



9 Modules

Not applicable

15 Therapeutic Activities

Tools for Today Group



15 Modules

Visual Journaling Group



8 Modules

Therapeutic Activities Group

In-Cell Programming Curricula

In-Cell Program Name

Alternative In-Cell
Psychoeducational
Program

Taking a Chance on
Change

Handouts
Available in
Spanish





Appropriate Use
with Patients
Challenged by SMI
or Cognitive
Limitations

Number of
Topics

Brief Description

11 Topics

The Alternative In-Cell Psychoeducational Program provides structured psychoeducation, tasks
and activities designed to provide patients housed in restricted, isolated, or quarantined housing
units with the opportunity to participate in psychoeducational programming, especially when
unable to attend groups with other participants. This alternative in-cell psychoeducational
program pulls from existing group modules and group programming currently available on the
Centurion portal as well as adds in up-to-date material revised and adapted to provide an
individualized self-help format for patients.

8 Topics

The Taking a Chance on Change (TCC) program is a structured in-cell treatment program
designed to provide patients with the opportunity to participate in psychoeducational
programming. The topics for TCC include: Preparing for Change, Self-Awareness/Goal Setting,
Identifying and Changing Mistaken Beliefs, Effective Problem Solving, Effective Communication,
Anger Management, Stress Management, and Relapse Prevention. Each of these eight topics
includes 4 to 8 self-study modules with patient handouts.

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Centurion has a wealth of patient education handouts on behavioral health topics, which we provide the
patient education topics in the table below. As discussed previously under automation tools, we look
forward to exploring the possibility of including this content on tablets to facilitate patient access 24/7.

Behavioral Health Patient Education Topics

Topic

General Description

Anger Management
Anger is an Emotion
Anger Cues
Anger Triggers and Ways to Diffuse
Ways to Manage Anger Better
Anger Management Techniques

Anger Management Patient Education handouts will help you
to better understand the nature and causes of anger identify
personal triggers and warning signs, along with better ways to
address the emotion when it is experienced.

Anxiety
Anxiety Problems in Corrections
Challenging Anxiety
How Do You Cope
Ten Reminders for Coping with Panic
Understanding Your Fears
Using Grounding to Reduce Emotional Pain

Anxiety Patient Education handouts will help you better
understand common anxiety symptoms and effective ways to
manage them. They review healthy versus unhealthy coping
strategies, particularly the importance of replacing negative
thinking and self-talk with positive thoughts and self-talk, as
well as actions you can include in your daily routine to develop
effective copying strategies.

Dealing With Incarceration
Anxiety Problems in Corrections
Being Assertive
Find Your Voice
How Do You Manage Stress
Importance of Forgiveness Trifold Brochure
Know Your Anger Cues
Snapping and Stressing Brochure
Dealing with Mental Illness
Beating the Heat – Meds and High Heat
My Coping Skills for Symptom Management
My Diagnosis and Symptoms
My Medications
Myths and Facts about Mental Illness

Dealing with Incarceration Patient Education handouts will
provide you with information about some things that you may
experience while you are incarcerated and provide some
helpful tips for healthy ways to respond or be aware of.

Dealing with Mental Illness Patient Education handouts will
help you work effectively with your mental health provider to
manage your mental illness, symptoms, and any prescribed
medications.

Depression
Confronting Depression
Depression – Tips to Help Yourself
Depression Affects Your Mind and Body
Depression and Traumatic Brain Injury
Sadness Trifold Brochure
What Can Cause Depression
What is Depression
What is Sadness All About

Depression Patient Education handouts will help you to better
understand the nature and causes of depression. They also
provide effective actions you can take to decrease the severity
and duration of depressed feelings.

Eating Healthy
Avoiding Food Traps
Eating Health With Food Serving Size Chart
Nutrition and Exercise
The Food Plate – The Food Groups

Eating Healthy Patient Education handouts will review how to
recognize healthy versus unhealthy food habits, including
recommended foods and proportions from the five major food
groups. .

Effective Communication

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Behavioral Health Patient Education Topics

Topic
Basic Communication Skills
Conflict Resolution
Styles of Communication

General Description

Effective Communication Patient Education handouts will help
you to better understand communication styles that are used
when engaging with others. The handouts will provide useful
information and tips on better ways to resolve conflict without
causing harm to self or others.

Exercise
Exercise Trifold Brochure
Reasons to Exercise
Walking and Stretching Exercises
What’s Good about Exercise

Exercise Patient Education handouts will explain the many
health benefits of regular exercise. These include: improve
mood, combat chronic disease, promote sleep, maintain
healthy weight, and boost energy levels.

Gender Identity
What is Gender Identity?
What is Gender Dysphoria?
What is Transgender?

Gender Identity patient education handouts will help you
understand gender as an entirely personal and individualized
experience. They will help you understand your own gender
identity experience, and labels used for certain issues or
concerns.

Grief
Grief and Mourning – The Basics
Grief Related Emotions and Feelings
Anger and Guilt in the Grieving Process
Stages and Cycles of Grief
Grief Communication
Grief Resolution
Developing a Personal Grief Care Plan

Grief Patient Education handouts will review the how grief is
the natural result of experiencing many types of losses.
They review the five stages of grief, the importance of giving
yourself permission to experience each of them, and how to
develop a personal care plan to address the feelings,
thoughts, and symptoms of grief.

Healthy Relationships
10 Tips to Making Friends
12 Elements of Healthy Relationships
Human Trafficking Patient Flyer
Identifying Feelings in Unhealthy Relationships
Signs of Domestic Abuse
Six Reasons Why Friendships are Important
What is a Healthy Relationship
What is Domestic Abuse

Healthy Relationships Patient Education handouts will help
you better understand the difference between healthy and
unhealthy relationships. They also provide suggestions on how
to establish and maintain healthy relationships, including
friendships as well as romantic partner relationships.

Making a Lifestyle Change
Begin Living Now Stop and Go
Excuses for Not Making a Change
Healthy Choices - Putting it All Together
Highways to a Happier Healthier Future
Risking to Learn New Skills
Self-Sabotage
Stages of Change Where are You
Thoughts on Change
What Do I Want from Treatment
What Really Works Trifold Brochure

Making a Lifestyle Change Patient Education handouts will
help you discover the many ways people tend to sabotage
their efforts to make healthy lifestyle changes. They offer
helpful insights and suggestions on how to identify and correct
self-sabotage and replace self-defeating thinking and habits
with effective ways to achieve positive lifestyle changes.

Suicide Prevention
Common Myths and Misinformation About Suicide
Risk Factors for Suicide
Spot the Early Warning Signs of Suicide

My Sister’s and Brother’s Keeper Patient Education handouts
will review the risk factors and warning signs of someone who
is suicidal. They also provide helpful steps you can take
personally to support someone who is suicidal, including
knowing when and how to get others involved when
someone’s risk for suicide is high.

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Behavioral Health Patient Education Topics

Topic

General Description

Personal Hygiene and Cleanliness
Cleaning Your Personal Living Space
Grooming and Hygiene Skills
Taking Care of the Skin You are In

Personal Hygiene and Cleanliness Patient Education handouts
will explain why ongoing personal hygiene and living space
cleanliness contributes to improved physical and mental
health. Additionally, they provide step-by-step instructions for
a broad range of personal hygiene and clean space tasks.

Self Esteem
How Do You See Yourself
How to Think Positively About Yourself
I am Me
If I Could Write a Book About Me
Importance of Forgiveness Trifold Brochure
Self Esteem Building While Incarcerated
Some Common Effects of Low Self Esteem
The Importance of Healthy Self Esteem
Why Should I think About my Self Esteem

Self-Esteem Patient Education handouts will review the
importance of developing and maintaining an accurate and
healthy self-image in order function well in life. They offer
practical suggestions on how to replace unhealthy, inaccurate
thoughts about yourself with a more accurate and hopeful view
that will lead to healthier functioning in all areas of life.

Sleep Problems
I Can’t Sleep Trifold Brochure
Sleep - What We Know
Sleep Education Sheet
Sleep Log
Stages of Sleep
Steps to Better Sleep
Things to Do if You are Awake

Sleep Problems Patient Education handouts will provide you
with some information about the importance of sleep including
tips on how to improve your sleep patterns. You will also find
a sleep log to help you track your sleep patterns.

Smoking Cessation
Are E-cigarettes Safe
Avoid Nicotine Relapse at Discharge
Fact vs. Myth – Pregnancy and Smoking
Motivation to Stop
Potential Complications of Smoking while Pregnant
Secondhand Smoke
Steps to Make a Quit Plan
The Dangers of Nicotine
Tips to Cope with Cravings

Smoking Cessation Patient Education handouts will provide
you with informational facts about smoking, its impact on the
human body as well as valuable tips to consider that may help
motivate you throughout your journey of moving towards a
smoke free lifestyle.

Stress Management

Coping Skills for Worrying
Easy to Use Stress Reducing Techniques
Learning to Relax through Deep Breathing
Learning to Relax through Exercise
Learning to Relax through Guided Imagery or
Visualization
Learning to Relax through Mindfulness and
Meditation
Learning to Relax through Progressive Muscle
Relaxation
Learning to Rest Your Mind Circles of Awareness
Principles of Stress

Stress Management Patient Education handouts will review
the basic principles or progressive steps that lead to stress,
including where in the process you can actually prevent a
potentially stressful reaction. They provide a number of
effective, easy to apply strategies and coping skills to
decrease excessive worry and stress.

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Behavioral Health Patient Education Topics

Topic

General Description

Thinking Styles
A-B-C-D Model of Negative Thinking
Challenging Core Beliefs
Challenging Mistaken Beliefs
Challenging My Negative Self Talk
Cognitive Skills – Triple Crown Techniques
Correcting Automatic Negative Thoughts
Five Kinds of Negative Self Talk
Mistaken Beliefs
Positive Self Talk – Coping Statements
Positive Self Talk and Affirmations
Self-Talk

Thinking Styles Patient Education handouts will review the
importance of understanding how our thinking and beliefs
impact our feelings and behavior. The handouts provide
helpful steps and insights on how to identify and replace
unhealthy, distorted thinking with more accurate thoughts and
beliefs. They explain why an accurate and balanced selfimage leads to more positive, healthy feelings and behaviors.

STOP Your Negative Self-Talk
Thoughts and Thinking
Understanding Your Fears

We also have a plethora of resources to support staff training related to mental and behavioral health.
Training resources include target audiences from a variety of disciplines: healthcare staff, mental health
staff, ancillary or support staff, and correctional staff. As discussed previously, Centurion has developed
and implemented staff training modules in de-escalation and behavioral interventions, conducting
functional assessments, ethical guidelines for behavior management, and risk assessment. To support
our counseling staff in providing psychoeducational groups, Centurion has specialized staff training in
providing groups to correctional populations.
Centurion Mental and Behavioral Health Guidelines provide guidance on the delivery of behavioral and
mental health services. These guidelines meet national standards and ethical guidelines, including those
of the American Psychological Association and NCCHC position statements and standards.

Behavioral Health Clinical Guidelines
~

Behavioral Health Consultation to Disciplinary
Process (with Model Form)

~

Behavioral Health Review for Segregation/
Restrictive Housing Placement

~

Behavioral Health Advance Preferences/
De-escalation Plans

~ Psychological Debriefing following a Discrete

~

Behavior Management Plans

~

Conducting Behavioral Health Rounds in Segregation

~

Critical Incident Education for Staff

~

Developing Treatment Plans for Patients
with Functional Impairment Due to Intellectual Disabilities

~ Incorporating Behavioral Health Advance Directives into

Traumatic Event
~

Screening for Irreversible Cognitive Decline

~

Suicide Precautions and Behavioral Health
Observation Interventions

~

Suicide-Resistant Cells and Rooms

~

Suicide/Self-Injury Risk Assessment

Correctional Care
~

Integrated Treatment Plans for Patients with Serious
Mental Illness and Substance Use Disorders

~

Management of Major Neurocognitive Disorders (Dementia)

~

Behavioral Health Assessment of Ability
to Make Informed Medical Decisions

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To meet the challenge of escalating overdoses in corrections, we have drafted a multidisciplinary clinical
guideline addressing post-acute drug overdose responses. This guideline includes guidance to medical
and mental health staff on collaborative post-acute assessment and treatment, and it supplements our
emergency medical protocols for responding to suspected overdoses. We provided overdose posters for
inmates that were placed in confinement, and other housing locations. Additionally, we have developed
Nursing Mental Health Guidelines to assist nursing staff in structuring the assessment and interventions
in emergency mental health situations.

Centurion's Mental Health Guidelines for Emergency
Mental Health Conditions
1. Self-Harm Self-Injurious Behavior

6. Extrapyramidal Syndrome

2. De-escalation

7. Neuroleptic Malignant Syndrome

3. Withdrawal

8. Polydipsia - Hyponatremia

4. Psychosis

9. Clinical Restraints

5. Mania

Centurion’s experienced credentialing department uses Aperture Credentialing, LLC along with detailed
policies and procedures to manage credentialing services and processes for our licensed staff, including
all licensed mental health staff in our FDC program. Centurion completes full credentialing of our
licensed staff at hire and re-credentials them annually. Aperture is the leading credentialing verification
organization and credentialing technology provider in the health care market. It has
received URAC (formerly Utilization Review Accreditation Commission) accreditation,
Measuring quality.
certified for 10 out of 10 elements set forth by the National Committee for Quality
lmprov1nQ health core
Assurance (NCQA).

NCQA

'

Centurion utilizes Aperture’s CredentialSmart (CredSmart) platform, a web-based credentialing and
privileging management system with all licensed staff working in our FDC program. CredSmart’s
functionalities reduce the time and resources spent managing credentialing files, retrieving primary
source data and communicating credentialing data throughout the contract. CredSmart eliminates
inefficiencies and provides real-time, accessible credentialing services that staff can manage at the facility
level. By using this software, Centurion eliminates cumbersome paper files and monitors credentialing
information subject to expiration through the Actionable Item Triggers.
Our credentialing process ensures that our mental health staff have the required qualifications and
credentials to provide the services and responsibilities included in their job descriptions and roles. It also
ensures that licensed staff have active licenses in good standing.
F. Mental Health Services and Staff to Ensure Service Delivery
Rather than presenting an exhaustive description of our mental health services, we highlight several
important aspects of our approach and delivery processes here to illustrate our capabilities within the

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page limitations of the ITN. As the incumbent, the FDC has familiarity with our delivery processes actively
reflecting mental health services requirements and various performance measures. We look forward to
providing additional information desired by the FDC during the negotiation process.
Outpatient Mental Health Services Delivery Processes
Screening, Assessment, Classification. We will continue to conduct comprehensive mental health
screening, assessment, evaluation, psychological testing and classification of incarcerated individuals at
the outset to ensure they have access to an appropriate level of mental health care. Our mental health
professionals, including psychiatric clinicians as clinically relevant, will evaluate new admission referrals,
and assign S-grades beginning at intake to reflect accurately the individual’s level of mental impairment
and necessary level of care. Our mental health professionals utilize the caseload tracker and EMR
reports, along with other logs, to track and to ensure that patients receive timely mental health screening,
assessment, intervention, and planning consistent with their individualized needs and assigned S-grade
or R-grade. We will continue to use tracking systems at reception centers, through OBIS, EMR reports,
and tracking logs to ensure proper follow-up. Centurion mental health staff provide services across the
FDC system in accordance with requirements of FDC policies and procedures including HSBs and
respective to their role and scope of service under their position and licensure.
Individualized Service Planning (ISP). Centurion’s development and review of outpatient ISPs, consistent
with FDC requirements, supports multidisciplinary collaboration, multi-modal interventions, and integration
of non-pharmacological interventions with psychiatric services. Our staff will continue to use the ISP as a
primary tool for assessing the patient’s progress towards defined treatment goals and for managing the
delivery of outpatient mental health services. Centurion trains our mental health staff to develop progress
notes that tie directly to the ISP through reference to target symptoms and/or behaviors. The practice of
requiring progress notes to reference ISP target symptoms and/or behaviors ensures that therapeutic
encounters are coordinated with ISP interventions.
Patient Education. Centurion recognizes the importance of patient education as an essential tool in
mental health treatment. Centurion has developed a library of patient education handouts that staff can
utilize during group or individual contacts.
Mental Health Groups. Centurion mental health staff will continue to provide groups at facilities identified
by the FDC. As referenced previously, to assist mental health staff in the delivery of groups, we have
developed extensive group curricula topics.
Psychiatric Evaluations. Centurion’s psychiatric clinicians, psychiatrists and APRNs, complete
comprehensive psychiatric assessment which includes, at a minimum, a brief psychiatric and
psychosocial history, thorough mental status examination, diagnoses using the American Psychiatric
Association’s Diagnostic and Statistical Manual for Mental Disorders, Fifth Edition, Text Revision (DSM-5TR), target symptoms supporting the diagnosis, and an initial plan for treatment.
In completing the psychiatric evaluation, psychiatric clinicians review the patient’s health record as well as
available reports of prior psychiatric treatment. Our psychiatric clinicians will determine the patient’s
psychotropic medication needs, including the need for any laboratory testing, as part of the initial
psychiatric evaluation. With the exception of temporary bridge orders, psychiatric clinicians will not order
medications without completing the psychiatric evaluation, providing a patient with an informed consent

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process, and obtaining a written confirmation of the patient’s consent to treatment.
Whenever clinically indicated, our psychiatric staff will request medical consultation or order laboratory
tests to rule out organic causes of the patient’s symptoms. When our psychiatric staff initiate
psychotropic medications, if clinically indicated, they order any baseline laboratory tests and
electrocardiograms (EKGs), as we outline in our FDC-approved Psychiatric Treatment Guidelines that we
summarized earlier in this section.
Psychotropic Medication Monitoring. Our guidelines for monitoring psychotropic medications, which we
reconciled with FDC requirements during the current contract, ensure that providers promptly address the
development of side effects and that serum levels remain within therapeutic windows.
Psychotropic Medications and Heat-Related Risks. When our providers initiate psychiatric medications,
they discuss the risks of heat- and sunlight-related complications during the informed consent process.
Our psychiatric staff encourage patients to wear protective clothing and sunscreen when under direct
sunlight, avoid excessive exhausting activities in elevated temperatures, and maintain an adequate intake
of fluid to avoid dehydration. We can also provide our patient education handout, “Beat the Heat,” to
patients as a reminder of ways to deal with high temperatures when taking psychotropic medications.
Supporting Patient Compliance with Psychotropic Medications. Centurion appreciates the importance of
supporting patient compliance with medication regimens and treatment. Our outpatient treatment teams
will continue to address the challenge of patient noncompliance through multidisciplinary collaboration.
We implement the following interventions to support compliance:


Thoughtful engagement of the patient to identify treatment goals and make treatment decisions



Providing sufficient information to enable the patient to make informed treatment decisions



Assisting the patient to recognize how adhering to medications supports treatment goals



Adjusting medications to the lowest effective dose and simplifying medication regimens



Assessing the patient regularly for side effects and treatment response



Identifying, reporting, and addressing medication noncompliance promptly



Addressing barriers to efficient medication administration



Evaluating patients who are repeatedly noncompliant for discontinuation of medication or due
process procedures for implementation of involuntary treatment

Our psychiatric clinicians collaborate with nursing staff, psychologists, other mental health professionals,
and security staff to support patient adherence to treatment. We believe in placing the patient at the
center of care and using motivational interviewing techniques as strategies. When patients are unable or
unwilling to follow medication regimens and meet statutory requirements for involuntary treatment,
Centurion will follow Florida statutes and FDC requirements to pursue necessary psychiatric treatment.
Weekly multidisciplinary integrated care calls in which medical and mental health jointly discuss patient
needs to transfer for involuntary treatment has sometimes resulted in averting these transfers.

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Close Management Patients. Centurion will continue to ensure access to necessary mental health care
for patients in close management and restrictive housing units. Our Behavioral Health Clinical Guidelines
summarized under our resource usage plan/approach above includes Clinical Guidelines to support the
provision of mental health rounds in restrictive housing, the completion of confinement assessments, and
mental health consultation to the disciplinary process. These areas require specialized skill sets.
Centurion healthcare staff maximized use of our unique structured in-cell psychoeducational program,
Taking a Chance on Change (TCC) with patients in restrictive housing during the pandemic to address
cognitive and behavioral deficits and related issues including challenges in impulse control, anger, emotion
regulation, effective communication, goal-setting, and long-term planning. We also offer a weekly therapy
group out-of-cell to all S2 and S3 patients per policy.
Inpatient and Infirmary Care Service Delivery Processes
Mental Health Admissions to Infirmaries. Our facility mental health registered nurse positions manage
mental health admissions to infirmaries, support multidisciplinary collaboration, communicate with the
patient, support treatment compliance, and provide necessary mental health interventions and patient
education. These efforts support suicide and self-injury prevention and efficient use of infirmary beds.
Centurion will provide the training necessary for our mental health nurses to complete the specialized
responsibilities required in monitoring and supporting mental health infirmary admissions.
Inpatient Therapeutic Services Schedule. Each inpatient mental health team will continue to develop a
therapeutic services schedule for the unit in conjunction with the Regional Mental Health Ombudsman
and security staff. The unit schedule will support inpatient services within the operational schedule of the
larger facility. The inpatient mental health unit schedule will include time for admission evaluations,
individual therapy, group therapy, psychiatric follow ups, outdoor recreation, therapeutic activities,
psychoeducational groups, therapeutic community meetings, MDST meetings, risk assessments, case
management, and discharge or transfer planning.
Inpatient Census Tracking and Reporting. All inpatient units will maintain a patient census database to
track patient progress and report bed availability to the FDC Central Office daily.
MDST Meetings and Individualized Service Planning (ISP). When clinically indicated, the inpatient unit
MDST will meet with security and nursing staff to discuss patient functioning, treatment and management
issues, operational concerns, and shared responsibilities, including any need to address treatment
developments occurring overnight and on weekends. Our staff will develop and review ISPs as required
by the FDC and consistent with the approach and resources that we previously discussed.
Out-of-Cell Structured Therapeutic Activities. Inpatient mental health staff will continue to ensure that
patients receive the required out-of-cell therapeutic activity hours including weekend requirements. We
will continue to utilize the FDC behavioral level system to incentivize positive behavioral change and
provide increased safety interventions when patient behaviors indicate a need for these.
Our structured psychoeducational and therapeutic group programming support symptom reduction,
functional improvement, and personal recovery goals for patients receiving inpatient services. Our

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therapeutic recreational activity services will meet or exceed national standards of care with activity and
recreational programming schedules to meet the multidisciplinary treatment needs of the patients served.

Scheduled and Recreational Service Activities

@

G

flt

•

e

Activity
Personal Hygiene
Social Skills Training
Therapy
Training and
Group and/or individual
Planned supervised group
Follow-up
exercises designed to
and/or individual activities that Group training on basic
develop an awareness of provide appropriate physical
personal hygiene with
one's impact on others,
release, an opportunity to
individual
follow-up as
promote positive social
learn group cooperation and
necessary
experiences , and reduce
enhance attention/
negative interactions
concentration skills

•

Anger
Management
Groups to increase
awareness of the many
facets of anger,
understanding anger, and
how to appropriately
manage and express
anger

Leisure Skills
Training
Facilitating group
involvement in playing
board games, discussing
current events, listening to
music, planning holiday
events, and other activities
that enhance an effective
use of leisure time reality
orientation

Biblio and
Video Therapy
Use of pamphlets, books,
and videotapes to
facilitate personal growth
and increase one's
understanding of life

•

Stress
Management
Group or individual
techniques taught to assist
patients in recognizing and
appropriately dealing with
stress

•

Meditation/
Relaxation
Techniques
Review and practice of
various relaxation and
meditation techniques
including mindfulness,
yoga, and guided imagery

Clinical Restraint Use. Because restraint use may be necessary to ensure patient and staff safety,
Centurion has developed comprehensive staff training to support the safe use of restraints when other
interventions do not restore safety. We use restraints only as a last resort and discontinue them as soon
as safety permits. For the FDC we developed a systemic de-escalation procedure institutionally involving
educating mental health security and nursing staff, CIT, and providing responsive therapeutic
interventions prior to the use of more restrictive alternatives towards the goal of keeping restraint use low.
Discharge Planning. Our staff will continue to ensure compliance with admission, discharge, and level
change requirements throughout the patient’s inpatient stay. We will support patient progression through
treatment levels, with the goal of providing treatment in the least restrictive environment. When patients
are receiving inpatient mental health services at end of sentence, we will continue to evaluate their

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treatment needs and develop a continuity of care plan that bridges into the community. When patients
meet statutory criteria for commitment, we will pursue community-based involuntary commitment.
Program Oversight and Clinical and Administrative Staffing Levels for Mental Health Services. Our
mental health leadership team will include all the positions identified in Section 3.6.1.2, Program
Management Minimum Requirements. If awarded this contract, we will continue to provide a structured
and effective means of oversight and management of FDC’s statewide mental health program with
systematic and routine monitoring, training, clinical expertise, responsiveness, and open communication
in our partnership with the FDC. We will continue to employ our strengths and resources within efficient
processes and continue to grow and evolve in our delivery of mental health services.
Centurion will continue to provide facility-based, regional, and
statewide mental health leadership and to employ a
consistent management and supervisory structure to ensure
service provision in accordance with FDC mental health
services requirements, performance measures, and
correctional mental health and community standards of care
and best practices. Our Florida leadership structure includes
Peggy WatkinsBeltran Pages, MD,
Peggy Watkins-Ferrell, PhD, CCHP-MH, Statewide Mental
Ferrell, PhD,
CHCQM
Health Director, and Beltran Pages, MD, CHCQM, Statewide
CCHP-MH
Statewide Psychiatric
Psychiatric Director/Advisor. Dr. Watkins-Ferrell leads a
Statewide Mental
Director/Advisor
team of seven regional mental health directors who maintain
Health Director
routine contact with mental health leadership at each facility,
while Dr. Pages oversees the delivery of psychiatric services across the state. To meet the identified
mental health needs of individuals incarcerated within the FDC and to provide the required screening,
assessments, evaluations, and services, we include a range of mental health personnel as detailed in our
proposed Florida program staffing plans at the end of Tab D, following our narrative response to ITN
Section 3.6, Healthcare Services. These positions will provide appropriate oversight to ensure all mental
health operations statewide and within each region are carried out in accordance with the requirements
outlined in this ITN. Our mental health leadership team includes the following:

Centurion Florida Mental Health Services Leadership Team
Leadership Position Title
in ITN Section 3.6.1.2

Centurion Current Staff Member

Statewide Mental Health Director

Peggy Watkins-Ferrell, PhD, CCHP-MH

Statewide Psychiatric Advisor

Beltran Pages, MD, CHCQM

Statewide Mental Health Reentry Coordinator

Annette Bushfield

Statewide Mental Health Training Coordinator

Brandon Cope

Regional Mental Health Directors

Dr. Sharday Summers-Brown; Dr. Kimberly
Leary; Dr. Lee Messina; Dr. Kathryn Cook; Dr.
Shaundel Boyce; Dr. Marina Cadreche

For the ease of the reader, we provide all of our full staffing plans for mental health services and the other
service areas for the Florida program at the end of Tab D, immediately following our response to ITN

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Section 3.6, Healthcare Services. Below, our proposed Centurion of Florida organizational chart that
further outlines our lines of authority and leadership roles for mental health services.

Dental Services Organizational Chart
Vice President of
Operations

Statewide Dental
Director

Oral Surgeon

Regional Dental
Directors

Statewide Dental
Administrator

Site Dentists

Asst. Statewide
Dental
Administrator

Site Dental
Hygienists

Site Dental
Assistants

Regional Dental
Administrative
Coordinator

G. Cost Savings for Mental Health Services
Centurion recognizes that we can achieve cost savings through reduction in patient acuity by ensuring
prompt and proactive access to mental health services, by matching the level of mental health services to
the patient’s treatment needs, and by ensuring use of evidence-based interventions. If awarded the new
contract, we will continue to achieve cost avoidances for the FDC by providing quality mental health
services in a manner consistent with FDC and statutory requirements.
Because we can promote cost savings by matching the level of mental health services to the complexity,
risk, and responsiveness of patient mental health conditions, we will continue to accurately screen,
assess, and diagnose mental health needs during and following the reception process. We will tailor
interventions to the patient through an individualized treatment planning process, and monitor patient
progress against treatment goals and objectives to improve the efficiency and efficacy of treatment and to
produce positive treatment outcomes. Centurion will continue to focus on reducing the length of
treatment needed to accomplish goals and results with increased psychiatric stability and functioning and
a reduction in the need for a higher level of care with higher associated costs. With effective mental
health assessment and treatment, the frequency of resident requests, grievances related to mental health
services, incidents of self-injury, mental health emergencies, and the need for SHOS or other intensified
interventions decreases.
Provision of evidence-based care and consistent structured manualized treatment in a group or in-cell
format reduces patient acuity or symptoms and provides a cost efficient means of treatment to maintain

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patients in general population settings, to reduce the length of stay on inpatient units, or reduce the need
for rapid or repeat re-admissions to inpatient units following discharge.
Appropriate behavioral management interventions for patients who engage in recurrent self-injury
reduces the frequency of self-injury, and thus the need for costly emergency department runs, associated
inpatient or infirmary care costs, and/or reparative medical procedures. Decreased need for
transportation to inpatient mental health units and community hospitals results in FDC cost avoidances for
correctional officer overtime and transportation.
Regarding pharmacy, we have provided clinically indicated, cost-effective treatment while decreasing
costs by taking off easily misused formulary drugs and replacing them with similar medications with no
misuse potential. We established criteria for keep-on-person (KOP) medications to reduce medication
lines and nursing time required to administer medications. With systems in place to monitor compliance,
our statewide psychiatric director implemented a system to improve more consistent ordering of KOP
administered medications versus DOT administration, when appropriate. Monthly conferences with
RDONs ensure pharmacy dispensing and nursing staff administration of medications per policy (KOP vs
DOT), thereby maximizing the utilization of nursing/security staffing.
Centurion is committed to supporting the FDC in reducing unnecessary movement of patients to other
FDC facilities and/or to offsite community providers, whenever possible. We recognize that each avoided
offsite patient transfer saves the Department a minimum of two correctional officer’s time to transport the
patient, in addition to utilizing other travel-related resources. This following list summarizes the actions
we have outlined above that Centurion will continue to take to support the FDC will reducing offsite
patient transports for mental health-related evaluations and or services:


Increasing the availability of onsite mental health services and resources



Utilizing multidisciplinary teams to review the medical necessity of potential offsite transfers



Implementing behavior management plans to reduce ER runs related to self-injurious behaviors



Expanding the use of multidisciplinary case consultations



Enhancing onsite clinicians’ assessment and decision making skills through targeted trainings
that assist staff with maintaining patient stability and reduce symptom acuity



Maximizing the creative use tele-mental health services, when approved by the Department

H. Value-Added Services for Mental Health
Flexible Scheduling. Centurion proposes to continue, and expand use of, our telehealth services to
support expanded care, mental health consultations and/or multidisciplinary collaboration between
facilities. We will also continue to collaborate with the FDC facility leadership to make needed scheduling
accommodations at the request of the Warden whenever possible. For example, due to limited space for
IQ testing at SFRC, the supervising psychologist and BHT adjusted their schedules to start early, at 6:45
a.m., on testing days (M-F) in order to conduct IQ testing beginning at 7:00 a.m.. At Martin CI, due to an
increased number of mental health patients in confinement, we adopted a schedule that included seeing
patients in confinement on Saturdays. Onsite staff maintained this schedule for about 13 months until the
number of patients in confinement decreased.

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SharePoint. Upon contract award, we will continue to utilize our SharePoint platform for tracking,
information sharing, and resources in partnership with the FDC. We will also continue to provide access
to a multitude of training, treatment, and assessment resources available through Centurion portal.
Clinical Operations. Centurion’s mental health clinical operations team will continue to provide resources
and guidance to our statewide, regional, and facility-based mental health leadership. We will also
continue to offer corporate consultation upon request to FDC mental health leadership and administration
regarding new initiatives, mental health units, or other mental health protocols under consideration.
During the current contract, the FDC and onsite clinical leaders asked our clinical operations team to
provide consultation and guidance regarding the management of recurrently self-injurious patients
receiving inpatient mental health services. In the new contract, we will continue to share the expertise of
our clinical operations staff from various disciplines to enhance service delivery for the FDC. For
example, we will continue to provide onsite consultation and multidisciplinary training at facilities as
desired by the FDC. These consultations can include addressing the challenge of repetitive, severe selfinjury exhibited by many patients, especially housed on inpatient units. Both leaders will continue to
support our leadership in Florida and the FDC in providing technical support, including developing
structured incentive programs to address the challenge of recurrent self-injury and other dangerous
patient behaviors. We look forward to discussing with the FDC the possibility of designating one of the
existing units as a behavior management unit. Through admission practices, we feel confident we can
support the Department in implementation of a specialized unit without creating additional costs.
Bringing Innovation in Reentry Services with FindHelp. In 2022, Centurion
launched FindHelp, a web-based search engine, which provides Centurion staff
and patients a platform to find and connect to social services in their desired area.
Our FDC-specific team has begun to use this resource in their aftercare work along
with existing resources in the FDC-specific portal.

findhelp

FindHelp is accessible from anywhere at any time, and customized to the specific and complex needs of
Centurion patients. Centurion patients can find free or reduced-cost services like medical care, mental
health care, substance use treatment, housing, food, job training, and more. Available to all Centurion
patients across all Centurion programs as part of reentry, this resource represents another long-term
investment of Team Centurion in the success of our patients upon release.
FindHelp contains more than 550,000 locations and 300,000 listings across the United States with 95% of
all programs verified at least every six months. Centurion’s customized FindHelp page is available at
www.CenturionHealth.FindHelp.com. As of June 2022, companywide seekers have made more than
10,000 searches on Centurion Health’s FindHelp. Since the program’s launch, 340 users have
accessed information on Florida, through 574 sessions and 2,544 searches, which resulted in
1,552 interactions with service providers.

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ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

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~

centurion_

3.6.5 Hospital Administration and Care at RMC Hospital Service Area
A. Acceptance of Hospital Administration and Care Requirements
Centurion acknowledges and accepts each of the 37 requirements for hospital administration and RMC
service area itemized in ITN Section 3.6.5, Hospital Administration and Care at RMC Hospital. After
carefully reviewing the ITN hospital care requirements, we noted two new requirements, compared to
current practice requirements, HC-009, Ambulatory Surgical Center Services, and HC-037, Radiotherapy
Services. We will meet the two new program requirements and continue to comply with preexisting
program requirements in a manner that meets or exceeds Department expectations for hospital
administration and RMCH care.
We acknowledge that the listed requirements in the ITN do not comprise an exhaustive list of all
requirements that we must meet to maintain hospital services and licensure. We note additional
requirements relevant to the RCMH throughout other ITN sections that we will comply with, such as PGM024, PGM-035, PGM-074, and others. Centurion will continue to meet these and all other requirements
necessary to maintain hospital services and licensure. We will continue to provide quality timely health
and hospital services for the FDC in compliance with Florida statute Chapter 395, F.S if awarded the new
contract.
Program Requirement Modifications. Performance requirement HC-007, providing 24/7 access to
provider coverage for the urgent care center, is an increased level of service, compared to current
operations. Currently, a provider is accessible 24/7 for hospital level patients admitted to the RMCH, and
the urgent care center may refer a patient for hospital admission, if clinically indicated. However, the
urgent care center does not hold Agency for Health Care Administration (AHCA) accreditation and
operates independently. If AHCA accreditation for the urgent care center is necessary or desired by the
Department, we will work to include this service in our next AHCA audit.
We also acknowledge that HC-019 requires onsite lithotripsy services. Currently, we provide this service
as offsite specialty service. Centurion will collaborate with the Department to provide onsite lithotripsy
services if the current operational practice will no longer meet requirements under the new contract.
Since the implementation of the Fusion EMR, we have streamlined HC-028, hospital discharge
requirements. RMCH staff will continue to utilize the EMR to complete the identified discharge forms and
processes. We will continue to deliver and store these documents using the EMR as directed. We will
continue to collaborate between RMCH staff, FDC staff and the receiving institution’s healthcare staff to
ensure effective communication and coordination for patient transfer.
B. Acceptance of Hospital Administration and Care Performance Measures
Although the ITN does not include performance measures specifically in this section, 3.6.5, Hospital
Administration and Care at RMC Hospital, we acknowledge the current program’s performance
measures as they relate to the RMCH to include PM-070 - Ensure that RMC Hospital holds a valid AHCA
Hospital Licensure, based on AHCA audit criteria. We also acknowledge and accept from ITN Section
3.6.8.4, Quality Management Performance Measures: PM-QM-01 – RMCH and any other Department
license the hospital holds, a valid AHCA Hospital Licensure with Expectation: Ensure maintenance of

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ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

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~

centurion_

AHCA Hospital Licensure. We have successfully maintained AHCA licensure as the incumbent
healthcare services provider for the FDC. We will continue to meet the 100% requirement from PM-070
and described in PM-QM-01 as a performance measure for this ITN.
We further acknowledge that we will continue to meet AHCA accreditation requirements that ensure
successful reaccreditation. Due to COVID-19, there have been no AHCA audits since 2018. We
anticipate that an AHCA audit will occur in the near future, and we are prepared to maintain RMCH AHCA
accreditation.
We look forward to clarifying expectations for any new hospital administration and RMCH care
performance measures with the Department, should there be any. We understand the expectation for
provision of the same healthcare and hospital services at a second fully licensed hospital once
constructed and look forward to discussing this further during negotiations.
C. Ability to Exceed Hospital Administration and Care Performance Measure Requirements
Centurion is prepared to continue compliance with the Agency for Healthcare Administration
(AHCA) for RMCH hospital licensure. For current hospital administration performance measure
PM-070, we have maintained a 100% compliance in our current contract with the Department.
We will continue to ensure that the RMCH meets AHCA accreditation standards. To date, the
RMCH has no open corrective action plans for deficient AHCA requirements. We are confident
in our ability to operate the RMCH under AHCA accreditation standards and meet the FDC’s expectations
for operating hospital level of care under FDC jurisdiction.
Centurion does not propose any other performance measures related to ITN Section 3.6.5, Hospital
Administration and Care at RMC Hospital.
The RMCH does not currently provide the FDC with hospital administration reports, as required by other
FDC healthcare sites. The RMCH Governing Board and the Board of Directors meet quarterly to review
hospital administration and ensure that healthcare and custody staff meet required thresholds for care.
The BOD, a multidisciplinary team of FDC and Centurion representatives, reviews and approves provider
credentialing, monitors morbidity and mortality outcomes, and ensures ACHA compliance, in collaboration
with RMCH administration. We will continue to collaborate with the FDC and provide integrated and
multidisciplinary oversight for hospital services. If the Department decides to implement hospital reports,
we will work to provide such reports within timelines and formats preferred by the Department that meet
FDC objectives and expectations.
D. Proposed Modifications to Hospital Administration and Care Performance Measures
Centurion does not propose any modifications to the current performance measure PM-070 for hospital
administration or new PM-QM-01, nor do we recommend any hospital administration performance
measures at this time.
E. Plan for Providing Hospital Administration and Care Services
Methodologies. Centurion will conform to Florida State Regulations for hospital services, as well as
AHCA accreditation requirements for hospital administration and care, and all applicable statutes and
rules governing hospital operations. We will continue to utilize RMCH specific policies and protocols to
ensure healthcare and hospital services delivery meets state and accreditation requirements. Our history

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

~
~

Section
Tab D – Service Area Detailed Solution

of sustained AHCA accreditation demonstrates our ability to
continue to deliver quality, timely hospital services that comply
with accreditation standards. Additionally, we will continue to
ensure that hospital operations meet established professional
standards of care as well as requirements sets forth by
accreditation, federal, and other organizations.
We will continue to coordinate a Governing Board, Risk
Management Committee, CQI Committee, and an onsite infection
control program. Centurion will also provide RMCH staffing as
required to deliver high-quality hospital care at the RMCH.

centurion_

Centurion
IN

FLORIDA

Our history of sustained AHCA
accreditation demonstrates our
ability to continue to deliver quality,
timely hospital services that comply
with accreditation standards.

Our methodologies, which we highlight below under the Services subsection, will continue to include, but
are not limited to the following:


Collaborative partnership with the Department and adherence to FDC HSBs and Procedures,
Florida statutes and rules, and other standards of care and accreditation.



Proactive recruitment and retention of qualified, credentialed staff



Multidisciplinary treatment planning and teams



Strong and supportive leadership for program oversight and training



Clinical supervision



Utilization of evidence-based clinical guidelines and treatment manuals



Internal monitoring through our quality management program;



Coordination of care with community hospitals, acute care settings, and/or outpatient clinics;



Network development of quality ancillary and specialty care services

Automation Tools. RMCH’s use of the Fusion EMR assists in streamlining required FDC forms for care
coordination and improving services tracking functionality. Fusion delivers the FDC an EMR solution that
meets AHCA license requirements and is a fully integrated, all-in-one EMR system inclusive of medical,
behavioral health, dental, electronic medication administration capabilities, and numerous other clinical
documentation tools. We will continue to monitor the use of the EMR at the RMCH and identify areas for
improvement through our regional EMR and information technology teams to ensure that the EMR
supports ongoing compliance with AHCA requirements as well as relevant HSBs including 15.12.03,
Section III., F., as specified under PGM-086. We will continue to provide necessary tools onsite to deliver
quality healthcare for hospital services.
Resource Usage Plan and Approach. Centurion uses a detailed staffing plan to ensure we have sufficient
resources to perform the services required at the RMCH by the FDC. We acknowledge that there have
been staffing challenges at the RMCH during the COVID-19 pandemic. Centurion will continue to work
closely with the FDC to improve RMCH staffing through creative and expanded recruitment and retention
efforts. We provide detailed information about our staffing plan, including the staff we will use to deliver
hospital level services in our response to Section Tab B, Experience and Ability to Provide Services.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

Centurion is committed to providing the required staffing to maximize utilization of the hospital beds
available to FDC patients at the RMCH.
Centurion provides a wealth of proprietary resources and tools to assist healthcare staff in providing
evidence-based healthcare services. Our disease management guidelines support delivery of chronic
care, mental health and psychiatric guidelines support delivery of mental health and psychiatric care, and
clinical and prescribing guidelines address aspects of ambulatory care. These clinical guidelines draw
from treatment guidelines and recommendations from, but not limited to, the following expert medical
organizations and resources:
Recognized National Standards of Care

f AJ\FP

AASLD

American A cademy of
Fam ily Phys icia ns

American A ssoc iation for
the Study of Li ver
Di seases

•

Am eri ca n Hea rt

Assoc iatio n

Ame rica n Boa rd of
Inte rn a l Medi c ine

American Medica l
Association

ASSOCIATION

G

Nationa l Institutes of
All ergy and Infect ious
Di sease

......

f

American Cancer
Soc iety

American College of
Cardio logy

NI~ I·I ID}

{ 4-54MHSA

•

r-·~s""'-;

-

American Society of
Addicti on Medici ne

Nationa l Institute of
Mental Health

-

A.

,/

American College of
Obstetricia ns a nd
Gynecolog ists

ATSA

PSYCHIATRIC

American Psychiatric
Association

Nationa l Heart, Lung and
Blood Institute

✓--c-)
__ ') A\D)A

-

AMERICAN

AMA~

IDSA 'l)
Infecti ous Diseases
Society of America

•e /i"\
I

AMERICAN
CANCER
W SOCIETY.

Ameri ca n Denta l

American Diabetes
Association

Associat io n

hhihin

Am eri can

A ssociation for the

Cen ter for Di sease

Psyc ho log ica l
Associatio n

Treatment of Sexua l
A busers

Co ntro l a nd Prevent ion

Nationa l Instit ute of
Hea lth

-~
•
i

/""""·"'

UpToDate

US Departme nt
of Hea lth and
Human Services

Centurion Manuals and Treatment Guidelines

Clinical Guidelines

General Practice Guidelines
General Reference Guidelines
Preventive Screenings
Diagnostics
Therapeutic Interventions
Surgical Interventions
Patient Specific Durable Medical Equipment
Vaccinations
Additional Clinical Guidelines

Disease Management
Guidelines for
Chronic & Infectious
Diseases







Asthma Disease Management Guidelines
Diabetes Type 1 Disease Management Guidelines
Diabetes Type 2 Disease Management Guidelines
Hepatitis C Disease Management Guidelines
HIV Disease Management Guidelines

~

World Hea lth
Organ izatio n

Centurion’s clinical operations team has established and continuously updates numerous clinical
guidelines and treatment manuals for our correctional programs. Upon contract award, we will provide
the Department with a full listing of our clinical guidelines and manuals for the FDC’s consideration. The
table below provides a sample of key clinical categories most relevant for hospital/ infirmary-level care.











I

l~
~ I

•....,_-:::i

Substance A buse and
Mental Hea lth Services
Admi nistration

HIV Medicin e
Association

Page D.95

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

Centurion Manuals and Treatment Guidelines






Hypertension Disease Management Guidelines
Lipid Disease Management Guidelines
Seizure Disease Management Guidelines
Sickle Cell Disease Management Guidelines
Tuberculosis Disease Management Guidelines

Prescribing
Guidelines

















Contraception
Erectile Dysfunction
Fish Oil Supplements
Medical Marijuana
Nasal Steroids
Probiotics
Testosterone Therapy
Vitamin D Supplementation
Acne Vulgaris
Anticoagulants – Converting Between Oral Anticoagulants
Anticoagulation Therapy
Gabapentin for Neuropathic Pain, including Gabapentin Medication Agreement
Insulin – Sliding Scale
Onychomychosis (Fungal infections of the toenail)
Skeletal Muscle Relaxants

Infection Prevention
and Control Manual
























Infection Prevention and Control Program
Infection and Prevention Education
Exposure Control Plan
Biohazardous Waste Management
Needle and Sharp Safety
Infection Control Precautions
Surveillance
Reportable Diseases
Communicable / Infectious Diseases
HIV
Hepatitis
Ectoparasites (Lice and Scabies)
Tuberculosis Control Plan
Skin and Soft Tissue Infection Management
Gastrointestinal Infections
Laboratory Specimen Handling
Intravenous Therapy Guidelines
Cleaning, Disinfecting, Sterilization
Outbreaks and Contact Investigation
Vaccines and Immunization
Staff Health Guidelines
Infection Control Program Reporting

End of Life Hospice
Manual





Essentials of Hospice/Palliative Care
Goals of the Prison Hospice Program
Centurion Hospice Policy (Purpose, Description, Policy)

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

Centurion Manuals and Treatment Guidelines







Housing
Admission Criteria (Purpose, Criteria for Admission, Procedure, Sample Forms)
Policy – Care of the Terminally Ill – Comprehensive (Purpose, Policy, Definitions,
Procedures)
Hospice Staffing
Job Descriptions
Hospice
Hospice Patient’s Bill of Rights
Resources

Hepatitis Control
Protocols




Included in Centurion’s Infection Prevention and Control Manual
Addressed in our Hepatitis C Disease Management Guidelines

Continuous Quality
Improvement Manual










Design and structure of the CQI system
Monitoring of service delivery and high-risk interventions
Risk management
Utilization review/management tracking
Monitoring tools, logs, and calendars
Report writing and results analysis
CQI study examples
Completing meaningful corrective action plans





These resources directly relate to the efficient provision of primary and secondary health and hospital
care. Additionally, relevant to the RMCH mission to provide chronic care services for patients requiring
skilled nursing services or medical isolation in an extended care setting, Centurion has an Infirmary
Manual that covers chronic long-term care. We designated the manual for care that may require ongoing
skilled nursing and ancillary care staff with specialized knowledge and technical training for management,
observation, and evaluation for unstable or progressive chronic conditions requiring observation that is
more frequent. The manual defines types of service delivery based on designated level of care and
recommendations for physician and nurse monitoring and documentation.
Providers also have access to online consultation resources that include:

KRAMES

UpToDate®

PATIENT EDUCATION

Krames Library, an online library
with up-to-date information on a
broad range of healthcare related
topics. T hese resources are
accessed by healthcare staff and
printed , as needed , for patients in
their care. This valuable resource
provides healthcare information on
over 4,000 topics in both English
and Spa nish.

UpToDate, an evi dence-based ,

physician-authored , on-line clin ical
decision support resource . While
not directl y accessed by patients,
the information gained by healthcare
staff is often shared with patients
as part of the patient education
component of each healthcare
encounter.

~
Rubicon MD
RubiconMD , a web-based eConsult
system . This resource provi des our
medical provi ders quick access to
clinical special ists , who provide
consultation at the point of care and
increase our ability to make clinically
informed decisions. Results often
shared with patients as part of the
patient care and education process.

EBSCO
EBSCO is the leading provider of
evid ence-based clin ical decision
support solutions, shared
deci sion-making resources, health
care business intelligence and
peer-reviewed medical research
information. Their clinical decision
support tools help improve patient
outcomes, increase patient
engagement, and support
value-based care.

~
~

centurion_
Centurion Central is an website
boasting thousands of internal and
external resources for employees
such as webinars, trainings, videos,
libraries, journals, open
subscriptions, education, policies,
and more. Employees can
navi gate amongst tools to guide
them in their day-to-day practice.
Centurion Central has an entire
ded icated space to the Integrative
and Collaborative Healthcare
Model , a strategic pillar of
Centurion's company vision.

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ITN No. 22-042
Comprehensive Health Care Services

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Tab D – Service Area Detailed Solution

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~

centurion_

Centurion ensures that our providers have access to sufficient resources and clinical supports to provide
our patients with up-to-date, evidence-based healthcare services.
Processes. RMCH staff operate under the leadership of the hospital medical director and hospital
administrator. We will continue to provide leadership in these roles with Ramon Bassa, MD, CCHP,
RMCH Medical Director and Priscilla Roberts, AA, Hospital Administrator, as well as roles consistent with
ITN Section 3.6.1.2, Program Management Minimum Requirements subsection RMCH Leadership
Positions listed in the table.
Our healthcare services delivery processes will continue to follow existing RMCH protocols as we detail
below under Services. Our healthcare staff and subcontractors will comply with Centurion’s credentialing
requirements and processes, highlighted below.

r-------.Al'-~ Aperture·· : Making the Credentialing Process Easier
BENEFITS

FUNCTIONALITIES
• URAC accreditation

• Reduce time and resources spent on
credentialing

• Certified for 10 out of 10 elements set by the
National Committee for Quality Assurance
(NCQA)

• Provide real-time, accessible credentialing
services

• Fully compliant with the Joint Commission
• Communicative, web-based , and privileging
management system

urac·
ACCREDITED

• Eliminates inefficiencies and monitors
credentialing expirables through Actionable
Item Triggers that alert the healthcare
professionals and Centurion contract manager
• Allow Centurion internal contract monitors to
review and audit credentialing record
maintenance and credentialing process with a
click of the mouse

'------------'~credentialSMART
As previously noted, Centurion’s credentialing process is consistent with nationally accepted correctional
healthcare standards including those of the NCCHC and ACA, as shown in the graphics below. We
maintain current policies and procedures defining our credentialing process and maintain credential
folders for all healthcare providers and staff. Additionally, RMCH providers undergo review by the
Governing Board for RMCH privileges.
RMCH staff will continue to follow RMCH policies and protocols developed in compliance with State
regulations, AHCA standards, and Centurion clinical guidelines that align with NCCHC and ACA
standards. We will continue to ensure that hospital services meet community and professional standards
of care, including care delivered by subcontractors. We provide further detail on our processes in this
section response.

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ITN No. 22-042
Comprehensive Health Care Services

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~

Section
Tab D – Service Area Detailed Solution

centurion_

Centurion Credentialing Process Overview
INITIAL CREDENTIALING

ONGOING CREDENTIALING
Staff are responsible for renewing
licenses/certifications and _1xoviding_
documentation, confirming CME's or CEU's

*if there is an issue or negative
- - - - mark of candidate's license - - - ~

Renewals require primary source verification

t
Centurion's internal Credentialing Review
Committee (CRC) reviews and discusses
to make a determination to offer
employment and under what conditions

Centurion obtains NPDB reports annually to
verify no potential concerns have come up

CRC is an internal committee comprised of
our Assistant Risk Manager and Physicians

DOC Client informed of review and
determination

Our electronic database and credentialing files are monitored ongoingly
by regional leadership and CQI staff Our corporate clinical operations
staff review credentialing as part of routine program reviews.

Service Delivery (HC-001-002, HC-006 – 008, HC-010 – 019, HC-030). The ambulatory surgical center
will continue to operate under the U.S. Medical Group as a licensed outpatient surgery center within the
state of Florida. Licensing and provided services will continue to be in accordance with State law,
hospital by-laws, AHCA accreditation standards, and recognized community and professional standards
of care to include, but not limited to, the following:













Agency for Health Care Administration
U.S. Preventive Services Task Force
Center for Disease Control and Prevention
American Medical Association
American College of Radiology
Florida Board of Medicine
Florida Board of Nursing
Florida Board of Radiology
American Safety and Health Institute
American Speech-Language-Hearing Association
Florida Board of Speech-Language Pathology and Audiology
National Commission on Correctional Health Care

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ITN No. 22-042
Comprehensive Health Care Services


Section
Tab D – Service Area Detailed Solution

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~

centurion_

American Correctional Association

We will continue to provide nursing services 24/7, 365 days per year, under the supervision of an onsite
Florida licensed medical doctor (MD) or licensed osteopathic physician (DO). Staffing will be adequate to
provide hospital operations and deliver quality healthcare to FDC patients in need of hospital-level care,
including both inpatient and outpatient services as clinically relevant. Hospital care and support services
will continue to include an urgent care department, specialty clinics, oncology treatment, and an
ambulatory surgical unit.
Our medical providers will complete daily rounds. Additionally, our nursing staff will conduct patient
rounds at least once per shift, or more frequently based on the providers orders. Our providers and
nursing staff will provide and document their daily rounds in accordance with RMCH policies and
protocols. The facility medical director, statewide medical director, and/or qualified designee will be
available to RMCH providers to discuss patient acuity and provide clinical consultation 24/7. Nursing staff
will have access to provider consultation onsite 24/7.
We are prepared to provide hospital services in compliance with program requirements HC-10 through
HC-18. Centurion will not maintain patients onsite that require care beyond the scope of services
available as a cost-savings measure. We will ensure that patients have access to necessary onsite
specialists for consultation and treatment, or receive acess to offsite care to properly address the patient’s
condition and treatment plan. We discuss access to offsite speciality care in more detail in our response
to ITN Section 3.6.7, Utilization Management and Speciality Care Service Area.
We recognize that HC-19 requires lithotripsy services on site once per month; however, due to the low
demand for this service it has been more cost-effective to engage offsite specialist for the provision of this
service. We will discuss with the Department the expectations for onsite lithotripsy and meet the
expectations for service delivery moving forward.
Centurion will continue to provide RMCH services in compliance with program requirement HC-008, to
include IV therapy, catheterization, blood infusions, chemotherapy, analgesia, anticoagulants, ECG and
Holter monitors, ambulatory surgery, pre/post-operative and convalescence care, wound management,
long-term management of patients on ventilators, hospice and palliative care, rehabilitation, treatment of
immune-compromised patients, respiratory care, and dialysis, among others. We will continue to work
with the FDC and the RMCH Governing Board to address gaps in service delivery and engage our
network development team and program leadership to identify solutions. We are committed to ensuring
that the RMCH is equipped to offer services needed by FDC patients in the most cost-efficient manner.
An example of our efforts to provide the Department with cost-efficient
services is our exploration of expanded laboratory services at the RMCH.
Under the leadership of Dr. Johnny Wu, Centurion’s Chief of Clinical
Operations, a certified CLIA laboratory director, we have reopened dialog with
BioReference, the laboratory vendor for the RMCH, to identify opportunities for additional onsite services
that will improve quality control, and fidelity and timeliness of test results. Our relationship with
BioReference nationwide allows Centurion to negotiate better rates for the FDC, making previously

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Tab D – Service Area Detailed Solution

~
~

centurion_

unachievable expansion of laboratory services a possibility, including possible expansion of laboratory
services for the RMCH.
Radiology (HC-032 – 037). We will continue to provide onsite x-ray services for inpatient and outpatient
services at the RMCH. We will continue to use digital x-ray technology for diagnostic imaging. We will
schedule FDC patients in need of x-ray as soon as possible to avoid delays in diagnosis and care. Our
radiology services will continue to remain in compliance with AHCA and State standards for hospital
licensure, laws and regulations. Radiology services will be under the supervision of a Florida licensed,
board-certified radiologist, to include supervision of a radiology manager and technicians. We provide
detailed information about our radiology staffing plan in our response to ITN Tab B, Experience and
Ability to Provide Services, subsection B.5, Personnel.
We will ensure 24/7 access to radiology services for FDC patients. The RMCH radiology unit will operate
Monday to Friday, 8:00 am to 12:00 am, and on weekends, after hours and holidays an on-call provider
will be accessible for emergency services. We will also ensure compliance with Program Requirements
HC-35 through HC-37 that includes:












Examinations using barium
Examinations using contrast medium
Computerized tomography
Invasive procedures
MRI
Routine radiographs (x-rays)
Ultra sonograms
Nuclear medicine
PET/CT scans, in collaboration with the RMC Cancer Center
Sleep studies
EEGs

We will continue use of our FDC approved providers for the provision of
radiology services. This includes TridentCare MobileX for imaging
services. MobileX has been serving patients in healthcare facilities and
correctional institutions for over 35 years and has built an outstanding reputation for availability,
responsiveness, quality, and patient comfort. We understand that the Department also maintains
contracts with CCCNF-Lake Butler, LLC and the RMC Cancer Center for radiotherapy services.
Centurion will continue to utilize these subcontractors as directed by the Department. We understand
that the FDC will directly manage the financial requirements of these vendors in accordance with FDC
contract C2573. Centurion will continue to be financially responsible for the payment of subcontractors
contracted by our organization.

Tride ntCare

Ambulatory Surgical Centers (HC-009). Centurion has successfully continued to expand the use of the
ambulatory surgery at RMC during our current contract. RMC ambulatory surgery complies with State
regulations, specifically Chapter 395, F.S. We collaborated with RMCH leadership to identify and
reimagine space to accommodate a post-operative area to enable additional surgeries to occur. In
particular, this area has allowed on site total knee and hip replacement to occur since these surgeries do

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
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require more intense post-operative care. We also have secured the necessary licenses and contracted
with specialist in compliance with State law. Currently, the ambulatory surgical center is equipped to
provide general, dermatology, ophthalmology, orthopedic, colorectal, ENT, oral, podiatry, plastic/hand,
and urology services. Our network development team will continue to work to identify qualified specialty
care providers to fill service gaps when the Governing Board and CQI Committee identify such service
needs.
Staffing Plan and Recruiting (HC-001, HC-003 - 005, HC-024 -026). Centurion remains committed to
achieving optimal patient outcomes, and meeting our clinical performance requirements, including staffing
requirements. We will use a detailed staffing plan to ensure that we have sufficient staffing resources for
the RMCH. We provide detailed information about our staffing plan, including the staff we will use to
provide RMCH healthcare services in our response to ITN Tab B, Experience and Ability to Provide
Services, subsection B.5, Personnel.
We will ensure that Centurion or subcontracted physicians provide direct staff supervision at the RMCH
for inpatient diagnostic and therapeutic services, medical diagnosis, treatment, and care for the injured,
disabled, or sick patient, including rehabilitation services, at the RMCH. Additionally, a registered nurse
supervisor will oversee patient care nursing assignments by unit and evaluate compliance with the
patient’s treatment plan. Nursing assignments will consider the qualifications, experience, and
competency skills of the available nursing staff.
Centurion expects and ensures that all nurses, support staff and providers to
act within the scope of their Florida state license, professional code of ethics,
and RMCH policies and protocols. Our RMCH Executive Nursing Director,
Amy Angle, RN, will remain responsible for the overall supervision and
operational delivery of nursing services at the RMCH, including administrative
tasks to include credentialing requirements, staff rosters, employee folders,
and staff assignments, including for private or per diem nursing staff.

Amy Angle, RN
RMCH Executive
Nursing Director

RMCH nursing staff will complete patient admission assessments within two
hours of arrival and ensure that a registered nurse (RN) completes the
individualized nursing plan for each patient according to RMCH policies and protocols. We understand
that a RN must maintain oversight and responsibility for patient nursing plans. Nursing staff will
document in the EMR using FDC forms DC4-732, Infirmary/Hospital Admission, and DC4-0028, Nursing
Progress Note.
RMCH Admission / Discharge (HC-020 – HC-023, HC-027 - 028). RMCH-level care supports recovery
from serious illness, surgery, or injury and provides specialized medical services to include increased
nursing or skilled care, and/or assistance with activities of daily living. Staff will issue patients admitted to
the RMCH will sign FDC Form DC4-713A an identification band as required. At admission, we will verify
and ensure documentation in the EMR of allergies or No Known Drug Allergies (NKDA), medications,
physician orders, and other intake assessments as indicated by RMCH policies and protocols. RMCH
nursing staff will complete admission assessments within two hours of arrival and complete
documentation as required in the EMR.

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Upon admission to RMCH, designated staff will provide orientation to patients that includes education on
how to access staff using the assigned call light, facility access including location of bathrooms, meals,
and other patient services. We will work to ensure all RMCH patients have appropriate access to facility
services and healthcare staff. Upon admission, we will also review healthcare directives, patient bill of
rights, rules and regulations, and other requirements as noted in Program Requirement HC-022 and
request patients to sign FDC Form DC4-0020 as verification of receipt.
When the attending physician clears patients for discharge, nursing staff will complete a discharge note in
the EMR using FDC form DC4-0028 and identify follow-up medical requirements for housing placement,
to include assessment for placement in a confinement unit if indicated. Patients that we discharge to
another facility and/or infirmary will receive care coordination between RMCH staff, discharge
coordinators, and the receiving institutions healthcare and facility staff as required. We will ensure that
the EMR has all pertinent medical information updated and complete prior to transfer and provide
confidential paper copies of healthcare forms as needed for transport. We will comply with discharge
requirements as identified in Program Requirement HC-028.
We understand that the optimal use of RMC hospital level of care resources minimizes the use of offsite
hospitalizations and specialty care. We appreciate that these services are critical for managing care and
avoiding unnecessary associated costs. However, as noted above, Centurion will not maintain patients
onsite as a cost-savings measure when they require care beyond the scope of services available.
Infection Control (HC-029). We will continue to implement a RMCH infection control
program led by the RMCH Director of Nursing and Infection Control Nurse.
Centurion’s infectious disease prevention and control program includes training,
education, surveillance, preventive techniques, treatment, and reporting of infections
and diseases in accordance with federal, State, and local laws. The RMCH will follow
contemporary infection control procedures consistent with practices defined by the
AHCA and the Centers for Disease Control and Prevention, as well as the Florida Department of
Health and FDC policy requirements. Our philosophy, policy and procedure, and strategies of controlling
exposures with focus on patient safety, staff safety and emergency response aligns with OSHA’s
“Hierarchy of Controls”:
C ENTERS

FOR

DI SEASE '"

CONTROL AND P RE V EN TION

Elimination

Physically remove
the hazard (most effective)

Substitution

Replace the hazard

Engineering Controls

OSHA's Hierachy
of Controls

Administrative
Controls

PPE

Isolate people from the hazard

Change the way people work

Protect the worker with personal
protective equipment (least effective)

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We will continue to provide the FDC an infection control program at the RMCH that includes:






Surveillance, prevention, and control of infections among patients and personnel
A system for identifying, reporting, evaluating, and maintaining records of infections
Ongoing review and evaluation of infection control events and protocols
Infection control training for RMCH healthcare, security, and other support personnel

Centurion of Florida will continue to use the FDC infectious disease manual at the RMCH. Centurion also
provides a comprehensive corporate infection prevention and control program and manual as noted
earlier. With the FDC’s approval, we can provide Centurion’s Infection Prevention and Control Manual on
site for reference to complement the FDC infectious disease control and prevention manual and
requirements.
RMCH infection control leadership will have access to Brenda Sue MedleyLane, RN, CCHP-A, Centurion’s Corporate Infection Prevention and Control
Coordinator with over 50 years of experience in the healthcare field, 38 years in
infection control, and 22 in correctional health care. Ms. Medley-Lane ensures
infection prevention and control policies and procedures align with current
standards of practice and regulations in collaboration with healthcare clinical
leadership. She ensures that each Centurion program is current with infection
Brenda Sue Medleycontrol initiatives through her contacts at the CDC, Advisory Committee on
Lane, RN, CCHP
Immunization Practices, and Federal Bureau of Prisons. She is a national
Corporate Director of
speaker on infection prevention and control in corrections and an adjunct trainer
Infection Prevention
for the CDC’s Tuberculosis Center. In 2018, the Academy of Health
and Control Coordinator
Professionals in NCCHC elected Ms. Medley-Lane to its board of directors. Her
leadership and expertise during the COVID-19 pandemic was instrumental across Centurion programs.
Social Services (HC-031). Centurion’s social services staff for the RMCH will continue to be accessible
Monday through Friday, 8 am to 5 pm, and base their availability on the needs of the facility. They will
continue to meet their assigned responsibilities as detailed in Program Requirement HC-031. We
acknowledge that this includes, but is not limited to the following duties: serving as a liaison between
patients and their families, discharge planning, coordination with parole, critical and death notification to
patient’s families, counseling and assessment services. Our social services staff also support
coordination of operational tasks such as canteen, banking, visits, law library, and other services.
Centurion will communicate with the Department and RMCH staff regarding acute and complex cases on
a regular basis. As part of our multidisciplinary process, we discuss a patient’s eventual release and any
healthcare services they may require upon reentry. This discussion allows the team to proactively identify
and seek the types of healthcare services the patient may need, making sure that follow-up services and
supports are available at the time of discharge. Social services staff will develop discharge plans that
ensure continuity of healthcare needs. This includes working with patients to review their eligibility for
Medicaid, Social Security, and VA benefits as appropriate.
Social services staff will ensure that patients discharging to the community have connection to housing,
medical or mental health referrals, community provider linkages for care, benefits enrollment, and/or other

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services such as long-term care if needed. We will include detailed information within the EMR on the
discharge plan in the patient’s medical record.
F. Hospital Administration and Care Services and Staff to Ensure Service Delivery
In collaboration with onsite hospital administration and medical director, the RMCH receives operational
and administrative oversight by the Governing Board and the Board of Directors (BOD). The BOD will
continue to include the RMC Warden, the FDC medical and mental health directors, FDC administration,
and Centurion’s statewide medical director. The RMCH will continue to receive guidance and leadership
to provide high-quality hospital level care for FDC patients.
RMCH leadership, onsite providers and the BOD will continue to have access to Centurion’s corporate
clinical leaders, processes, training and education, and other available resources to ensure the provision
of quality hospital level of care for FDC patients. This includes Johnny Wu, MD, FACP, FACCP, CCHPP, CCHP-A, Corporate Chief of Clinical Operations, John May, MD, FACP, Corporate Chief Medical
Officer, Katie Wingate, RN, BSN, MSN, CCHP, Corporate Chief Nursing Officer, and Brenda Sue MedleyLane, RN, CCHP, Corporate Infection and Prevention and Control Coordinator, among many others.
Centurion’s Network Development team, led by Lisa Rossics, Senior Vice President of Network
Development, will continue to provide access to necessary specialists who deliver onsite services, and
access to offsite care when the scope of service is beyond that available at the RMCH. Ruth Feltner, BA,
CCHP, Statewide Vice President of Operations, will continue to provide program services oversight,
contract compliance across the FDC program, and ensure that the RMCH receives necessary resources
to meet its mission.
Program Oversight and Clinical and Administrative Staffing Levels for RMCH Services. Our RMCH
leadership team will include all the positions identified in Section 3.6.1.2, Program Management Minimum
Requirements. These positions will provide appropriate oversight to ensure all RMCH operations within
each region are carried out in accordance with the requirements outlined in this ITN. Our statewide
RMCH leadership team includes the following:

Centurion Florida Reception and Medical Center Hospital
Leadership Team
Leadership Position Title
in ITN Section 3.6.1.2

Centurion Current Staff Member

RMC Hospital Administrator

Priscilla Roberts, AA

RMC Hospital Chief Medical Officer

Ramon Bassa, MD, CCHP
Nalini Anandjiwala, MD

RMC Hospital Executive Nursing Director

Amy Angle, RN

RMC Hospital Director of Nursing

Cassie McAlister
Amanda Parrish

RMC Hospital Infection Control Nurse

Jamie Tomlinson

RMC Hospital Pharmacy Consultant

Tim Rakas, PharmD

RMCH Health Information Specialist

Kimberly Bryant

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Centurion Florida Reception and Medical Center Hospital
Leadership Team
Leadership Position Title
in ITN Section 3.6.1.2

Centurion Current Staff Member

RMCH Risk Manager

Trish Taylor, BSN, RN

RMCH EMR Specialist

New Position in 2022 ITN

We will continue to provide site-based leadership to ensure that the healthcare delivered is consistent,
quality, and contract compliant across FDC sites.
For the ease of the reader, we provide all of our full staffing plans for RMCH and the other service areas
for the Florida program at the end of Tab D, immediately following our response to ITN Section 3.6,
Healthcare Services. Below, our proposed Centurion of Florida organizational chart that further outlines
our lines of authority and leadership roles for services at RMCH.

RMC Hospital Services Organizational Chart
Hospital
Administrator

Clinical Risk Manager

········ RMC Governing Board

*Nephrologist employed by Orion Medical Enterprises
** Pharmacy Consultant employed by Advanced Pharmacy Consultants
***Radiology Manager and Technicians employed by MobileX

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G. Cost-Savings for Hospital Administration and Care
Centurion worked closely with FDC leadership to reimagine the physical plant at RMCH to provide an
area for post-operative care and replace obsolete or inefficient healthcare equipment. This collaboration
facilitated the ability to provide more onsite ambulatory surgeries. The initiative involved relocating
patients and retrofitting the space. We are proud that this accomplishment has facilitated avoidance of
unnecessary patient transports and inpatient hospital stays that are costly to the Department. We will
continue to work with the ambulatory surgery center available at RMC to provide FDC patients access to
onsite general, dermatology, ophthalmology, orthopedic, colorectal, ENT, oral, podiatry, plastic/hand, and
urology surgical services.
H. Value-Added Services for Hospital Administration and Care
By continuing to partner with Centurion, the FDC can be assured that we are committed to achieving
performance measures and will identify solutions to reach these objectives. Our network development
and recruitment teams are able to draw from our relationship with Centene and their presence in Florida
as Sunshine Health and Ambetter. This relationship allows Centurion access to an established
healthcare network developed over the last 35 years that includes hospital affiliates and specialty
providers across the state.
We will continue to offer Centurion’s Nurse Advice Line and FindHelp
value-add offerings to support RMCH social services staff and FDC
patients preparing to discharge to the community. Centurion will
continue to offer former incarcerated patients community access to
Centurion’s Nurse Advice Line for up to 90 days post release to
support patients at their most vulnerable while reintegrating back into
the community. This service accommodates questions and concerns
about both medical and behavioral health needs. Our experienced,
trained registered nurses use physician-approved guidelines, protocols
and health information topics to provide telephonic medical triage and
health information services to patients recently released from custody.
Year-to-date in 2022, we have received 14 calls from Florida released
individuals and 80 calls across all participating Centurion programs.

Centurion
IN

FLORIDA

Centurion worked closely with FDC
leadership to reimagine the physical
plant at RMCH to provide an area for
post-operative care, update nursing
stations, and replace obsolete or
inefficient healthcare equipment.

In 2022, Centurion launched FindHelp, a web-based search engine, to provide
findhelp
Centurion staff and patients a free platform to find and connect to social services
in their desired area. Our FDC-specific team has begun to use this resource in their aftercare work along
with existing resources in the FDC-specific portal. FindHelp, accessible from anywhere at any time, and
customized to the specific and complex needs of Centurion patients, provides access to free or reducedcost verified social and public services including medical care, mental health care, substance use
treatment, housing, food, job training, and more. FindHelp contains more than 550,000 locations and
300,000 listings across the United States with 95% of all programs verified at least every six months.
Centurion’s customized FindHelp page is available at www.CenturionHealth.FindHelp.com. As of June
2022, companywide seekers have made more than 10,000 searches on Centurion Health’s
FindHelp website.

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3.6.6 Pharmaceutical Services Service Area

A. Acceptance of Pharmaceutical Service Area Requirements
Centurion acknowledges and accepts each of the 40 pharmaceutical services requirements itemized in
ITN Section 3.6.6.3, Pharmaceutical Services Minimum Requirements, as written. As the incumbent
healthcare provider, we currently meet these pharmacy services requirements and do not anticipate any
challenges or barriers to doing so in the new contract as well.
However, we note that a number of the pharmacy services requirements appear to not reflect the new
automated processes in place since implementation of the EMR system. For example, PS-001, PS-003,
P-005, PS-006, PS-09, and PS-010 prescribe specific FDC forms or medication administration record
(MAR) notation methods that are not identical to the processes now in place since implementation of the
EMR system, which eliminated, in most cases, the need to document these tasks on a hardcopy MAR. If
desired by the FDC, during the negotiation process we can work with Department to update these
pharmacy requirements to reflect the new, automated processes now in place through the EMR system.
With regard to PS-036 and the requirement to utilize the drug exception request (DER) process for the
listed situations, we note that in December 2021 the pharmacy and therapeutics committee modified this
list. The P&T committee eliminated the need to use DER for two of the listed situations: 1) for four or
more psychotropic medications, and 2) more than one medication in a mental health treatment category.
However, we are open to complying with whatever the Department prefers and look forward to clarifying
the final status of medication situations that require the DER process.
Additionally, with regard to PS-0439, we look forward to obtaining clarity from the FDC on the intent of the
next to last statement, which indicates that the Department is responsible for non-formulary prescription
purchases. This statement appears to contradict the first sentence in PS-039 that indicates the vendor is
responsible for the costs of non-formulary medication prescriptions dispensed by the Department’s
pharmacies. We understand that exception to this requirement is for DAAs and therapies to treat HIV, for
which the Department is financially responsible.
Centurion also looks forward to clarifying with the FDC the references in PS-033,
PS-034, and PS-035 to the duties of the certified consultant pharmacist. Some of
these requirements we currently meet through our onsite, subcontracted consultant
pharmacist, while our own Statewide Pharmacy Program Director, Tim Rakas,
BPharm, CPh, MBA, who is also a certified consultant pharmacist, fulfills others,
like PS-033. In the spirit of transparency, we look forward to reviewing these type
of clarifications to ensure that we are meeting the FDC’s expectations with the
personnel intended by the Department.

Tim Rakas, BPharm,
CPh, MBA
Statewide Pharmacy
Program Director

Centurion accepts responsibility for all aspects of pharmacy management services
including, but not limited to following: ordering, inventory control, administration,
return and/or disposal of pharmaceuticals for all incarcerated individuals assigned to the FDC. Our
qualified healthcare staff will prescribe and administer medications necessary for the treatment of any
disease, illness, or injury incurred by FDC residents where we provide pharmacy management services.

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Furthermore, our pharmacy services delivery system, processes and policies will comply with applicable
State and federal regulations, national accreditation standards, as well as Department Health Service
Bulletins (HSB), policies and orders, including but not limited to the following:







Federal Controlled Substances Act
United States Pharmacopoeia and National Formulary (USP-NF)
Florida Board of Pharmacy
National Commission on Correctional Healthcare (NCCHC)
American Correctional Association (ACA)

We have extensive experience in providing pharmacy services for our statewide correctional partners and
look forwarding to providing comprehensive healthcare, including pharmacy services, to the Department.
Below we describe our pharmacy management team, approach, resources, and experience that will be
available to the Department upon contract award.
We will continue to be responsible for a medication management program following established FDC and
Centurion’s FDC-conformed policies and procedures. In particular, our pharmacy management services
will remain consistent with the Department’s HSB 15.14.04 – Pharmacy Operations, including the five
appendices labeled A through E. Other relevant HSBs to which Centurion will continue to conform our
services include HSB 15.05.19, Psychotropic Medication Use Standard and Informed Consent, and HSB
15.04.15, related to dental pharmaceutical services. These HSBs, and other FDC policies and produces,
as well as contract requirements, will continue to serve as the foundation for our healthcare staff trainings
for nursing and providers tasked with any pharmacy-related responsibilities.
B. Acceptance of Pharmaceutical Service Area Performance Measures
Centurion acknowledges and accepts the three pharmaceutical services performance measures itemized
in ITN Section 3.6.6.4. We are not recommending any modifications or additions to the pharmaceutical
performance measures for the new procurement.
Acceptance of Pharmaceutical Services Reports. Centurion acknowledges and accepts the five
pharmaceutical reports itemized in ITN Section 3.6.6.5, Pharmaceutical Services Reports. These five
reports are the same as what Centurion is currently responsible for in our current contract. Upon contract
award, Centurion will provide the FDC with a list of each FDC institution’s consultant pharmacist of record
and their current phone numbers. We will also provide the FDC with a pharmaceutical policy and
procedure manual to all FDC institutions, the Contract Manager, and the Chief of Pharmaceutical
Services. Centurion will provide both of these deliverables within 30 days of the new contract effective
date.
Dr. Rakas will continue to provide the FDC with a copy of the monthly consultant inspection reports
immediately upon his receipt and review of the reports provided to him by our consultant pharmacy group,
Advanced Pharmaceutical Consultants (APC).
C. Ability to Exceed Pharmaceutical Performance Measures
In the current contract, the Department has elected to combine PM-PS-01 and PM-PS-02 into one
performance measure, PM-006. Presently, PM-006 is the Department’s only pharmaceutical specific

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performance measure. Since the inception of our correctional partnership with the FDC, Centurion has
consistently scored 100% on these measures by maintaining compliance with mandatory standards to
retain the State of Florida MQA Board of Pharmacy Permit and the United State DEA Controlled
Substance Permit. In compliance with REP-PS-05, we will continue to provide a copy of all pharmacy
permits to the FDC immediately upon our receipt of renewed permits.
D. Proposed Modifications for Pharmaceutical Performance Measure Requirements
We propose to modify the due date for REP-PS-03 to the 12th business day of the month, reflecting
information from the previous month. This timeframe would be helpful, but not critical, because Centurion
does not receive results from Advanced Pharmaceutical Consultants until the ninth business day.
Centurion would prefer to have adequate time to review all inspection reports we receive from APC prior
to sending them to FDC and be prepared to answer any questions the Department may have about the
results.
E. Plan for Providing Pharmaceutical Services
Pharmacy Management Controls. Centurion will continue to be responsible for management controls,
staffing, and quality assurance of pharmaceutical services. Our corporate pharmacy team currently
oversees the services provided by a multitude of pharmacies that range from state run operations to
privately owned organizations. Our pharmacy team will address and resolve quickly any pharmacy
related concerns, should they arise. We have a positive working relationship with the FDC’s four
statewide pharmacies in our current partnership and do not anticipate any performance or oversight
concerns for the FDC procurement.
Pharmacy Licenses. Centurion will ensure appropriate licensing of onsite and offsite pharmacies to
provide all pharmacy services for medication distribution to the FDC based on State and federal law. Our
onsite pharmacy consultants, staffed through our pharmacy consultant subcontractor, APC, will work
closely with our Statewide Pharmacy Program Director, Tim Rakas, to ensure that each applicable FDC
facility maintains their pharmacy-related licenses and permits.
In addition, Centurion recently added to our corporate pharmacy team
Albert Vierra, Pharmacy Controlled Substance Regulatory Manager. He
will assist Mr. Rakas with monitoring and maintaining all required pharmacy
licenses and permits for facilities associated with our FDC correctional
healthcare partnership. Mr. Vierra is uniquely qualified to assist with
compliance, licensing, and permits related to controlled substances. Prior to
joining Centurion, he worked with the Drug Enforcement Administration
(DEA) for 25 years providing investigations and security leadership as a
DEA Supervising Special Agent.
Centurion intends to fulfill the pharmaceutical services requirements in a
manner that is consistent with our current operations.

Albert Vierra
Pharmacy Controlled
Substance Regulatory
Manager

Automation Tools. As the FDC is aware, Centurion implemented a statewide EMR system, Fusion, in
December 2021. This tool, although not specific to pharmaceutical services, interfaces with the FDC’
pharmacy services software to allow Centurion providers to electronically prescribe and submit their

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medication orders for FDC patients. In addition to e-prescribing, Fusion allows our nursing staff to utilize
electronic medication administration records (eMAR) in place of hardcopy MARs. Both of these
automated tools within the EMR system facilitate more efficient pharmaceutical operations across all FDC
facilities.
Methodology: Nurse Training. Centurion will continue to provide initial orientation, annual review, and asneeded training to ensure our nursing staff follow relevant Health Services Bulletins and FDC policies and
procedures governing the ordering, transcribing, preparing, administering, documenting, storing,
inventorying, and transferring of medications. Our training includes responding to medication noncompliance, mouth-checks following administration of oral medications, procedures for intravenous
medications, provision of emergency medications, procedures for involuntary medications, and
procedures for ensuring security of controlled medications.
During the current contract, Centurion developed FDC-specific training for nursing staff on medication
management. The training covers the following topics:

Medication Management Training Topics for Florida Nursing Staff

►

Patient Self-Administration

►

Medication Ordering Process

►

Medication Storage and Accountability

►

Medication Availability and Types

►

Medication Occurances; adverse and
drug reactions

►

Pharmacy Inspections

►

Medication Compliance

►

Medication Administration and Documentation

The medication management training module includes review of specific FDC documentation forms
related to medication management, including:

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►

DC4-521, Medication Refill Request

►

DC4-690A, Occurrence Report

►

DC4-550, Quality-Related Event Report

►

DC4-701, Chronological Record of Health

►

DC4-551, Medication Destruction Log

►

DC4-701A, Medication and Treatment Record

►

DC4-683, Protocol Services

►

DC4-701 L, No Show Call Out Log

Florida Medication Management Training Module Forms

►

DC4-711A, Refusal of Care Services

►

DC4-714B, Physician's Order Sheet

►

DC4-712A, Stock/Legend Medication Weekly
Count

►

DC4-781 E, Narcotic Accounting Log

►

DC4-712D, Legend Drug Account Record

►

DC4-714, Controlled Substance Sheet

►

DC4-797Q Return of Unit Dose Medication Log

►

DC4-802, Narcotic Key Exchange

Centurion will ensure that our healthcare staff receive training and review the FDC’s Pharmaceutical
Operations Policy and Procedures Manual on an annual basis. We will continue to promptly distribute the
Department’s policy updates to our staff and provide orientation or training as needed to ensure
Centurion staff understand the policy or procedure changes and their implications for day-to-day
operations. We commit to providing the FDC with verification of this training and annual review of the
Policy and Procedures Manual for Pharmaceutical Operations, as required by REP-PS-04.
Methodology: Managing Pharmaceutical Inventories and Security. Centurion is familiar with the
requirements for dorm and stock medications, maintenance of perpetual inventories for legend
medications, returning or disposing of expired and/or damaged medication stock, transferring patient
medications with the patient, and ensuring security and key control for narcotic medications. Our
healthcare and pharmacy staff currently perform these responsibilities and have been trained to ensure
they comply with statutory and FDC requirements for these procedures.
Methodology: Formulary Management. Centurion will meet FDC requirements for formulary adherence.
During the current contract, we have worked closely with the FDC Office of Health Services to ensure we
understand and follow the FDC formulary and required prescribing practices. We have demonstrated
consistent success in training our clinicians in formulary adherence and compliance with the nonformulary exception request process.
John Lay, MD, our Statewide Medical Director, and Beltran Pages, MD, CHCQM, our Statewide
Psychiatric Director/Advisor, are voting members of the P&T committee and have worked closely with
Tim Rakas, Statewide Pharmacy Program Director, and the Department’s Chief of Pharmacy to initiate a
number cost-saving pharmacy initiatives over the past five years. We highlight several of these initiatives
later in our response to this service area requirement.

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The graph that follows is an additional example of our formulary management effectiveness. It
demonstrates Centurion’s commitment and ability to educate and monitor our providers to support nonformulary and other best practice, cost-effective prescribing habits. Starting in mid-2019, the cost for nonformulary medications has decreased significantly from their high levels in the first half of year. In the first
half of 2019, the average monthly non-formulary medication costs were $245,629, while average monthly
costs in the second half of that year declined sharply to $34,951.
As the graph shows, we have maintained the much lower non-formulary cost trend through the present.
In the first calendar quarter of 2022, the average monthly non-formulary medications costs were $30,833.
We recognize that this sharp decline was due primarily to the FDC and the P&T committee adding a
number of previously non-formulary medications to the formulary. Added medications to the formulary
provides the FDC the opportunity to negotiate preferred costs with their vendors, resulting in an overall
cost-avoidance for the Department.
We provide the same level of diligence regarding formulary adherence in all of our correctional healthcare
contracts, regardless of who is paying for the medications.

FDC Non-Formulary Medication Cost Trend
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Methodology: Polypharmacy. In our healthcare partnerships where we have access to pharmacy
utilization data, we track and trend aggregate and individual clinician polypharmacy practices. After our
pharmacy team compiles and aggregates the data, we share the findings with the Centurion statewide
and regional medical directors. The medical directors, in collaboration with Centurion’s pharmacy
management department, analyze the data to determine where we may need corrective action to address
any medication prescribing practice concerns of individual clinicians. Our medical directors and
healthcare trainers address programmatic or systemic issues in prescribing practices through training.
Our medical directors share an overview of the analysis of prescribing practices with the clinicians. Our
pharmacy management team members provide onsite educational seminars to the clinicians on
evidence-based care and updates to national guidelines in medication use, formulary compliance,
polypharmacy, and medications with patient misuse potential. They also provide clinicians with regular

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updates on medication cost-related issues such as manufacturing shortages and medications for which
we expect generic formulations to become available.
We propose doing the same for the FDC partnership going forward and recognize that this would require
having access to FDC pharmacy utilization data. Centurion has in place exceptional pharmacy data
analytics and reporting capabilities, which we highlight below as one of our value-added services.
For the FDC, we recognize that without access to the Department’s pharmacy utilization and cost data, it
is not possible to monitor and utilize this information to track our progress both aggregately, or per
provider, with regard to cost-effective prescribing practices, including polypharmacy concerns. With the
recent implementation of the EMR system, Centurion and the Department have an opportunity to change
this going forward, if desired by the FDC. Through the EMR system, Centurion could access the
pharmacy CIPS data, if approved by the Department, as we do in our other contracts.
We propose that the Department consider allowing Centurion access to their raw pharmacy data for our
corporate pharmacy and data enterprise solution teams to analyze. As we do in our other correctional
programs, these corporate resources allow us to create client-specific pharmacy dashboard reports and
other metrics, including extensive data analytics. Doing the same for the FDC will allow both the
Department and Centurion to monitor our progress with improving cost-effective prescribing practices for
the FDC.
Methodology: Polypharmacy Reduction. Centurion recognizes the challenges involved with
polypharmacy and has developed clinician training to address this issue. Centurion’s training addresses
the importance of reducing the complexity of medication regimens and eliminating unnecessary
medications through instructions about specific, commonly prescribed, medications. The goals of the
training are to ensure prescribed medications are appropriate for existing conditions and to:





Minimize medication interactions (drug-drug, drug-disease, drug-diet)
Minimize additive side effects (inappropriate therapeutic duplication)
Ensure appropriate medication dose and treatment duration
Ensure communication between multiple prescribers

In our current contract, we have provided the following training topics for our providers:







Medication Management - Polypharmacy
Role of Aspirin for Primary Prevention of Cardiovascular Outcomes
Concurrent NSAIDs and Aspirin Use
Role of Niacin and Fibrates in Cholesterol Management
Recommended Treatment Options for Hypertension
Duplicate Proton Pump Inhibitors and H2 Use

Centurion’s pharmacy management team also uses pharmacy data to monitor and trend reductions in
polypharmacy. Evaluation of patients on multiple medications and comparison of prescribing practices
against evidence-based guidelines have resulted in interventions to reduce the most common forms of
polypharmacy.

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Methodology: Maintaining Required Pharmacy Permits. Centurion has successfully maintained each
FDC facility’s pharmacy permits from the Florida Department of Health, Board of Pharmacy Institutional
Class II Permit, or Modified II-B Institutional Permit and the United States Department of Justice Drug
Enforcement Administration registration for each Institutional Class II and/or Modified II-B Institutional
Permit.
The site pharmacy consultant reviews each permit and license on the monthly pharmacy inspection
report. Mr. Rakas, our Statewide Pharmacy Program Director, maintains a spreadsheet with each
facility’s DEA license and pharmacy permit expiration dates. He reports this information to our corporate
pharmacy management and enterprise data solutions teams. Mr. Rakas also has the responsibility of
submitting the application for license and permit renewals to our corporate office to ensure timely
payment of each FDC facility’s renewal fee.
F. Pharmaceutical Services and Staff to Ensure Service Delivery
Consultant Pharmacy Services. Centurion of Florida will continue our current provider contract with
Advanced Pharmaceutical Consultants (APC) to provide a Florida licensed consultant pharmacist for
each institution and a Florida Board of Pharmacy registered consultant pharmacist for a designated
number of Modified IIB Pharmacy permits under the management of Centurion of Florida.
APC provides a consultant pharmacist for Centurion of Florida. This consultant pharmacist is ultimately
responsible for oversight and ensuring that each FDC facility adheres to all FDC Health Services
Bulletins, Technical Instructions, other Department policies and procedures, as well as applicable federal
and state laws, rules, and regulations governing the pharmacy services.
Pharmacy and Therapeutics Committee Initiatives. We highlight below a list of recent P&T committee
initiatives designed to improve pharmaceutical effectiveness and/or operating efficiencies. These
initiatives include, but are not limited to the following:


Addition of once-daily dosing of long-acting biosimilar insulin product Semglee (glargine)



Removal of twice-daily Tudoiza (DOT) inhaler and addition of once-daily dosing, Incruse Ellipta,
which is also KOP



High cost biologics added to formulary will require a specialist recommendation and two RMD
approvals once patient has failed other conventional treatments

Program Oversight and Clinical and Administrative Staffing Levels for Pharmaceutical Services. Our
pharmaceutical leadership will include the statewide pharmacy program director, identified in Section
3.6.1.2, Program Management Minimum Requirements. This position ensures appropriate oversight to
ensure all pharmacy management and service operations within each region are carried out in
accordance with the requirements outlined in this ITN.

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Our statewide pharmacy leadership team includes the following:

Centurion Florida Pharmacy Leadership Team
Leadership Position Title
in ITN Section 3.6.1.2
Statewide Pharmacy Program Director

Centurion Current Staff Member
Tim Rakas, BPharm, CPh, MBA

We will continue to provide statewide, regional, and site-based leadership to ensure that the healthcare
delivered is consistent, quality, and contract compliant across FDC sites. For the ease of the reader, we
provide all of our full staffing plans for pharmacy services and the other service areas for the Florida
program at the end of Tab D, immediately following our response to ITN Section 3.6, Healthcare
Services. Below, our proposed Centurion of Florida organizational chart that further outlines our lines of
authority and leadership roles for pharmacy services under medical services.

Pharmaceutical Services Organizational Chart

Statewide Medical Director

Statewide Pharmacy
Program Director

FDC Pharmacy
Director

Consultant Pharmacist

Centurion of Florida Statewide Pharmacy Program Director. Tim Rakas,
BPharm, CPh, MBA will continue to function as the statewide pharmacy
program director for Centurion and provide direct oversight for pharmaceutical
operations and the pharmacy consultants throughout the state.
Mr. Rakas has held this position since 2021 and been collaborating with the
FDC on all aspects of pharmaceutical operations. He will continue to work with
the FDC Chief of Pharmaceutical Services to manage the statewide formulary
and monitoring clinician prescribing metrics and formulary adherence.

Tim Rakas, BPharm,
CPh, MBA
Statewide Pharmacy
Program Director

Mr. Rakas will continue to provide additional oversight for the APC institutional
consultant pharmacists to ensure all the inspections are complete, maintain compliance with all the State
and federal laws. He will also ensure that designated staff implement corrective actions, as needed, and
submit all pharmacy related reports in a timely fashion.

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We have consistently achieved high levels of compliance with the pharmacy room indicators on the FDC
and Centurion inspection forms. Centurion accomplished this through continuous monitoring completed
by consultant pharmacists, directors of nursing, and regional leadership. Mr. Rakas ensures that the
responsible parties correct any noted deficiencies prior to the next monthly inspection through use of
Corrective Action Plans developed by local staff and regional leadership. Mr. Rakas verifies that local
staff correct deficiencies through online and onsite audits. Medication room processes continue to
improve and remain consistent through nursing education and in-service trainings completed by the
consultant pharmacists and Mr. Rakas.
Mr. Rakas conducts medication utilization reviews, implements quality improvement and cost saving
initiatives, and actively participates in the Department’s P&T committee. His efforts result in providing
recommendations to physicians for medication changes to increase patient adherence, reduce adverse
drug reactions, promote positive patient outcomes and maximize formulary utilization, while
simultaneously obtaining the trust and confidence of the clinicians. Mr. Rakas is part of the
multidisciplinary team to improve the effective and efficient use of high-cost medications such as
antibiotics, multi-dose inhalers and novel anticoagulants.
G. Cost Savings for Pharmaceutical Services
Centurion is proud of our ability to assist clients in avoiding unnecessary pharmaceutical costs while
simultaneously supporting the provision of evidence-based care that is consistent with community
standards. Centurion has worked closely with the FDC during the current contract to pursue cost-savings
and quality improvement initiatives.
We highlight below a few our pharmacy related cost savings or cost avoidance successes over the past
few years:


Worked in partnership with the FDC to manage the formulary process through our P&T
committee participation and separate Centurion initiatives aimed at educating providers on bestpractice and cost-effective prescribing patterns



In 2018, in partnership with the FDC, Centurion reviewed the entire FDC formulary to identify
possible cost avoidances by changing medications, dosing, and other prescribing practices,
which together resulted in avoidance of over $5M of annual spending on medications



Continuously monitored compliance with these initiatives and look for ways to avoid cost, while
maintaining a priority on clinical efficacy



Organized a review committee for specialty medications and orphan drugs to ensure proper use
and oversight



Worked within the pharmacy and therapeutics (P&T) committee to implement additional cost
savings initiatives for FY 2019-2020, with total savings of $2.3 Million for FDC and Centurion.
The targeted medications for these initiatives were for biologics/biosimilars, inhalers, topical
corticosteroids and other chronic illness medications

Other recent P&T committee initiatives that have led to either pharmaceutical cost-avoidances, or
improved operational efficiencies, include a review of once daily long-acting insulin (glargine), long-acting

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antipsychotic injectables, anticholinergic inhalers and 340B antivirals. Due to these collaborative efforts,
the committee initiated the following changes:


Formulary additions allowing for once daily dosing of medications rather than twice-daily dosing
providing direct cost avoidance.



Formulary changes permitting keep on person (KOP) medications rather than Direct Observation
Therapy (DOT).



Addition of HIV antivirals to facilitate the FDC’s expanded use of the 340B program.

Centurion is confident the FDC will not find a more cost-conscious and clinical-effectiveness focused
partner in managing pharmaceutical expenditures.
We will continue to support the FDC’s desire to maximize utilization of the 340B program by identifying
and advising the Department of qualifying HIV patients at non-participating facilities regarding enrollment
into a chronic illness clinic HIV program and transfer consideration to a qualifying 340B facility.
H. Value-Added Services for Pharmaceutical Services
Centurion has a dedicated pharmacy management team with over 30 years of combined experience
among its leadership in providing pharmaceutical expertise in clinical and pharmacy operations in
correctional settings. Centurion’s pharmacy management department works with prescribers and
pharmacy vendors to ensure the appropriate and efficient use of medications.
Our corporate pharmacy team will continue to support our Florida-licensed Statewide Pharmacy Program
Director, Mr. Rakas, in the provision of clinical pharmacy services.
Centurion’s corporate pharmacy management team
consists of Neeraj Malik, PharmD, Vice President of
Pharmacy Management, and Vince Grattan, RPh,
Director of Clinical Pharmacy Services, along with a
team of analysts and database managers at our
corporate headquarters. Our corporate pharmacy team
provides oversite of the pharmacy transitions and scope
of services provided by our sub-contracted pharmacy
Neeraj Malik, PharmD
Vince Grattan, RPh
vendors. Centurion will meet all federal, State, and
Vice President, Pharmacy
Director of Clinical
local requirements and national accrediting standards of
Management
Pharmacy Services
care. The team closely monitors medication cost trends
and reports this data to Centurion’s regional vice president, our clinical operations department, medical
directors, program managers, and both private and state pharmacy vendors. Our clinical pharmacy
managers are experts in 340B regulations, Hepatitis C, HIV, and psychopharmacologic therapy.
Recently, Centurion added another member to corporate pharmacy team, Albert Vierra. Mr. Vierra,
Centurion’s Pharmacy Controlled Substance Regulatory Manager, is an accomplished, dedicated, and
versatile global investigations and security leader with 25 years of global enforcement as Supervisory
Special Agent with the Drug Enforcement Administration (DEA). In this capacity, he led personnel in the
execution of high-risk domestic and foreign transnational criminal organization, public corruption, medical

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fraud, maritime, air, and land interdiction investigations. For Centurion, Mr.
Vierra will support controlled substance compliance across each of our
correctional programs, as well as enhancing safeguards against diversion.
Mr. Vierra directed multi-jurisdiction federal, State, and local law enforcement
investigative and tactical teams spanning criminal and regulatory matters. As
a Compliance Office for the DEA, he identified compliance threats that posed
financial, organizational, and reputational standing threats to the DEA
enterprise.

Albert Vierra
Pharmacy Controlled
Substance Regulatory
Manager

Our mission is to provide our clinicians with the pharmaceutical expertise that
allows them to provide patient services that meet or exceed community
standards of care, promote rational and objective drug therapy, promote cost effective prescribing
practices without compromising patient care, and utilize bioequivalent generic drugs. We are one of the
few healthcare providers in this industry, other than pharmacy contractors, that sends corporate
pharmacists into the field to visit correctional facilities, train staff, and attend client meetings.
Centurion is unlike other healthcare companies that own their own
pharmacy subsidiaries and have a conflicting interest between
controlling medication costs and increasing revenue for pharmacy
services. Rather than owning our own pharmacy subsidiary, Centurion
obtains pharmacy services through independent pharmacy companies,
or, like our FDC comprehensive healthcare program, we work with
pharmacy service providers directly contracting with our correctional
clients.

Centurion
IN

FLORIDA

Centurion sends corporate
pharmacists to Florida to visit
correctional facilities, train staff,
and attend client meetings.

340B Expertise. Our company has extensive experience with 340B
pricing in our other correctional programs. Currently, nearly all of our state correctional healthcare
programs have 340B pricing solutions, and we have been instrumental in other jurisdictions in assisting
our clients in securing their 340B covered entity status or supplying a disproportionate share hospital
partner. In Florida, we will continue to support the Department’s optimization of the 340B program
Data Enterprise Solutions. Over the past several years, Centurion has built an effective and growing
analytics and informatics department to support our staff and clients with more effective and efficient data
collection, analysis, reporting and utilization. Recently we restructured this department to serve within the
larger IT Department. We also changed the name from analytics and informatics to Data Enterprise
Solutions.
Often the data that we analyze for maximum benefit and impact for our correctional clients comes from
EMR systems. We know the Department desires data-driven healthcare, digital automation, and modern,
user-friendly electronic communications. This is something our analytics and informatics department
works to promote on a full-time basis in all our programs. By providing these standard Centurion
analytical practices, it can eliminate the need for additional reporting requirements.
This corporate-level support will be available to the FDC, as well as the onsite healthcare team. Shenita

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Freeman, DSc, MSHIA, MPH, RHIA,
CPHIMS, HCISPP, CPH, our Senior
Director of Data Enterprise Solutions,
leads this effort, with support from two
dedicated data analysts. The FDC
knows one of these data analysts,
Robert Douin, RN, well because of his
work in our Florida contract tracking HCV
patients, infirmary bed utilization, and
emergency room send outs, among other
Florida-contract specific initiatives.

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centurion_

Centurion’s data enterprise solutions team
will promote modernization, data-driven
decision making, and eliminate the need for
additional voluminous reporting requirements.

The goals of this specialized IT team
include the following:


Enhancing and/or improving reporting workflows and outputs



Leveraging information systems and their contents to inform strategic decision-making



Reducing and/or sharing the reporting burden through corporate enterprise data solution support

Some of the specific services this department can provide the FDC include:










Project and risk management support
Information systems management support
Quality, process, and outcomes improvement
Liaison between technical and clinical groups
Healthcare information security and privacy consults
Metric and measurement development
Program and intervention evaluation support
Strategy development
Data interpretation – turning data into actionable information

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3.6.7 Utilization Management and Specialty Care Service Area
A. Acceptance of Utilization Management and Specialty Care Service Area Requirements
Centurion has reviewed, acknowledges and accepts each of the 18 requirements under utilization
management (UM) and specialty care itemized in ITN Section 3.6.7, Utilization Management and
Specialty Care Service Area. We have closely reviewed the UM and specialty care requirements
provided by the Department. We acknowledge that there are three new requirements, UM-004, UM-017,
and UM-018 in this ITN. As summarized later in this section, we will continue to perform each of the
requirements set forth in this section.
Oversight for UM policies and protocols is the responsibility of Gerald Amatucci, RRT, MD, Statewide
UM Medical Director, and Christine Nobles, RN, Regional Utilization Management Lead, for Centurion of
Florida. They receive corporate UM support from Darren Isaak, MBA, BSN, Vice President of Utilization
Management, and Rebecca Ballard, MD, FACCP, CCHP-P, Utilization Management Medical Director at
Centurion’s corporate office, who has a Florida medical license. Centurion UM business rules have been
conformed to FDC requirements for UM services. In our current partnership with the FDC, we have
routinely recommended UM business rules for inclusion and will continue to review and ensure that our
UM business rules promote efficiency and effectiveness, and continue to meet FDC expectations.
Our Florida UM team has developed Florida specific business rules that continue to evolve in order to
meet the changing needs of the Florida contract and to expedite access to healthcare for FDC patients.
When we identify care utilization trends, our UM team reviews them with our medical directors to
determine the need for a new business rule for presentation to the FDC as appropriate. Examples of
business rules that the Department has approved through this process include hernia evaluations, hernia
repairs, post-op surgical visits, oncology visits, emergent request, physical therapy post orthopedic
surgery, and oral surgery.
Centurion does not propose any modifications to the program requirements for UM requirements as
enumerated in ITN 3.6.7.3, Utilization Management and Specialty Care. However, we recognize that UM007 does not reflect the UM documentation progress achieved through implementation of the EMR. We
will continue to review and improve the UM submission process through the EMR and to automate and
update the UM Consult Log, as we have done to update FDC forms DC4-669 and DC4-702. Our ongoing
improvements to the UM process reflects our commitment to continuous quality improvement, which we
support with our training program for all UM, provider, and support staff involved in the UM process.
B. Acceptance of Utilization Management and Specialty Care Performance Measures
Centurion acknowledges and accepts the two UM and specialty care performance measures listed in ITN
Section 3.6.7.4, Utilization Management and Specialty Care Performance Measures. We also
acknowledge and accept the two UM related institutional care performance measures PM-IC-014 and
PM-IC-015 related to timeframes for submitting and processing UM referrals found in ITN Section 3.6.2.4,
Institutional Care Performance Measures.
C. Ability to Exceed Utilization Management and Specialty Care Performance Measures
Centurion is prepared to meet the two performance measures for UM and specialty care service area as
noted in Section 3.6.7.4, Utilization Management Performance Measures. For current administrative

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performance measures that include UM criterion, we have maintained an 88% compliance rate, or better,
since January 2019, with an average score of 93.5% since 2020 (Q3 FY-2020 through present). We
recognize that the Department has removed five current UM-related performance measures and
introduced one new UM performance measures for this ITN. Centurion does not propose any other
performance measures related to UM or specialty care services.
Centurion’s experience in Florida demonstrates our ability to meet the needs of FDC patients
continuously through constant evaluation and improvement of our UM processes. After stabilizing
specialty care referral backlogs inherited from the prior vendor, the UM team streamlined processes and
we added resources to meet the ongoing demands for UM. Since 2019, our UM team has consistently
exceeded the contractual requirements for quick turnaround times for processing both standard and
urgent UM referrals, which we highlight in this section under the subheading Quality Management (UM015).
Additionally, will continue to provide the FDC with the two reports enumerated in Section 3.6.7.5,
Utilization Management and Specialty Care Reports within timelines and formats specified by the
Department. We will continue to ensure delivery of UM and specialty care reports that meet FDC
objectives and expectations.
D. Proposed Modifications for Utilization Management and Specialty Care Performance Measures
Centurion does not propose any modifications to the performance measures enumerated in ITN 3.6.7.4,
Utilization Management Performance Measures.
E. Plan for Providing Utilization Management and Specialty Care Services
Methodologies. Centurion has built our UM and specialty care program on the belief that healthcare
services are a constitutional right for the correctional population. We will maintain a specialty care consult
process that we base on community and best-practice standards of care. Centurion will continue to follow
FDC policies and procedures, as well as align our corporate medical management department’s UM
program description and procedures to FDC internal business rules, and Medicare managed care
inpatient guidelines.
The Centurion Utilization Management Program Description outlines the expectations and processes and
includes the following elements:













Description of all UM structures and processes
UM documentation requirements
Prior authorization, concurrent and retrospective reviews
Timeliness of UM related services
Managing provider consults
Defining and monitoring of over- and under-utilization of services
Use of out-of-network providers
Managing alternative treatment plans (ATPs) and appeals
UM case coordination
Patient discharge planning
UM clinician training and staff assignments

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UM reporting requirements

Centurion utilizes policies and procedures that adhere to FDC UM business rules to direct our UM
outpatient process for authorizing specialty care for services. Centurion bases our UM inpatient
determinations on InterQual criteria or applicable medical evidence-based criteria and policy. We provide
more detail on InterQual, other automated systems and processes that support utilization management,
and UM processes and systems below.
Automation Tools. Centurion has promoted efficient and timely UM practices through our use of
automated systems. These include Centurion’s TruCare, InterQual, UpToDate and RubiconMD real-time
online consultations, and more recently the Fusion EMR system. Through the EMR system, we are
working towards automating the UM consult log to provide real-time UM reporting for the Department’s
review. We continue to work with the Department to identify opportunities to streamline workflow
processes and data transmission, and to increase transparency in the care provided to FDC incarcerated
individuals. Below, we detail our automated systems that support UM services.


Fusion EMR – Since implementation in late 2021, Fusion delivers the FDC an EMR solution that
meets NCCHC and ACA accreditation requirements and is a fully integrated, all-in-one EMR
system inclusive of medical, behavioral health, dental, electronic medication administration
capabilities, and numerous other clinical documentation tools. Fusion is compliant with Centers
for Medicare and Medicaid Services (“CMS”) regulations, the Health Information Portability and
Accountability Act (“HIPAA”), and ICD-10, and is a Certified Electronic Health Record Technology
(CEHRT) as defined by the Office of the National Coordinator for Health Information Technology
(ONC). Our UM staff are able to receive, process, and respond to UM referrals using Fusion’s
functionality. We have streamlined our UM tracking and reporting making healthcare delivery
more efficient and avoiding gaps in care for FDC patients.



TruCare – Designated staff document all
specialty referrals, physician and nursing
reviews, and outcome review
'1iif
determinations in Centurion’s TruCare
Through the InterQual platform and
automated clinical information system.
TruCare manages the clinical decisionseasoned UM clinicians, care decisions
making process to include a record of
that promote the appropriate use of
interactions, clinical information, and
services, enhance quality, and improve
application of clinical criteria used to
make each medical necessity
health outcomes are realized.
determination and includes
documentation of appeals and adverse
determinations. We have linked TruCare
to our claims processing system, which provides numerous reports of the UM process. By linking
TruCare and Amysis, our claims processing system, this affords us the ability to promptly and
accurately facilitate adjudication of claims. The data we collect includes inpatient and outpatient
encounters, and is accessible to designated FDC staff with read only access.

-



~ --------

InterQual – InterQual is a recognized leader in the development of clinical decision support tools
and over 3,000 organizations and agencies utilize this tool to assist in managing healthcare for

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more than 100 million people. Our UM program uses InterQual® criteria, in addition to other
tools, for determining specialty care consults and concurrent reviews to determine continued
appropriateness of the patient’s level of care. InterQual® is a recognized leader in developing
clinical evidence-based decision support tools that are clear and consistent.
Through the InterQual® platform, and seasoned UM clinicians, we achieve care decisions that
promote the appropriate use of services, enhance quality, and improve health outcomes.
InterQual criteria includes both medical and behavioral health criteria that take into consideration
severity of illness, comorbidities, health complications, and intensity of services needed. Our
reliance on InterQual® criteria assist our UM clinicians in making sure that patients receive the
right level of timely care, onsite or offsite, to help avoid preventable healthcare crisis.


SharePoint –The FDC has access to program materials, reports and data available through
SharePoint. Centurion and FDC have worked collaboratively over the past five years to convert
previously used Excel sheets into SharePoint lists. FDC staff can retrieve a full range of
Centurion managed or acquired reports, including CQI Dashboards and UM monthly reports via
SharePoint. This ready availability of information allows the FDC to evaluate services, obtain data
for reporting and other purposes and enables sharing of documents and other information. We
maintain shared resources, including training materials, on SharePoint. We will continue to work
with FDC to utilize SharePoint based on program needs.



Real-Time Consultation – When determining the medical necessity of a
specialty service consult, onsite providers will continue to have access to
the online medical resource UpToDate that provides them with the most
recent information on assessment and treatment of medical conditions, and
access to board certified specialists through the RubiconMD web-based
eConsult system. By connecting correctional medical, dental, and
psychiatric providers to external resources, we empower our providers to receive key clinical
insights at the point of care, increasing their ability to make clinically informed decisions that
support patients’ care plan.

UpTo Date®

~

Rubicon MD

Resource Usage Plan. Centurion will continue to provide strong UM leadership and oversight across the
FDC. Under the direction of Gerald Amatucci, RRT, MD, Statewide UM Medical Director, we will
continue to provide the Department with consistent, regionalized UM clinician reviews, dedicated inpatient
and outpatient monitoring and discharge planning resources, to ensure that FDC patients receive the right
care, at the right time, by the right provider. Our commitment to UM staffing ensures no gaps in
coverage, and appropriate management of vacancies, personal time off, or unforeseen coverage
concerns. Under the leadership of the statewide medical director, Dr. Amatucci oversees the regional UM
lead, UM outpatient nurses, UM referral specialists, and UM patient nurses.
Since 2019, Centurion processed over 83,500 utilization management referrals for FDC patients.
Nearly 32,500 of which were for urgent consultation, requiring review and disposition within 24 hours and
urgent consultations within three business days. Our automated systems and experienced staff allow us
to manage the capacity of FDC UM referrals in a timely and consistent manner. We remain the industry
leader in the provision of evidence-based UM. Centurion will continue to bring our wealth of resources
and expertise to benefit FDC healthcare services.

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Processes. Centurion uses a UM process that includes referral, review, approval or alternative treatment
plans (ATPs), case management, and discharge planning to ensure access to care for FDC patients. We
do not require UM approval for emergency care. UM staff conduct concurrent reviews for all inpatient
service, including emergency send outs, following a hospital admission.
Additionally, we provide the FDC with innovative approaches to improve implementation of UM
processes. During our tenure, Centurion established a statewide UM medical director position to perform
all physician advisor reviews to provide statewide continuity for UM services. Over the past five years, we
have implemented FDC UM business rules that empower the UM staff to expedite decision-making and
facilitate more timely patient care. In Region II, we have implemented the Centralized Consult
Coordinator program, which includes monitoring pending UM referrals weekly with the referring provider.
This pilot has proven to be successful and is now being expanded to the entire state.
Our UM staff are constantly reviewing the changing needs of the FDC population for trends and updating
our processes to address those needs. This commitment to tracking and oversight ensures that staff do
not overlook FDC patients and that they receive access to necessary specialty care, and appropriate
interim care, in a timely manner.
On the following pages, we provide graphics for Centurion of Florida’s UM specialty care and UM
emergency care processes.

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Centurion of Florida
Utilization Management Review
Site provider
determines need for Specialty Care

Site provider completes
Specialty Care referral in the EMR

EMR order is noted and Specialty Car
referral is routed to
UM staff
UM referral specialist reviews the
referral and enters it into TruCare then
tasks it to a UM nurse

UM nurse completes fi
level review

I
Second level review by UM
physician advisor

\
Approve based on lnterQual or
Florida business rule

t
UM Physician:
• Reviews the UM nurse review and makes
medical necessity determination
• Reviews with site provider as needed
• Enters authorization or ATP into TruCare
• Returns to UM nurse

UM Nurse:
• Enters review find ings into
TruCare
• Enters authorization into EMR
• Routes authorization in EMR to site

!
UM Nurse enters authorization into
EMR or enters ATP into EMR
and routes to site

I
Sites schedule follow up appointment
with site provider for ATP review

\
Sites routes UM approval through the
EMR to the RMC schedulers

RMC schedulers coordinates patient
appointment

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Centurion of Florida
Utilization Management: Emergency Care
Patient assessment determines
that emergency services are
clinically indicated
.I,

Healthcare staff initiate 911 or
emergency services protocols
*UM prior authorization is not required

-

When clinically appropriate site
physician reviews case with
site/regional medical director prior
to ER send out
Emergency send out reported to
UM through ER tracker
(pending transition to EMR)

11

Patient admitted to the hospital
following emergency services, the
site updates ER tracker

Patient discharged without admission
following emergency services, site
updates ER tracker

.I,

UM concurrent review process
occurs daily throughout the
hospital admission
I

I
'f

When discharge is indicated, UM
nurse coordinates patient return
to appropriate site
I

,j,

Hospital discharge plan reviewed
by the receiving site nurse and
primary care provider at the facility

Patient treatment plan created
or updated based on clinical
recommendations

F. Services and Staff Provided for Utilization Management Services
Service Delivery (UM-001 – 002, UM-006 – 09, UM-012 –
013, UM - 015). Centurion will continue to provide regional
office support for UM services from our Tallahassee
regional office by means of program leadership,
information technology and EMR utilization, and other
administrative support services as needed. As noted
above, Centurion has invested in automated systems that
support the efficient operations of UM services to include
Gerald Amatucci, RRT,
Christine Nobles, RN
MD
Fusion, TruCare, InterQual, and SharePoint, among
Regional UM Lead
Statewide UM Medical
others. Centurion’s local regional and information
Director
technology offices provide the operational support
necessary for these systems to work efficiently. In
compliance with HSB 15.09.04, John Lay, MD, Statewide Medical Director, Gerald Amatucci, RRT, MD,
Statewide UM Medical Director, and together, in consult with Christine Nobles, RN, Regional UM Lead,

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they ensure that the UM services we provide are efficient, effective and consistent for FDC patients. We
will continue to provide the FDC the following UM services:
Provider Referrals. Upon submission of the request for offsite or specialty care services by the referring
provider, our UM staff conduct a first level review against FDC business rules and InterQual evidencebased guidelines. We will continue to complete our UM reviews within ten business days for routine, three
business days for urgent, and 24 hours for emergent reviews to complete. If our UM team finds that the
requested services meet medical necessity criteria, they will authorize the service. If they find that the
requested services do not meet medical necessity criteria, the UM staff will forward the request to the
statewide UM medical director or designee for a physician advisor review and final determination.
The statewide UM medical director or designee will make a final decision regarding authorizing the
requested services. Or, if staff need additional supporting documentation, they will request additional
information from the referring provider and discuss appropriateness for an alternative treatment plan, if
appropriate. Under no circumstances will Centurion limit or delay access to specialty care services
deemed clinically appropriate. We will schedule the offsite or specialty care service at the earliest time
possible, in compliance with HSB 15.09.04 and FDC expectations as follows:


Emergency: conditions that require immediate attention and staff must ensure treatment access as
soon as possible



Urgent: conditions that require treatment within 21 Days or less



Routine: conditions that will tolerate a delay in treatment of no more than 45 Days without
deteriorating into an urgent or emergent condition

UM Review. Our UM program uses InterQual criteria, in addition to other tools, for determining specialty
care referrals and continued appropriateness of the patient’s level of care. Through the InterQual
platform and seasoned UM staff, we make care decisions that promote the appropriate use of services,
enhance quality, and improve health outcomes. Patient referrals for specialty consults initiate a UM
review process that results in either an individualized alternative treatment plan (ATP) or a scheduled
follow-up appointment with the requested specialist. The attending physician will implement ATPs in
communication with the patient. Providers and/or their designees will document the UM review and final
disposition in the EMR, the institutional consult log, and include required information in the monthly UM
report.
Concurrent Reviews. When a FDC patient is admitted to a facility for inpatient healthcare services, our UM
nurses will continue to follow-up daily on the patient’s status and continued need for inpatient care.
Centurion’s concurrent inpatient review process will:



Assess a hospitalized patient’s clinical status and severity of illness



Determine intensity of services and appropriateness of treatment provided



Determine level of care needed



Verify need for continued hospitalization



Facilitate implementation of the patient’s plan of care

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

Promote timely care, quality care, and positive clinical outcomes



Monitor quality of care to verify the use of professional community standards of care

Information assessed during the concurrent review process will include:



Clinical information, initiation of discharge planning and the treatment plan of care



Determination that the patient’s diagnosis is the same or has changed, identification of any
additional diagnoses and comorbid conditions



Assessment of admission and ongoing clinical status of the patient to determine specific
requirements to facilitate a safe discharge to another level of care



Review of additional days/services/procedures proposed or clinically indicated



Reasons for extension of the treatment or service, as well as additional investigation of non-urgent
clinical conditions and any new equipment needs

Concurrent review is imperative for patient hospitalization and the UM clinicians will conduct this review
throughout the patient’s stay, with each hospital day approved based on a review of the patient’s condition
and evaluation of medical necessity. We base the frequency of reviews on the severity/complexity of the
patient’s condition and/or necessary treatment and discharge planning activity. If services cease to meet
criteria, and the patient meets discharge criteria and/or alternative care options, our UM staff will contact
the hospital’s UM department and obtain additional information to justify the continuation of services.
When the medical necessity for the case cannot be determined, the UM clinician will refer the case to the
statewide UM medical director for review.
Discharge Planning. UM clinicians will assess the need for discharge planning services during the
admission review and at each concurrent review to meet the objective of planning for the most appropriate
and cost-effective alternative for inpatient services. If UM clinicians become aware of potential quality of
care issues, they refer their concern to the regional medical director or designee for investigation and
resolution. Our UM clinicians will continue to oversee coordination of FDC patients who require medically
based transfers to an infirmary, the RMCH, or other hospital care setting. To ensure timely and
appropriate placements, Centurion implemented a bed manager position to facilitate this process.
Retrospective Review. Retrospective reviews constitute a review of medical services already provided
without the required UM notification and/or authorization by UM staff. These cases often involve
emergent care in which there was no opportunity for preauthorization or a concurrent review. Our UM
staff review unauthorized services in detail. If they do not meet InterQual criteria, UM staff forward the
patient’s service record to the medical director to conduct an advisor review and determination of medical
necessity. If the supplied documentation meets medical necessity criteria, the regional medical director
will authorize payment for the services. If the supporting documentation is questionable, the regional
medical director will complete a physician advisory review. We complete retrospective medical necessity
review of services previously provided and subsequent provider notification within 30 days of receipt of
request for payment.

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UM Documentation. Documentation for UM referrals and reviews will be included in the EMR, including
ATPs as required. Onsite Centurion providers will document review of specialist or hospital
recommendations into the EMR, and OBIS, as required, including uploading of the reports, within seven
days of the assessment. The onsite provider will review the specialist recommendations with the patient
in a timely fashion. We will document any variations to a specialist’s or hospital recommendations clearly
and inform the patient of the intended treatment plan in a timely manner.
Provider Network (UM-003 - 005). Through Centene’s presence in Florida as
Sunshine Health and Ambetter, Centurion has access to established
relationships within the Florida healthcare network that Centene has
developed over the last thirty-five years to include hospital affiliates. Through
Centurion’s network development team, we are confident in our ability to
continue meeting the Department expectations for emergency and specialty
care services, including hospital level care. Led by Lisa Rossics, Senior
Vice President of Network Development, our network development team has
Lisa Rossics
over 35 years of combined experience in developing provider networks for
Senior Vice President of
correctional clients. The team will be responsible for continuing to develop
Network Development
and maintain working relationships and agreements with local Florida
providers for inpatient and outpatient services beyond the scope of services available within the FDC
system of care.
The following graphic shows the specialty services that we provide across our correctional healthcare
programs.

Onsite or Community-Based Specialty Services
Audiology
Cardiology
Dialysis
Ear, Nose, and Throat
Endocrinology
Gastroenterology

Hematology
Infectious Disease/HIV Care
Internal Medicine
Respiratory Therapy
Mammography
Neurology

Nephrology
OB/GYN
Oncology
Ophthalmology
Orthopedics
Physical Therapy
Podiatry

Psychiatry
Pulmonology
Radiology
Sleep Studies
Speech Therapy
Wound Management
Urology

In our current contract, we have been successful at expanding delivery of onsite specialty care to include
onsite sleep studies, audiology exams, cardiac monitoring, wound management, pacemaker checks,
orthopedic and general surgery, physical therapy, vascular and hand surgery, and expanded dialysis
services onsite. We will ensure that specialty care services comply with program requirement UM-004
and include the following: oral surgery, internal medicine, gastroenterology, surgical services, orthopedic
services, physiotherapy, otolaryngology services, podiatry, dermatology, urology, neurology, audiology,
neurosurgery, oncology, nephrology, endocrinology, infectious disease, ophthalmology, optometry,

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respiratory therapy, cardiology, physical therapy, radiology (including CT/MRI), nuclear scans, and
orthotics at minimum.
We recognize the importance of minimizing the occurrence of offsite transportation costs
and related impacts on security operations. Centurion will continue to maximize onsite
services when possible to avoid the need for offsite medical appointments. When
Wound Doctor•
scheduling offsite healthcare appointments for FDC patients is necessary, our consult
coordinators will coordinate offsite appointments with designated FDC staff to schedule
transport. We have provided the Department with onsite services such as
MyWoundDoctor (wound care management) and Aeris (sleep studies) to minimize the need for offsite
services. We will continue to collaborate with the FDC to identify opportunities to expand onsite or
telehealth service options to avoid offsite specialty care appointments.

0

~~

1\£~

We acknowledge and accept that financial responsibility for offsite and onsite specialty care is the
vendor’s responsibility.
Offsite Hospital Care (UM-010 -011, UM - 014). Centurion is familiar with the Department’s use of offsite
secure hospital units. In partnership with the Department, Centurion maintains an agreement with
Memorial Hospital in Jacksonville, Florida, and North Shore Medical Center in Miami, Florida. We will
continue to communicate with the FDC and the secure hospital units when coordinating offsite hospital
level care for FDC patients to prioritize placement at a secure hospital unit.
We recognize the negative impact on security staffing and operations when we coordinate patient
placement in non-secured hospital units. Largely, these placements are a result of geographical or
patient stability limitations, making placement in secured unit hospital impractical or clinically
contraindicated. When placement in a non-secure hospital unit is unavoidable, we will look to transfer the
patient within three business days, and daily thereafter, to initiate placement in a secure unit when
clinically appropriate. Centurion is committed to working with the Department to identify opportunities to
improve inpatient placements to secure hospital units across the state.
As noted above, we will ensure that Centurion UM clinicians oversee coordination of FDC patients who
require medically based transfers to an infirmary, the RMCH, or other hospital care setting.
Quality Management (UM-015). Over the past four years our UM review process has improved in
efficiency and we currently exceed FDC expectations in providing UM review. Although the FDC
requirement for processing standard UM referrals is within 10 business days, and three business days for
urgent referrals, our average processing time for standard UM referrals has been within six business days
and two business days for urgent referrals. We are proud of our dedicated UM staff who have worked
diligently to make this a reality.

UM Referrals Processed within Required FDC Timelines
Year
2020
2021

Standard Referrals
within 10 business days
99.2%
92.9%

Urgent Referrals
within 3 business days
96.3%
96.1%

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UM Referrals Processed within Required FDC Timelines
Year
2022

Standard Referrals
within 10 business days
99.4%

Urgent Referrals
within 3 business days
97.1%

Our improved UM systems have helped to decrease the UM backlog from the thousands when Centurion
assumed the contract to no current backlog, and meeting or exceeding UM performance measure
requirements. This is evidenced by OHS statewide audit scores PM-022 scoring 95% or better since
January 2019. Additionally, over this period, the OHS has not issued any financial consequences for UM
performance measures PM-022 and PM-025 related to the timely processing of UM referrals.
Centurion will continue to provide
the FDC with quality management
and analysis of UM services. We
will continue to track and trend
UM services to identify UM
business rules that advance
patient care. Additionally, we
work to identify and provide onsite
services that minimizes the need
for costly offsite care. Since
2019, we have successfully
managed outpatient and inpatient
services even during the effects
of the COVID-19 pandemic and
related staffing challenges.

Performance Measure - 022
From the date received in Utilization Management, all specialty
medical requests must be processed by Contractor UM Staff as:
emergent request within 24 hours; urgent request within 3
business days; routine request within 10 business days

Performance Measure - 025
All specialty medical requests/referrals shall be processed
timely in accordance with the criteria outlined in HSB 15.09.04,
Section IV.F.

We will continue to implement our
quality management protocols for UM services, including tracking and trending UM referrals to ensure
timely and appropriate access to specialty care services, adherence with UM business rules, and
monitoring of patient complaints/grievances, among other QM actions. We look forward to working with
our recently acquired EMR capabilities to increase accountability and accuracy of UM referrals through
the quality management process, further improving the quality of care provided to FDC patients.

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FDC UM Services Utilization per 1,000
35 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

32.6

30

--~===:::""::".'.~---iiiiio.;;;;;;;;:::::::::=~=====:::::::;;:;;;;;;;;;;;.------~3;0-~
3--27.7

25 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 20 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 15 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

10

------------------------------~7~.
□---

==============---

5- -=
5
.3
~ ===~~""""'."""""'.""""""'"""""'"""""'::::::=:6.2.8:9:
2.4
0

2.8

----------------------------------2019AVG

2020AVG

2021 AVG

- - - Per 1,000 FOG Patients Outpatient Events
- - - Per 1,000 FOG Patients Inpatient Events
- - - Per 1,000 FOG Patients Average Length of Stay

We detail our approach to quality management in response to ITN Section 3.6.8, Quality Management
Service Area.
Patient Coordination (UM-017 - 018). Centurion will continue to provide FDC incarcerated individuals
housed in private correctional facilities access to onsite specialty care services as required by the
Department as medical staging (MS) transfers. We understand that this means providing access to
onsite clinics for radiology CT/MRI, ambulatory surgery, dental services, the RMC Cancer Center, the 120bed Sub-Acute RMCH, and secure hospital unit services. In 2021, we admitted four of these patients to
the RMC for such treatments and processed 342 offsite specialty care request.
Under our current contract, MS patients receive UM review through the Department’s UM staff and
coordinate onsite scheduling with the facility consult coordinator as needed. If the Department desires to
alter this system for the current ITN, we are open to discussion to determine efficient systems and
protocols to accommodate UM reviews for MS patients. We are confident in our ability to identify
methods for identification, tracking, authorization, scheduling, concurrent reviews, and claims processing
for MS patients that align with our current UM policies and protocols. We believe that our demonstrated
ability to implement UM protocols and monitor for statewide efficiencies and effectiveness will offer the
FDC confidence in our ability to achieve this objective.
Program Oversight and Clinical and Administrative Staffing Levels for UM Services. Our UM leadership
team will include a statewide UM medical director, a UM medical advisor, and regional UM lead. These
positions will provide appropriate oversight to ensure all UM operations within each region are carried out
in accordance with the requirements outlined in this ITN.

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Our statewide UM leadership team includes the following:

Centurion Florida Utilization Management Leadership Team
Leadership Position Title

Centurion Current Staff Member

Statewide Utilization Management Medical
Director

Gerald Amatucci, RRT, MD

Utilization Management Medical Advisor

Timothy Whalen

Regional Utilization Management Lead

Christine Nobles, RN

We will continue to provide statewide, regional, and site-based leadership to ensure that the healthcare
delivered is consistent, quality, and contract compliant across FDC sites. For the ease of the reader, we
provide all of our full staffing plans for UM services and the other service areas for the Florida program at
the end of Tab D, immediately following our response to ITN Section 3.6, Healthcare Services.
Below, we provide the Centurion of Florida organizational chart that further outlines our lines of authority
and leadership roles for utilization management services.

Utilization Management Services Organizational Chart

Statewide Medical Director

Statewide UM
Medical Directors

Statewide UM Lead

Regional UM Nurses
(Inpatient)

Regional UM Nurses
(Regional/Outpatient)

Regional UM Referral
Specialists

G. Cost-Savings for Utilization Management and Specialty Care Services
Centurion intends to continue delivering our industry leading UM systems and protocols that the FDC has
come to expect. Cost-savings related to UM services are often challenging to quantify, making it difficult
to attach a dollar amount. However, we are proud of the cost-saving measures we have implemented to
include the following:


Increased use of onsite providers and services



Decreased demands for offsite transport

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

Increased efficiencies in the UM review process that eliminated the UM backlog



Pilot project to streamline the UM consult coordinator position, increasing accuracy and
efficiencies



Addition of the Statewide UM Medical Director and Assistant UM Medical Director



Continued tracking and trending of UM processes that result in improved UM Business Rules



Introduction of the EMR and resulting improved accountability and accuracy for UM referrals and
service delivery

Each of the above has contributed to decreased waste in healthcare service delivery, avoidance of
patient grievances and associated litigation, reduced demand on FDC security staff for transportation of
patients, and improved patient care avoiding exacerbation of medical conditions through timely
assessment and treatment. At this time, we have no recommended changes to program requirements or
performance measures for UM services. However, as Centurion demonstrated, we are continuously
exploring ways to enhance our ability to provide cost effective, best practice care.
In addition, as a component of our sophisticated claims system, Centurion reviews all clams for payment
integrity at the corporate level. These reviews have assisted Centurion programs in avoiding claims
payments for services that do not meet criteria.
We are proud of the achievements made over our current partnership with the FDC and look forward to
the opportunity to achieve similar success in the future.
H. Value-Added Services for Utilization Management and Specialty Care
Centurion will continue to promote quality specialty health care services that is efficient, timely, and costeffective across the FDC. We offer the Department state-of-the-art UM systems and industry leading
monitoring for Medicare and community based standards that ensures delivery of quality patient care. By
partnering with Centurion, the FDC can be assured that patients will continue to receive the right care, at
the right time. At this time, we are not recommending additional UM value-added services, besides those
already described above, such as TruCare, RubiconMD, UpToDate and our plan to expand telehealth
services to include greater access to specialty service providers. We provide additional information on
value-added services throughout our ITN response.

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3.6.8 Quality Management Service Area
A. Acceptance of Quality Management Service Area Requirements
Centurion acknowledges each of the 47 Quality Management Minimum Requirements itemized in ITN
Section 3.6.8.3, Quality Management Minimum Requirements, as written in the ITN.
Any Proposed Modification or Innovative Solution Different from ITN Requirement to Meet FDC Needs.
We do not currently propose any specific modification to the requirements listed under this ITN Section
3.6.8 Quality Service Management Area. We recognize and appreciate that in our collaborative work with
the Department, we have successfully implemented modifications and innovative solutions to better meet
FDC needs and look forward to continuing this partnership.
We note some redundancy among some of the Quality Management Requirements. For example,
requirements and language appear to overlap between QM-010 and QM-015 and between QM-011 and
QM-017. We look forward to continuing to work with the Department to consolidate any
overlapping/duplicative requirements during negotiations. We are not taking exception to any of the
quality management minimum requirements.
B. Acceptance of Quality Management Service Area Performance Measures
Centurion acknowledges the Quality Management Performance Measures provided in ITN Section
3.6.8.4 as summarized below.
No.

Description

Expectation

Measurement
Duration

Financial Consequence

PM-QM01

RMCH and any other
Department license the
hospital holds, a valid
AHCA Hospital Licensure

Ensure AHCA
Hospital licensure
is maintained

Per AHCA
Occurrence

$100,000 if licensure lost, plus
payment of any fees associated
with securing re-licensure.

Per Occurrence
of a repeat
deficiency

$500 for each deficiency noted
by the Department that is not
corrected in accordance with
the Vendor’s Departmentapproved CAP prior to the next
monitoring event.

PM-QM02

Performance deficiencies
are corrected

100%

C. Ability to Exceed Quality Management Performance Measure Requirements
As the FDC requires 100% compliance with both performance measures noted above, we are not able to
suggest a higher level of compliance.
Any Additional PMs Identified Not Specified in the ITN. Centurion does not propose any additional
performance measures at this time.
D. Proposed Modifications for Quality Management Performance Measures
Centurion requests that the Department consider adding language to PM-QM-02 that ensures the FDC
will only leverage financial consequences when the issue preventing 100% compliance is within our
control.

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Quality Management Reports. Centurion will continue to provide the FDC timely Quality Management
Reports, including those specified in ITN Section 3.6.8.5, using a FDC-approved form or reporting
mechanism. Centurion will continue a collaborative process for sharing QM information with the FDC
without compromising confidentiality. Centurion recognizes that sharing QM goals, initiatives, and results
is essential to implementing a meaningful program.
E. Plan for Providing Quality Management Services
Centurion’s QM program uses the PDCA model for changing processes and enhancing outcomes:

PLAN

DO

CHECK

ACT

Understand the Problem

Execute the Plan

Follow-Up

Standardize

Is the problem statement
clear and accurate?
Has the systemic root
cause(s) been identified
for all legs?

Has irreversible
corrective action(s) been
implemented for ALL
root causes?

Has the plan been
identified to verify the
effectiveness of all
corrective actions?

Has a plan been
identified to standardize
and take all lessons
learned across products,
processes, plants,
functions areas, etc.?

For the FDC, we have developed and implemented an integrated QM program that incorporates FDC,
CMA, AHCA, ACA, and Centurion requirements, policies and standards. Our comprehensive healthcare
program conforms to ACA and NCCHC national accreditation standards, the former of which we know the
FDC often references in their HSBs. We are confident that this approach streamlines the QM process,
improves employee morale, and greatly improves communication between the FDC, CMA, and Centurion.
The Centurion QM program emphasizes open communication in a non-punitive environment. This
approach ensures that the FDC and Centurion can identify and address service delivery challenges
without creating a work environment that stifles staff willingness to engage in the quality improvement
process. Our program will continue to include the following elements:


Quality and performance improvement structure to include multidisciplinary committees with
defined roles and responsibilities



Heightened focus on systematic review of processes, such as infirmary care, sick call, transfers,
medication administration, and intake and receiving



Continued multidisciplinary collaborative approach to quality of care, to include special needs
populations



Monitoring including monthly audits/studies to monitor trends of clinical processes and to identify

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opportunities for improving care, including utilization of emergency, acute, and offsite specialty
care services, utilization of infirmary beds, and chronic disease management


Monitoring grievances, and morbidity/ mortality trends to identify opportunities for improved care



Regular audits/reviews of clinical services, grievance trends, and annual reporting processes



Management of credentialing and peer review program



Management of health record reviews



Transparency and responsiveness in reporting QM, including monthly and annual CQI activities,
to the FDC, CMA, and our healthcare staff

Centurion QM initiatives focus on the following dimensions of quality healthcare:
Centurion QM Initiatives
Accessibility




Eliminating barriers to accessing necessary medical care

Timeliness



Ensuring healthcare services are delivered within required timeframes

Effectiveness of process



Ensuring healthcare delivery processes work as intended

Clinical outcomes



Ensuring healthcare services yield effective clinical outcomes (e.g., effective
degree of control for chronic medical conditions)

Efficiency



Ensuring healthcare delivery processes are efficient and minimize waste and
unnecessary interventions

Appropriateness



Ensuring healthcare interventions are evidence-based and clinically indicated

Continuity of care



Ensuring there are no gaps in ongoing care when patients transition to higher
or lower levels of care, between facilities, or into or out of the FDC



Ensuring that healthcare clinicians recognize the importance of patient
involvement in treatment and care decisions



Ensuring sensitivity and respectful acknowledgment of patient’s unique
treatment needs and expectations



Encouraging the identification of opportunities to improve operations and
processes that have a positive impact on the safe delivery of healthcare

Patient-centered care

Safety

Ensuring patients know how to access care

Centurion QM efforts will continue to focus on high-volume, high-risk, problem-prone areas in correctional
healthcare.
These areas include but are not limited to the following elements:


Access to care



Emergency response



Medication safety





Continuity of care

Nonemergency healthcare requests and
services



Suicidal/self-injurious patients





FDC special needs populations

Infection Prevention and Control program and
environmental inspection reports



Release/discharge planning

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Centurion’s QM program will continue to include how we will perform monitoring, analysis, evaluation, and
improvement of the quality of institutional healthcare services. The program will continue to include
timelines for implementation of quantifiable improvements on a continuous basis. Because we currently
implement the QM program in all four regions across the state, the FDC can be confident that the QM
program will continue without interruption in the new contract.
The Centurion QM plan includes the following elements:


QM committee structure to include roles and responsibilities



Quality and appropriateness of care addressing access to care, quality, safety, and identification
of special needs of the population



Annual and ongoing quality and performance goals



Peer review program



Monitoring processes, credentialing plan, annual audit plan, and reporting plan



Improvement strategies including QI projects and applicable corrective action plans



QM program evaluation components including progress with achievement of goals, program
effectiveness, and recommendations

Centurion QM activities will continue to operate based on the structure of an annual QM plan and
calendar consistent with FDC requirements. The calendar includes all scheduled, routine audits and
monitoring processes as well as targeted studies. System-wide initiatives as well as facility-based studies
focused on the unique needs of each facility are included on our annual QM calendar. We will continue to
propose our updated QM calendar to the FDC by August 20th for the next fiscal year to ensure that all
stakeholders agree with the plan. We will remain flexible and willing to add or remove items from the
calendar as different needs or priorities arise. We will seek FDC approval for any changes proposed for a
previously approved schedule of QM reviews.
Minutes of QM committee meetings will continue to be prepared using the format approved by the FDC
and include achievements and updates related to QM projects. We will continue to ensure reporting of
findings from institutional QM studies and projects to the FDC. With FDC permission, we created a new
summary report format for all regions, which we complete and submit quarterly. The FDC also has
access to all meeting minutes through Centurion’s SharePoint platform.
CQI Follow-up and Corrective Action Plans. When Centurion QM activities, FDC audits, CMA and other
outside agency audits reveal challenges in healthcare services, corrective action plans (CAPs) will
continue to be developed and promptly initiated. Regional and institutional healthcare leadership will
continue to be responsible for identifying and performing outcome and process studies focusing on
institutional issues. The regional QM committees develop the corrective action plans from these studies.
QM reports and associated corrective action plans are routine agenda items at administrative and
healthcare meetings.
During the QM committee meetings, members will continue to monitor and assess the corrective action
items. If the committee does not note anticipated improvements of an indicator on a corrective action

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plan, the committee will identify and implement additional QM action steps. These may include staff
training, more frequent monitoring, or changes in service delivery processes. Designated staff will
integrate new action items into the existing corrective action plan and monitor for effectiveness.
Annual Review of Effectiveness of Statewide QM Program. The QM leadership team will assess the
effectiveness of our QM activities on an ongoing basis and formally review the process annually. Annual
assessment of our statewide QM program includes QM leadership review of our compliance with the
approved annual QM calendar and, more importantly, the effectiveness of the QM program in improving
the safety and quality of our healthcare delivery system throughout the correctional system.
Specific Methodologies for Statewide QM Program. Here we attempt to capture the essence of both our
QM approach and the overall methodology used to operationalize our QM plan. We refer to “QM” as
“CQI,” to reflect the “continuous quality improvement” focus of our quality management program.




Focus on Proactive Quality Program


Centurion’s quality team works with each site to focus on a proactive system of auditing and
process improvement. We utilize our internal CQI programs and audits to address issues
proactively. We incorporate findings from outside auditing as needed.



The quality team acts as a resource for sites. We help site leaders interpret findings from
monthly internal audits and determine root cause(s). We look at the entire process, including
a review of where the breakdown occurred that led to less than satisfactory findings. When
we proactively manage process and quality, we can achieve excellence.



Unannounced/announced visits as well as monthly CQI calls and multimodal education
(written, presentation and 1:1) are just a few of the way we help our teams ensure success.

Collaborative Relationships






The quality team works together with the sites, the FDC and CMA very closely, as well as
other stakeholders such as accreditation agencies representatives as needed. Our effective
partnerships help to ensure that all parties have input into process improvement and
outcomes.

Assessing Trends


The quality team has the benefit of the FDC and our corporate partners when analyzing data
and trends. For example, our electronic format and share drive availability allows sites to do
internal trending to address issues in a timely and proactive way. We also can roll up the
data to compare site, regional and contract wide trends.



The quality team works closely with sites to encourage increased and improved reporting.
Our non-punitive approach to reporting and education for front line staff and site leaders
encourages reporting of issues and potential issues for resolution and timely prevention or
solution of problems. We review quarterly numbers of occurrences then look closely at what
occurred to assess and correct or amend any process issues or education needed.

Taking Action


We take a proactive approach to addressing issues with a whole process focus. We drill
down to the cause of any specific finding by looking at the entire process, breaking it down

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into parts, and finding the exact point of process failure. Honestly evaluating the cause, as
well as a deliberate and inclusive focus on the solution results in us finding sustainable
success.


We work with sites and regional leadership to include front line staff as subject matter experts
in the CAP process. We recognize the equal investment of the FDC security partners in this
process and often include security staff as part of the CAP planning team to help ensure
success.

Since our contract with FDC began, Centurion has adopted a proactive approach to conducting QM
studies based on FDC HSBs, Technical Instructions, and policies. Our approach has involved reviewing
audit tools and related documentation used by the FDC Office of Health Services and CMA to assess the
quality of service delivery and healthcare documentation. Using the audit tools as a foundation,
Centurion developed QM audit tools to assess mental health, dental, medical/nursing, and administrative
related service delivery areas specified on our annual CQI Study Calendar. Centurion’s QM audit tools
capture key service delivery areas. Each tool includes comprehensive indicators to ensure that we meet
FDC, CMA, ACA, and Centurion contractual requirements for the service delivery area.
Each audit tool consists of an Excel workbook and includes the audit tool used for record review, a
summary tab that presents the audit results in tabular and graph format, and a “process” audit tab that
lists contractual or CMA requirements. The audit tools calculate results using built-in formulas, making it
easy for Centurion to share our tools with FDC or other reviewing agencies as soon as we complete and
verify the data entry process. The tools maximize efficiency and ensure that comprehensive QM selfassessment takes place in a consistent manner regardless of the institution or staff members involved.
Centurion also developed an automated CAP workbook and consolidated CAP process under our current
program. We used the FDC Office of Health Services CAP template, form DC4-512C, to develop the
Centurion CAP workbook. Our CAP workbook, developed in Excel, includes each element required by
DC4-512C in the format required by the FDC.
Workbook pages are included for re-auditing the service and tracking re-audit scores as we implement
and measure quality improvement initiatives. The Re-Audit Tool Template page includes built-in formulas
to calculate compliance scores. The Running Re-Audit Scores page enables institutional staff to track
performance improvement scores chronologically to ensure QM efforts produce expected results.
Centurion has also developed a Master CAP Roster that enables each institution to consolidate and track
multiple CAPs in a single location. Centurion’s Master CAP Roster helps ensure that QM and other
designated staff consolidate all related noncompliant indicators in a single CAP to avoid duplication of QM
efforts. The roster also permits institutional healthcare staff and regional leadership to track the time to
completion for each CAP. Our regional leads hold site meetings to review individualized CAP processes
for the site based on audit findings.
Automation Tools. The following tools for automation:


Automated QM Data Entry, Reports, and Dashboard – Centurion has incorporated a process
of automation of the QM audit tools. Rather than using manual entry and uploading individual

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Excel workbooks, sites use online SharePoint documents to record audit results. Our monthly
CQI roll-up report is now available and allows for aggregation and analysis of data by site, region,
and statewide levels, with options to customize reports and graphs. Similar to our routine reports,
the QM reports, graphs, and Dashboards are available for review by designated FDC Contract
Monitors and other Office of Health Services leadership through our online collaboration site.
Sentinel Events Tracking – Centurion appreciates that the FDC has an established a detailed
occurrence and sentinel event tracking and reporting system through Health Services Bulletin
15.09.08, Risk Management Program, and associated FDC forms DC4-690A, Occurrence
Report, and DC4-690B, Clinical Risk Management Occurrence Trending Report for Inmates
under the Direct Supervision of the Institutional Health Services. Centurion healthcare staff will
continue to comply with the requirements of Health Services Bulletin 15.09.08 and use the FDC
reporting forms. Centurion also has available an online Sentinel Events Log (oSEL) that we
utilize internally in other programs. If the FDC’s approves, we can implement the oSEL in Florida
and populate the tool from the FDC’s own sentinel events and mortality tracking system. We
intend our oSEL tool to supplement rather than replace the FDC occurrence reporting and
trending processes currently in place, if desired by the FDC.



Resources: Support for Centurion Staff in Implementing QM Programs. During the current contract,
Centurion’s QM Reference Manual, tailored to be Florida-specific and approved by the Office of Health
Services, provided a readily available reference to guide our staff. If fortunate enough to be awarded the
new contract, we will continue to use the Centurion of Florida QM program, tailored to reflect FDC, CMA,
and ACA requirements. Centurion’s auditing tools integrate FDC-specific QM requirements into a
proactive assessment and monitoring program.
The Centurion of Florida QM Reference Manual provides guidelines and tools for the following tasks:


Design & structure of QM system



Monitoring tools, logs, & calendars



Monitoring of service delivery & high risk
interventions



Report writing and results analysis



QM study examples



Risk management





Utilization review/management tracking

Completing meaningful corrective action
plans

Credentialing, Continuing Education, and Peer Review. Our corporate and onsite leadership teams will
remain dedicated to hiring and professionally supporting qualified and engaged staff.
Centurion, at both the corporate and state level, has a robust credentialing process that includes primary
source verification of licensure/certification, National Practitioner Data Bank queries, education
verification, and a credentialing committee process that we founded on by-laws and includes healthcare
professionals experienced in the delivery of correctional health services.
Through Centurion University, our online learning management resource, staff have access to training
and support materials, including access to free continuing education credits through Relias Learning and
through routine webinars offered. Our Florida CQI team also participates in a monthly call with leaders

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from every site where our staff provide announcements and training. Centurion also has a valuable
career development program where all staff, regardless of their level of licensure, have access to money
and paid leave on an annual basis to acquire continuing education. Centurion employees are also
entitled to full financial support for initial certification and annual recertification in NCCHC’s Certified
Correctional Healthcare Professional (CCHP) programs.
We complete peer reviews every two years on all licensed staff consistent with Florida policy and ACA
standards. Our peer review process includes the availability of standardized peer review forms and
processes. Given the fact that we provide correctional mental health services in a number of states, we
are able to provide peer-to-peer review for our statewide leadership through an exchange process with
our other state programs.
Mortality Review Psychological Autopsy. Centurion will continue to participate in reviews of FDC resident
deaths within the FDC system as required. Currently, our psychologists routinely complete psychological
autopsies within required timeframes. Centurion’s clinical operations team has developed a detailed
model policy to assist staff in completion of psychological autopsies, and we include all functional areas in
the psychological autopsy process. Following completion of the psychological autopsy, we complete the
required second review. We plan to institute a quarterly regional/statewide committee to review all
suicides after the first of the year 2023. We use the information that we glean from these reviews to
conduct training with all staff – not just mental health staff – to provide education about risk factors and
associated issues that may have contributed to a patient’s death. In doing so, we hope to alert staff to be
vigilant and attentive to these risk factors in the future.
F. Quality Management Services and Staff to Ensure Service
Delivery
Linda Dorman, RN, BSN, CCHP our Statewide Director CQI/EMR, will
continue to spearhead our QM program with support from regional QM
program coordinators and involvement of all Centurion staff. As our
CQI/QM program director, Ms. Dorman will continue to have overall
responsibility for the statewide QM program. Our dedicated quality
management staff will continue to work closely with onsite Centurion
clinicians and healthcare leadership to ensure that they understand and
are able to fulfill their roles and responsibilities in supporting QM
activities.

Linda Dorman, RN, BSN, CCHP
Statewide Director CQI/EMR

Centurion has included a robust QM team in our proposed staffing matrix, which we provide at the end of
Tab D, along with an overview in our response to Tab B, Experience and Ability to Provide Services,
Subsection 5, Personnel. Our QM leadership team will include all the positions identified in Section
3.6.1.2, Program Management Minimum Requirements. These positions will provide appropriate
oversight to ensure all QM operations statewide, within each region, and facility are carried out in
accordance with the requirements outlined in this ITN.

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Our QM leadership team includes the following:

Centurion Florida Quality Management Leadership Team
Leadership Position Title
in ITN Section 3.6.1.2

Centurion Current Staff Member

Statewide Continuous Quality Improvement
(CQI) Coordinator

Linda Dorman, RN, BSN, CCHP

Regional QM Program Coordinators

Rhonda Sweitzer, Jamie Martinez, Jessica
Dedge, Janine Hills

We will continue to provide leadership to ensure that the healthcare delivered is consistent, quality, and
contract compliant across FDC sites. For the ease of the reader, we provide all of our full staffing plans
for quality management services and the other service areas for the Florida program at the end of Tab D,
immediately following our response to ITN Section 3.6, Healthcare Services. Below, we provide the
Centurion of Florida organizational chart that further outlines our lines of authority and leadership roles for
QM services.

Quality Management Services Organizational Chart
Statewide Vice President of
Operations

Statewide CQI Coordinator
(Program Director)

Statewide Mortality Review
Coordinator

Regional QM Program
Coordinator

Regional QM Coordinator Mental Health

Site Nursing Staff

Site Mental Health Staff

We engage our direct healthcare staff in quality management/continuous quality improvement efforts to
promote buy-in and success. Centurion’s QM team will continue to provide QM monitoring information
and/or program results to onsite staff during regularly scheduled institutional staff meetings, institutionspecific QM committee meetings, and annual trainings. Designated QM staff and other leadership staff,
we will continue to participate actively in the statewide QM program.
Our FDC-specific QM program and leadership staff will receive ongoing support from our Corporate CQI
Coordinator, Sheila Reineck, LPN. She has over 25 years of experience in CQI-related activities
including collecting, analyzing, and tracking data for improvement focusing on the quality of care
provided. She is Lean Six Sigma White Belt Certified and working towards Green Belt certification.

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Centurion offers quarterly QM leadership calls that allow Centurion staff with quality improvement
responsibilities across our contacts nationwide to share best practices, quality initiatives/outcomes, and
specially designed indicators that they have successfully used to improve healthcare outcomes and
processes.
Every position from our statewide vice president of operations to our direct care staff will continue to be
involved in QM activities. The expectation that all Centurion staff will actively participate in the QM
program is included in all clinical job descriptions. As part of the Centurion New Employee Orientation
Program, we introduce new staff to the goals and methodology used in ongoing quality improvement
efforts.
In summary, the statewide QM program services will include the following key elements:



Implementation of a monthly audit process calendar to ensure key service delivery processes are
audited one to two times a year



Centurion developed/Department approved internal audit tools to conduct institutional audits,
ensuring that we meet OHS, CMA, ACA, AHCA, and contractual requirements



Random selection of records for each audit, ensuring adequate sample size



Development of CAPs as required when areas for improvement are identified through occurrence
reporting including sentinel events, grievances, audit findings, changes in policy, and/or adverse
healthcare outcomes

G. Quality Management Cost Avoidances/Reduction/Savings
Centurion is confident that our “investment” in conducting internal QM audits on a proactive basis will
continue to result in improved healthcare services and avoidance of unnecessary costs associated with
“downstream” consequences of delayed or poor quality healthcare. Our experience confirms that a
strong QM Program supporting efficient and effective healthcare avoids preventable offsite specialty care,
expensive infirmary stays, and community hospital costs.
With a collaborative, multidisciplinary QM Program, healthcare services will continue to become more
cost effective. Improved services also provide “insulation” from litigation and associated costs arising
from unexpected healthcare outcomes, including preventable morbidity and mortality. Under our current
contract with the FDC, we found a reduction in overall grievances with the provision of increasingly
proactive and preventive healthcare services.
Perhaps the most notable improvement in performance directly related to enhanced QM programming
over the past year involves the decrease in corrective action plans (CAPs), specifically CMA CAPs. As
noted in our 2017 ITN response for medical services, when we started providing services for the FDC in
late 2016, we inherited a CAP process in disarray, with more than 800 open, unresolved CMA CAPS
across the state. As shown in the following graph, we have significantly reduced that number over the
past five years with the support and structure provided of our effective CQI team. Additionally, the most
recent quarterly FY-2021-22 CMA audit findings showed that all audited FDC facilities met the
Department’s performance measure requirement to successfully resolve any initiated CMA CAPs within
two re-audit cycles with 80% compliance. The statewide average performance measure compliance rates

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for this indicator in the current FY-2021-22 was 100% in Q1, and 95.6% in Q2, with no FDC site below
91% compliance for both quarters.

5-Year Trend in Number of Open FDC CMA CAPs
700
600

..

'

500
400
300
200
100
0
Apr-18

Apr-19

Apr-20

Apr-21

Apr-22

H. Value Added Services for Quality Management
Below we list several accomplishments under our current contract with the FDC to illustrate our additional
quality management services and their outcomes. The Department can rest assured we will continue
similar efforts in our partnership with them, should we have the honor of continuing to provide
comprehensive healthcare services for the FDC under the new contract. All of the following
accomplishments will continue in the new contact.



Created inclusive ACA portal for all FDC sites that improved ACA preparation and audit outcomes



Developed ACA Healthcare Outcomes tracker to aid sites with tracking items monthly in order to
complete annual reports requested by the FDC



Created ACA staff, permit and license tracker for use within multiple ACA standards folders



Achieved overall improvement in CMA initial audits and quicker closure of subsequent CAPs
which increased trust from the Department and outside auditors on our ability to identify and
improve upon processes in a timely manner



Participated with CMA on access to care audits during the pandemic which allowed everyone to
see how sites progressed during COVID and any items falling through the cracks



Established portal site with CMA team access for ensuring remote ability to assess
documentation for CAPs, which allows assessments to continue even when CMA cannot come
on site



Created a new process, consistent with FDC guidelines, to complete peer reviews remotely, if
needed, which minimized delays in completing peer reviews and made tracking easier



Supported joint access by FDC and Centurion to electronic reports on Risk Management
Occurrence Report (RMOR), HIPAA, grievances, performance measure monitoring, quality
management minutes and other areas which allows for transparency and ease of review

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

Enhanced the FDC mortality review process with inclusion of regional clinical and administrative
leaders, improved inclusivity of death report, created and presented standardized training for all
providers through the FDC mortality coordinator and statewide CQI director



Established enhanced credential requirements for our of CQI team to include CCHP certification
from NCCHC



Created a CQI training module for live or virtual presentation for site leadership to ensure all site
leaders receive the same information from the same team



Created a database for RMCH policies and revisions with access for FDC and RMCH
administrators to streamline communication and revision/approval process which meets FDC and
AHCA needs



Implemented mental health DRF auditing process with FDC to support accurate tracking of DRF
MH monitoring and provide transparent review by our regional team and FDC MH team



Collaboration with Centurion’s corporate clinical operations team to enhance the mental health
quality program for the FDC to focus on specific areas of concern, highlight areas of excellence,
and thus increase staff morale and retention



Reviewed ACA Healthcare outcomes measures for all sites undergoing ACA re-accreditation and
completed summary reports to aid in answering questions during ACA Re-Accreditation Panel
Hearings



Completed APRN justification study to review results from hiring APRNs to manage sick call at
several facilities



Initiated annual quality management study of grievances to be reported out in July at Quality
Meeting with FDC



Devised a user-friendly, more efficient nursing schedule tool and assisted statewide and regional
directors of nursing with site training



Continual communication with nurse educators focuses training and attention on areas of noncompliance



Created new monthly CQI CAPs based on previous CMA and client monitoring in order to remain
focused on areas of non-compliance

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3.6.9 Electronic Medical Records (EMR) Service Area
Centurion appreciates the importance of an electronic medical record (EMR) to the provision of medical,
dental, mental health, and other health services. We look forward to collaborating with the FDC to ensure
that our EMR solution, Fusion, continues to evolve and adapt to the unique operational needs of the
FDC’s facilities, incarcerated population, and healthcare services system.
A. Acceptance of Electronic Medical Record Service Area Requirements
Centurion and Fusion acknowledge and accept the 14 EMR requirements listed in ITN Section 3.6.9.3,
Electronic Medical Record Minimum Requirements. As the incumbent healthcare provider, we are
familiar with the Department’s EMR needs and requirements and do not anticipate any significant
challenges to meeting the FDC’s ITN EMR requirements in the new contract.
B. Acceptance of EMR Service Area Performance Measures
Centurion acknowledged and accepts the two EMR performance measures listed in ITN Section 3.6.9.4,
Electronic Medical Record Performance Measures.
C. Ability to Exceed Performance Measure Requirements
Centurion has demonstrated our ability to meet the EMR performance measure requirement to have our
EMR system up and available for use 99.9% of the time. Centurion’s EMR solution, Fusion, currently
meets this requirement and will continue to do so going forward. As the FDC may be aware, our
corporate IT department is in the process of establishing an automated, electronic monitoring mechanism
to capture all EMR downtime events across each FDC facility, and to more efficiently report on this
measure to the Department and our onsite leadership. Presently, staff at each FDC facility report any
EMR downtime incidents to a designated staff member and captures the information manually in a
spreadsheet. Automating this process will improve the accuracy and timeliness of the information and
our reporting to the FDC.
Acceptance of EMR Reports. Centurion and Fusion acknowledge and accept the one EMR report noted
in ITN Section 3.6.9.5, Electronic Medical Record Report. We will provide our EMR Support and
Communication Plan to the Department within 15 days of the effective contract start date.
D. Proposed Modifications for Electronic Medical Records Performance Measures
We are not proposing any significant modification to the content or intent of PM-EMR-01 regarding EMR
system uptime availability for use of 99.99%. However, we do recommend adding other exclusion
language such as when the EMR system is not available due to a significant natural disaster or other
catastrophic event outside of Centurion’s or Fusion’s control. We also suggest financial consequences of
$3,500 per occurrence, versus $3,000 per percentage point or fraction thereof. This modification will
make the financial consequences clearer and easier to calculate.
We have concerns with the wording of PM-EMR-02, which is a new performance measure not presently
in place. As currently written, it is not clear how the FDC defines or plans to measure the EMR being
available when needed, or how the FDC defines “critical health services”. All electronic systems have the
potential to be unavailable, at least temporarily, for a host of reasons, some of which may have little or

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nothing to do with the EMR system itself. For example, the EMR system may become unavailable
through severe weather events, temporary power outages, internet or network interruptions due to natural
or human-made disasters, and similar events outside the control of Centurion or the EMR vendor.
Based on the wording of performance measure PM-EMR-01, the FDC is aware that on rare occasions the
EMR system may be unavailable for brief periods until IT/EMR staff are able to trouble shoot the problem
and restore the system to full operations. As written, PM-EMR-02 seems to overlap with the intent of PMEMR-01 that already has financial consequences in place for anything less than 99.99% EMR uptime
availability for staff. Upon contract award, we look forward to reviewing with the FDC the Department’s
purpose for adding PM-EMR-02 and any modified wording of the measure that will differentiate it from
PM-EMR-01 and make it more specific and measurable.
E. Plan for Providing Electronic Medical Record Services
In our last ITN response, we provided the FDC with the following list of EMR project management priories
as we anticipated full implementation of our proposed EMR solution, Fusion:


Start Up and Planning: Kick off, finalize scope, assemble project team, create project plan



Hardware and Software: Identify needs, install equipment, and install software.



Interface Development: Define, develop, and test interfaces



Staff Preparation and Training: Create training plan, train trainers, conduct training



Policies and Key Decisions: Define policy for decision making during project



Workflow Re-Engineering: Document and rework workflows



Custom Clinical Content and Set Up: Design and enter all setup information. Selected staff
training.



Pre-Loading Information: Data pre-load, decide on paper chart data load, pre-load training

Over the past two years, we have successfully implemented or initiated each of these priorities and
Fusion is now up and running across each of the four regions of the state. In addition to providing our
EMR solution at the FDC-managed facilities, we also implemented our EMR solution at the seven private
facilities as well. In September 2021, we transitioned five female facilities to our EMR system, one of
which was a privately run facility. In early December 2021, we transitioned Fusion to each of the male
facilities across the state, including the remaining six privately run facilities.
For both of these transitions, we made our local and corporate EMR team available to staff on Zoom 24
hours a day for the first three to four days to answer any questions and assist staff with any EMR
challenges. Our EMR team remained available for ongoing staff transition support, including afterhours,
for a full week after the initial transition.
Methodologies and Approach. In the new contract, our EMR core team and training team will continue to
work together with the FDC, Fusion, private facilities, internal network system engineers, and our
Centurion helpdesk team to address all aspects of managing the new EMR. We remain committed to
treating any EMR concerns with a sense of urgency and a multidisciplinary approach to finding and
implementing sustainable solutions.

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For example, the Centurion Florida EMR team meets two to three times each week for two hours with
Fusion to address all open EMR items, whether new requests, questions, or open tickets. We include the
FDC in these calls, in addition to having three EMR team members with access to the Fusion helpdesk
ticketing system. Our team meetings reflect our collaborative approach that includes permanent and ad
hoc members to the EMR team to work on innovative changes to the EMR. We also engage participation
of front line EMR users by encouraging them to submit requests for changes and improvements to the
EMR system.
Centurion also facilitates an EMR change management committee known as HEAT, which stands for
Healthcare EMR Approval Taskforce. The HEAT committee meets at least monthly to review all EMR
change requests. Membership in this committee includes, but is not limited to, FDC directors from
various disciplines, Centurion healthcare discipline leads, EMR team, IT staff, and Enterprise Data
Solutions (EDS) reports team members. The mission and goal of this team is to review, discuss, and
approve changes to the EMR to ensure staff have the best possible electronic documentation solution.
Centurion’s corporate EMR team will continue to be available onsite, as needed, to our onsite EMR staff,
to work directly with EMR users to trouble shoot EMR challenges and concerns. In the coming months,
we will also begin EMR “focus groups” in order to obtain feedback from frontline users, by discipline.
Currently, Centurion is collaborating with the FDC to establish and or enhance all required EMR-related
reports. In the coming months, our IT Department will enlist the support of our Enterprise Data Solutions
team, headed by Shenita Freeman, DSc, MSHIA, MPH, RHIA, CPHIMS, HCISPP, CPH, our Senior
Director of Data Enterprise Solutions, to establish an interface with Tableau, a visual data analytics
platform, to establish enhanced data analytic capabilities and expanded EMR dashboard reporting
features.
Now that the EMR transition from hardcopy records has taken place, our EMR system’s ongoing support
services, include the following:



24/7/365 Tech Support – Centurion offers continuous EMR service support through several
venues: 1) Onsite IT/EMR support staff during normal working hours; 2) Centurion’s 24/7 IT
technical support from our IT-Helpdesk, and 3) Fusion’s emergency after-hours EMR support.



EMR Visual form Editor (VFE) License and System Administration Functions – Centurion
will maintain our annual purchase of six VFE licenses for key EMR stakeholders that will enable
us to directly create new EMR forms and or modify any existing forms without the need to
request, purchase, or wait for these changes through Fusion. We currently provide two of the six
VFE licenses to FDC IT/EMR experts. If desired by the FDC, we can continue to provide these
FDC-dedicated VFE licenses in the new contract as well. We detail below some of the benefits to
Centurion and the FDC for us maintaining VFE licenses.



Establishing Service Level Agreements (SLAs) with Fusion – Centurion has a contract with
Fusion to provide access to their EMR system. Upon renewing our contract with Fusion within
the next two years, Centurion will establish additional service delivery and timeliness expectations
in our SLAs to ensure timely response to EMR system challenges or concerns. The service
contract will continue to include security patching, upgrades, support services, and system
performance monitoring and reports.

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Future EMR Product Enhancements – As our EMR vendor makes software upgrades and
feature enchantments or improvements, they share these with their customers, if desired.

Visual Form Editor (VFE) Licenses and System Administration Functions for Florida. Below we list some
of the benefits to Centurion and the FDC for maintaining VFE licenses and system administration function
for Florida.


All EMR forms can be built/maintained by Centurion
 Turnaround time is greatly reduced
 Cost savings from avoiding having to have Fusion complete the project
 Flexibility to create forms that facilitate FDC reporting needs, even as needs change
 Ability to customize for the FDC and modify forms in real time
 Ability to build flowsheets from these forms as needed or requested
 Maintain more versatile EMR staff the more we learn through VFE projects
o
Can enhance clinical decision support through specialized coding
o
Enhances multidisciplinary team collaboration
o
Maintain DEV, UAT, and PROD environments for development phases
o
Facilitates regular environment comparisons to enhance staff training
o
Empowers users and FDC when we directly translate ideas into useable content



Support
 Real time troubleshooting and correction completions with staff and FDC
 Track outages as needed
 Optimize workflows by analyzing the documentation, amending as needed
 Available 24/7 via help desk, and expanded hours for specialized support



Change Management
 Can quickly answer questions about what can and cannot be done
 Can look for unique solutions to issues or requests
 Maintain a committee to gather input from healthcare staff and the FDC

EMR Training Support. A fundamental component of our EMR service system is user trainings. Our EMR
training support provides:



End User Acceptance Drives a Successful EMR Implementation – To ensure this
acceptance, our EMR vendor, Fusion, and Centurion provide four preliminary training phases to
ensure thorough competency with the EMR software prior to implementation:



Training Modules and Walkthroughs – Centurion’s onsite training team, with support from our
corporate training department, created live action style computer modules using captivate
software. This allows the user to see “click by click” how to complete basic functions in short
online sessions. This content is learning management system (LMS) based and sets the
foundation for the training. Centurion provides FDC and private facility access to this training
platform.

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

Webinars – Centurion users participate in live, online webinar training conducted by Centurion
EMR Team staff using the zoom format. We will customize these for specific user groups and
individuals for planned and “just in time” training opportunities



Sandbox User Acceptance Testing (UAT) – We provide a user-training sandbox (UAT) for
practice as well as for testing new functionality. This tool simulates the live environment, allowing
Centurion users to experiment with the functions/features (within their role) found within the
program. Staff will have access to this site for refresher or new employee training, for as long as
we utilize our proposed EMR solution. Centurion trainers also use video vignettes showing new
functions and workflows that are less than 2-3 minutes and available on the Centurion Central
EMR site. Users can access these for quick refreshers or easy learning.



In Person Training – Centurion will continue to provide in-person training, including real-time
sandbox (UAT) utilization, to ensure that each user not only receives the information, but also is
able to apply it correctly.

Centurion will continue to conduct onsite training with healthcare staff at FDC facilities to solidify the
training material covered in the initial three phases. Designated staff will coordinate the training and work
with Centurion personnel to provide role-specific, interactive training using the forms and functionality
created specifically for the Department.
We have experienced great success by training super users at each facility who serve as local experts
who are readily available to assist staff should any issues arise at the facility level. Super users also train
new personnel on the EMR system once new staff complete the web-based modules. Centurion staff,
super users, and site administrators can also access remote EMR support via phone or email to help with
any concerns during implementation and at any time in the future. EMR support is available, when
needed.
Additional EMR Project Phases. Centurion is already working on two other EMR-related projects. The
first involves development of an aftercare interface to ensure that the FDC is able to meet their required
data provision to the Department of Children and Families. The second involves working on the
Electronic Prescribing of Controlled Substances (EPCS) program. Both of these projects will assist with
facilitating patient continuity of care and improved workflow efficiencies. In addition to these projects,
Fusion, EMR staff, and representatives from our dental team will continue to work on establishing a new
dental suite as some dental modules have experienced functional difficulties. Some of these have
already been addressed, such as creating a new dental view that allows dental staff to see patient’s teeth
charts, while other dental module limitations require continued development.
EMR Automation Tools.


Microsoft SharePoint – Throughout the EMR implementation project, we have and will continue
to provide deliverables on our SharePoint server. Microsoft SharePoint is a browser-based
collaboration and document management platform described elsewhere in our proposal. FDC will
continue to have continuous, password-protected access to SharePoint.



Innovative Project-tracking Software – Centurion currently employees several innovative
project-tracking software to assist our project managers in developing a plan, assigning resources
to tasks, tracking progress, managing the budget, and analyzing workloads. These include

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Microsoft Project and Smartsheet. Designated FDC staff currently have access to our
Smartsheet tracking system.


User Acceptance Testing (UAT) – This proprietary tool is a software development process that
individually and independently scrutinizes even the smallest testable parts of the EMR system for
proper operation. In the new contract, this UAT-testing tool will continue to be available to
monitor and troubleshoot EMR system operations.

Additional EMR Processes in Place. In addition to the EMR management processes noted above, to
assist to FDC and healthcare staff in making ongoing EMR adjustments and improvements, Centurion
recently established regular “open solutions” meetings with all relevant stakeholders, including Centurion
clinical leadership staff, statewide EMR director, IT specialists, and designated FDC staff. These
meetings have already been very useful in identifying and prioritizing EMR enhancements and
adjustments to address effectively the clinical and operational needs of healthcare and custody staff.
F. Electronic Medical Record Services and Staff to Ensure Service Delivery
Program Oversight and Clinical and Administrative Staffing Levels for EMR Services. We understand that
qualified and trained staffing is essential to maintaining and maximizing EMR system utilization across all
applicable FDC and privately contracted facilities. Members of Centurion and Fusion EMR teams will
provide the FDC with the right number of people with the right skills to fulfill and maintain the EMR project.
Centurion EMR team members will include a statewide EMR director and EMR project manager. As the
FDC is aware, we also have a dedicated corporate EMR team, with at least two of these team members
currently dedicated full-time to supporting our onsite EMR staff to ensure optimal EMR system
functioning. This additional corporate support is particularly helpful during our current phase of
establishing and expanding the EMR’s reporting capabilities. With this additional support, we anticipate
being able to enhance our EMR reporting capabilities beyond FDC requirements.
Our EMR system leadership team will include all the positions identified in Section 3.6.1.2, Program
Management Minimum Requirements. These positions will provide appropriate oversight to ensure all
EMR system operations statewide, regional, and within each facility are carried out in accordance with the
requirements outlined in this ITN. Our statewide EMR leadership team includes the following:

Centurion Florida EMR Leadership Team
Leadership Position Title
in ITN Section 3.6.1.2

Centurion Current Staff Member

Statewide EMR Director

Linda Dorman

Statewide EMR Project Manager

Sharon Butler, MSN, RN, CCHP

Regional EMR Specialists

Brandon Wallace, Belinda Brown, Trek
McCullough, Dora Sword, Asaf Krudo, Cloe
Flanagan

RMC EMR Specialist

New Position in 2022 ITN

We will continue to provide leadership to ensure that the healthcare delivered is consistent, quality, and
contract compliant across FDC sites. For the ease of the reader, we provide all of our full staffing plans
for EMR services and the other service areas for the Florida program at the end of Tab D, immediately

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following our response to ITN Section 3.6, Healthcare Services. Below, we provide the Centurion of
Florida organizational chart that further outlines our lines of authority and leadership roles for EMR
services.

EMR Services Organizational Chart
Statewide Vice President of
Operations

Statewide EMR Director

Regional EMR
Specialists

RMC EMR
Specialist

Statewide EMR
IT/OBIS Specialist

Statewide EMR
Business Analyst

Statewide EMR
Education
Coordinator
Regional EMR
Education
Coordinator

In addition to the above EMR staffing resources, Centurion will also maintain the following EMR positions:


EMR Training Manager – responsible for all training related to the EMR, including but not limited
to super users, end users, FDC, corporate, 3rd party auditors (e.g. CMA, NCCHC, ACA, etc.)



EMR Analyst – builds forms and other items in the EMR, works with all users, including discipline
leads to assist with EMR questions and requests. This individual will hold a VFE (Visual Form
Editor) license.

EMR Equipment and Infrastructure. As the FDC is aware, in anticipation of implementing our EMR
solution across the state, we added or enhanced over 3,000 staff workstations with computers, 300
printers, and 400 scanners, in addition to providing enhanced IT infrastructure to support the EMR
system. Centurion is currently deploying additional equipment on an as needed base, such ensuring that
all sites have needed signature pads. We provide more details on our IT infrastructure support and
resources in our response to ITN Section 3.6.10, Information Technology Services.
In addition to Centurion’s EMR staffing and equipment resources, Fusion provides a dedicated EMR
project manager to provide ongoing EMR support for the EMR project.
Besides Centurion and Fusion staffing resources, we will continue to make available value-added
services that we describe in more detail below, such as our dedicated IT and EMR corporate teams, and
our enhanced technology solutions, such as Tableau.
In the spirit of transparency, we recognize that in spite of the resources we have dedicated to this project,
we are continuing to address EMR transition challenges, like dental module functionality. As we have to
date, we will continue to include the FDC in open dialogue with Centurion and Fusion to address these
challenges to final resolution as they arise.

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G. Cost Savings for Electronic Medical Record Services
Reduced Travel Expenses. Centurion clinical supervisory staff and third-party auditors will no longer
need to travel to other FDC facilities in order to conduct patient record audits for clinical chart review
purposes, or for audit purposes. For example, Correctional Medical Authority (CMA) and Office of Health
Services (OHS) staff may not need to travel in order to conduct chart audits since all FDC patient records
are now available to FDC-approved staff at designated FDC workstations.
Reduced Shipping and Postage of Patient Records. The cost to move or transfer patient records to other
FDC facilities or offsite entities will be greatly reduced. Authorized staff can now securely email most
patient records thereby will greatly reducing the need to mail hardcopy records via the U.S.P.S, Fed-Ex,
and UPS.
Reduced Cost for EMR System Changes. Centurion will continue to pay Fusion annually for six Visual
Form Editor (VFE) licenses. Having Centurion onsite and corporate EMR staff with VFE licenses will
greatly reduce not only the costs to create and or modify EMR forms and reporting options, but will also
reduce the time needed to complete these processes compared to relying submitting form and system
change request to Fusion.
Reducing Liability and Exposure to FDC and Healthcare Clinicians. Fusion’s intuitive design reduces
human error, alerts clinicians to drug interactions, and provides comprehensive reporting and auditing
capabilities. Fusion multiple functionalities improve care delivery and reduce exposure to FDC and
healthcare staff.
Fusion will improve the ability to diagnose diseases and reduce – and more often than not prevent –
medical errors, in turn improving patient health outcomes. For example:


The system automatically checks for problems whenever a clinician prescribes a new medication
and alerts the clinician to potential conflicts.



User-friendly screens list medications and life-threatening allergies so emergency staff can adjust
care appropriately, even if the patient is unconscious.



It exposes potential safety problems when they occur, helping clinicians avoid consequences that
are more serious for patients and leading to better patient outcomes.



Fusion helps clinicians quickly and systematically identify and correct operational problems. In a
paper-based setting, identifying such problems is much more difficult, and correcting them can
take years.

Fusion helps detect patterns of potentially related adverse events and prompt or alert healthcare staff to
see at-risk patients before adverse events occur. These features can lead to more proactive, targeted
care that can reduce overall healthcare and potential litigation costs.

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H. Value Added Services for the Electronic Medical
Record System
Valued Added Service: Dedicated IT and EMR Team.
Centurion takes pride in our ability to work with client agencies
to implement, operate, and optimize EMR systems. In addition
to the direct, onsite EMR staff that we have included in our
proposed staffing plan for the FDC, we have a robust internal
Informational Technology (IT) department, led by Shant
Tossounian, Senior Vice President of IT, with assistance from
Piyush Patel, Director of Information Technology, and
Shenita Freeman, DSc, MSHIA, MPH, RHIA, CPHIMS,
HCISPP, CPH, Senior Director of Enterprise Data
Solutions. Over the last several years, Centurion’s
internal infrastructure supporting EMR projects has grown
substantially.
Our corporate IT department, comprised of over 80
full-time employees, has a 24/7 help desk, an
infrastructure team that manages our IT security and our
data center, and a dedicated application development
team that focuses on reporting and custom applications.
Centurion’s IT department manages computers, printers,
network infrastructure, security, internet connections, EMR
systems, and other technologies throughout our programs.

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Shant Tossounian
Senior Vice President of
Information Technology

Piyush Patel
Director of Information
Technology

Shenita Freeman, DSc,
Christopher Bourque, LPN
MSHIA, MPH, RHIA,
CPHIMS, HCISPP, CPH Director of Electronic Health
Records
Senior Director of Enterprise
Data Solutions

In addition to our corporate IT support, Centurion has a dedicated team exclusively focused on Electronic
Medical/Health Records. Having a separate EMR/EHR support team is unique in the correctional
healthcare industry.
Christopher Bourque, LPN, Director of Electronic Health Records, leads our EMR team that includes
the following staff:






Sharon Butler, MSN, RN, CCHP – Manager, EHR
Karen Giangrande, LPN – Manager, EHR Change Management and Clinical Liaison
April Lee, LPN – Manager, EHR
Shawn Runey – EHR Specialist
Yuliet Lara, RN – Manager, EHR

Our dedicated team researches correctional EHR/EMR systems, and assists with planning, consultation,
implementation, and providing ongoing technical support for our correctional health programs across the
country.
EMR Experience in a Correctional Setting. Centurion has experience reviewing, analyzing, comparing
and implementing a broad range of EMR systems. Mr. Bourque has an extensive history of working with

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and implementing a number of correctional healthcare EMR systems. In our current and prior
partnerships, we have experience identifying, implementing, and or enhancing the EMR system noted
below in the table that follows. Those EMR programs where we provided full implementation from either
a paper record system, or another EMR solution, have the word “new” next the solution name.

Centurion EMR/EHR Systems in Past and Current Programs
Centurion Client

EMR/EHR Program

Pima County, AZ (Jail)*

GE Centricity/Fusion – new

Georgia DOC

Dentrix (Dental EMR) – new

Maryland DPSCS
Mississippi DOC*
Minnesota DOC
Vermont DOC*
Bernalillo County, NM
(Jail)*
Arizona DCRR*
Volusia County, FL (Jail)

Sapphire EHR - new

Centurion Client

EMR/EHR Program
Sapphire EHR

NextGen
GE Centricity
Sapphire - eMAR
CorrecTek

Pennsylvania DOC
Philadelphia
Department of Prisons*
Delaware DOC
Kansas DOC
Florida DOC
Indiana DOC

Sapphire -–new

Idaho DOC

eOMIS

eOMIS

Missouri DOC

MARS/MOCIS

eClinical Works – new
ICHRT
NextGen
GE Centricity/Fusion – new
NextGen

*Past Client

Our dedicated EMR team researches correctional EMR systems, and assists with planning, consultation,
implementation, and providing ongoing technical support for our correctional health programs across the
country.
Centurion’s IT and EMR teams will implement our proposed EMR system by migrating data from current
systems to our proposed system solutions. They will also ensure that all needed system interfaces are in
place and, if desired, recommend enhanced interface solutions such as bi-directional interfaces with
pharmacy, laboratory, radiology and other integral healthcare-related systems. We will provide ongoing
technical and EMR support for healthcare and FDC staff.
We have the expertise to establish and maintain a cost-effective EMR solution that helps ensure the
quality and continuity of patient care by establishing an integrated division-wide medical record system.
Our company has intentionally chosen not to own our own EMR system, as some healthcare vendors do,
so that we can be in a position to fairly evaluate and recommend the best EMR options for our clients.
Since we do not own the EMR system, any systems we establish can remain in place even if we are no
longer the contracted healthcare provider.
Valued Added Service: Business Intelligence Solution – Tableau. Tableau
is a visual analytics platform that helps transform the way we use data to
solve problems, including healthcare data from EMR solutions. Founded in
2003, this software platform makes it easier for healthcare and custody staff to explore and manage data.
This software works by translating drag-and-drop actions into data queries through an intuitive interface.
Although Salesforce acquired Tableau in 2019, their mission remains the same.
They offer not only a complete, integrated data analytics platform, but also proven enablement resources
to help customers deploy and scale a data-driven culture that drives resilience and value through

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powerful outcomes. Tableau can quickly translate data into user-friendly dashboards that staff can
customize, standardize or use for ad hoc dashboard reporting through a broad range of data queries
available in our EMR solution.
Over the past several years, Centurion has built an effective and growing analytics and informatics
department, recently renamed data enterprise solutions, to support our staff and clients with more
effective and efficient data collection, analysis, reporting and utilization. Often the data that we analyze
for maximum benefit and impact for our correctional clients comes from EMR systems.

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3.6.10 Information Technology Service Area
A. Acceptance of Information Technology Service Area Requirements
Centurion acknowledges and accepts the 45 information technology service requirements as listed in ITN
Section 3.6.10.2, Information Technology Software Requirements. We will continue to comply with the
Department’s Procedure 206.004, Internet Services, which covers guidelines for internal usage, and
Procedure 206.007, which covers user ID requirements. However, we do propose clarification or
modification for User Security for Information Systems the following IT service requirements:


ITS-009 – Networking Services: Vendor supplied networking equipment requirements: b. Any
new network infrastructure needs, including LAN wiring, building to building fiber, switching, or
Wi-Fi equipment will be the responsibility of the vendor to procure and manage



ITS-030 – Mobile devices: Vendor must centrally manage any FDC-approved mobile device
through a mobile device management (MDM) solution.

With regard to ITS-009, this requirement appears to be a departure from current practice. Presently, the
FDC IT department is responsible for managing and installing required IT network cabling within facilities.
It appears that the FDC is now requiring the vendor to take on this responsibility for healthcare related IT
networking needs. While Centurion is willing and able to take on this responsibility, this will require close
collaboration with the FDC’s IT and maintenance departments to ensure that any needed cabling does
not interfere with FDC building restrictions or requirements that may limit where and how cabling can be
safely implemented.
This change in cable installation responsibilities will also require clear agreements between the FDC and
Centurion on how to address liability issues that may present themselves should attempts to install
cabling interfere with or disrupt existing infrastructure or other utilities within a building or wall that was not
known to Centurion prior to installation. Upon contract award, we look forward to clarifying this
expectation with the FDC to ensure that we meet this requirement in a way that does not open the FDC to
plant or operation disruptions, or Centurion to unknown risks and liabilities.
With regard to ITS-030, currently Centurion is not required to manage centrally any FDC-approved mobile
devices through an MDM solution. Upon contract award, we look forward to clarifying with the FDC who
is responsible for the MDM solution and its associated costs.
B. Acceptance of Information Technology Software Performance Measures
Centurion acknowledges that the ITN does not include any ITS specific performance measures or reports.
C. Ability to Exceed Information Technology Software Performance Measure Requirements
Because no ITS performance measures were included in the ITN, Centurion is not in a position to
address our ability to exceed such measures.
D. Proposed Modifications for Information Technology Software Performance Measures
Centurion is not proposing any IT-specific performance measures at this time.

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E. Plan for Providing Information Technology Software Services
Before providing our plan for IT Services in the new contract, we highlight below some of our major IT
accomplishments to date. Knowing the current state of IT services, including what we have already
accomplished, serves as a foundation, or benchmark, that informs our IT service goals and plans going
forward. Here are a few of our major IT accomplishments:


Computer Refresh – Centurion replaced virtually the entire existing FDC computer inventory,
approximately 3,000 computers or similar endpoints.



Introduced New IT Equipment – We added laptops, signature pads, printers, and scanners in
preparation for implementing Fusion, our EMR solution, in 2021.



Central Management of IT Infrastructure – We leveraged central management to manage
switch infrastructure ensuring rapid deployment of security updates and feature enhancements.
Involved incorporating switches into network monitoring solutions to proactively monitor switching
hardware and quickly respond to outages.



Enhanced IT Infrastructure – We deployed full technology stack collocated in FDC Data Center
in Tallahassee. Technology stack consists of Fusion EMR reporting servers, core network
switches, Firewall, IPS/IDS, etc., to provide simplified access from all FDC and privately
contracted facilities, as well as egress out to the internet.



Wireless Connectivity – We collaborated with FDC OIT/Network team on introduction of
wireless access for endpoints and their authentication



Expanded IT Helpdesk Support – We upgraded out IT Helpdesk to provide 24/7/365 access to
live technicians for IT, telehealth, and EMR support.

We will continue to provide all computer hardware, software, and necessary IT infrastructure to support
EMR and telehealth services, including central processing units, handheld devices, monitors, printers,
and keyboards in desktop or laptop versions necessary to conduct health services operations. Upon
contract award, we will submit to the FDC our initial plan for placement of any additional hardware
needed to ensure that our staff have the IT resources they need compete all required healthcare services
included in this procurement. Centurion will continue to be responsible for the servicing, maintenance
and replacement of the hardware during the term of the contract.
As noted above, as part of the recent statewide implementation of the EMR system, Fusion, we replaced
or purchased approximately 3,000 computers and related IT equipment in order to meet or exceed the
EMR system’s hardware requirements. As a result, we do not anticipate needing to make a large initial
purchase of additional IT-related equipment in the new contract, at least not as part of the contract
renewal and transition process.
IT Technology Software Management Plan
Our IT resource management plan includes our processes and action taken for the replacement of
hardware and software, upgrades to the infrastructure, patching of operating systems, and endpoint
protection. We will continue to engage the Department’s Office of Information Technology (OIT) prior to
implementing any new technology hardware, infrastructure, and other IT-related services.

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Upon contract award, Centurion’s IT team will inventory all IT-related hardware and equipment. If any
additional IT-related equipment is required, we will work closely with the FDC’s OIT to order equipment
that meets all Department standards. Working with the Centurion regional office management and the
site leadership staff, we will determine the priority and location of placement of hardware. When the
ordered hardware arrives, our Centurion IT staff will install the equipment at each FDC facility. As noted,
Centurion has an IT department with over 80 IT staff. Part of that team is a dedicated technical services
group that will continue to provide service, repairs, and replacement of the health services IT-related
equipment and software.
Total Security Enhancements. Centurion’s corporate IT department provides a number of security
enhancements to support our onsite IT and healthcare personnel. These include, but are not limited to,
the following security categories and measures:






Endpoint Security:


Full volume encryption feature to protect data by providing encryption for entire volumes.



Track the health and performance of portable endpoints/workstations.



AI-based endpoint protection for safeguarding against sophisticated threats

Web Filtering/Security:


Provide outbound secure access for web applications and browsing to approved websites



Deploy network security measures like Intrusion detection / prevention for local egress to
internet



Add security solution like SIEM (Security Information and Event Management) to search,
analyze and visualize machine data and generate necessary security alerts.

Vulnerability Management (Monthly Patching):


Implement approved Applications Control process



Perform regular security scan of computers for vulnerability discovery



Use lifecycle management solution to apply monthly security patching to OS and software
applications

User Licenses. Centurion understands that the Department may request user licenses to access the
business applications that we use at FDC facilities. If the Department requires access to any Centurion
business applications, we will process the request within timely at no cost to the FDC.
Medical Health Records and Other Data. Centurion agrees that the Department owns any medical
records, data, and other information or reports that we collect or prepare in the course of performing our
contracted duties. We will not use any Department owned data or reports for any independent projects,
nor sell or publicize such records, reports, or data without prior permission of the Department. Subject to
applicable federal and state laws and regulations, the Department will have full and complete rights to
reproduce, duplicate, disclose and otherwise use all such information.

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Prior to any future termination of our partnership with the FDC, Centurion will provide the Department all
data and reports in their desired format. The data format that we provide the FDC will include, but not be
limited to, readable electronic format as specified by the Department as per the de-conversion plan that
we specify in our ITN response.
Initial Plan for Placement of Hardware. Centurion’s initial plan for placement of hardware is to replace
any computer and related hardware equipment used for healthcare operations that is five years from new
purchase date or older. As noted previously, virtually all existing computers and related hardware used
by healthcare staff is less than two years old as Centurion replaced most of the computer equipment prior
to implementing the EMR system in 2021. Consequently, we do not anticipate needing to replace
existing computers and related hardware as part of our transition to the new contract.
However, we will provide new or recently purchased computers and related equipment to accommodate
any healthcare staffing additions at each FDC facility. Centurion is committed to ensuring that all
healthcare staff at each applicable site, as well as our Florida regional offices, have access to computers
and related hardware, in order to complete their required duties efficiently, including timely access to our
EMR solution.
IT Resource Lifecycle Management Plan. Centurion’s computer and related equipment lifecycle
management plan includes the following elements:








IT resource management plan
Lifecycle process
Action taken for the replacement of hardware and software
Upgrades to the infrastructure
Patching of operating systems
Endpoint protection

Centurion’s IT resource plan is to replace computers and related IT-hardware every five years. We based
our previously noted initial plan for placement of hardware on our five-year lifecycle management plan.
The five-year replacement cycle includes computers, printers, scanners, tablets, cell phones, and other
IT-related equipment utilized by healthcare staff to ensure optimal work efficiencies in meeting the
requirement of this ITN.
We address software management and upgrades on a case-by-case basis, depending upon the
frequency, nature, and applicability of any future software upgrades. When available software upgrades
affect the security or privacy of software itself, or the system(s) or infrastructure upon which it operates,
we will update those software updates in a timely manner, without waiting for any preset upgrade
schedule. Likewise, when introduced software upgrades significantly improve the functionality or
efficiency of utilizing the software, we prioritize those software upgrades as well.
Unless there is an emergent software upgrade need, we typically make recommended software upgrade
requests to the Department, based on the above prioritization process, on a quarterly basis. However,
Centurion is open to reviewing this process with the Department and making any needed modifications as
needed or requested.

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Centurion recognizes that any proposed IT hardware or software upgrades requires Department approval
prior to purchase. Currently, our regional IT manager and or corporate IT department representatives will
provide in writing to the Department the specific recommended IT-equipment and or software
replacement or upgrades, including the rationale for making the request and any known impact such a
request may have on the Department’s IT infrastructure. However, if the Department prefers to have a
separate medical network in place, this process may not be applicable.
Lifecycle Process. Centurion’s lifecycle management process for computer hardware includes two key
elements. The first element is to maintain full and complete records of all IT-related equipment and
software in use at each FDC facility, and at our Florida regional offices. Centurion will maintain full and
complete records of IT-related equipment available for healthcare staff use. The information collected for
each IT product will include, at a minimum, the following elements:








Product name or description
Product location
Purchase date
Projected lifecycle in years (typically five year life cycle from acquisition date)
Product condition at time of inventory, if applicable
Warranty information, if applicable

In addition to the above suggested product records, Centurion agrees to conform our equipment and
software inventory tools to meet FDC requirements. Centurion remotely maintains the status of deployed
computer hardware via software installed on individual computers.
Action for Replacement of Hardware or Software. As noted above, Centurion will monitor the condition of
IT equipment, and projected end of life. When equipment approaches the end of its projected life cycle,
we will notify the FDC for the purpose of replacement consideration. Our written request to the
Department will include an impact statement noting how our proposed IT-equipment and or software
replacements or upgrades may impact the Department’s and/or Centurion’s IT infrastructure, including
potential impact on other IT systems, available bandwidth, as well as any security or data privacy
concerns.
Once approved by the Department, Centurion will collaborate with the FDC to initiate the purchase of
approved IT-computer equipment and/or software. Centurion’s purchase plan for Department-approved
IT-computer equipment and or software will include an implementation plan and schedule. Our corporate
IT department will proceed with making the IT equipment and or software purchase and schedule
Department-approved implementation plan, as needed, with the applicable onsite healthcare team, as
well as the warden at each affected facility.
Upgrades to the IT Infrastructure. Centurion currently maintains co-located data centers. We will follow
our technology lifecycle policy and upgrade IT equipment in accordance with our five-year cycle
replacement plan. Should Centurion proposed or recommend IT equipment and/or software upgrades
that require Department IT infrastructure modifications, including expanded bandwidth, we will review with
the Department the role we each will play in securing any necessary IT infrastructure upgrades.

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Currently, the Department is responsible for planning and executing any needed Department-based IT
infrastructure, and Centurion is responsible for the cost of such IT infrastructure upgrades. Centurion
only requests IT equipment and or software enhancements in order for healthcare staff to perform their
required duties as part of our healthcare contract with the Department.
Patching of Operating Systems. Centurion will follow a scheduled monthly plan to install any needed
security patching of operating systems. We will share our monthly security-patching plan with the
Department as needed or requested. Centurion will not initiate any non-emergent patching of operating
systems without prior notice to the Department.
Endpoint Protection. Centurion will run normal computer security stack to include both hardware and
software in order to keep our computers safe and secure.
IT Service Experience in Large Correctional Systems
Virtually all of our correctional partnership experiences have included extensive information technology
requirements, including integrating multiple systems and associated data migrations. Our prior IT
experience includes, but is not limited to the following:















Assessment, design and implementation of statewide information technology infrastructure
Establishment of onsite system networks and servers
Implementation of new EMR systems
Set up and testing of all IT hardware (computers, printers, scanning devices, etc.)
Installment and testing all required software solutions
Data migration planning and implementation
Interface with correctional partner offender management and other internal systems
Interface with external software solutions (pharmacy, laboratory, radiology, etc)
IT/EMR training and ongoing technical support
Implementation of our IT Disaster Recovery Plan and Business Continuity Plan
Establish and or enhance telehealth infrastructure, equipment, and software
Ongoing telehealth support
Ongoing IT systems, software, and equipment maintenance and support

We recently completed the IT infrastructure upgrade and replacement of
approximately 3,000 computers across the state of Florida in our partnership
with the Florida Department of Corrections. Our goal with this large IT project
is to standardize our hardware and IT solutions across correctional programs,
whenever possible. This project was necessary preparation as part of our
plan to design and implement the state’s first electronic medical record
system across all four regions of the state.

Centurion
IN

FLORIDA

Centurion completed the IT
infrastructure upgrade and
replacement of approximately 3,000
computers across the state of
Florida in our current program.

We started the go-live statewide EMR transition from a paper record system
in September 2021 at select facilities. Centurion completed the transition to
our EMR solution, Fusion, in December 2021. Presently we are working on
developing and expanding the EMR’s reporting capabilities to meet the Department’s requirements. Part

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of our IT/EMR duties include establishment and implementation of our IT Disaster Recovery Plan and
Business Continuity Plan.
F. Information Technology Software Services and Staff to Ensure Service Delivery
Centurion has allocated significant IT staff and related resources to the FDC contract to ensure that we
provide the necessary IT infrastructure; equipment, maintenance, and software support that onsite
healthcare staff need to provide the full range of statewide contracted healthcare services. Louis Clark,
Florida IT Manager, leads our onsite IT services team, which is comprised of the following staff:






Shawn Moore, Systems Administrator
Luke Scarboro, IT Field Operator, Region I
Kenneth Starling, IT Field Operator, Region II
Aaron Kaczar, IT Field Operator, Region III
Art Gimpelson, IT Field Operator, Region IV

In addition to our dedicated, onsite IT services team, Centurion also provides extensive corporate IT
support, which we highlight below. Our IT department consists of several departments that directly
support our FDC healthcare services contract. These include our recently expanded IT Helpdesk,
offering 24/7/365 IT support, including for Fusion EMR services, and our recently renamed enterprise
data solutions (EDS) team, formerly known as our analytics and informatics department, led by Dr.
Shenita Freeman.
For the ease of the reader, we provide all of our full staffing plans for IT services and the other service
areas for the Florida program at the end of Tab D, immediately following our response to ITN Section 3.6,
Healthcare Services. Below, we provide the Centurion of Florida organizational chart that further outlines
our lines of authority and leadership roles for IT services.

IT Services Organizational Chart
Statewide Vice President of
Operations

Statewide IT Systems
Administrator

Regional Telehealth
Coordinators

Statewide IT Support
Lead

Site Telehealth
Presenters

Regional Desktop
Support

Regional IT
Supervisors

IT/EMR Help Desk

EMR Services

G. Cost Savings for Information Technology Software Services
We summarize below some of the ways our onsite IT team, together with our corporate IT support
structure and resources, have contributed to cost-avoidances for the Department and Centurion.

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

Wireless Connectivity – Collaborated with FDC OIT/Network team on introduction of wireless
access for endpoints and their authentication. Wireless connectivity avoids added expense of
hardwire cabling infrastructure. Wireless capabilities will reduce resident movement when used
for telehealth purposes in housing or other non-medical unit areas by reducing the need for
security escorts for patient healthcare appointments.



Switching Infrastructure – Network port consolidation reduced the number of network switches



Proactive Site Visits – Reduced healthcare services interruptions and downtime with proactive
site visits by dedicated regional IT technicians.



IT Helpdesk Expansion – Adding 24/7 IT support reduces the operational costs of staff
downtime and quicker resolution of user issues.



Proactive Network Monitoring – Our local IT team constantly monitors our network in order to
quickly identify and resolve outages, thereby reducing or eliminating staff downtime.

As mobile telehealth utilization increases in the new contract, facilitated by expanded wireless
connectivity, we anticipate even greater cost-avoidance opportunities in the near future. We also
anticipate significantly improved and more cost-effective data analytics and reporting functionality in the
new contract, once we introduce Tableau, a visual analytics platform, to the EMR interface. We provide
more information about Tableau in our response to ITN Tab D. Section 3.6.9 – Electronic Medical Record
Services.
H. Value-Added Services for Information Technology Software Services
Dedicated IT and EMR Team. Centurion takes pride in our ability to work with client
agencies to implement, operate, and optimize EMR systems. Over the last several years,
Centurion’s internal infrastructure supporting EMR projects has grown substantially. We
have a robust internal corporate informational technology (IT) department, led by Shant
Tossounian, Senior Vice President of IT, with assistance from Shenita Freeman DSc,
MSHIA, MPH, RHIA, CPHIMS, HCISPP, CPH, Senior Director of Enterprise Data Solutions, and Piyush
Patel, Director of Information Technology.
Our corporate IT department, comprised of over 80 full-time employees, has a 24/7 help desk based in
Tallahassee, Florida, an infrastructure team that manages our IT security and our data center, and a
dedicated application development team that focuses on reporting and custom applications. Centurion’s
IT department manages computers, printers, network infrastructure, security, internet connections, EMR
systems, and other technologies throughout our programs across the country.
Within our corporate IT department, Centurion has a dedicated team exclusively focused on Electronic
Medical/Health Records. Having a separate EMR support team is unique in the correctional healthcare
industry. Christopher Bourque, LPN, Director of Electronic Health Records, leads our EMR team.
Our dedicated team researches correctional EMR systems, and assists with planning, consultation,
implementation, and providing ongoing technical support for our correctional health programs across the
country.

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Data Enterprise Solutions. Over the past several years, Centurion has built an effective and growing
analytics and informatics department to support our staff and clients with more effective and efficient data
collection, analysis, reporting and utilization. Recently we restructured this department to serve within the
larger IT Department. We also changed the name from analytics and informatics to Data Enterprise
Solutions.
Often the data that we analyze for maximum benefit and impact for our correctional clients comes from
EMR systems. We know the Department desires data-driven healthcare, digital automation, and modern,
user-friendly electronic communications. This is something our team works to promote on a full-time
basis in all our programs. By providing these standard Centurion analytical practices, it can eliminate the
need for additional reporting requirements.
This corporate-level support will be available to the
FDC, as well as the onsite healthcare team. Dr.
Freeman leads this effort with support from two
dedicated data analysts. The goals of this
specialized IT team include the following:

-

~

'W

--------

Centurion’s data enterprise solutions team
will promote modernization, data-driven
decision making, and eliminate the need for
additional voluminous reporting
requirements.



Enhancing and/or improving reporting
workflows and outputs



Leveraging information systems and their
contents to inform strategic decisionmaking



Reducing and/or sharing the reporting burden through corporate analytics and informatics
department support

Dr. Freeman and her team will bring the science of information management and analysis to support the
FDC and Centurion goals of improving patient health and the delivery of healthcare services. Some of
the specific services this department can provide the FDC include:










Project and risk management support
Information systems management support
Quality, process, and outcomes improvement
Liaison between technical and clinical groups
Healthcare information security and privacy consults
Metric and measurement development
Program and intervention evaluation support
Strategy development
Data interpretation – turning data into actionable information

Information Technology Software Experience and Knowledge Example
Noted below is an example of a recent corporate analytics and informatics department support for
enhanced data reporting from another correctional program. This example involves a program in which
the client desired monthly reporting of patient-specific outcome metrics from data residing in the EMR
system.

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Onsite healthcare staff were attempting to analyze manually extracted healthcare metrics from their EMR
system by means of a spreadsheet. The manual process was labor intensive, prone to error, and often
required a week or more each month to complete. With support from our analytics and informatics
department, we implemented the following steps to achieve the desired result:


Clarified reporting objectives and data requirements



Identified any inappropriate logic



Effectively communicated these logical inaccuracies to the client, leading to more focused
reporting expectations



Implemented the correct logic



Established an accurate automated reporting system and semi-automated workflows

Using the above process, we were able to reduce the onsite work burden by several days each month.

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3.6.11 Other Requirements
A. Acceptance of Other Requirements
Centurion acknowledges each of the other requirements itemized in ITN Section 3.6.11, Other
Requirements, as written in the ITN: 3.6.11, subsections 3.6.11.1 – 3.6.11.3.
Any Proposed Modification or Innovative Solutions. We do not currently propose any specific
modification to the requirements listed under this ITN Section 3.6.11 Other Requirements Services Area.
We have detailed our use of innovative solutions throughout our responses to other sections of the ITN,
many of which we currently implement in our contract with the FDC. None of differs significantly from the
other requirements listed in this section of the ITN 3.6.11.

B. Acceptance of Performance Measures for Other Requirements
Centurion notes no specific performance measures detailed in ITN Section 3.6.11 covering our
responsibilities in the following areas:




Staffing
Interaction with Other Health Care Service Providers
Transition and Implementation Plan

C. Ability to Exceed Required Performance Measures
With no specific performance measures specifically detailed in this section of the ITN, we provide a brief
narrative below in response to each of the subsection areas.
Additional Performance Measures Identified Outside of ITN. We do not propose any performance
measures for this section of the ITN. Centurion acknowledges that the Department has specified
requirements and performance measures throughout the ITN that support a quality comprehensive
healthcare service delivery program.
D. Proposed Modification to Performance Measures
We do not propose any modification relative to this ITN Section 3.6.11, Other Requirements.
E. Plan for Providing Other Requirements
Methodologies Applied. Centurion’s healthcare services delivery plan will continue to include FDCconformed staff training and credentialing practices, clinical supervision and oversight of qualified staff,
internal monitoring through our quality management program, collaborative partnership with the FDC, and
adherence to the Department’s Health Service Bulletins (HSB), policies, Florida statutes, settlement
agreement requirements, and community standards of care.
Collaborative Partnership with the FDC. A key part of our methodology throughout our response to this
ITN including this section involves our collaborative partnership and related activities with the FDC.

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Automation Tools. Under our current contract with the FDC, Centurion has placed all FDC HSBs,
Technical Instructions, policies, procedures, and documentation forms related to healthcare services on
the SharePoint collaborative website. Both Centurion and FDC designated staff utilize the website for
multiple purposes including maintaining and monitoring staff credentials consistent with staffing
qualifications specified in ITN Section 3.6.11.1, Staffing Qualifications. We also upload training records to
ensure staff meet and continue to meet training requirements at hire and throughout the contract,
including those specified in 3.6.11.1, Staffing Qualifications.
Consistent with requirements of ITN Section 3.6.11.2, Interaction with Other Health Care Service
Providers, Centurion’s SharePoint collaborative website highlights our partnership and methods of
interacting with the FDC in a transparent manner sharing resources and information timely to support
monitoring of clinically appropriate, timely healthcare services, continuity of care, and continuous quality
improvement. We also build an ACA portal in which the FDC ACA coordinator and Centurion designated
staff work in tandem related to ongoing accreditation activities. If awarded the new contract, we will
continue using these automation tools and cooperate fully with the Department and any other vendors
necessary in a similar fashion to ensure no barriers due to lack of collaboration.
As discussed in our response to other sections of this ITN, we propose using telehealth both to support
direct service delivery and continuity of care such as interviews, evaluations or related activities between
sites at FDC facilities and community providers to facilitate patient transitions back into the community
and continuation of healthcare services.
Additionally, our credentialing department uses Aperture Credentialing, LLC to manage credentialing
services and processes. Centurion completes full credentialing of our licensed staff at hire and recredentials them annually. Aperture is the healthcare market’s leading credentialing verification
organization and credentialing technology provider. It has received URAC (formerly Utilization Review
Accreditation Commission) accreditation, certified for 10 out of 10 elements set forth by the National
Committee for Quality Assurance.
Centurion utilizes Aperture’s CredentialSmart (CredSmart) platform, a communicative, web-based
credentialing and privileging management system. CredSmart’s functionalities reduce the time and
resources spent managing credentialing files, retrieving primary source data and communicating
credentialing data throughout the contract. CredSmart eliminates inefficiencies and provides real-time,
accessible credentialing services that staff can manage at the facility level.
Resource Usage Plan/Approach. Our comprehensive proposed staffing plans, provided at the end of Tab
D, immediately following our narrative response to ITN Section 3.6, Healthcare Services, includes the
positions and supervisory structures necessary to meet FDC healthcare service requirements and
performance measures.
Centurion has both FDC-specific and corporate resource support for orientation and training including
healthcare, correctional, and other vendor staff with whom Centurion staff work side-by-side in many of
our programs. We will continue to utilize, share, and develop any training resources that the Department
requires or requests.

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Other Requirements Services Organizational Structure. We include our comprehensive proposes staffing
plans and organizational charts for the management of the Florida program at the end of Tab D. While
Centurion has a wealth of corporate resources, we focus our efforts in Florida on creating FDC-specific
organizational structures to deliver all healthcare services, including orienting and training staff at hire and
ongoing with FDC-specific orientation and training programs. Similarly, our SharePoint collaborative
website and ACA dedicated portal has FDC exclusive resources and information to support our
comprehensive healthcare service delivery throughout facilities in the state. Our transition and
implementation plan, highlighted below, will be targeted to FDC’s specific needs and maximize use of our
Florida team, supported by Centurion corporate resources to best meet the needs and requirements of
the FDC.
F. Other Requirements Services Delivery Processes
Below we provide a brief narrative related to each subsection of this ITN Section, Other Requirements.
3.6.11.1 Staffing. Centurion will meet the requirements to staff comprehensive statewide healthcare
services for the FDC. During the current contract, we have continually assessed institutional needs
throughout the correctional system with the goal of determining optimal healthcare staffing. As the
Department is aware, we have collaborated successfully to increase staffing to better meet the
healthcare needs of the FDC population. We also participated in reorganizing to improve staffing
structure, such as having a licensed mental health professional cover at all sites, utilizing APRNs to
conduct sick call, altering staffing patterns between sites or using telehealth to conduct evaluations
thus reducing the need for transporting incarcerated individuals with associated cost savings and risk
reduction. Our medical directors now cover several sites.
Our floater program has helped to cover staffing shortages and deliver healthcare services where
needed. In mental health particularly, we have increased staffing, added positions, converted some
psychiatry positions, and broaden use of inmate observers. We hired seven staff solely to provide
supervision to limited license interns. At the request of Wardens, we have made scheduling
accommodations to deliver services at times and places most needed, such as increasing staffing to
address an increase in self-harm observation status (SHOS) admissions, and worked additional
hours especially during COVID. While our staffing needs will continue to require adjustment over
time, we provide our comprehensive proposed staffing plans in Tab D. We will continue to remain
flexible in adjusting our staffing plans in collaboration with the FDC. We recognize that multiple
mission changes, population adjustments, and modifications to service delivery will occur over the
course of future contracts. Centurion remains committed to working with the Department to modify
staffing resources as needed to meet these changing requirements.
We will ensure that new and existing staff meet the qualifications, credentials, and training
requirements specified in ITN subsection 3.6.11.1. We have specified our training resources and
plan in our response to other sections of the ITN because staff training remains one of our strongest
methodologies to deliver comprehensive healthcare services. We have included collaborative
trainings we offer within the FDC to meet FDC requirements and/or the DRF settlement agreement.
Our response highlights the corporate resources we make available to target training needs of mental
health staff, of healthcare staff, of FDC staff, of correctional staff, of multidisciplinary staff such as

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specialized unit or program staff, and of FDC resident related to working in food service, sanitation
areas, or as observers.
Upon contract award, we will continue to credential and train staff, maintain a monitoring system to
ensure staff credentials remain current. We will also continue our FDC-specific training program to
meet healthcare, correctional, and other vendor or discipline staff towards our joint, collaborative goal
shared with the FDC to deliver quality healthcare services to individuals incarcerated within the FDC.
3.6.11.2 Interaction with Other Healthcare Service Providers. As indicated above, Centurion will
continue collaborative, cooperative, transparent relationships and interactions with the FDC and any
other vendors or healthcare service providers at FDC institutions statewide. We ensure that patients
and FDC incarcerated individuals receive appropriate and timely healthcare services without
unnecessary barriers to continuity of care. Over the past five years, Centurion has worked
collaboratively with facility-based and community-based providers, agencies, and other organizations
towards a common goal of delivering the right healthcare, at the right time, at the right level of care
with a public health orientation.
3.6.11.3 Transition and Implementation Plan. As the Department’s current statewide provider of
comprehensive healthcare services, Centurion is well prepared to transition the existing operation of
services to the new contract. Centurion has successfully implemented transitions in Florida meeting
the Department’s expectations for each transition.
As the incumbent healthcare provider, we already have the following healthcare service delivery
structures in place:










Qualified and trained healthcare and support services staff
FDC-conformed staff orientation and training materials
FDC-conformed clinical guidelines, policies, procedures, and protocols
Established, collaborative working relationships with FDC OHS and facility-level leaders
FDC-dedicated human resources, including a Florida-specific recruitment team
Effective quality management team
FDC-conformed claims/invoice forms and processes
Online data and report sharing resources for Centurion and designated FDC staff
EMR, telehealth and other IT-related equipment, infrastructure, and other resources

As a key component of Centurion contract startup or renewal efforts, we deploy the staff, resources,
and time necessary to provide an efficient and thorough transition. While we anticipate that current
Centurion healthcare staff will have minimal concerns during the 2023 renewal transition, we will
deploy necessary regional and corporate support to ensure communication and services are
uninterrupted. Regional and corporate support may be particularly important if the FDC determines to
award mental health, dental services, and/or a region of the statewide medical services to another
contractor.
Although it is our practice to develop a project plan for each transition detailing high-level milestones,
deliverables, key activities, and the people responsible, as the incumbent our transition plan will focus

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

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~

centurion_

on any specific areas of concern the Department identifies during negotiations. We will comply with
ITN Section 3.6.11.3, Transition and Implementation Plan, and all requirements specified including a
detailed Initial Transition and Implementation Plan. We provide more information about our transition
and implementation plan in our response to ITN Tab E – Implementation Plan, and include our
Preliminary Implementation Plan within Tab E for the Department’s review. We will fully implement
services on or prior to July 1, 2023.
Our goal is to serve as the FDC’s statewide comprehensive healthcare services contractor for the
long-term. Centurion’s approach to meeting this goal is to remain a transparent and responsive
partner to the FDC. Our theme during a transition is stakeholder engagement. We will ensure that
we keep the FDC, Centurion employees, ancillary/other vendors, and functional leads aware of the
vital activities occurring during the renewal. We will ensure that the FDC understands exactly what
we have accomplished and what remains for us to accomplish during the transition period.
We anticipate a smooth, seamless contract transition due to having experienced management
personnel available to each institution during the initial renewal phase of the contract. Centurion’s
managers will be able to address institution-specific staffing and operational concerns in person and
in real time. Our contract renewal plan and approach focuses on having operations management,
clinical experts, and human resources personnel available to each site throughout the renewal
process.
Initiation of Transition Upon Notification of Contract Award. We do not anticipate any complications as we
renew our current contracted comprehensive services with the FDC. Centurion will meet all requirements
and timeframes specified in ITN subsection 3.6.11.3, Transition and Implementation Plan. Our
management team, led by Victoria Love, Chief Operating Officer, will continue to direct the activities of
onsite Centurion teams and coordinate the services of ancillary service providers. This process allows
Centurion of Florida’s leadership to identify site-specific and region-wide needs.
While interface with the institutional administration and healthcare staff is critical during times of renewal,
we will ensure transparent communication with the FDC Central office continues.
Centurion developed our renewal process based on the requirements of this ITN, with the following
categorical activities occurring simultaneously.













Communication with FDC central office
Confirm staffing positions, establish staff schedules, confirm on-call list
Confirm pharmacy services
Quality management review to establish status at start of new contract
Confirm ancillary services
Confirm offsite hospital and specialty provider networks
Confirm claims management and utilization management
Confirm new employee orientation program for all disciplines
Confirm telehealth program
Finance and accounting activities
Recruiting, human resources, credentialing, and administrative tasks

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services



Section
Tab D – Service Area Detailed Solution

~
~

centurion_

Information technology and EMR activities

We highlight several key components of our contract renewal plan below.
Communication with FDC Central Office. Effective communication with the staff of the FDC Central Office
to ensure that Centurion’s renewal of the comprehensive healthcare contract is meeting expectations as
well as to confirm that our understanding of contractual requirements is consistent with FDC expectations.
Centurion will collaborate with the FDC on an ongoing, as-needed basis.
During Centurion’s initial meeting with the FDC healthcare services leadership, we will identify the
process and timeframes for routine updates and communication with facility administration and medical
staff. If additional written communications for FDC facility administration and staff are needed during the
course of contract renewal, Centurion will collaborate with the FDC for distribution of timely updates.
Centurion proposes to schedule weekly meetings with FDC healthcare leadership during the contract
renewal period to ensure effective communication and coordination of implementation activities. These
face-to-face meetings will supplement the weekly conference calls and other communications.
As noted, Victoria Love, Centurion’s Chief Operating
Officer, will lead the transition effort for Centurion. Ms.
Love will maintain contact with designated FDC OHS
leadership staff during the transition period. She will
coordinate the activities of our transition teams, functional
leads, and ancillary service providers. Ms. Love will be
on site as often as necessary to guide the contract
renewal. Contact will be as frequent as needed, up to
and including daily calls if desired by FDC healthcare
leadership.

Victoria Love, MS
Chief Operating Officer

Ruth Feltner, BA, CCHP
Statewide Vice President
of Operations

In addition to Ms. Love, our Statewide Vice President of Operations, Ruth Feltner, will provide oversight
of program management and clinical functions. Ms. Feltner will work closely with Ms. Love to
operationalize and implement clinical and operational goals at the regional office and each applicable
FDC facility. She will also coordinate transition meetings with the FDC central office and site-level leader
teams.
Staff Recruitment. Gina Morris, Senior Vice President of Talent Acquisition, has
been with the company over 10 years and leads our team of over 50 full-time
professional recruiters. Centurion will continue to dedicate recruiters to the FDC
contract. 11 of these recruiters are dedicated to our FDC contract, four of whom
live locally in Florida. These resources exceed those of any other company
relative to our number of employees.
Our human resources department supports our recruiting team by facilitating rapid
on boarding and transitioning for new employees. As indicated in our program
management organizational chart in response to Section 3.6.1, Program

Gina Morris
Senior Vice President,
Talent Acquisition

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

~
~

centurion_

Management Service Area, within Tab D, we will have human resource specialists dedicated to
supporting the Centurion employees in Florida. If needed, additional human resource specialists will be
available from our corporate resources to assist. We will be able to dispatch more recruiting and human
resources personnel to focus on the renewal of the FDC healthcare program than will any other company.
As the current statewide comprehensive health services contractor for FDC, Centurion has already
addressed most of the staffing vacancy concerns and is actively working to fill vacant positions.
Centurion will be prepared to meet any recruitment needs that continue to arise following contract award.
Ancillary Services, Network Development. Lisa Rossics, Centurion’s Senior
Vice President of Network Development and Maintenance, coordinates
Centurion’s ancillary services and is responsible for sourcing local and national
suppliers. Ms. Rossics also coordinates our relationships with hospitals,
emergency services providers, and specialty care providers. We recognize
these service providers as key stakeholders in our healthcare program. We
work very closely with them to ensure that they have all the information they
need to continue services successfully in the new contract. Centurion already
has agreements with applicable hospitals, emergency departments, and network
specialty providers. These will remain in place at the time of contract transition.
Continuing services with our incumbent providers will contribute to continuity of
care and will reduce the necessary steps in the contract renewal.

Lisa Rossics
Senior Vice President of
Network Development

Telehealth. Centurion understands how important the development of the telehealth program is to
efficient provision of services and cost savings. The Department is fully aware of our success in
implementing telepsychiatry services for the FDC. This program has grown rapidly since its
implementation in October 2016. We are eager to discuss our plans for further telehealth expansion with
the Department during negotiations. We will only expand telehealth services to the extent desired and
authorized by the FDC.
Deployment of Centurion Transition Teams. In facilitating a smooth and coordinated transition of patient
healthcare services for the new contract, Centurion will rely on the expertise of the operations team
currently in place in Florida. To provide additional leadership and ensure current Centurion of Florida
regional leadership are not diverted from existing day-to-day operations, we will rely on the services of
Centurion administrative and clinical managers as needed.
G. Cost Savings for Other Requirements
Cost avoidances, reductions, and savings associated with this section of the ITN, Other Requirements,
include efficiencies associated with retaining Centurion as the FDC’s incumbent comprehensive
healthcare services partner. We will continue providing quality comprehensive healthcare services
through qualified, credentialed, well-trained staff in transparent, collaborative work with the FDC and all
other stakeholders.
H. Value-Added Services for Other Requirements
As the incumbent provider of comprehensive healthcare services for the FDC, Centurion already
manages all major transition activities and has designated or assigned staff to all areas of healthcare

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

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~

centurion_

services delivery. We have established positive relationships with Department representatives we will
carry forward into a new contract to ensure a seamless new contract start-up. We have existing systems
approved by the FDC for providing reports and communication and will use these existing avenues as we
complete start-up or transition activities in the new contract. We currently have full responsibility for
comprehensive healthcare services delivery.

Page D.176

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab D – Service Area Detailed Solution

~
~

centurion_

As noted throughout our proposal and response to Tab D, ITN Section 3.6, Healthcare Services, we
provide our planned staffing for the Florida program in the following order:








Total program services rollup
Reception and Medical Center rollup
Region I rollup
Region II rollup
Region III rollup
Region IV rollup

We have continuously operated the present contract, filling its over 3,000 positions for nearly seven
years. In partnership with the Department, we have modified and adjusted our staffing plans over the
years to accommodate the changing missions of institutions, the regional availability of professional staff,
and even the demands of a global pandemic. The 2022 ITN contains requirements for new staff positions
and reestablishes existing requirements for staff as well. In developing the staffing plans presented here,
we examined every correctional institution in each region and adjusted our current staffing plans based
upon new ITN requirements as well as upon a workforce landscape that looks quite different than it did
seven years ago. We appreciate the partnership we have established with the State and are amenable to
adjusting any of our suggested staffing plans to better fit the needs of the State, should the Department
desire.
On the following pages, we provide a staffing plan rollup for every site currently open and listed in ITN
Attachment II, Service Locations. Detailed staffing plans that depict days of the week and shifts per day
are prepared and ready to share with the FDC during negotiations.

Page D.177

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections
Total Program Rollup
Position

Region
1

Region
2

Region
3

Region
4

RMC

Regional
Office

Total
FTE(s)

Administrative Assistant
Clerk
Clerk – Mental Health
Activity Therapist
Assistant Health Services Administrator
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Director of Nursing – Mental Health
Health Services Administrator
Licensed Practical Nurse
Licensed Practical Nurse – Mental Health
Medical Director

19.00
8.00
31.00
28.80
2.00
40.00
11.90
23.50
18.00
2.00
14.00
132.80
25.35
4.40

17.00
10.00
20.40
6.00
2.00
32.00
9.60
19.00
14.00
1.00
11.00
144.40
8.40
6.40

14.00
14.00
28.00
14.00
2.00
30.00
7.50
20.50
13.00
3.00
11.00
139.10
24.80
7.00

10.00
10.00
16.40
8.00
0.00
18.00
4.50
12.50
7.00
1.00
7.00
105.00
11.20
5.80

5.00
10.00
5.00
3.00
0.00
9.00
1.00
4.00
2.00
1.00
0.00
29.30
0.00
1.00

0.00
5.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

65.00
57.00
100.80
59.80
6.00
129.00
34.50
79.50
54.00
8.00
43.00
550.60
69.75
24.60

Medical Records Clerk

30.00

20.40

27.00

14.00

10.00

0.00

101.40

Medical Records Supervisor

5.00

6.00

3.00

4.00

1.00

0.00

19.00

Mental Health Administrator

1.00

0.00

0.00

0.00

0.00

0.00

1.00

Mental Health Director

3.00

4.00

5.00

3.00

0.00

0.00

15.00

96.40

73.40

80.00

54.60

0.00

0.00

304.40

Certified Nursing Assistant

46.60

27.40

46.60

26.40

33.80

0.00

180.80

Certified Nursing Assistant – Mental Health

25.40

4.20

18.80

6.00

0.00

0.00

54.40

Physician MD/DO – Telehealth

1.80

1.60

1.00

1.20

2.00

0.00

7.60

Physician MD/DO – Physical Health

2.00

2.20

4.00

2.80

9.40

0.00

20.40

PA/NP – Physical Health

25.80

15.40

19.60

13.00

8.20

0.00

82.00

PA/NP – Urgent Care

4.00

7.00

6.00

3.00

1.00

0.00

21.00

PA/NP – Mental Health

14.10

8.90

11.60

11.10

3.00

0.00

48.70

Psychiatric Director

1.00

0.00

0.00

0.00

0.00

0.00

1.00

Psychiatrist

2.10

3.00

6.00

1.00

1.50

0.00

13.60

Psychologist

20.20

11.40

18.40

10.00

3.00

0.00

63.00

Psychology Program Intern/Resident

0.00

0.00

8.00

0.00

0.00

0.00

8.00

Reentry Specialist

8.00

7.00

6.00

7.00

2.00

0.00

30.00

Registered Nurse

98.40

87.40

83.90

57.20

38.10

0.00

365.00

Registered Nurse – Mental Health

33.20

16.00

36.40

18.60

5.20

0.00

109.40

Registered Nurse-Supervisor

4.00

5.40

6.80

5.40

5.20

0.00

26.80

Registered Nurse Supervisor – Mental Health

4.20

0.00

2.80

0.00

0.00

0.00

7.00

RN Nurse Manager

1.00

3.00

1.00

3.00

1.00

0.00

9.00

Secondary Screener

2.00

0.00

5.00

2.00

1.00

0.00

10.00

13.00

12.00

12.00

7.00

0.00

0.00

44.00

0.00

0.00

1.00

0.00

7.00

0.00

8.00

Mental Health Professional – MA/MS

Telehealth Presenter
Scheduler

Page D.178

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections
Total Program Rollup
Region
1

Region
2

Region
3

Region
4

RMC

Regional
Office

Total
FTE(s)

Assistant Director of Nursing

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Assistant Hospital Administrator

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Clinical Risk Manager

0.00

0.00

0.00

0.00

1.00

0.00

1.00

EMR Specialist

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Executive Nursing Director

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Health Information Specialist/Medical Records
Supervisor

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Health Services Administrator

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Hospital Administrator

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Infection Control Nurse

0.00

0.00

0.00

0.00

2.00

0.00

2.00

Laboratory Technician

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Lead Inventory Coordinator

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Licensed Practical Nurse Medical

0.00

0.00

0.00

0.00

27.40

0.00

27.40

Licensed Practical Nurse Mental Health

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Executive Medical Director

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Mental Health Director

0.00

0.00

0.00

0.00

1.00

0.00

1.00

0.00

0.00

0.00

0.00

10.00

0.00

10.00

Nephrologist****

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Oral Surgeon

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Pharmacy Consultant*****

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Reentry Services Case Manager

0.00

0.00

0.00

0.00

3.00

0.00

3.00

Radiology Manager***

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Radiology Technician***

0.00

0.00

0.00

0.00

3.00

0.00

3.00

Radiology Scheduler

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Registered Nurse-Education

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Registered Nurse-Infusion/Chemotherapy

0.00

0.00

0.00

0.00

3.00

0.00

3.00

Respiratory Therapist Supervisor

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Respiratory Therapist

0.00

0.00

0.00

0.00

8.40

0.00

8.40

Statewide Medical Reentry Coordinator

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Phlebotomist

0.00

0.00

0.00

0.00

4.00

0.00

4.00

Inventory Coordinator

0.00

0.00

0.00

0.00

2.00

0.00

2.00

Corporate Officer*

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide VP of Operations

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional Director of Operations

0.00

0.00

0.00

0.00

0.00

6.00

6.00

Statewide Female Health Services Coordinator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

0.00

0.00

0.00

0.00

0.00

1.00

1.00

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Position

Mental Health Professional- MA/MS

Regional Administrative Coordinator
Statewide Medical Director

Page D.179

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections
Total Program Rollup
Region
1

Region
2

Region
3

Region
4

RMC

Regional
Office

Total
FTE(s)

Regional Medical Director

0.00

0.00

0.00

0.00

0.00

4.00

4.00

Physician – On Call

0.00

0.00

0.00

0.00

0.00

3.20

3.20

Physician – Float Pool

0.00

0.00

0.00

0.00

0.00

3.00

3.00

Statewide Utilization Management Medical Director

0.00

0.00

0.00

0.00

0.00

1.20

1.20

Statewide Utilization Management Lead

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional Utilization Management Nurse Inpatient

0.00

0.00

0.00

0.00

0.00

4.00

4.00

Regional Utilization Management Nurse Outpatient

0.00

0.00

0.00

0.00

0.00

5.00

5.00

Regional Utilization Management Referral Specialist

0.00

0.00

0.00

0.00

0.00

4.00

4.00

Statewide Infirmary Bed Manager

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide Psychiatric Advisor

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide Assistant Psychiatric Advisor

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide Dental Director

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide Dental Administrator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Assistant Statewide Dental Administrator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional Dental Administrative Coordinator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional Dental Director

0.00

0.00

0.00

0.00

0.00

4.00

4.00

Statewide Director of Nursing

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional Director of Nursing

0.00

0.00

0.00

0.00

0.00

8.00

8.00

Regional Nurse Educator

0.00

0.00

0.00

0.00

0.00

3.00

3.00

RN – Float Pool

0.00

0.00

0.00

0.00

0.00

6.00

6.00

Statewide Mental Health Director

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Assistant Statewide Director of Mental Health Services

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide Mental Health Reentry Coordinator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional Mental Health Director

0.00

0.00

0.00

0.00

0.00

7.00

7.00

Statewide Mental Health Training Coordinator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Mental Health Professional – Float Pool

0.00

0.00

0.00

0.00

0.00

4.00

4.00

Statewide Director of Mental Health Operations

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Administrative Assistant – Mental Health

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide Pharmacy Program Director

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide EMR Director

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide EMR IT/OBIS Specialist

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide EMR Project Manager

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide EMR Business Analyst

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide EMR Education Coordinator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

0.00

0.00

0.00

0.00

0.00

8.00

8.00

Regional EMR Specialist

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Regional EMR Application Administrator

0.00

0.00

0.00

0.00

0.00

3.00

3.00

Position

Regional EMR Education Coordinator

Page D.180

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections
Total Program Rollup
Region
1

Region
2

Region
3

Region
4

RMC

Regional
Office

Total
FTE(s)

Statewide CQI Coordinator (Program Director)

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional QM Coordinator

0.00

0.00

0.00

0.00

0.00

3.00

3.00

Regional Mental Health QM Coordinator

0.00

0.00

0.00

0.00

0.00

3.00

3.00

Statewide Mortality Review Coordinator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide Hepatitis C Case Manager Lead

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional Hepatitis C Case Manager

0.00

0.00

0.00

0.00

0.00

4.00

4.00

Statewide Hepatitis C Data Entry Specialist

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional Infection Control Nurse

0.00

0.00

0.00

0.00

0.00

4.00

4.00

Statewide HR Director

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional HR Administrator

0.00

0.00

0.00

0.00

0.00

5.00

5.00

Regional HR Business Partner

0.00

0.00

0.00

0.00

0.00

4.00

4.00

Regional Associate HR Business Partner

0.00

0.00

0.00

0.00

0.00

3.00

3.00

Statewide Recruitment Coordinator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional Recruitment Coordinator

0.00

0.00

0.00

0.00

0.00

4.00

4.00

Statewide Credential Coordinator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide IT Systems Administrator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide IT Support Lead

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Regional IT Supervisor

0.00

0.00

0.00

0.00

0.00

2.00

2.00

IT/EHR Help Desk

0.00

0.00

0.00

0.00

0.00

8.00

8.00

Regional Desktop Support

0.00

0.00

0.00

0.00

0.00

4.00

4.00

Regional Telehealth Coordinator

0.00

0.00

0.00

0.00

0.00

4.00

4.00

American Sign Language Staff Interpreter**

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Statewide Disabled/Impaired Inmate Coordinator

0.00

0.00

0.00

0.00

0.00

1.00

1.00

Data Analyst

0.00

0.00

0.00

0.00

0.00

1.00

1.00

802.95

616.90

737.80

466.70

286.50

164.40

3,075.25

Position

Total All Shifts

* Corporate Officer - This position reflects Centurion's Chief Operating Officer.
** American Sign Language Staff Interpreter - This position will be provided by American Sign Language Services.
*** Radiology Manager and Technician are employees of our radiology subcontractor MobileX.
**** Nephrologist is an employee of Orion Medical Enterprises d/b/a Physicians Dialysis.
***** Pharmacy Consultant services are provided through our pharmacy consultant subcontractor Advanced Pharmacy Consultants.

Page D.181

Contract No. C3076 - Exhibit 3

Centurion of Florida Staffing Matrix for Florida Department of Corrections
Reception and Medical Center (RMC)
RMC
Hospital

RMC
Main Unit

RMC Main
Unit-IP

RMC
West

Total FTE (s)

Activity Therapist
Administrative Assistant
Assistant Director of Nursing
Assistant Hospital Administrator
Certified Nursing Assistant
Clerk
Clerk – Mental Health
Clinical Risk Manager
Dental Assistant
Dental Hygienist
Dentist
Director of Nursing
Director of Nursing – Mental Health
EMR Specialist

0.00
3.00
0.00
1.00
25.20
3.00
0.00
1.00
0.00
0.00
0.00
1.00
0.00
1.00

1.00
1.00
1.00
0.00
7.60
7.00
2.50
0.00
7.00
0.50
3.00
1.00
0.00
0.00

2.00
0.00
0.00
0.00
0.00
0.00
1.50
0.00
0.00
0.00
0.00
0.00
1.00
0.00

0.00
1.00
0.00
0.00
1.00
0.00
1.00
0.00
2.00
0.50
1.00
0.00
0.00
0.00

3.00
5.00
1.00
1.00
33.80
10.00
5.00
1.00
9.00
1.00
4.00
2.00
1.00
1.00

Executive Medical Director

1.00

0.00

0.00

0.00

1.00

Executive Nursing Director

1.00

0.00

0.00

0.00

1.00

Health Information Specialist/Medical Records Supervisor

1.00

0.00

0.00

0.00

1.00

Health Services Administrator

0.00

1.00

0.00

0.00

1.00

Hospital Administrator

1.00

0.00

0.00

0.00

1.00

Infection Control Nurse

1.00

1.00

0.00

0.00

2.00

Inventory Coordinator

2.00

0.00

0.00

0.00

2.00

Laboratory Technician

1.00

0.00

0.00

0.00

1.00

Lead Inventory Coordinator

1.00

0.00

0.00

0.00

1.00

Licensed Practitioner Nurse Medical

6.00

18.00

0.00

3.40

27.40

Licensed Practitioner Nurse Mental Health

0.00

1.00

0.00

0.00

1.00

Licensed Practical Nurse

11.50

14.00

0.00

3.80

29.30

Licensed Practical Nurse – Mental Health

0.00

0.00

0.00

0.00

0.00

Medical Director

0.00

1.00

0.00

0.00

1.00

Medical Records Clerk

2.00

5.00

0.00

3.00

10.00

Medical Records Supervisor

0.00

1.00

0.00

0.00

1.00

Mental Health Director

0.00

0.00

1.00

0.00

1.00

Mental Health Professional – MA/MS

0.00

6.60

2.00

1.40

10.00

Mental Health Professional – MA/MS

0.00

0.00

0.00

0.00

0.00

Nephrologist***

1.00

0.00

0.00

0.00

1.00

Oral Surgeon

0.00

1.00

0.00

0.00

1.00

PA/NP – Mental Health

0.00

2.60

0.00

0.40

3.00

PA/NP – Physical Health

3.80

3.40

0.00

1.00

8.20

PA/NP – Urgent Care

0.00

1.00

0.00

0.00

1.00

Pharmacy Consultant*

1.00

0.00

0.00

0.00

1.00

Position

Page D.182

Contract No. C3076 - Exhibit 3

Centurion of Florida Staffing Matrix for Florida Department of Corrections
Reception and Medical Center (RMC)
RMC
Hospital

RMC
Main Unit

RMC Main
Unit-IP

RMC
West

Total FTE (s)

Phlebotomist

4.00

0.00

0.00

0.00

4.00

Physician MD/DO – Physical Health

2.80

6.60

0.00

0.00

9.40

Physician MD/DO –Telehealth

0.00

2.00

0.00

0.00

2.00

Psychiatrist

0.00

1.50

0.00

0.00

1.50

Psychologist

0.00

2.00

1.00

0.00

3.00

Radiology Manager**

1.00

0.00

0.00

0.00

1.00

Radiology Scheduler

0.00

1.00

0.00

0.00

1.00

Radiology Technician**

3.00

0.00

0.00

0.00

3.00

Reentry Services Case Manager

3.00

0.00

0.00

0.00

3.00

Reentry Specialist

0.00

1.00

1.00

0.00

2.00

Registered Nurse

22.00

10.40

0.00

5.70

38.10

Registered Nurse – Education

1.00

0.00

0.00

0.00

1.00

Registered Nurse – Infusion/Chemotherapy

0.00

3.00

0.00

0.00

3.00

Registered Nurse – Mental Health

0.00

1.00

4.20

0.00

5.20

Registered Nurse – Supervisor

4.20

1.00

0.00

0.00

5.20

RN Nurse Manager

0.00

0.00

0.00

1.00

1.00

Respiratory Therapist

8.40

0.00

0.00

0.00

8.40

Respiratory Therapist Supervisor

1.00

0.00

0.00

0.00

1.00

Scheduler

0.00

7.00

0.00

0.00

7.00

Secondary Screener

0.00

1.00

0.00

0.00

1.00

Position

Statewide Medical Reentry Coordinator
Total All Shifts

1.00

0.00

0.00

0.00

1.00

120.90

125.70

13.70

26.20

286.50

* Pharmacy Consultant services are provided through our pharmacy consultant subcontractor Advanced Pharmacy Consultants
** Radiology Manager and Technician are employees of our radiology subcontractor MobileX
*** Nephrologist is an employee of Orion Medical Enterprises d/b/a Physicians Dialysis

Page D.183

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections
Apalachee CI East

Apalachee CI West

Calhoun CI

Century CI

Franklin CI

Gadsden Re-Entry
Center

Gulf CI

Holmes CI

Jackson CI

Jefferson CI

Liberty CI

Quincy Annex

NWFRC

NWFRC Annex

Okaloosa CI

Santa Rosa CI

Santa Rosa Annex

Santa Rosa AnnexIP

Wakulla CI

Wakulla Annex

Wakulla RCC at
Annex

Wakulla RCC IP at
Annex

Walton CI

Total FTE (s)

Region 1

Activity Therapist

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.80

0.00

0.00

0.00

1.00

0.00

0.00

0.00

10.00

0.00

0.00

11.00

5.00

0.00

28.80

Administrative Assistant
Assistant Health
Services Administrator
Certified Nursing
Assistant
Certified Nursing
Assistant – Mental
Health

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

0.00

1.00

1.00

1.00

1.00

1.00

0.00

1.00

1.00

0.00

0.00

1.00

19.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

2.00

3.00

1.00

2.40

2.40

2.00

0.00

3.40

2.00

4.00

3.00

2.00

0.00

3.00

4.00

2.00

3.40

1.00

0.00

3.00

2.00

1.00

0.00

2.00

46.60

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

8.40

0.00

0.00

10.40

6.60

0.00

25.40

Clerk

0.00

1.00

0.00

0.00

0.00

0.00

0.00

1.00

1.00

0.00

0.00

0.00

2.00

1.00

0.00

2.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

8.00

Clerk – Mental Health

1.00

1.00

1.00

1.00

1.00

0.00

1.00

1.00

1.00

1.00

1.00

0.00

1.00

2.00

1.00

1.00

1.00

4.00

1.00

1.00

2.00

5.00

2.00

31.00

Dental Assistant

2.00

2.00

2.00

2.00

2.00

0.00

2.00

2.00

2.00

2.00

3.00

0.00

2.00

3.00

2.00

2.00

2.00

0.00

4.00

2.00

0.00

0.00

2.00

40.00

Dental Hygienist

0.50

0.50

1.00

0.50

1.00

0.00

1.00

0.80

0.50

0.50

1.00

0.00

0.50

0.50

0.60

0.50

0.50

0.00

0.50

0.50

0.00

0.00

1.00

11.90

Dentist

1.00

1.00

1.50

1.50

1.00

0.00

2.00

1.50

1.00

1.00

2.00

0.00

1.00

2.00

1.00

1.00

1.00

0.00

2.00

1.00

0.00

0.00

1.00

23.50

Director of Nursing
Director of Nursing –
Mental Health
Health Services
Administrator

1.00

1.00

1.00

1.00

1.00

0.00

1.00

1.00

1.00

1.00

1.00

0.00

1.00

1.00

1.00

1.00

1.00

0.00

1.00

1.00

0.00

0.00

1.00

18.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

0.00

2.00

1.00

0.00

1.00

1.00

1.00

0.00

1.00

1.00

1.00

1.00

1.00

0.00

1.00

0.00

1.00

1.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

14.00

Licensed Practical Nurse
Licensed Practical Nurse
– Mental Health

9.40

4.20

5.20

5.20

5.20

1.80

5.20

5.20

6.20

5.20

5.20

0.00

9.40

10.00

5.60

13.60

5.20

0.00

9.40

6.20

0.00

2.80

12.60

132.80

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

8.40

0.00

0.00

11.75

5.20

0.00

25.35

Medical Director

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.40

0.00

0.00

0.00

1.00

0.00

1.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

4.40

Medical Records Clerk

2.00

1.00

2.00

2.00

2.00

0.00

2.00

1.00

1.00

1.00

1.00

0.00

2.00

1.00

1.00

4.00

0.00

0.00

4.00

0.00

1.00

0.00

2.00

30.00

Position

Page D.184

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections
Apalachee CI East

Apalachee CI West

Calhoun CI

Century CI

Franklin CI

Gadsden Re-Entry
Center

Gulf CI

Holmes CI

Jackson CI

Jefferson CI

Liberty CI

Quincy Annex

NWFRC

NWFRC Annex

Okaloosa CI

Santa Rosa CI

Santa Rosa Annex

Santa Rosa AnnexIP

Wakulla CI

Wakulla Annex

Wakulla RCC at
Annex

Wakulla RCC IP at
Annex

Walton CI

Total FTE (s)

Region 1

1.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

1.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

5.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Mental Health Director
Mental Health
Professional – MA/MS

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

0.00

3.00

6.00

1.00

1.00

1.00

1.00

0.40

1.00

1.00

3.00

3.00

0.90

0.10

5.00

6.00

1.00

10.00

2.00

13.00

1.00

6.00

18.00

9.00

6.00

96.40

PA/NP – Mental Health

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.50

0.80

0.00

0.00

1.00

2.00

0.00

1.00

0.00

3.00

0.00

0.80

2.00

1.00

1.00

14.10

PA/NP-Physical Health

1.00

1.00

1.00

1.00

1.00

0.40

1.00

1.00

1.00

0.60

1.00

0.20

1.00

2.00

1.00

4.80

1.80

0.00

1.00

1.00

2.00

0.00

1.00

25.80

PA/NP-Urgent Care
Physician MD/DO –
Physical Health
Physician MD/DO –
Telehealth

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

1.00

0.00

0.50

0.50

0.00

0.00

0.00

4.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

2.00

0.00

0.00

0.20

0.20

0.20

0.00

0.20

0.20

0.20

0.00

0.20

0.00

0.00

0.00

0.20

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.20

1.80

Psychiatric Director

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

1.00

Psychiatrist

0.00

0.00

0.00

0.00

0.00

0.10

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

2.00

0.00

0.00

0.00

0.00

0.00

2.10

Psychologist
Psychology Program
Intern/Resident

1.00

0.00

0.00

0.00

0.00

0.20

0.00

0.00

1.00

1.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

6.00

0.00

2.00

3.50

3.50

1.00

20.20

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Reentry Specialist

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

1.00

0.00

1.00

1.00

1.00

1.00

8.00

Registered Nurse
Registered Nurse
Supervisor – Mental
Health

5.20

5.20

5.20

5.20

5.20

1.40

5.20

5.20

5.20

5.20

5.20

1.00

6.20

7.20

5.20

5.60

4.20

0.00

6.20

5.20

0.00

0.00

4.20

98.40

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

4.20

0.00

4.20

Position

Medical Records
Supervisor
Mental Health
Administrator

Page D.185

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections
Apalachee CI East

Apalachee CI West

Calhoun CI

Century CI

Franklin CI

Gadsden Re-Entry
Center

Gulf CI

Holmes CI

Jackson CI

Jefferson CI

Liberty CI

Quincy Annex

NWFRC

NWFRC Annex

Okaloosa CI

Santa Rosa CI

Santa Rosa Annex

Santa Rosa AnnexIP

Wakulla CI

Wakulla Annex

Wakulla RCC at
Annex

Wakulla RCC IP at
Annex

Walton CI

Total FTE (s)

Region 1

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

1.00

0.00

0.00

1.00

1.00

0.00

1.00

0.00

10.40

0.00

1.00

8.20

6.60

1.00

33.20

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

1.00

0.00

1.00

0.00

0.00

0.00

0.00

1.00

4.00

RN Nurse Manager

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

Secondary Screener

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

2.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

2.00

Telehealth Presenter

1.00

0.00

1.00

1.00

1.00

0.00

1.00

0.00

1.00

1.00

1.00

0.00

1.00

0.00

1.00

1.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

13.00

Total All Shifts

43.10

20.90

26.50

26.00

25.60

6.30

29.00

25

32.60

31.50

26.50

1.30

46.10

47.70

24.60

57.90

23.70

69.20

38.60

32.20

71.85

53.90

43.00

802.95

Position

Registered Nurse –
Mental Health
Registered NurseSupervisor

Page D.186

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections
Baker ReEntry
Center

Columbia CI

Columbia Annex

Cross City CI

Florida State
Prison

Hamilton CI

Hamilton Annex

Lancaster CI

Lawtey CI

Madison CI

Mayo Annex

Putnam CI

Suwannee CI

Suwannee CI IP

Suwannee Annex

Taylor CI

Tomoka CI

Union CI

Total FTE (s)

Region 2

Activity Therapist

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

6.00

0.00

0.00

0.00

0.00

6.00

Administrative Assistant

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

0.00

1.00

1.00

1.00

1.00

17.00

Assistant Health Services
Administrator

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

2.00

Certified Nursing Assistant

0.00

2.00

2.00

2.00

2.00

1.00

2.00

1.00

1.00

1.00

1.00

0.00

2.00

0.00

2.00

2.00

2.00

4.40

27.40

Certified Nursing Assistant
– Mental Health

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

4.20

0.00

0.00

0.00

0.00

4.20

Clerk

0.00

1.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

1.00

1.00

0.00

1.00

0.00

1.00

1.00

1.00

2.00

10.00

Clerk – Mental Health

0.40

1.00

1.00

1.00

2.00

1.00

1.00

1.00

0.00

1.00

1.00

0.00

1.00

5.00

0.00

1.00

1.00

2.00

20.40

Dental Assistant

0.00

3.00

2.00

2.00

2.00

1.00

2.00

2.00

2.00

2.00

2.00

1.00

2.00

0.00

2.00

2.00

2.00

3.00

32.00

Dental Hygienist

0.00

0.50

0.50

1.00

1.00

0.50

0.50

0.00

0.00

0.60

1.00

0.00

0.50

0.00

0.50

1.00

1.00

1.00

9.60

Dentist

0.00

2.00

1.50

1.50

1.50

0.50

1.00

1.00

1.00

1.00

1.00

0.50

1.00

0.00

1.00

1.50

1.00

2.00

19.00

Director of Nursing

0.00

1.00

1.00

1.00

1.00

1.00

1.00

0.00

1.00

1.00

1.00

0.00

1.00

0.00

1.00

1.00

1.00

1.00

14.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

1.00

0.00

1.00

0.00

1.00

1.00

0.00

1.00

0.00

1.00

1.00

1.00

0.00

1.00

0.00

0.00

1.00

1.00

1.00

11.00

Licensed Practical Nurse

1.80

8.00

9.40

7.00

15.40

6.20

10.80

5.60

5.20

7.60

9.00

2.80

13.60

0.00

9.40

7.20

9.40

16.00

144.40

Licensed Practical Nurse –
Mental Health

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

8.40

0.00

0.00

0.00

0.00

8.40

Medical Director

0.00

0.00

1.00

0.00

0.80

0.00

1.00

0.00

0.00

0.50

0.50

0.00

1.00

0.00

0.00

0.00

0.60

1.00

6.40

Medical Records Clerk

0.00

1.00

1.00

1.00

2.00

1.00

2.00

1.00

1.00

1.00

1.00

0.40

2.00

0.00

2.00

1.00

1.00

2.00

20.40

Position

Director of Nursing –
Mental Health
Health Services
Administrator

Page D.187

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections
Baker ReEntry
Center

Columbia CI

Columbia Annex

Cross City CI

Florida State
Prison

Hamilton CI

Hamilton Annex

Lancaster CI

Lawtey CI

Madison CI

Mayo Annex

Putnam CI

Suwannee CI

Suwannee CI IP

Suwannee Annex

Taylor CI

Tomoka CI

Union CI

Total FTE (s)

Region 2

0.00

1.00

0.00

0.00

1.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

1.00

0.00

1.00

6.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Mental Health Director

0.00

1.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

4.00

Mental Health ProfessionalMA/MS

0.40

5.00

5.00

1.00

15.00

1.00

6.00

2.00

0.60

1.00

1.00

0.40

7.00

10.00

4.00

1.00

5.00

8.00

73.40

PA/NP – Mental Health

0.00

1.00

1.00

0.00

1.00

0.50

1.00

0.40

0.00

0.00

0.00

0.00

0.00

2.00

0.00

0.00

1.00

1.00

8.90

PA/NP – Physical Health

0.40

0.50

0.50

1.00

2.00

0.50

0.50

1.00

1.00

1.00

1.00

0.00

1.00

0.00

1.00

1.00

1.00

2.00

15.40

PA/NP – Urgent Care

0.00

1.00

1.00

0.00

0.00

1.00

1.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

1.00

1.00

0.00

7.00

0.00

0.80

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.40

0.00

0.00

1.00

0.00

0.00

0.00

2.20

0.20

0.00

0.00

0.40

0.00

0.00

0.00

0.20

0.20

0.00

0.00

0.00

0.00

0.00

0.00

0.60

0.00

0.00

1.60

Psychiatric Director

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Psychiatrist

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

2.00

0.00

0.00

0.00

0.00

3.00

Psychologist

0.00

0.00

1.00

0.00

2.00

1.00

0.00

0.40

0.00

0.00

0.00

0.00

1.00

3.00

1.00

0.00

1.00

1.00

11.40

Psychology program
Intern/Resident

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Reentry Specialist

0.00

0.50

0.50

0.00

1.00

0.50

0.50

0.00

0.00

0.00

0.00

0.00

1.00

1.00

0.00

0.00

1.00

1.00

7.00

Registered Nurse

1.40

5.20

6.20

5.20

8.00

4.20

5.20

4.20

4.20

5.20

5.20

2.80

6.00

0.00

5.60

5.20

5.20

8.40

87.40

Registered Nurse
Supervisor – Mental Health

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Position

Medical Records
Supervisor
Mental Health
Administrator

Physician MD/DO –
Physical Health
Physician MD/DO –
Telehealth

Page D.188

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections
Baker ReEntry
Center

Columbia CI

Columbia Annex

Cross City CI

Florida State
Prison

Hamilton CI

Hamilton Annex

Lancaster CI

Lawtey CI

Madison CI

Mayo Annex

Putnam CI

Suwannee CI

Suwannee CI IP

Suwannee Annex

Taylor CI

Tomoka CI

Union CI

Total FTE (s)

Region 2

0.00

1.00

1.00

0.00

1.00

0.00

1.00

0.40

0.00

0.00

0.00

0.00

1.00

7.60

1.00

0.00

1.00

1.00

16.00

0.00

1.40

0.00

0.00

0.00

0.00

1.00

1.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

1.00

5.40

RN Nurse Manager

1.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

3.00

Secondary Screener

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Telehealth Presenter

0.00

1.00

0.00

1.00

1.00

1.00

0.00

1.00

1.00

1.00

1.00

0.00

1.00

0.00

0.00

1.00

1.00

1.00

12.00

Total All Shifts

6.60

40.90

37.60

27.10

63.70

22.90

41.50

24.20

20.20

26.90

28.70

10.30

48.10

51.20

34.50

30.50

39.20

62.80

616.90

Position

Registered Nurse – Mental
Health
Registered Nurse –
Supervisor

Page D.189

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections

Position

Avon Park CI

Central Florida
Reception Cente

CFRC East Unit

CFRC South Unit

Desoto Annex

FL Women's
Reception Center

FL Women's Rec
Center-IP

Hardee CI

Hernando CI

Lake CI

Lake CI-IP

Lowell CI

Lowell Annex

Marion CI

Polk CI

Sumter CI

Zephyrhills CI

Zephyrhills CI-IP

Total FTE (s)

Region 3

Activity Therapist

0.00

1.00

0.00

0.00

0.00

2.00

2.00

0.00

0.00

0.00

6.00

0.00

0.00

0.00

0.00

0.00

0.00

3.00

14.00

Administrative Assistant
Asstistant Health Services
Administrator

1.00

1.00

1.00

0.00

1.00

1.00

0.00

1.00

1.00

1.00

0.00

1.00

1.00

1.00

1.00

1.00

1.00

0.00

14.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

2.00

Certified Nursing Assistant
Certified Nursing Assistant
– Mental Health

2.00

4.80

1.00

1.40

2.00

4.00

0.00

2.00

1.00

3.00

0.00

12.00

0.00

3.00

3.00

1.00

3.40

3.00

46.60

0.00

0.00

0.00

0.00

0.00

0.00

3.80

0.00

0.00

0.00

11.20

0.00

0.00

0.00

0.00

0.00

0.00

3.80

18.80

Clerk

1.00

1.00

0.00

0.00

1.00

3.00

0.00

1.00

0.00

0.00

0.00

0.00

3.00

1.00

1.00

1.00

1.00

0.00

14.00

Clerk – Mental Health

1.00

2.00

1.00

0.00

1.00

2.00

3.00

2.00

1.00

1.00

3.00

1.00

3.00

1.00

1.00

1.00

2.00

2.00

28.00

Dental Assistant

2.00

3.00

2.00

0.00

3.00

3.00

0.00

3.00

1.00

1.00

0.00

2.00

2.00

3.00

2.00

2.00

1.00

0.00

30.00

Dental Hygienist

0.50

0.50

0.50

0.00

1.00

0.50

0.00

1.00

0.00

0.00

0.00

0.50

0.50

1.00

0.50

1.00

0.00

0.00

7.50

Dentist

1.50

2.00

1.00

0.00

2.00

2.00

0.00

2.00

0.50

0.50

0.00

1.50

1.50

2.00

1.50

1.50

1.00

0.00

20.50

Director of Nursing
Director of Nursing – Mental
Health
Health Services
Administrator

1.00

1.00

0.50

0.50

1.00

1.00

0.00

1.00

0.00

1.00

0.00

1.00

1.00

1.00

1.00

1.00

1.00

0.00

13.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

3.00

1.00

1.00

0.00

0.00

1.00

1.00

0.00

1.00

0.00

1.00

0.00

0.00

1.00

1.00

1.00

1.00

1.00

0.00

11.00

Licensed Practical Nurse

8.00

17.40

4.20

4.20

7.00

15.00

0.00

10.40

5.90

7.00

0.00

12.20

18.20

7.00

7.00

7.60

8.00

0.00

139.10

Licensed Practical Nurse –
Mental Health

0.00

0.00

0.00

0.00

0.00

0.00

4.20

0.00

0.00

0.00

12.20

0.00

0.00

0.00

0.00

0.00

0.00

8.40

24.80

Medical Director

0.50

1.00

0.00

0.00

0.50

0.50

0.00

0.50

0.00

1.00

0.00

0.50

0.00

1.00

0.50

0.00

1.00

0.00

7.00

Medical Records Clerk

1.00

3.00

1.00

0.00

2.00

3.00

0.00

2.00

1.00

2.00

0.00

6.00

0.00

1.00

1.00

2.00

2.00

0.00

27.00

Medical Records Supervisor

0.00

1.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

3.00

Page D.190

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections

Position

Avon Park CI

Central Florida
Reception Cente

CFRC East Unit

CFRC South Unit

Desoto Annex

FL Women's
Reception Center

FL Women's Rec
Center-IP

Hardee CI

Hernando CI

Lake CI

Lake CI-IP

Lowell CI

Lowell Annex

Marion CI

Polk CI

Sumter CI

Zephyrhills CI

Zephyrhills CI-IP

Total FTE (s)

Region 3

Mental Health Administrator

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Mental Health Director
Mental Health Professional –
MA/MS

0.00

1.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

0.00

1.00

0.00

0.00

0.00

0.00

1.00

5.00

1.00

9.50

2.00

0.50

2.00

9.00

4.00

5.00

2.00

3.00

14.00

5.00

10.00

3.00

1.00

1.00

2.00

6.00

80.00

PA/NP – Mental Health

0.00

2.00

0.00

0.00

0.00

0.60

1.00

0.00

0.40

1.00

2.00

1.00

2.00

0.60

0.00

0.00

1.00

0.00

11.60

PA/NP – Physical Health

1.00

4.00

1.00

1.00

1.00

3.00

0.00

1.00

1.00

0.00

0.00

1.00

1.00

1.00

1.00

1.00

1.60

0.00

19.60

PA/NP – Urgent Care
Physician MD/DO – Physical
Health
Physician MD/DO –
Telehealth

0.00

0.00

0.00

0.00

1.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

1.00

1.00

0.00

1.00

0.00

0.00

6.00

0.00

1.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

4.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.20

0.00

0.00

0.00

0.00

0.00

0.00

0.80

0.00

0.00

1.00

Psychiatric Director

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Psychiatrist

0.00

1.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

2.00

0.00

1.00

0.00

0.00

0.00

0.00

1.00

6.00

Psychologist
Psychology Program
Intern/Resident

0.00

1.00

0.00

0.00

0.00

2.00

2.00

1.00

0.40

1.00

4.00

1.00

2.00

1.00

0.00

0.00

1.00

2.00

18.40

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

4.00

4.00

8.00

Reentry Specialist

0.00

1.00

0.00

0.00

0.00

0.50

0.50

0.00

0.00

0.00

1.00

0.50

0.50

1.00

0.00

0.00

0.50

0.50

6.00

Registered Nurse
Registered Nurse
Supervisor – Mental Health
Registered Nurse – Mental
Health

5.20

8.40

4.20

4.20

5.20

6.00

0.00

5.60

3.10

5.20

0.00

7.00

7.60

5.20

5.20

5.20

6.60

0.00

83.90

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

2.80

0.00

0.00

0.00

0.00

0.00

0.00

0.00

2.80

0.00

1.00

0.00

0.00

0.00

1.00

8.40

1.00

0.40

1.00

11.20

1.00

1.00

1.00

0.00

0.00

1.40

8.00

36.40

Page D.191

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections

Position

Avon Park CI

Central Florida
Reception Cente

CFRC East Unit

CFRC South Unit

Desoto Annex

FL Women's
Reception Center

FL Women's Rec
Center-IP

Hardee CI

Hernando CI

Lake CI

Lake CI-IP

Lowell CI

Lowell Annex

Marion CI

Polk CI

Sumter CI

Zephyrhills CI

Zephyrhills CI-IP

Total FTE (s)

Region 3

Registered Nurse –
Supervisor

0.00

1.00

0.50

0.50

0.00

1.00

0.00

1.00

0.00

0.00

0.00

1.40

1.40

0.00

0.00

0.00

0.00

0.00

6.80

RN Nurse Manager

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

Secondary Screener

0.00

3.00

0.00

0.00

0.00

2.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

5.00

Scheduler

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

Telehealth Presenter

1.00

1.00

0.00

0.00

1.00

1.00

0.00

1.00

1.00

1.00

0.00

1.00

0.00

1.00

1.00

1.00

1.00

0.00

12.00

Total All Shifts

28.70

74.60

20.90

12.30

32.70

67.10

30.90

43.50

20.90

31.70

71.40

60.60

60.70

37.80

28.70

30.10

41.50

43.70

737.80

Page D.192

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections

Charlotte CI

Dade CI

Dade CI-IP

Everglades CI

Everglades Re-Entry
Center

Homestead CI

Martin CI

Okeechobee CI

Sago Palm Re-Entry
Center

SFRC

SFRC South Unit

Total FTE (s)

Region 4

Activity Therapist

0.00

0.00

7.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

8.00

Administrative Assistant
Assistant Health Services
Administrator

1.00

1.00

0.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

10.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Certified Nursing Assistant
Certified Nursing Assistant – Mental
Health

3.00

2.00

0.00

2.00

0.00

1.00

3.00

2.00

0.00

12.40

1.00

26.40

0.00

0.00

6.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

6.00

Clerk

1.00

1.00

0.00

1.00

0.00

1.00

1.00

1.00

0.00

3.00

1.00

10.00

Clerk – Mental Health

3.00

1.00

6.00

1.00

0.40

1.00

1.00

1.00

0.00

2.00

0.00

16.40

Dental Assistant

2.00

2.00

0.00

3.00

0.00

1.00

3.00

3.00

0.00

3.00

1.00

18.00

Dental Hygienist

0.50

1.00

0.00

1.00

0.00

0.00

1.00

1.00

0.00

0.00

0.00

4.50

Dentist

1.00

1.50

0.00

2.50

0.00

0.50

2.00

2.00

0.00

2.00

1.00

12.50

Director of Nursing

1.00

1.00

0.00

1.00

0.00

1.00

1.00

1.00

0.00

1.00

0.00

7.00

Director of Nursing – Mental Health

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

Health Services Administrator

1.00

1.00

0.00

1.00

0.00

1.00

1.00

1.00

0.00

1.00

0.00

7.00

Licensed Practical Nurse
Licensed Practical Nurse – Mental
Health

19.60

13.20

0.00

10.40

1.80

5.60

12.20

6.60

1.80

29.60

4.20

105.00

0.00

0.00

11.20

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

11.20

Medical Director

1.00

1.00

0.00

0.80

0.20

0.00

0.80

1.00

0.00

1.00

0.00

5.80

Medical Records Clerk

2.00

2.00

0.00

2.00

0.00

1.00

2.00

2.00

0.00

2.00

1.00

14.00

Medical Records Supervisor

1.00

1.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

1.00

0.00

4.00

Mental Health Administrator

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Mental Health Director
Mental Health Professional –
MA/MS

1.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

0.00

3.00

14.00

7.00

10.00

4.00

0.40

4.00

5.00

2.00

0.20

8.00

0.00

54.60

PA/NP – Mental Health

1.60

1.00

3.00

0.90

0.10

1.00

1.00

0.00

0.00

2.50

0.00

11.10

PA/NP – Physical Health

1.00

2.00

1.00

1.60

0.40

1.00

0.80

0.80

0.40

4.00

0.00

13.00

PA/NP – Urgent Care

0.00

1.00

0.00

0.00

0.00

0.00

1.00

0.00

0.00

1.00

0.00

3.00

Physician MD/DO – Physical Health

0.00

0.00

0.00

0.00

0.00

0.00

0.80

0.00

0.00

1.00

1.00

2.80

Physician MD/DO – Telehealth

0.00

0.00

0.00

0.00

0.00

0.20

0.00

0.80

0.20

0.00

0.00

1.20

Psychiatric Director

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Psychiatrist

0.00

0.00

1.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1.00

Psychologist

1.00

2.00

3.00

1.00

0.00

1.00

1.00

0.00

0.00

1.00

0.00

10.00

Psychology Program Intern/Resident

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Reentry Specialist

1.00

1.00

1.00

1.00

0.00

1.00

1.00

0.00

0.00

1.00

0.00

7.00

Position

Page D.193

Contract No. C3076 - Exhibit 3

Centurion of Florida, LLC Staffing Matrix for Florida Department of Corrections

Charlotte CI

Dade CI

Dade CI-IP

Everglades CI

Everglades Re-Entry
Center

Homestead CI

Martin CI

Okeechobee CI

Sago Palm Re-Entry
Center

SFRC

SFRC South Unit

Total FTE (s)

Region 4

Registered Nurse
Registered Nurse Supervisor –
Mental Health

7.00

7.00

0.00

6.60

1.40

4.20

5.60

5.20

1.40

14.60

4.20

57.20

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Registered Nurse – Mental Health

1.00

1.00

12.60

1.00

0.00

1.00

1.00

0.00

0.00

1.00

0.00

18.60

Registered Nurse – Supervisor

0.00

1.40

0.00

1.00

0.00

0.00

0.00

1.00

0.00

2.00

0.00

5.40

RN Nurse Manager

0.00

0.00

0.00

0.00

1.00

0.00

0.00

0.00

1.00

0.00

1.00

3.00

Secondary Screener

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

2.00

0.00

2.00

Telehealth Presenter

1.00

1.00

0.00

1.00

0.00

1.00

1.00

1.00

0.00

1.00

0.00

7.00

Total All Shifts

65.70

53.10

63.80

44.80

6.70

28.50

48.20

33.40

6.00

100.10

16.40

466.70

Position

Page D.194

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab E – Implementation Plan

Tab E – Implementation Plan
Tab E Implementation Plan (limit 30 pages)
To ensure complete and successful implementation of services and a smooth transition into the Contract, the
Successful Vendor shall provide a Preliminary Implementation Plan (Plan). This Plan outlines key activities that must
be completed while working with the Department during any transition period. A Vendor shall describe in detail their
Plan for:
a.

On-boarding of staff and other resources;

b.

Implementing new services, to include a breakdown by service area;

c.

Network establishment for any data services;

d.

Collaboration with Department stakeholders;

e.

Any other required activity relating to the implementation of services under the Contract; and

f.

Estimated Implementation Schedule.

Consistent with ITN requirements, Centurion is providing a preliminary implementation plan as referenced
in ITN Section 4.9, Contents of Reply Submittals, Tab E, Implementation Plan. At a minimum, our
implementation plan includes the following required elements to the extent that they are not already in
place as the current provider of comprehensive healthcare services for the FDC:







Onboarding of staff and other resources
Implementing new services, to include a breakdown by service area
Network establishment for any data services
Collaboration with Department stakeholders
Any other required activity related to the implementation of services under the contract
Estimated implementation schedule

As required in ITN Section 3.6.11.3, Transition and Implementation Plan, our implementation plan
includes a list of major transition activities, with responsible parties and timelines. Centurion will continue
to provide or implement required contract services on July 1, 2023. To the extent necessary due to our
incumbent status, our implementation plan includes provisions for the following:













Oversight of program management and clinical functions
Human resources
Setting up a provider network and ancillary services
Utilization management
Quality management
Financial management
Claims/invoice processing
Reporting
Licenses and permits
Equipment and supplies
Information technology
Target transition dates for each institution and associated satellite facilities covered in the ITN
Page E.1

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab E – Implementation Plan

~
~

centurion_

In addition, Centurion is prepared to meet the following ITN implementation plan deliverables:


Within three days after the contract start date, meet with the Department to finalize the
implementation plan



Provide regular reports to the Department on the status of filling positions and the transition in
general



Submit our Final Transition and Implementation Plan to the Department for approval within 15
days after the contract execution date



Continue the provision of healthcare services to the Department’s incarcerated population
consistent with the approved final transition and implementation plan



Maintain full responsibility for comprehensive healthcare service delivery within 90 days of the
contract execution date, or on a date agreed upon in writing between Centurion and the
Department

As the current statewide provider for medical, dental, mental health, and all other healthcare services
covered under this procurement, we are well prepared to transition our existing operation of services to
the new contract. We have a record of success in transitioning healthcare services for the FDC over the
past six years. From April through May 2016, we transitioned medical and mental health services in
Region I, Region II, and most of Region III. In March 2017, we transitioned dental services in the same
facilities. In June 2017, we transitioned medical, mental health, and dental services for the remainder of
South Florida. In the last procurement cycle, we then transitioned to our current contract for these same
services in 2018.
With this history of successful healthcare service transitions, and our unwavering commitment to partner
closely with the Department, we can assure the FDC of a seamless continuation of comprehensive
healthcare services throughout the state in the new contract. We appreciate that the Department choose
to consolidate the delivery of comprehensive healthcare services with one vendor. With healthcare staff,
service processes, and support infrastructure already in place, our transition efforts for the new contract
can focus on the FDC’s contract goals, including enhancement of existing services and multidisciplinary
collaboration. In particular, the focus of our transition activities to the new contract will be to support the
Department’s healthcare goals, as follows:


Reducing patient mortality where early detection and appropriate, timely treatment could have
avoided preventable mortality



Ensuring that incarcerated individuals in special housing have access to and receive the same
level of care as individuals in general population



Improving our provision of assessment, development, and implementation of mental health
treatment at all levels and settings of care



Reducing the volume of healthcare grievances submitted by incarcerated individuals and litigation
related to healthcare services



Improving wait times for consultations, diagnostic testing, and treatment



Reducing the use of unsecured community hospital units and increasing the use of secured
community hospital units to alleviate the need for additional security staff resources and overtime
Page E.2

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab E – Implementation Plan

~
~

centurion_



Ensuring individuals are prepared for continued medical care and supportive services, where
appropriate, upon their release back into the community



Maximizing technology and efficiencies to provide enhanced services at reduced costs, including
the establishment and expansion of academic partnerships

Implementation Experience with the FDC
During the 2016 transition in Region I, Region II, and most of Region III, Centurion successfully
transitioned healthcare services for 54 institutions, 72,000 incarcerated individuals, and nearly 1,800
FTEs. We did so in just over four weeks, in accordance with the timeframe and schedule established by
the FDC. Our corporate and statewide regional resources supported this successful transition of
healthcare services. Immediately upon contract award, we began filling numerous vacant and proposed
staff positions in a brief amount of time and ensured that staff received the training and resources they
needed to succeed. Consequently, the FDC’s healthcare service delivery system has experienced
considerable improvements over the past six years. This success is characteristic of Centurion
transitions.
For the 2018 contract transition, Centurion was the incumbent provider for comprehensive healthcare
services across all four regions of the State. Because of this, with the exception of eventually
transitioning to the Fusion EMR system, there were few significant healthcare service transitions required
to maintain seamless operations. We anticipate a similar smooth transition to the new contract in 2023.
Centurion will continue to work closely with the Department and EMR vendor to monitor and enhance the
EMR system that we implemented in late 2021.
As a key component of Centurion contract startup or renewal efforts, we deploy the staff, resources, and
time necessary to provide an efficient and thorough transition. Our teams meet individual wardens,
discuss the transition process and expectations of the local FDC leadership team, and offer each warden
a point of contact throughout the transition process for receiving responses to questions that arise
whenever there is a contract transition.
We also provide an immediate point of contact for all healthcare staff impacted by the contract award.
While we anticipate that current Centurion healthcare staff will have minimal concerns during the 2023
renewal transition, we will deploy necessary regional and corporate support to ensure communication and
services are uninterrupted.
Although it is our practice to develop a project plan for each transition detailing high-level milestones,
deliverables, key activities, and the people responsible, we do not believe we need such a plan given we
are the incumbent vendor and will be renewing existing services rather than transitioning services.
Nonetheless, as required in the ITN, Centurion has provided a Preliminary Implementation Plan within
Tab E, following our narrative response. Our implementation plan assumes a 90-day transition period
from contract award to start date and includes targeted transition timeframes. As the incumbent provider
for comprehensive healthcare services at the FDC, many of the usual contract transition activities are
already completed and in place. We will not need to undertake the substantial human resources, IT,
training/orientation efforts that we previously conducted when the Department first awarded the contract
to Centurion.

Page E.3

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab E – Implementation Plan

~
~

centurion_

Our goal through contract renewal will be to focus on realigning resources and reducing staff anxiety to
avoid staff turnover. Centurion is committed to informing and engaging FDC’s Office of Health Services
(OHS) and facility-level leadership teams as we realign our staffing and other resources through the
contract renewal process.
Highlighted below is a summary of Centurion’s implementation activities that we have already achieved
for the FDC through our prior contract transitions for the Department.


Development, submission, and use of an implementation and ongoing communication plan with
the FDC, subcontractor, site staff, and others



Initial and ongoing transition meetings with the FDC central and local leadership staff



Completion of initial and follow-up site visits with local FDC wardens or designees



Review and finalization of all healthcare operational issues (i.e., staffing matrix, pay scales, oncall schedules, etc.)



Outreach to recruit and hire incumbent healthcare staff



Human resource services, including recruitment, hiring, credentialing, and onboarding of staff
needed to fill required positions



Staff and provider new employee orientation and other required training



Submission, review, approval, and implementation of all medical, behavioral health, dental, and
pharmaceutical service clinical protocols in alignment with FDC policies, contract requirements,
and other Department directives



Development and implementation of all special service provider networks and ancillary services
(i.e., laboratory, radiology, EKG, hearing aids/audiology, and others)



Development of effective communication and systems integration with Florida State Pharmacy
Department



Development of effective communication and coordination of care with the Florida Department of
Health and county health departments for treatment of patients suffering from sexually
transmitted disease, including HIV/AIDS, and optimizing access to 340B



Development of effective communication



Development and implementation of telehealth infrastructure, equipment, software, and other
required resources



Development and implementation of claims and invoicing services and protocols



Development and implementation of finance/accounting management protocols and reports



Development and implementation of quality management and utilization management teams and
protocols in alignment with FDC priorities and requirements



Development and implementation of tracking and reporting systems for staffing, service
utilization, utilization management, invoicing, claims, finance/accounting, and other reporting
requirements

Page E.4

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab E – Implementation Plan

~
~

centurion_

Accomplishment Highlights Since Centurion’s Previous Contract Transition
In addition to our successful transition activities noted above, Centurion has made significant
contributions to the enhancement of the FDC’s healthcare operational environment. These achievements
have reduced the need for significant immediate transition activities to commence the new contract.
Highlights of these accomplishments include, but are not limited to, the following:


In collaboration with the Department, developed and implemented the FDC’s first statewide EMR
system in 2021; the largest private vendor correctional EMR transition in the nation



Recruited and hired over 280 new healthcare staff within the first two months of operations in
2017, significantly reducing the high healthcare staff vacancy rate



Replaced obsolete, missing, or non-functional dental equipment with new, technologically
advanced equipment that significantly improved service access, service quality, and operating
efficiencies



Development of hospital networks including agreements with Memorial Hospital in Jacksonville
and North Shore Medical Center in Miami, to prioritize placement of patients in secure hospital
units



Developed and implemented enhanced Information Technology infrastructure, equipment, and
related resources to support our EMR and telehealth services, including over 3,000 new
computers and related IT equipment to support the EMR implementation



Added point-of-care ultrasound services using the Kosmos ultrasound device at three FDC
facilities, with plans for two more in near future



Implemented new technologies, such as Focus on Wellness, a telephonic disease and lifestyle
management service available through Centene Shared Services for patients with complex
and/or difficult to manage conditions, such as diabetes, in Region 4. In 2021, 30 participants in
this program at four FDC facilities achieved an average A1c reduction of 0.9 points.



In collaboration with the FDC in 2018, reviewed and recommended formulary medication changes
and other pharmaceutical cost saving initiatives that resulted in approximately $5 million in
medication cost-avoidances for the FDC



In 2018 – 2019, recommended medication cost avoidance initiatives for biologics/biosimilars,
inhalers, topical corticosteroids and other chronic illness medications, with the support of the P&T
committee, resulting in annual medication cost avoidances for the FDC of $2.3 million. Centurion
has continued to monitor these initiatives to ensure ongoing cost-avoidances



In 2021, in spite of a nationwide healthcare staffing shortage, we hired 1,023 new employees for
our FDC contract, bringing our total employee count to nearly 3,500 employees



In collaboration with the FDC, Centurion helped develop and implement specialized mental health
treatment units in Florida. At Wakulla CI, we helped implement a diversion treatment unit, a
secure treatment unit, and a cognitive treatment unit. At the Florida Women’s Reception Center,
we helped implement their diversion treatment unit. These specialized, outpatient residential
programs helped free up bed space at some of the inpatient mental health units



In 2022, in collaboration with the FDC, reexamined and expanded the keep-on-person (KOP)
medication program to support optimization of patient autonomy, accountability and responsibility,
and improve medication administration efficiency
Page E.5

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab E – Implementation Plan

~
~

centurion_

A. On-boarding of Staff and Other Resources
Initiation of Transition upon Notification of Contract Award. As the incumbent statewide comprehensive
healthcare services provider, we have provided the FDC with a condensed contract renewal plan. We do
not anticipate any complications as we renew and enhance our current contracted healthcare services
with the FDC. However, we take pride in our ability to coordinate smooth contract transitions, including
contract renewals. As such, Centurion’s statewide and corporate level resources that we typically make
available for contract transitions will continue to support the new healthcare services contract at FDC.
Based on the Department’s current timetable, we anticipate initiating the new contract transition
immediately after the FDC’s formal contract award in March 2023, with an anticipated start date of July 1,
2023.
Our initial and ongoing focus will be immediate recruitment of any new staffing needs at FDC facilities or
in our regional office. Because we will not have to concentrate on the many other aspects of transition
such as network providers, ancillary services and new employee training, we will be able to focus on the
Department’s broader goals for this procurement and any remaining EMR enhancement activities from
the current contract.
During the agreed-upon transition period for the new contract, Centurion will systematically review our
healthcare services across the state to ensure service delivery is consistent with the new contract. Our
management team, led by Victoria Love, Chief Operating Officer and former Regional Vice President,
will continue to direct the activities of onsite Centurion teams and coordinate the services of ancillary
service providers. This process will allow Centurion of Florida’s leadership to identify site-specific and
region-wide processes and needs.
While interface with the institutional administration and healthcare staff is critical during times of renewal,
we will ensure continuation of transparent communication with the FDC’s OHS leadership as well.
Oversight of Program Management and Clinical Functions. As noted, Victoria Love, Centurion’s Chief
Operating Officer, will lead the transition effort for Centurion. Ms. Love will maintain contact with
designated FDC OHS leadership staff during the transition period. She will coordinate the activities of our
transition teams, functional leads, and ancillary service providers. Ms. Love will be on site as often as
necessary to guide the contract renewal. Contact will be as frequent as needed, up to and including daily
calls if desired by FDC healthcare leadership.
In addition to Ms. Love, our Statewide Vice President of Operations, Ruth Feltner, will continue to provide
oversight of program management and clinical functions. Ms. Feltner will work closely with Ms. Love to
operationalize and implement clinical and operational goals at the regional office and each applicable
FDC facility. She will also coordinate transition meetings with the FDC central office and site-level leader
teams.
Deployment of Centurion Transition Teams. In facilitating a smooth and coordinated transition of patient
healthcare services for the new contract, Centurion will rely on the expertise of the department team
leaders currently in place in Florida. Some of the key statewide leadership staff who will be available to
assist Ms. Love and Ms. Feltner in the contract transition include but are not limited to the following:


John Lay, MD, Statewide Medical Director
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Beltran Pages, MD, CHCQM, Statewide Psychiatric Director/Advisor
Peggy Watkins-Farrell, PhD, CCHP-MH, Statewide Mental Health Director
Harry Hatch, DDS, Statewide Dental Director
Timothy Rakas, BPharm, CPh, MBA, Statewide Pharmacy Program Director
Lisa Barton, RN, Statewide Director of Nursing
Linda Dorman, RN, BSN, CCHP, Statewide Director of CQI/EMR
Mindy Halpern, BA, CCHP, Director of Nurse and Clinical Recruitment

Other Centurion clinical and operational staff will be available, as needed, to provide further contract
transition support to the departments and teams noted above. For example, our Corporate Chief Medical
Officer, Dr. John May, is based in Miami and will remain available throughout the contract renewal and
when needed to provide expert consultation. These staff will support transition activities relevant to their
departments and may be involved in communicating transition progress reports to the Department
leadership staff as needed or directed.
Human Resources and Staff Recruitment. Centurion maintains the most
robust and successful recruiting and retention capabilities in correctional
healthcare. Our team of over 50 full-time recruiters, combined with more
than 40 full-time employees working in our human resources department
help ensure that we maintain high fill rates and create professionally
rewarding work experiences for our 9,000 employees. This team benefits
from our vast recruiting capabilities including the following:


Over 90 experienced recruiting and human resources professionals



A robust academic affiliation program



A state-of-the-art recruiting database



Multiple advertising channels



Established and continuously expanding networking channels



Local and national recruiting capabilities



Metric and data to measure return on investment and success



24-hour candidate access to information



Expanding pipeline of candidates

Our team of recruiters and human resources staff, under the
leadership of Gina Morris, Senior Vice President of Talent
Acquisition, and Jana Brown, EdM, Executive Vice President
and Chief of Human Resources, ensures that we maintain
high fill rates and create professionally rewarding work
experiences for our employees.

40+
Human Resources Professionals

Gina Morris
Senior Vice President,
Talent Acquisition

50+
Full-time Recruiters

Jana Brown, EdM
Executive Vice President,
Chief of Human Resources

We use a unique relational approach to recruiting. Using this
approach, our recruiters maintain a constant dialogue with thousands of candidates using various
communication tools and ensures a steady pipeline of qualified candidates for position openings that may

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occur. We have honed our recruiting approach over many years and have found our fine-tuned,
discipline-specific model to be more effective than the more common generalist approach of designating
a single recruiter to recruit all positions in a given contract.
Centurion incorporates social networking such as LinkedIn, Facebook, and various professional websites,
in our recruiting process. We utilize data-mining techniques to add new candidates and new graduates to
our recruiting database. From this database, we make targeted queries to identify potential candidates
for FDC positions. We describe below our FDC-dedicated recruiting capacity and resources.
In Florida, we also use academic recruitment as a unique way of
engaging and recruiting interested talent. Angela Fitzjarrell, BS, CSSR,
Centurion’s Talent Attraction Manager and Executive Recruiter, works
with academic centers across Florida to introduce students to
correctional health and, with FDC’s approval, offer them the opportunity
to experience a correctional healthcare environment. Over the past
several years, we have had partner relationships that include affiliation
agreements, classroom presentations, career fairs, alumni outreach, and
Angela Fitzjarrell, BS, CSSR
“lunch and learn” functions with 129 nursing schools/programs focusing
Talent Attraction Manager and
Executive Recruiter
on recruitment of nurses and nurse practitioners. Similarly, we have had
partnerships with an additional 18 schools/programs conducting similar
activities to recruit bachelors and masters level mental health clinical staff. We provide more information
about our academic recruitment activities for the FDC program later in this section.
Another helpful staff recruitment and retention resource we have utilized for our Florida contract is
pursuing designation of certain FDC facilities as under-represented geographic areas.
National Health Services Corps. Centurion’s human resources and recruiting department works
with the National Health Services Corps (NHSC) to obtain the appropriate designation for
specific FDC locations. By obtaining this designation, staff at specific facilities in underrepresented geographic areas have been able to qualify for educational loan reimbursements.
Centurion actively applies for healthcare professional shortage area (HPSA) designation for each of our
statewide prisons systems, as most have facilities in remote or rural parts of the state with a dearth of
qualified healthcare professionals. This has allowed us to apply for and obtain NHSC’s loan repayment
program (LRP) funding for qualifying staff. We have obtained NHSC-LRP designation for the following 30
FDC facilities:










Apalachee East Unit
Avon Park Correctional Institution
Calhoun Correctional Institution
Century Correctional Institution
Columbia Correctional Institution
Cross City Correctional Institution
Dade Correctional Institution
Franklin Correctional Institution
Gulf Correctional Institution











Liberty Correctional Institution
Madison Correctional Institution
Martin Correctional Facility
Mayo Correctional Institution
Northwest Florida Reception Center
Okaloosa Correctional Institution
Polk Correctional Institution
Reception and Medical Center (Main Unit)
Santa Rosa Correctional Institution
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Hamilton Correctional Institution
Hardee Correctional Institution
Holmes Correctional Institution
Jackson Correctional Institution
Jefferson Correctional Institution
Lancaster Correctional Institution



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Sumter Correctional Institution
Suwannee Correctional Institution
Taylor Correctional Institution
Wakulla Correctional Institution
Walton Correctional Institution
Zephyrhills Correctional Institution

Six other facilities also received an HPSA score in May 2022. We have submitted these scores with our
NHSC applications in June 2022. This designation, an important recruiting and retention tool for
Centurion especially in rural areas, allows new hires and incumbents with existing student loans to benefit
from this opportunity. An example is Santa Rosa Correctional Institution, where we are currently using
the NHSC-LFP designation as one of our most attractive recruiting tools. Since obtaining the designation,
we have had 25 employees apply for and benefit from the NHSC-LRP.
New Employee Orientation and On Boarding of New Staff. An important component of successful staff
on boarding to Centurion services is our orientation and training program. As the Department is aware,
we have developed a FDC-specific New Employee Orientation (NEO) program during the current
contract. In the new contract, all new Centurion medical staff who have been pre-screened and cleared
for entry into FDC institutions will complete both the FDC’s and Centurion’s NEO program requirements.
Centurion will remain flexible and adjust our New Employee Orientation Program to evolving needs of
FDC. Orientation for new Centurion staff includes not only formal discipline specific classroom
orientation, but on-the-job training as well. We will continue to review FDC policies and HSBs as part of
our orientation process.
As the FDC is aware, we have developed a specialized provider orientation program that we will require
each transitioning and new provider to complete. We have developed discipline-specific orientation
programs for our medical, dental, and psychiatric providers. Centurion tailored both programs to the FDC
policy and contract requirements. The medical provider orientation program takes 30 to 90 days to
complete. It not only prepares providers for the unique challenges related to correctional healthcare and
populations, it also improves provider retention. Centurion will augment these manuals with institutionspecific information.
In addition to the above, Centurion’s nursing and physical health providers participate in a New Nurse
Orientation that provides education on the American Disability Act requirements.
B. Implementing New Services
Centurion will work closely with the FDC to ensure a smooth transition to new services and initiatives
specific to this procurement. Since we will not need to expend significant time and resources on routine
healthcare service contract activities, we will focus our transition efforts on the implementation of new,
enhanced technologies, such as the anticipated implementation of digital diagnostic retinopathy at 10
FDC facilities, any innovative technologies or services described in our response to ITN Tab F. As
always, we will continue to present new ideas for expansion of services to review and consider such as a
new dementia unit.

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C. Information Technology and Network Establishment for Any Data Services
Our IT and EMR teams will continue to enhance the EMR’s reporting functionality and eventually
incorporate value-added services such as Tableau, which will greatly enhance data analytics and
dashboard reporting capabilities well beyond what was previously possible. Additionally, now that our IT
team has added enhanced IT infrastructure to support the EMR system, we will be in a position to add or
expand wireless connectivity to FDC facilities, including, if desired by the FDC, housing units. Access to
wireless connectivity, in turn, will facilitate our planned expansion of telehealth services by enabling us to
provide this service in housing units or other FDC facility areas that will reduce the need for patient
escorts by security staff to medical and/or mental health units.
In anticipation of our telehealth expansion, we summarize below some of our recent initiatives, some of
which have already started, others we will implement in the near future, if approved by the FDC. These
telehealth team initiatives include, but are not limited to the following:


Establish a briefcase containing telehealth peripherals for use at all FDC-approved facilities to
enable both onsite or offsite telehealth providers, and facilitators, to conduct a range of specialty
medical care assessments and evaluations via telehealth.



Introduce Centurion developed tablets for telehealth use in patient residential areas (dorms or
cells). We are currently in the process of determining the best initial FDC pilot location with our
Florida leadership team.



Collaborate with Dr. John Lay, Statewide Medical Director, to develop a centralized on-call
system that will create efficiencies and allow for use of virtual telehealth functionality for on-call
assessments.

Medical IT Network. Centurion recognizes that the FDC may require the selected vendor to provide a
separate medical IT network statewide. During contract negotiations, we look forward to clarifying with
the Department the specifics of this expectation, including the cost implications.
EMR Transition and Enhancement. As the FDC is aware, we began the extensive EMR transition
process in September 2021. In December 2021, we completed the EMR transition to all FDC and
privately contracted facilities statewide. We will continue to follow through with establishing and
expanding the EMR reporting capabilities in 2022. We anticipate incorporating value-added services,
such as Tableau, that will further expand our EMR data analytic capabilities, as well as provide enhanced
reporting features, including FDC-customized reporting dashboards. Our EMR team will continue to work
with FDC on ways to enhance the efficiencies of utilizing the EMR by reviewing form development and
workflows.
D. Collaboration with Department Stakeholders
Effective communication with the staff of the FDC OHS is essential to ensure that Centurion’s renewal of
the healthcare contract is meeting expectations as well as to confirm that our understanding of
contractual requirements is consistent with FDC expectations. As we hope the Department has
recognized, we believe that we must work responsively with our clients during contract transitions,
including renewals, and encourage this by soliciting input on service delivery preferences.

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Centurion will continue to collaborate with the FDC on an ongoing, as-needed basis. We appreciate that
comprehensive, coordinated, and continuous services are required, and we are ready to assist the
Department in ensuring service delivery systems support this goal.
During Centurion’s initial meeting with the FDC healthcare services leadership, we will identify the
process and timeframes for routine updates and communication with facility administration and medical
staff. If the Department desires any additional written communications for FDC facility administration and
medical staff during the course of contract renewal, Centurion will collaborate with the FDC for
appropriate distribution of timely updates.
Centurion proposes to schedule weekly meetings with FDC healthcare leadership during the contract
renewal period to ensure effective communication and coordination of implementation activities.
E. Additional Activities Related to Implementation
Provider Networks and Ancillary Services. Centurion has been developing and managing offsite care
provider networks since our early comprehensive healthcare contract awards dating back to 2013.
Centurion makes every effort to provide incarcerated individuals with onsite specialty services, either in
person or through our telehealth services. However, we realize that patients may require specialty
services not available onsite, requiring a referral to or utilization of a specialty provider or networks. In
Florida, our offsite network includes thousands of specialty providers.
Centurion has a full-time network development team that oversees the
management and delivery of our network providers. Under the overall
leadership of Lisa Rossics, Vice President of Network Development, the
network development team has responsibility for establishing and
maintaining a comprehensive provider network for all our contracts and for
managing all related contractual agreements. Ms. Rossics will also
collaborate with our telehealth team to identify new opportunities for
specialty services and providers to provide their services via telehealth to
support the Florida team in reducing offsite specialty care medical
appointments.

Lisa Rossics
Senior Vice President of
Network Development

Utilization Management Services. Centurion’s corporate
utilization management (UM) department, led by Darren
Isaak, MBA, BSN, Vice President of Utilization
Management, and Rebecca Ballard, MD, FACCP, CCHPP, Utilization Management Medical Director, shares the
FDC’s goal of promoting quality specialty healthcare care
services for correctional populations in the most efficient,
timely and cost-effective manner. We recognize that our
Darren Isaak, MBA, BSN
UM program is an essential component of quality
Vice President of
management, which effectively manages the utilization of
Utilization Management
specialty health care services, including consultations,
durable medical equipment, surgical procedures,
diagnostic imaging, emergency room visits, and outside hospital admissions.

Rebecca Ballard, MD,
FACCP, CCHP-P
Utilization Management
Medical Director

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During the contract transition, we do not anticipate any significant UM transition activities as we already
have in place a robust UM program with dedicated inpatient and outpatient UM nurses.
We provide more details on our UM program in our response to ITN Section 3.6.7, Utilization
Management and Specialty Care Service Area.
Quality Management Services. Linda Dorman, Centurion’s Statewide Director CQI/EMR, will continue to
lead our statewide quality management team and activities. We understand that quality management
includes the following activities:


Quality Assurance (QA) activities – continuous operational QM efforts routinely performed to
ensure efficient operations, process, and systems that affect healthcare service delivery.



Quality Management (QM) activities – continuous clinical QM efforts performed routinely that
require specific records, chart reviews, or various clinical functions. These include, but are not
limited to chronic illness clinic care review, medication/treatment administration, specialty
consultation needs, infirmary care, sick call process, and other healthcare services.



Correctional Medical Authority (CMA) Health Services Survey Process – required by the Florida
statutes to conduct a survey at least once every three years at each FDC facility.

We understand that the new ITN will require new or modified service requirements, performance
measures, and report requirements. Our QM team, led by Ms. Dorman, will work with clinical and
operational leadership teams, as well regional and site-level QM staff, to develop appropriate monitoring,
auditing, and reporting tools to address these new requirements. Within 90-days of the new contract start
date, or sooner if desired by the FDC, Centurion will provide the FDC with our proposed auditing and
reporting tools and protocols that meet the new contract requirements. We will not implement any new
QM auditing and reporting tools or protocols without prior review and approval by the FDC leadership.
We provide more information about out Quality Management program and services in our response to
ITN Section 3.6.8, Quality Management Service Area.
Financial Management. Centurion will have a sufficient number of qualified staff and accounting
personnel to develop and maintain an internal controls system that adequately safeguards resources,
promotes the effectiveness and efficiency of operations, and assures the reliability of financial reporting
and compliance with applicable laws and regulations to account for all revenue and expenses associated
with this contract. We do not anticipate any significant financial management implementation or transition
activities because of the new contract.
General Ledger and Accounting System. Centurion’s corporate finance department is comprised of over
25 employees who work to manage and monitor the company’s financial performance. Our parent
company, Centene, supports our finance department with powerful and extensive financial expertise and
resources. Below, we highlight a few key individuals in our finance department who have direct impact on
this proposal as well as the overall financial management of the Florida contract.
Charles Weschke – Chief Financial Officer. Charles Weschke recently joined Centurion as the
Chief Financial Officer, bringing with him over 30 years of experienced in financial management. Mr.
Weschke will provide oversight of all finances and accounting for the Florida program. Mr. Weschke
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joins Centurion from Centene, where he served as the
Vice President of Finance for Centene –Dental
Envolve for nearly seven years. Prior to joining
Centene, Mr. Weschke served in multiple leadership
roles at several healthcare organizations, including
Ascension Health Senior Care, Kaiser Permanente,
Blue Cross Blue Shield of Missouri, and WellPoint.
Mr. Weschke has an MBA in Finance from Southern
Illinois University, Edwardsville.

Charles Weschke, MBA
Chief Financial Officer

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Valerie Schnefke
Director of Pricing and
Reporting

Valerie Schnefke – Director of Pricing and
Reporting. Ms. Schnefke works closely with Mr. Weschke and will remain responsible for all
accounting, financial reporting and analysis, budgeting, forecasting, and treasury management. Ms.
Schnefke has 40 years of diverse corporate financial experience, including 20 years in the
correctional healthcare industry. She currently provides pricing expertise and reporting oversight for
all Centurion programs. Ms. Schnefke is skilled in all aspects of financial management including
financial analysis, strategic planning, process improvement, budgeting and forecasting, and problem
solving. She is a respected business partner and trusted advisor to the corporate leadership team.
Sara Hatfield and Sebastian Ramos – Financial
Analysts. Ms. Hatfield and Mr. Ramos directly assist
Ms. Schnefke.
Sara Hatfield joined Centurion in 2012 after having
previous experience as a financial analyst. She now
has 21 years of experience in financial analysis,
Sara Hatfield
Sebastian Ramos
receivables management, contract management,
Financial Analyst
Financial Analyst
customer service, sales and administrative support.
Ms. Hatfield is responsible for pricing large-scale
projects, coordinating pricing and analysis efforts with multiple company departments. She evaluates
documents, data analytics, budget forecasts and key drivers of variances and trends in the pricing
market. Ms. Hatfield earned a Masters of Business Administration from University of Maryland
University College and a Bachelor’s of Science degree in Business Administration/Finance, from the
University of Tennessee.
Mr. Ramos joined Centurion in 2020 after 17 years working for a major global financial institution. His
career has led him to Sydney, Australia and New York City. He currently works in the pricing team
providing support in the development, preparation and oversight of strategically competitive pricing in
response to RFP’s, or ITN’s, for new business and rebids on existing business.
In addition to the above corporate financial department staff, we will have an additional dedicated finance
team member assigned to our Florida program. This position will ensure both ongoing operations
currently, and to ensure a seamless transition to a new contract term. These staff resources include the
following, all of whom work closely with FDC representatives:


Amanda Vazquez – Staff Accountant

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Darius Sales – Staff Accountant
Lena Thorpe – Staff Accountant
Zanaviah Christian – Jr. Staff Accountant
Cindy Dormont – GL Manager

These corporate accounting department staff spend approximately 80 to 85% of their time dedicated to
ensuring smooth financial services and operations for our Florida contract. These dedicated resources
will remain in place to ensure a smooth contract transition and seamless financial operations between
Centurion and the Department.
Centurion operates under Generally Accepted Accounting Principles (GAAP). Through our parent
company, Centene, we also undergo an annual audit conducted by KPMG, LLP. A detailed review,
analysis, and confirmation of Centurion’s internal financial controls are included as a part of that annual
audit.
Claims and Invoice Processing. We will continue to provide the Department with an advanced and
proprietary claims processing solution that will provide improved customer service, maximized
efficiencies, and reduced operational costs. Through our parent company, Centene, Centurion utilizes
the largest and most technologically advanced claims processing enterprises serving corrections. As a
major managed care provider to state Medicaid and commercial insurance programs, Centene carries out
all claims processing according to the highest standards. Our goal is to process payment claims within
15 days. Our average claims payment turnaround time for our Florida contract is approximately 10 days.
We do not anticipate any significant changes or transition activities for claims and invoice processing
because of the new contract requirements.
Licenses and Permits - Staff Licensing and Credentials. Centurion will continue to comply with all state
licensing and credentialing requirements for our Florida healthcare staff. Our physicians, psychiatrists,
dentists, midlevel practitioners, registered nurses, licensed practical nurses, nurse assistants,
psychologists, psychological specialists, and other staff requiring licensure meet our credentialing
requirements and are subject to a credentials review by the FDC. In addition, our staff job descriptions,
service delivery policies, procedures, and practices – approved by the Department – are consistent with
the scope of licensure and or certification for each position.
Centurion will continue to employ staff with full and unrestricted Florida licensure and or certification in
good standing whose credentials and experience are satisfactory to the Department. We use our
comprehensive credentialing process, described in our response to Tab D, to ensure that each candidate
meets these requirements. Centurion will continue to cooperate with any FDC credential review required
and commit to providing unimpeded access to our credential files and data. We are confident that our
credentialing and re-credentialing process will continue to meet or exceed FDC requirements,
demonstrating that our staff members meet or exceed the requisite training, experience, licensure, and or
certification needed to perform the duties assigned.
Licenses and Permits - Pharmacy Licensing and Permits. We will maintain current copies of all required
pharmacy-related federal and state licenses, permits, and registrations at each applicable FDC facility.

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Centurion’s Florida Pharmacy Program Director, Tim Rakas, BPharm, CPh, MBA, will continue to provide
copies of the required pharmacy licensure and permit documentation to the FDC’s Pharmacy Director.
We do not anticipate any changes or transition activities for staff licenses or facility permits because of
the new contract requirements.
Equipment and Supplies. In addition to ensuring adequate stock of all healthcare services related
equipment and supplies, Centurion will ensure continued close monitoring and replacement of all
emergency response bags at each FDC facility. Our staff will continue to conduct regular inventory and
maintenance checks of emergency bags and additional emergency medical equipment and supplies in
adherence to FDC requirements. Our emergency bag inventory checks will continue to take place during
every regularly scheduled nursing shift at each facility and will include the following:






Medical emergency bag
Equipment
Emergency medication
AED battery testing
Inventory of AED pad

Centurion healthcare staff will complete daily checks of emergency response bags, test emergency
equipment no less than weekly, and conduct monthly inventory of emergency response supplies. We will
maintain logs to document the testing and inventory of emergency equipment and supplies. Our
healthcare staff will continue to be responsible for inventorying and replenishing emergency response
bags following an emergency response, as well as reapplying locks. Designated staff will replace expired
or nearly expired supplies during inspection.
We do not anticipate any changes or transition activities related to healthcare equipment and supplies
because of the new contract requirements.
Reporting. Centurion has reviewed each of the 43 required reports for the 10 health care service areas
described in ITN Section 3.6, Health Care Services. Centurion agrees to comply with each of the FDC
health service reports, in addition to the other financial, claims/invoicing, and other operational reports not
specifically noted in these health service categories. We will comply with the FDC’s right to change the
reports, including content, format, delivery method, due date, and frequency at any time during the
contract.
Although some of the required reporting in this ITN differ slightly from our current contract requirements,
we do not anticipate requiring any significant implementation or transition activities in order to
accommodate the reporting changes for the new contract.
With the implementation of the new EMR system, Fusion, we look forward to collaborating with the
Department in transitioning portions of our data tracking and reporting requirements to automated queries
and reporting features available directly in the EMR. As noted earlier, we anticipate utilization of
automated value-added features, such as Tableau, that will add enhanced data extraction, analysis, and
reporting features to the reporting process. As the FDC is aware, we have already incorporated our

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SharePoint web-based electronic database and reporting system to facilitate designated healthcare staff’s
easy access to Centurion healthcare service metrics, reports, and staffing information in real time.
F. Estimated Implementation Schedule
As noted previously, Centurion has provided a Preliminary Implementation Plan on the following pages.
Our implementation plan assumes a 90-day transition period from contract award to start date and
includes targeted transition timeframes. As the incumbent provider for comprehensive healthcare
services at the FDC, many of the usual contract transition activities are already completed and in place.
We will not need to undertake the substantial human resources, IT, training/orientation efforts that we
previously conducted when the Department first awarded the contract to Centurion.
Our goal through contract renewal will be to focus on realigning resources and reducing staff anxiety to
avoid staff turnover. Centurion is committed to informing and engaging FDC’s Office of Health Services
and facility-level leadership teams as we realign our staffing and other resources through the contract
renewal process.

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Centurion’s Preliminary Implementation Plan – Florida Department of Corrections
Anticipated Implementation Start Date: July 1, 2023
Transition Component

Process
Already in
Place

Responsible Party

Duration

Transition Communication Plan
Confirm existing key contacts with FDC



Ruth Feltner – FL Vice President of Operations

1 – 5 days

Confirm key contacts at FDC facilities for facility administration and
health services, as needed



Ruth Feltner – FL Vice President of Operations

1 – 5 days

Establish initial meeting with key FDC staff and Centurion leadership



Ruth Feltner – FL Vice President of Operations

1 – 5 days

Notify contracted vendors of transition timelines and discuss transition
activities, as needed

Ruth Feltner – FL Vice President of Operations

1 – 5 days

Distribute information to transition team members and functional leads;
set up initial transition internal kick off meeting

Farrah Hudson – FL Regional Office Manager

1 – 5 days

Schedule initial FDC meeting

Ruth Feltner and/or FL designee

1 – 5 days

Establish ongoing status/transition meetings for transition period

Ruth Feltner – FL Vice President of Operations

1 – 5 days

Establish transition priorities, issues with FDC

Ruth Feltner – FL Vice President of Operations

1 – 5 days

Set schedule for Transition Operations/functional lead
discussion/updates

Ruth Feltner and/or FL designee

1 – 5 days

Meet with transition operations/functional leads to address
questions/identify priorities and program enhancements or changes

Ruth Feltner and FL department leads

1 – 5 days

Submit to the FDC Centurion’s Final Transition and Implementation
Plan

Ruth Feltner and/or FL designee

Within 15 days after contract
execution date

Review and finalize position control/staffing matrix

Ruth Feltner and/or FL designee

1 – 5 days

FDC Activities

Operations/Program Transition/Management

Review and confirm pay scales



Winter Evans – Corporate Sr. HRIS Project Specialist
Ashley Taylor – Corporate Payroll Manager

1 – 5 days

Page E.17

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ITN No. 22-042
Comprehensive Health Care Services

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Section
Tab E – Implementation Plan

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centurion_

Centurion’s Preliminary Implementation Plan – Florida Department of Corrections
Anticipated Implementation Start Date: July 1, 2023
Transition Component

Process
Already in
Place

Meet with FDC to review and finalize Centurion’s Final Transition and
Implementation Plan

Responsible Party

Ruth Feltner and/or FL designee
Winter Evans – Corporate Sr. HRIS Project Specialist

Duration
Within 3 days of contract start
date
1 – 5 days

Finalize and submit shift differentials for applicable positions



Confirm on-call schedule for medical, mental health, and dental
provider staff



Dr. John Lay – Medical; Dr. Beltran Pages –
Psychiatry/MH; Dr. Harry Hatch - Dental

1 – 5 days

Distribute on-call schedule to FDC sites for distribution/posting



Dr. John Lay – Medical; Dr. Beltran Pages –
Psychiatry/MH; Dr. Harry Hatch - Dental

1 – 5 days

Lead Recruiters: Teffany Dowdy – Director of
Provider Recruiting; Mindy Halpern – Director of
Nurse and Clinical Recruiting; Tony Zehring –Senior
Director of Recruiting Operations; Angela Fitzjarrell –
Talent Attraction Manager and Executive Recruiter

1 – 5 days

Ashley Taylor – Corporate Payroll Manager

Personnel and Employee Services

Initiate recruitment of any new positions

Determine open positions; work with onsite administrators or designee
to recruit/interview for open site positons



Lead Recruiters: Teffany Dowdy, Tony Zehring,
Mindy Halpern, Angela Fitzjarrell

1 – 5 days

Identify/negotiate contracts for temporary staff to facilitate transition
staffing, as needed



Lead Recruiters: Teffany Dowdy, Tony Zehring,
Mindy Halpern, Angela Fitzjarrell

1 – 5 days

Confirm FDC security clearance process for new and/or transitioning
personnel



Farrah Hudson – FL Regional Office Manager

1 – 5 days

Utilize clearance forms and institute policy/process for submission



Farrah Hudson – FL Regional Office Manager

1 – 5 days

Confirm any additional FDC training requirements and obtain
information on scheduling new employees; provide information to
regional/site staff

FL Regional Nurse Educators


Annette Bushfield – FL Lead Mental Health Educator

1 – 5 days

Lisa Barton, RN – FL Statewide Director of Nursing

Page E.18

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ITN No. 22-042
Comprehensive Health Care Services

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Section
Tab E – Implementation Plan

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centurion_

Centurion’s Preliminary Implementation Plan – Florida Department of Corrections
Anticipated Implementation Start Date: July 1, 2023
Transition Component

Process
Already in
Place

Notify the FDC of intention to retain existing staff

Responsible Party

Ruth Feltner, BA – FL Vice President of Operations

Duration
Within 30 days of contract
award

Staffing/Scheduling
Discuss/define deadline with sites for any changes to
staffing/schedules



FL Regional Directors of Operations

14 days and ongoing

Ruth Feltner – FL Vice President of Operations
FL Regional Directors of Operations

Review critical openings and work with recruiting to fill



Identify any temporary staffing needs



Lead Recruiters: Teffany Dowdy, Tony Zehring,
Mindy Halpern, Angela Fitzjarrell

Post schedule for site staff and provide to regional operations



Regional Directors of Operations

Lead Recruiters: Teffany Dowdy, Tony Zehring,
Mindy Halpern, Angela Fitzjarrell

14 days and ongoing

14 days and ongoing
Two weeks prior to
transition date

Quality Improvement/Management
Initiate review of current QI activities



Review and confirm finalized contract performance measurement
indicators and distribute to staff



Review current contract performance measure indicators and confirm
statewide CQI activities statewide



Linda Dorman – FL CQI Coordinator
FL Regional QM Program Coordinators
Linda Dorman – FL CQI Coordinator
FL Regional QM Program Coordinators
Linda Dorman – FL CQI Coordinator
FL Regional QM Program Coordinators

10 – 14 days
10 – 14 days
10 – 14 days

Telehealth Health Services
Review/confirm current telehealth equipment; recommend replacement,
enhancement, or additions as indicated



Brittany Spain – FL Telehealth Coordinator

15 – 20 days and ongoing

Page E.19

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ITN No. 22-042
Comprehensive Health Care Services

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Section
Tab E – Implementation Plan

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centurion_

Centurion’s Preliminary Implementation Plan – Florida Department of Corrections
Anticipated Implementation Start Date: July 1, 2023
Transition Component

Process
Already in
Place

Responsible Party

Duration

Review current telehealth providers; confirm contracts and service
delivery sites, and outreach, as needed



Brittany Spain – FL Telehealth Coordinator

15 – 20 days and ongoing

Review and confirm FDC and Centurion policy and procedures; onsite
program support personnel



Brittany Spain – FL Telehealth Coordinator

15 – 20 days and ongoing

Provide sites with schedule/listing of telehealth providers



Brittany Spain – FL Telehealth Coordinator

15 – 20 days and ongoing

Review and provide training, as needed, for site-specific telehealth
facilitators



Brittany Spain – FL Telehealth Coordinator

15 – 20 days and ongoing

Brittany Spain – FL Telehealth Coordinator; Ethan
Pinkert – Corporate Telehealth Systems Manager;
Norm Knippen – Corporate Director of Operational
Development

Review and discuss with FDC Centurion’s recommendations for
expanded telehealth services for patient education, mental health,
medical, nursing, and dental services, where appropriate

7 days and ongoing

Employee Orientation/Management Transition Meeting
Review and enhance, if needed, employee orientation based on
FDC/Centurion approved policies/site practices



Regional Nurse Educators; FL Regional Directors of
Operations

15 – 30 days and ongoing

Review and confirm electronic completion of mandatory training for all
Centurion staff for HIPAA, PREA, Confidentiality, Hazardous
Communication, Bloodborne Pathogens and Infection Control



Regional Nurse Educators; Annette Bushfield – FL
MH Educator; FL Regional Directors of Operations

15 – 30 days and ongoing

Regional Nurse Educators; Annette Bushfield – FL
MH Educator; FL Regional Directors of Operations

15 – 30 days and ongoing

Set up schedule for additional training sessions for new employees;
identify participants and finalize location



Identify ASPC and management training needs



Regional Nurse Educators; Annette Bushfield – FL
MH Educator; FL Regional Directors of Operations

15 – 30 days and ongoing

Review and modify training materials, if needed



Regional Nurse Educators; Annette Bushfield – FL
MH Educator; FL Regional Directors of Operations

15 – 30 days and ongoing

Finalize training calendar and distribute to regional/site personnel



Regional Nurse Educators; Annette Bushfield – FL
MH Educator; FL Regional Directors of Operations

15 – 30 days and ongoing

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ITN No. 22-042
Comprehensive Health Care Services

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Section
Tab E – Implementation Plan

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centurion_

Centurion’s Preliminary Implementation Plan – Florida Department of Corrections
Anticipated Implementation Start Date: July 1, 2023
Transition Component

Process
Already in
Place

Responsible Party

Duration



Regional Nurse Educators; Annette Bushfield – FL
MH Educator; FL Regional Directors of Operations

15 – 30 days and ongoing

Review and confirm reporting and auditing requirements



Centurion Corporate Finance Department Designee

15 – 30 days and ongoing

Review and confirm billing and supporting FDC documentation



Centurion Corporate Finance Department Designee

15 – 30 days and ongoing

Review and confirm performance indicators and reporting requirements



Centurion Corporate Finance Department Designee

15 – 30 days and ongoing

Review and confirm reconciliation and reporting methodology



Centurion Corporate Finance Department Designee

15 – 30 days and ongoing

Obtain certificates and submit to FDC, as needed

Centurion Corporate Finance Department Designee

Per FDC requirements

Submit bonds as required by FDC

Centurion Corporate Finance Department Designee

Per FDC requirements

Perform telephonic and/or onsite training for staff, if needed
Finance/Accounting

HR Data Collection and Data Entry
Prepare/finalize benefits flyer, as needed



Lisa Lynch or Corporate HR

3 days

Lisa Lynch – FL Regional HR Manager
Initiate regular call with recruiting, HR and operations, as needed



Lead Recruiters: Teffany Dowdy, Tony Zehring,
Mindy Halpern, Angela Fitzjarrell

2 days

FL Regional Directors of Operations
Verify position codes/titles and obtain job descriptions for existing and
any new positons; post to secure Centurion contract website for use by
region/sites

Lisa Lynch – FL Regional HR Manager


Lead Recruiters: Teffany Dowdy, Tony Zehring,
Mindy Halpern, Angela Fitzjarrell

5 – 7 days

FL Regional Directors of Operations
Lisa Lynch – FL Regional HR Manager

Confirm jobs, job classes, departments, position management tools,
and facilities in system based on approved staffing matrix



Lead Recruiters: Teffany Dowdy, Tony Zehring,
Mindy Halpern, Angela Fitzjarrell

5 – 7 days

FL Regional Directors of Operations

Page E.21

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ITN No. 22-042
Comprehensive Health Care Services

~

Section
Tab E – Implementation Plan

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centurion_

Centurion’s Preliminary Implementation Plan – Florida Department of Corrections
Anticipated Implementation Start Date: July 1, 2023
Transition Component

Process
Already in
Place

Issue offer letters (onboarding letter and new hire packet) electronically,
if needed



Initiate regular report for recruiting/operations of filled positions by site



Lead Recruiters: Teffany Dowdy, Tony Zehring,
Mindy Halpern, Angela Fitzjarrell

Prepare and run NPDBs on any new hires



Centurion Corporate Credentialing

Track copy of current/valid license, DEA, CPR for any new hires



Distribute and collect enrollment materials and obtain benefit
confirmations for new hires



Lisa Lynch – FL Regional HR Manager or Corporate
HR

10 days and ongoing

Review and confirm regional office space needs; establish office
furniture/build out, etc. needs and coordinate set up of office space, as
needed



Farrah Hudson – FL Regional Office Manager

15 days and ongoing

Review and confirm regional and site team cell phone requirements;
coordinate shipping to staff or regional office



Farrah Hudson – FL Regional Office Manager

15 days and ongoing

Review and confirm office supply accounts for regional office/sites



Farrah Hudson – FL Regional Office Manager

10 days

Review and confirm Express Mail accounts



Farrah Hudson – FL Regional Office Manager

10 days

Review and confirm language line account for all sites; distribute
account and access information to regional office/sites, as needed



Farrah Hudson – FL Regional Office Manager

10 days

Responsible Party

Duration

Lisa Lynch – FL Regional HR Manager
Lead Recruiters: Teffany Dowdy, Tony Zehring,
Mindy Halpern, Angela Fitzjarrell

Farrah Hudson – Regional Office Manager
Lisa Lynch – FL Regional HR Manager

10 days

3 days
5 days and ongoing
5 days and ongoing

Office Support Services

Information Technology
Review and update web page on intranet portal, as needed

Louis Clark – FL IT Manager

15 days and ongoing

Arrange meeting with FDC’s Office of Information Technology (OIT), as
needed, to review any needed IT changes

Louis Clark – FL IT Manager

2 days

Page E.22

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ITN No. 22-042
Comprehensive Health Care Services

~

Section
Tab E – Implementation Plan

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centurion_

Centurion’s Preliminary Implementation Plan – Florida Department of Corrections
Anticipated Implementation Start Date: July 1, 2023
Transition Component

Process
Already in
Place

Generate IT transition plan, as needed

Responsible Party

Duration

Louis Clark – FL IT Manager

2 – 3 days

Review/confirm facility infrastructure and connectivity assessment



Louis Clark – FL IT Manager

10 days and ongoing

Review/confirm facility telephone lines



Louis Clark – FL IT Manager

Dependent on IT and
contractor

Shant Tossounian – Corporate Senior Vice President
of Information Technology; Ken Garthe – Corporate
Director of IT Field Operations; Louis Clark – FL IT
Manager

Review and discuss with FDC Centurion’s recommendation to expand
Wi-Fi connectivity to housing units and other areas within FDC facilities

7 days and ongoing until
implemented

Review/confirm KRONOS clock requirements



Louis Clark – FL IT Manager

Per site review

Review/confirm software requirements for purchase, as needed



Louis Clark – FL IT Manager

Per site review

Review/confirm any needed or new IT system interfaces



Louis Clark – FL IT Manager

10 days and ongoing

Confirm FDC computer specifications; determine additional email and
other system accounts needed



Louis Clark – FL IT Manager

10 days and ongoing

Review/confirm computers in facilities, as needed



Louis Clark – FL IT Manager

10 – 15 days

Review/confirm operations of site and regional PC's, networks, as
needed



Louis Clark – FL IT Manager

10 – 15 days

Review and distribute IT policies and procedures, as needed



Louis Clark – FL IT Manager

10 – 15 days

Payroll Implementation
Review/confirm state and local tax requirements
Complete shift premium survey and specify shift details
Confirm schedules by job class/type
Confirm/finalize special pay arrangements

Winter Evans – Corporate Sr. HRIS Project Specialist
Ashley Taylor – Corporate Payroll Manager
Winter Evans – Corporate Sr. HRIS Project Specialist
Ashley Taylor – Corporate Payroll Manager
Winter Evans – Corporate Sr. HRIS Project Specialist
Ashley Taylor – Corporate Payroll Manager
Winter Evans – Corporate Sr. HRIS Project Specialist

2 – 3 days
5 days
5 days
5 days and ongoing

Page E.23

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ITN No. 22-042
Comprehensive Health Care Services

~

Section
Tab E – Implementation Plan

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centurion_

Centurion’s Preliminary Implementation Plan – Florida Department of Corrections
Anticipated Implementation Start Date: July 1, 2023
Transition Component

Process
Already in
Place

Responsible Party

Duration

Ashley Taylor – Corporate Payroll Manager
Review/confirm KRONOS set up including pay rules, translation tables,
user access, queries
Review and update as needed closing and reporting schedules
Identify/provide new employee badges, as needed

Winter Evans – Corporate Sr. HRIS Project Specialist
Ashley Taylor – Corporate Payroll Manager
Winter Evans – Corporate Sr. HRIS Project Specialist
Ashley Taylor – Corporate Payroll Manager
Lisa Lynch – FL Regional HR Manager
Farrah Hudson – FL Regional Office Manager

3 – 5 days
3 – 5 days
3 – 7 days prior to contract
transition date

Page E.24

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

Tab F – Additional Ideas for Improvement
Tab F Additional ideas for improvement or cost reduction, and other supplemental materials (limit 35 pages)
In Tab F of its Reply, a Vendor is invited to elaborate on innovative solutions, additional ideas, pricing structures, or
tools for service improvements that are not specifically addressed in TABs B – E but may be made available via the
Vendor’s offering and the potential benefits to the Department that each would bring. The Department is interested in
ideas or tools that will provide the highest level of performance and operational efficiencies. Actual proposed pricing
shall only be provided using Attachment I, Price Information Sheet. Cost points will be awarded based on Attachment
I, as described in Section 4.10., of this ITN. The Department may request that Vendors submit alternate pricing
models during the Negotiation Phase of the ITN process. A Vendor must be sure to describe in detail all additional
features, capabilities, or services that it will provide in the additional features section.

Centurion appreciates the opportunity to present additional service delivery and innovative solutions to
achieve greater efficiency, quality, and cost savings for the FDC. Centurion has found the FDC to be an
active, thoughtful, and collaborative partner in implementing innovative solutions to improve healthcare
delivery services. Throughout the current contract, we have appreciated the Department’s openness to
considering and implementing alternative processes, staffing, and technologies as we work together to
meet and exceed the evolving needs of the incarcerated population and evolving standards of the
profession of correctional healthcare. We are eager to continue and/or embark on more of these joint
endeavors in the new contract and look forward to discussing the additional services presented in our
response to the ITN with the FDC.
As the incumbent provider delivering comprehensive healthcare services, we are currently in the process
of implementing, or in discussions with the FDC regarding implementation, of some of the innovative
concepts or materials described below and/or elsewhere in our response to this ITN. Consistent with ITN
requirements, we included a description of value-added services relative to each service area in our
response under Tab D, Service Area Detailed Solution. In our response to Tab C, Description of
Solution, we have included a table listing our proposed future initiatives for the FDC program.
In response to Tab F, we elaborate on several of our innovative solutions, tools, and additional concepts
offered for the Department’s consideration. We first describe our founding goals and systematic
approach to identifying innovative solutions, providing multiple instances of solutions we have
implemented or hope to implement in the FDC program. We then succinctly recap both Centurion’s
value-add innovations and Centurion’s proposed future initiatives described in our responses to earlier
Tabs in this ITN. Finally, we describe additional services and innovations we propose for the
Department’s consideration in the new contract cycle.
As we have done under the current contract, we prefer to discuss any proposed operational changes with
the FDC in person or during the negotiation process as we have found our partnership, with collaborative
input from all parties involved, results in a much better, improved product and system of healthcare
service delivery. The Department has always been open to considering alternate ways to meet the intent,
goal, or objective of requirements. We hope to continue this positive pattern of communication and
innovative problem solving into the future.

Page F.1

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

~
~

centurion_

Moving forward in our partnership with the Department, we remain open to investigating any initiatives
consistent with our “healthcare beyond patient care, healthcare for humanity” motto. Centurion brings
initiatives to our clients and/or participates in initiatives alongside our clients that improve efficiency,
efficacy, safety, fiscal responsibility, and public health, among other goals. These initiatives include
smaller implementations of technology that support improved patient care or outcomes, increase service
delivery efficiencies, or reduce resource utilization or costs. They also include larger initiatives, such as
specialized physical health or mental health units, nursery program for infants and incarcerated mothers,
or even a nursing home for geriatric or disabled patients. As our partnership with the Department
evolves, we look forward to exploring the feasibility of these types of opportunities with the FDC and the
role of Centurion in supporting or promoting whatever helps to accomplish the Department’s goals and
the objectives of this ITN.

Centurion’s Innovative Healthcare Services
Centurion was founded on the principles and purpose of delivering innovative
managed care solutions to state correctional agencies. As a company within the
corporate structure of one of the nation’s largest healthcare enterprises, Centurion
has direct access to the most modern, innovative care coordination and
management systems available. Centurion’s innovative ideas are often generated
from our Centurion Corporate Clinical Innovation Committee (CIC).
Centurion’s multidisciplinary CIC emphasizes clinical excellence and seeks new methods to meet our
objectives and those of our DOC partners. The committee lends structure and discipline to the research
and implementation of thoughtful clinical innovation opportunities for Centurion patients and clinical staff.
This committee reviews and actively pursues innovations for our correctional patients, for our staff, and
for our clients. The CIC goals include the following:








Improve the health outcomes of our patients
Improve the work life of our staff
Improve the efficiency and effectiveness of healthcare delivery
Identify innovation opportunities
Lend structure, rigorous critical thinking, and direction to vetting innovation opportunities
Lend clinical and technology expertise to implementing innovation
Lend support and direction to measurement of outcomes related to implemented innovations

The committee consists of clinical, operational, and IT leadership and adds ad hoc members, as needed,
to serve on subcommittees investigating promising new products and platforms for potential
implementation within our healthcare programs. The CIC meets every two months to discuss the
innovative ideas that members bring for consideration. Between committee meetings, we spend time
engaging in product demonstrations and internal evaluation of those demonstrations.

Page F.2

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

The following funnel graphic highlights our clinical innovation process with some Year 2021 results:

[.J- )
ll

Q

N01r1 J .I.L

traka
f>SSANJlD(

FreeStyle Libre 2

DIGITAL

DIAGNOSTICS

d

vitalconnect

C, findhelp

'><' Butterfly '

edovo

late·

KOSMOS

We operate our innovation effort separately from our day-to-day CQI initiatives. While CQI fine tunes
existing operations on a near daily basis, innovation seeks those creative new solutions and ideas that
arise less frequently and hold promise to positively impact efficiency, patient health outcomes, quality or
accuracy of our processes or service delivery, client/patient/staff satisfaction levels, or other benefits.
In 2021, our CIC team reviewed multiple innovative solutions, programs, technologies, and devices in
consideration for use in our healthcare programs. We are selective and purposeful on the innovative
ideas we decide to utilize. The chart below identifies the innovative solutions reviewed by the CIC in
2021, noting those approved and rolled out in some of our healthcare programs, including the FDC, and
pending pilots or ongoing considerations for implementation. We also note projects that we declined to
pursue after product demonstration and the CIC’s critical analysis. We are confident that we have
identified promising additional services that may benefit the FDC/Centurion comprehensive healthcare
program. We highlight those possible and recent innovations for the FDC program in the table.
Following contract award, we look forward to discussing with the Department any desire to implement any
Centurion branded, proprietary resources within the FDC to augment healthcare services.

Innovations Reviewed by the Clinical Innovation Committee in 2021
Innovation
Kosmos Point of Care Ultrasound
f"

KOSMOS

Description and Status
Reviewed, piloted, and adopted this flexible POCUS in ten
contracts, including our current healthcare program for the
FDC, each of which received onsite training and two devices.
This has reduced number of offsite trips and improved patient and
healthcare employee satisfaction.

Page F.3

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

Innovations Reviewed by the Clinical Innovation Committee in 2021
Innovation

Description and Status

Digital Diagnostics retinal examinations

0

DIGITAL
DIAGNOSTICS

Reviewed and plan to adopt this AI retinal exam platform in
partnership with the FDC.

Al the nghl ....-ay

TelaDoc/AmWell/ZoomRoom/Poly Studio
X30

EKO Duo Bluetooth Stethoscope

Eko

Assa Abloy medication distribution
system

ASSA.ABLOY

FreeStyle Libre 2 Remote Continuous
Glucose Monitor

FreeStyle Libre 2

Reviewed four different telehealth kiosk options for use in housing
units for sick call, and piloted several in collaboration with the
Arizona Department of Corrections, Rehabilitation, and Reentry.
We successfully piloted use of hardened “harsh environment
consoles” to enable patients to be seen in their residential units, as
well as utilized secure tablets for telehealth services where
appropriate. We have begun discussions with the Department
to implement such devices for the FDC.
Established pilots of the EKO Duo Bluetooth stethoscope and EKG
in partnership with the Delaware and Kansas Departments of
Corrections. We would like to explore implementation of this
with the FDC. Digital stethoscopes and magnifiers help to improve
diagnosis and treatment, thus potentially decrease the cost
associated with the provision of offsite specialty care.
Reviewed the Assa Abloy medication locker, which relies on
biometrics to dispense patient-specific medications, thus
automating medication administration. Currently, this system
successfully used in Britain and Australia correctional systems.
Centurion has a pilot planned with the Idaho Department of
Corrections at community reentry centers where patients require
twice-daily medication without having full-time nursing coverage.
The nurse holds a medication line to administer morning
medication doses, and then loads the machines (tiny lockers) with
the second daily dose. Each patient then places a thumb on the
scanner to receive the second dose of medication. We would like
to explore with the FDC a pilot use of Assa Abloy medication
lockers at FDC work camps. Benefits include a reduction in
nursing costs associated with a reduction in medication
administration lines (fewer nursing hours needed) and
enhancement of patient responsibility/engagement.
Piloted the Abbot Freestyle Libre Continuous Glucose Monitor
(CGM) in partnership with the Minnesota Department of
Corrections, with planned implementation in our partnership with
the Indiana Department of Corrections. This monitor removes the
painful four-times-daily blood glucose finger sticks, in favor of a
simple, pain-free disc secured to the upper arm, which offers a
glucose reading 24 x 7. We would like to explore
implementation of this monitor with the FDC.

Page F.4

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

Innovations Reviewed by the Clinical Innovation Committee in 2021
Innovation
Cologard cancer screening

VitalPatch remote vital signs monitoring

d
~ vitalconnect

Hospital on mobile

Q

~OSPITAi

0

r ~I..,. B I L (

FindHelp

findhelp

Description and Status
Reviewed and adopted this remote noninvasive colon cancer
screening solution available for Centurion medical providers to
order in our healthcare contracts, including within our FDC
program.
Reviewed and are planning pilots of this remote vital signmonitoring device for our patients undergoing medical
management for withdrawal in Volusia County Division of
Corrections and the Tennessee Department of Correction. This
biosensor product monitors vital signs including heart rate,
temperature, O2, blood pressure, and has a fall monitor.
Continuing to review this biosensor product that monitors vital
signs, utilized with either an electronic tablet or smart phone
device. All patients have to do is to look in the camera or touch
with a finger. It records vital signs such as O2 level, blood
pressure, and heart rate. Future product improvements may
include blood sugar monitoring capabilities.
At the beginning of calendar year 2022, Centurion implemented
FindHelp across our entire book of business, including our
FDC program. FindHelp is a branded web-based search engine
that supports community reentry through access to free or reduced
cost social services. Website links are perpetually maintained,
dynamic and fluid, with filters for criminal justice and open access.
Searching is available anonymously or by account. The platform
supports over 500,000 community-based programs to which
patients can connect. Since January 2022 when we launched in
Florida, 340 FDC related users conducted 2,544 searches in
574 sessions with 1,552 interactions.

IBM Watson
Reviewed and decided not to pursue IBM’s platform to manage
reentry and various databases.
I:SM Watson

Tate Secure Video Visitation Booth

7ate®

Designed to replace in-person visits requiring confidentiality.
Committee determined not to pursue, continuing to work on
alternative telehealth booth or kiosks options.

Summary of Centurion Innovations from ITN Response
Throughout our proposal, Centurion discusses value-added and innovative services that we implemented
into our current program, are expanding or enhancing within the FDC, or can bring to the Florida program
Page F.5

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

at no additional cost to the Department. The following table features those value-added services and
provides their location in our proposal response. These programs are free of charge to the FDC.

Centurion Program Value-Added Services
Value-Added Service

Description Location in Technical Proposal

Current Telehealth Services and Centurion Corporate
Telehealth Department

Section H, Value-Added Services for 3.6.3, Institutional Care
Service Area

Point of Care Ultrasonography

Section H, Value-Added Services for 3.6.3, Institutional Care
Service Area

Centurion’s Corporate Clinical Operations
Department providing resources and guidance to our
local leadership teams

Section H, Value-Added Services for 3.6.3 Mental Health
Service Area

Centene specialty reentry program: Nurse Advice
Line

Section H, Value-Added Services for 3.6.4 Hospital
Administration and Care

Health Promotion of Female Patients through
Centene specialty program: H.E.R. Women’s Health
Promotion Program

Section H, Value-Added Services for 3.6.3, Institutional Care
Service Area

Centene specialty program: Envolve Focus on
Wellness

Section H, Value-Added Services for 3.6.3, Institutional Care
Service Area

FindHelp Reentry Website

Section H, Value-Added Services for 3.6.3 Mental Health
Service Area; Section H, Value-Added Services for 3.6.4
Hospital Administration and Care

Krames online educational library

Section H, Value-Added Services for 3.6.3, Institutional Care
Service Area

UpToDate clinical decision support services

Section H, Value-Added Services for 3.6.3, Institutional Care
Service Area

RubiconMD eConsult System

Section H, Value-Added Services for 3.6.3, Institutional Care
Service Area

EBSCO evidenced-based clinical decision support
solution tool to assist providers in clinical decision
making

Section H, Value-Added Services for 3.6.3, Institutional Care
Service Area

Centurion Central internal company resource website
boasting thousands of internal and external
resources, tools, journals, subscriptions, policies,
webinars, and trainings for Centurion employees

Section H, Value-Added Services for 3.6.3, Institutional Care
Service Area

Diabetic retinopathy machines through our
partnership with Digital Diagnostics.

Section H, Value-Added Services for 3.6.3, Institutional Care
Service Area

Enhanced data reporting and data analytics through
our analytics and informatics team

Section H, Value-Added Services for 3.6.4 Hospital
Administration and Care; Section H, Value-Added Services
for 3.6.10, Information Technology Software Services

TruCare utilization management tracking system
automation tool

Section H, Value-Added Services for 3.6.5 Utilization
Management and Specialty Care

SharePoint web-based reporting and data site
automation tool

Section H, Value-Added Services for 3.6.1 Program
Management; Section H, Value-Added Services for 3.6.3
Mental Health Service Area

ACA portal inclusive for all FDC sites and portal site
for CMA team remote access of CAP documentation

Section H. Value-Added Services for 3.6.8 Quality
Management Service Area

Tableau visual analytics platform

Section H. Value-Added Services for 3.6.9 Electronic Medical
Records

Corporate dedicated IT and EMR team

Section H, Value-Added Services for 3.6.10, Information
Technology Software Services

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

Centurion Program Value-Added Services
Value-Added Service
Pharmacy management services with extensive
market, regulatory/compliance, and 340B expertise

Description Location in Technical Proposal
Section H, Value-Added Services for 3.6.4 Hospital
Administration and Care; Section H, Value-Added Services
for 3.6.6 Pharmaceutical Services

To further recap, in our response to Tab C, we proposed the following list of future initiatives for the FDC
program in the next contract period.

Proposed Future Initiatives for the FDC Program
Initiative
Description
Technology Initiatives
With FDC approval, Centurion will expand telehealth capabilities to all FDC facilities and offer an
increased scope of services. Some of our proposed expanded telehealth initiatives will include use
Telehealth
of correctional tablets for in-cell programming, patient education, and treatment; dental telehealth
Expansion
services to the extent this is feasible and cost-effective; mental health and medical infirmary
services; nursing sick call and/or triage; and provider flex coverage, among other options.
In collaboration with facility and Department IT staff, Centurion would like to support the expansion
Wi-Fi Capabilities
of Wi-Fi to all FDC housing units.
Centurion will continue to work with the FDC and Fusion to ensure that all proposed devices and
applications such as Kosmos and spirometers, can integrate and report into the EMR. In addition,
we will explore the feasibility of single sign on option for the EMR system that would integrate with
EMR Refinement
employee badges. We will also optimize reporting capabilities, forms, workflows, and linkages,
with prior FDC approval, to platforms such as Impact Pro for predictive modeling and population
risk stratification.
Expand utilization of this device to assist staff in finding patient veins, conducting foreign body
Point of Care
evaluations, and completing joint injections. It also assists with central lines placements and
Ultrasound
sonogram guided paracentesis. Its current use at Lake CI has helped reduce the need for cardiac
exams and reduced emergent thoracentesis.
Medical Initiatives
This year, we will use spirometers to test incarcerated individuals at risk of or with asthmatic
symptoms to 1) make a definite diagnosis, 2) provide them with necessary treatment, and 3)
ensure they do not have chemical restraints used. Appropriate identification of asthmatic patients
Spirometers to
will avoid unnecessary prescription of inhalers to incarcerated individuals who believe that inhalers
diagnose
offer additional endurance and strength in the rec yard. It will also decrease medical and security
asthmatic patients costs associated with the number of patients participating in chronic care clinics and cost related to
unnecessary medications. Estimate annual cost savings for this initiative prior to the COVID-19
pandemic was approximately $1M. Having accounted for the equipment prior to the pandemic,
there is no upfront cost to the FDC.
Centurion will supply each facility with a dermascope, which is a handheld battery powered
magnification lens with both polarized and non-polarized light, and an attachment that allows users
to capture a magnified view of the skin lesion with a cellphone camera. Studies have shown use
of the dermascope with minimal formal training and several months of experience can reduce
Dermascopy
unnecessary skin biopsies by up to 66%. Additionally, the scabies mite has a definitive
appearance under dermascope lighting and magnification. This enables definitive diagnosis of an
active scabies infection without biopsy or skin scrapings, which are less sensitive for
diagnosis. This capability will also improve diagnosis of benign versus malignant skin lesions and
will become the primary tool for scabies outbreak investigation and diagnosis.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

Proposed Future Initiatives for the FDC Program
Initiative

Description
Centurion will utilize multi-site telehealth providers who will provide telehealth coverage to
designated facilities. Midlevel providers currently cover these facilities. These multi-site MDs will
Telehealth Flex
have dedicated time weekly for APRN/PA medical record chart reviews and education to improve
Coverage
/maintain the clinical skills of our mid-level providers. This resource will provide a pool of providers
who can augment any facility with minimal notice to provide coverage for onsite provider absences
or for additional provider support in the event of a disease outbreak.
Centurion looks forward to working with the FDC to create a unit for long-term ventilator dependent
RMC Long Term
patients, either by staffing a ward at RMCH or by contracting with a local long-term vent
Vent Care Unit
management provider. This unit will offer consistent care for patients while addressing associated
staffing, bed, and security issues.
To improve patient care, increase patient self-management, decrease nursing burden, and reduce
pharmacy cost, Centurion proposes to use EKG patch capability, which allows EKG to remain on a
EKG Patch and
patient for up to 48 hours without the need to reattach the leads. This provides more accurate lead
Free Style Libre
placement, resulting in better quality EKGs and allows us to perform serial EKGs. Similarly,
Freestyle Libre offers patients the ability to monitor their glucose levels independently, decreasing
nursing burden and positive affecting medication costs/supplies.
Centurion has identified close to 30 patients who suffer from dementia or who are oxygendependent, who currently utilize infirmary beds because they are not suitable for general
Dementia and
population. Development of housing units with special programs and specifically trained officers
Oxygen Dorms
and staff would facilitate a healthier environment for these patients while decreasing the medical
staff workload associated with maintaining these patients in an infirmary.
In agreement with FDC security, Centurion proposed to purchase insulin pumps for patients who
Insulin Pumps
are insulin-dependent and receiving injectable insulin at this time. Similarly, we propose to utilize
and biometric
biometric vital sign monitors for patients who require ongoing monitoring of their blood pressure,
vital sign
oxygen, and other vital signs. This equipment will ease the burden of care on staff and security,
monitors
provide more accessible patient care, and potentially decrease cost of care.
Behavioral Health Initiatives
Our overall expansion of telehealth services will include a focus on providing access to mental
health services for patients outside of the general population. This includes patients receiving
Expanding
services in the infirmary and on inpatient units as well as those in confinement. We propose to
Telehealth
utilize tablets (described in more detail later) that patients can utilize in the above-mentioned
locations in cells, increasing access to needed mental health services.
Currently psychologists and psychiatrists are the primary providers of telemental health and
Mental Health
telepsychiatry services. With the current shortage of these professionals across the nation and
Staff Expanded
including Florida, we proposed to expand the use of telehealth services to licensed mental health
Roles
professionals as well.
Centurion will support the FDC and the FDC Director of Mental Health in creating a behavioral
Behavioral
management unit at a designated facility. We believe that such as unit would be beneficial in
Management Unit
addressing the needs of incarcerated individuals with behavior issues who require more focused
treatment in a structured environment.
Dental Initiatives
Centurion proposes to purchase intraoral cameras for oral surgery consults, especially as they
Equipment
relate to dental pathology. This equipment will reduce or eliminate the need for transfers to the
Purchase
RMC for this type of oral consultation.
Dental Telehealth
Centurion recently submitted a formal proposal to the FDC for the unitization of telehealth dental
Services
services.
Nursing Initiatives

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

Proposed Future Initiatives for the FDC Program
Initiative
Urgent Care
Model
Telehealth
Services
Nursing
Supervisors
Staffing Initiatives
Nurse Travel
Program
Employee Referral
Program
Applicant /
Candidate
Outreach
Automation Tool

Description
With prior FDC approval, Centurion will use APRN and PA roles to implement an urgent care
model for sick call at designated FDC facilities.
Centurion proposes to use telehealth services for sick call triage to assist with staffing shortages.
We have done so successfully in other state correctional programs.
Centurion will implement nursing supervisor positions for evening shifts at select FDC facilities to
ensure leadership continuity, alleviate DON workload, and increase onsite supervision for staff
Instead of using nursing agencies, Centurion will create a travel nurse program for the FDC,
whereby selected nurses will travel between sites, providing coverage during vacations, long-term
illnesses, and vacancies. We have started the initial activities and will be completing the
procedural components and associated pricing in the near future.
We will continue to evaluate and refine our employee referral program. We recently changed the
bonus for full-time licensed hires from $1,500 to $5,000.
Continuous outreach to candidates during the procurement, interview and hire process are critical
in keeping candidates engaged and decreasing drop-offs during each the recruitment phases.
Though we currently provide this type of follow-up, the Applicant/ Candidate Outreach Automation
Tool automates the process (primarily emails and texts) and increases consistency.

Moving Forward: Additional Services or Supplemental
Materials
In the spirit of Tab F, which the ITN directs vendors to provide suggestions for new ideas not previously
presented in the rest of the ITN response, we present additional ideas and new initiatives for collaboration
with the Department in the new contract. The initiatives presented below are organized into the following
main categories:







Technological Innovations and Enhancements
Healthcare Innovations and Enhancements
Healthcare Unit-Based Innovations and Mental Health Enhancements
Rehabilitation and Recovery Innovations and Enhancements
Innovations and Enhancements Ideas Going Forward

We should emphasize that, in line with Tab F, we do not present or offer alternative pricing structures.
The current contract methodology has allowed Centurion and the FDC to work collaboratively and
successfully in the current contract. The current contract between Centurion and the FDC uses a costbased reimbursement methodology that provides full transparency to the FDC on the program’s operating
costs and allows the flexibility to adjust staffing and other services without having to repeatedly
renegotiate price. This methodology also allows the FDC to avoid paying high risk premiums associated
with fixed, at-risk, per-inmate-per-day reimbursement methods. In addition, it appropriately incentivizes
the vendor to invest their funds on providing and enhancing healthcare services, while providing the FDC
with full visibility into and control over Department resources.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

~
centurion_

Additional Ideas for Service Enhancement: Technological Innovations
Remote Patient Monitoring: EKO Duo Bluetooth Stethoscope.
Centurion has successfully piloted the EKO Duo EKG and Digital
Stethoscope in our partnerships with the Kansas Department of
Corrections and Delaware Department of Corrections. The EKO Duo
EKG and Digital Stethoscope is a Bluetooth stethoscope that staff can utilize in the
health care unit without having to send the patient to a cardiologist/pulmonologist,
and without the need for the provider who performs the exam to be on site. The use
of the EKO Duo will save unnecessary emergency department trips, especially after
hours when no provider is on site, and may help us avoid unneeded offsite specialty
visits.
The device captures both heart and lung sounds and an EKG providing a fast and comprehensive view of
our patients’ cardiopulmonary function. The device can be used as a stethoscope, as an EKG, or both, to
screen patients in person or remotely. Providers can customize their listening with 12 volume settings,
and the stethoscope has four selectable audio filters: diaphragm, bell, midrange, and extended. Staff
view the EKG in real time and the data can be stored and forwarded, as can the heart and lung sounds.
Remote Patient Monitoring: Remote Continuous Glucose Monitor (CGM). Beginning
April 2021, Centurion piloted the CGM in collaboration with the Minnesota Department
of Corrections. We will expand use of the CGM throughout Minnesota this summer
2022. We will also start a pilot in Indiana this Fall of 2022. This device is about the
size of a quarter. Our patients have eagerly agreed to do away with painful four-timesdaily blood glucose finger sticks, in favor of a simple, pain-free disc secured to the
upper arm, which offers a glucose reading 24 x 7. We believe continuous blood
glucose monitoring will alert us to sharp increases and dips in blood glucose, which
often send a patient to the emergency department. Additionally, avoiding labile blood
glucose levels helps to avoid end-organ disease so often seen in uncontrolled diabetes.
The use of the CGM significantly decreased nursing time required to assess our diabetic
patients, and improved patient outcomes.

FreeStyle Libre 2

CGM delivered supplies for 90 days (wearable patches and hand held readers) to the facility and staff
were educated regarding supply re-ordering procedures. The MNDOC healthcare team identified ten
eligible patients who accepted the invitation to participate. The pilot included both a pretest and a
planned posttest. All ten patients in the cohort completed the pretest. One patient in the original cohort
did not complete the pilot due to loss of interest and inability to comply. MNDOC released three patients
in the original cohort from custody prior to the end of the pilot and they did not complete the posttest. Six
patients from the original cohort completed the pilot. Staff added five patients to the pilot, but did not give
them a pretest to complete at the commencement of their use of the CGM. We received no reports from
the MNDOC of incidents of misuse, weaponization, or diversion of the patches or readers. Healthcare
nor custody staff removed any patients because of their misuse of the supplies.
The blue bar in the graph that follows reflects results of the pre-test, which patients took before staff gave
the CGM to the patient. The pretest reflects the patient’s feelings about use of traditional finger sticks and
glucometers as their only Glucose Monitoring System (GMS). The orange bar in the graph that follows

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Comprehensive Health Care Services

~
~

Section
Tab F – Additional Ideas for Improvement

centurion_

reflects results of the post-test, which patients took after 90 days’ successive use of CGM. It reflects the
patient’s feelings about use of a CGM as their only GMS.
While we cannot comment on statistical or clinical significance with an n of six, our evaluative research
showed that patients reported positively on their impression of the device and likely experienced an
increase in their sensitivity or awareness to the risks of diabetes. In addition, we believe that staff and
patients can utilize CGMs safely and reliably in an incarcerated setting when staff take time to select
patients carefully in accordance with their potential misuse risk.

Centurion Glucose Monitoring
n=6
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Wo rry of fear Effort to keep Wo rry or fea r Effort to keep Worry or fea r Hard to predict Amount of
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high blood
about low
low blood
how eating
about high
blood suga r
time spent
about low
blood sugar
sugars from
blood sugar
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readings
thinking abo ut affects you r
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abo ut long
term health

Pain or

discomfoirt
from finger
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sensors

Reacting to al I
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Post Test, Average Score

Increasing Usage of e-Tablets. During 2021-2022, Centurion updated all
patient education materials for medical, dental, mental health and
substance use services in preparation for their conversion into an
electronic format. Moving forward into the new contract, we are poised to
explore with the FDC options to maximize electronic tablet use by FDC
incarcerated individuals to include patient education information. We
currently have strong working relationships with major vendors and
suppliers of tablet-based technologies, including the Department’s current
Photo of JPay Tablet
contractor, JPay, Inc. Tablet technology in correctional settings is
emerging rapidly, and we anticipate new opportunities will arise over the next contract term to increase
access to healthcare services, including rehabilitative services using this technology. We sense this
technology may evolve towards a healthcare-on-demand reality.
Centurion is excited about our ability to pursue and offer the option for using tablets for telehealth as well
as to disseminate patient education information 24/7. We are the first company to move towards
providing telehealth services utilizing tablets due to our partnership with one of the largest tablet supply
companies. Other applications we are exploring with tablets include online patient forms, electronic
medical record service requests, and live messaging with treatment staff. Remote patient monitoring with
tablet devices is another application we are considering.
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Utilization of Predictive Modeling Technology through Impact Pro. Centurion would like to discuss the
utilization of predictive modeling and care management analytics tool, Impact Pro, as an additional
service to support cost effective, proactive, evidence-based institutional care.
We’ve discussed this possibility previously with the FDC, but now implementation and use of this platform
for the FDC is likely to be far more accurate and effective now that we have successfully implemented an
EMR and have the ability, with the Department’s consent, to import healthcare data electronically into
Impact Pro. Impact Pro utilizes patient enrollment and claims data to identify, analyze, and stratify
patients based on clinical episodes, predictive modeling, and customized profiles. It combines a
theoretical framework of clinical knowledge and Evidence Based Medicine essentials for implementing
effective care strategies. It allows for the use of medical, pharmacy, and lab claims to identify patients
with selected clinical conditions, establish predicted rise, and focus on patients that have the greatest
impact with intervention services.
In partnership with the FDC, the incorporation of pharmacy and other utilization data into Impact Pro
would allow for enhanced reporting along with further identification of patients where the greatest impact
could be made through our integrated interventions.
Impact Pro can assist chronic care treatment teams by using clinical, risk, and patient profile information
to target healthcare services, assess the effectiveness and quality of current services, and identify
additional interventions that can benefit the patient. Impact Pro can stratify patients by heath risk and
complexity and identify which patients will benefit from specialized interventions before adverse health
events occur.
Impact Pro requires pharmacy, laboratory, and offsite claims history in order to begin stratifying patients.
Once this information is available, we are confident that the investment will result in improved chronic
care and case management services. The predictive algorithms embedded in Impact Pro enable users to
identify those patients most in need of intervention to avoid increasing disease complexity and prevent
the need for escalating medical intervention. These patients are often not the most “expensive”
healthcare recipients, who already suffer from end-stage diseases, but rather those patients most likely to
become high need, high utilizers absent effective intervention.
Expanding Telehealth Services. Centurion’s telehealth team, part of our clinical operations infrastructure,
enables timely access to a wealth of
specialty services for incarcerated
patients. In early 2021, our corporate
telehealth management team obtained
Centurion’s telehealth program obtained
Telemedicine Accreditation Program
(TAP) accreditation, the highest level of
certification from the Utilization Review
telehealth accreditation in our industry,
Accreditation Commission. We are the first, and
through URAC. As demonstrated in our
current program, we believe that the
so far only, private correctional healthcare
FDC will benefit from our telehealth
company to earn this certification.
accreditation as it provides our clients
with reassurance that our equipment,
software, policies, and guidelines for
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Tab F – Additional Ideas for Improvement

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centurion_

telehealth services meet or exceed the industry’s highest standards. These standards are relevant for
patients, as well as correctional systems, as it provides assurance that our telehealth services meet strict
privacy, security, provider credentials, staff training, and video quality standards. We are the first, and
currently only private correctional healthcare company to have received URAC accreditation. In receiving
this accreditation, we join ranks with the University of Texas Medical Branch, an academic provider within
the Texas Department of Corrections system.
As demonstrated in our current program, we believe that the FDC will benefit from further telehealth
expansion and capabilities available to the FDC through our telehealth technology. This includes Point of
Care Ultra Sound (POCUS) technology, wireless and remote use of telehealth workstations that include
peripheral attachments such as ECHO stethoscope, exam and dermatological camera and otoscope for
patient assessment, and expansion of tablet use for the delivery of healthcare to incarcerated individuals.
As in our current program, we will continue to use telehealth equipment to provide psychiatric and
psychological consultations and supervision as permitted by the FDC and Florida statutes. Over the past
several years, we have expanded our telehealth services in collaboration with the Department with every
facility now having Zoom capabilities, some with access in restrictive housing. We hope to continue this
expansion and have identified potential opportunities. We look forward to continuing discussions with
FDC to expand telehealth to include other mental health disciplines such as fully licensed MHPs or to
include inpatient, infirmary or special housing settings, if the Department desires and approves this
approach.
New Proposed Expansion Initiatives for Telehealth. In June 2022, at the time of this proposal writing, we
submitted three proposals surrounding expansion of telehealth for the FDC’s consideration:




Telehealth services for psychology and therapy
Telehealth for dental services with intraoral cameras within dental clinics
Implementation of the use of telemedicine

The Department was supportive of these ideas and indicated wanting to move forward with the teledental
and telemedicine initiatives. Telehealth for psychology and therapy are in further discussions. As the
incumbent, we hope that these additional ideas for improvement, under review by the FDC at the time of
this proposal writing, will have rolled out in our current partnership with the FDC prior to the beginning of a
new contract. We provide further detail on these three proposals below.
Telehealth Initiative 1 – Telehealth Services for Psychology and Therapy. In our tele-mental health
process draft we set forth a proposed process for use of telepsychology and tele-therapy in support of
telehealth within the FDC. We proposed a pilot program and identified pilot facilities including specific
locations for service delivery and staff to facilitate services. Our plan included phases and subphases along with a timeframe for implementation and re-evaluation after 60-90 days to finalize the
process before developing the final process for expansion to additional facilities and regions. We
also proposed a bi-monthly meeting with state, regional, and site mental health leadership for all
facilities utilizing telehealth to re-evaluate and modify the process as needed during the pilot. We
detailed training topics within a training plan to be approved by OHS.
Potential benefits of implementing tele-psychology and tele-therapy expansion include the following:
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

Improved mental health coverage during staff shortages to ensure treatment and care of
patients



Rapid response to emergency situations



Prevention of backlogs during provider absence due to vacations or extended leave time



Immediate assistance for remote or rural areas where low numbers of potential candidates



Improvement in staff retention and reduction in staff burn-out due to lack of institutional
support



Reductions in travel costs and time for providers



Reductions in security time away from institutions due to transports



Use of tele-communication devices (tablets) to improve coverage, staff safety by reducing
patient movement in special housing and to reduce refusals of services for patients not
wanting to leave their cell areas



Minimizes loss of clinical appointments experienced during periods of restricted incarcerated
individual movement by permitting rapid and seamless transfer of provider appointments
between facilities



Establishes provider coverage to ensure continuation of provider encounters, including care
for patients admitted to the infirmary and during periods of planned and unplanned facility
provider absences



Provides a contingency plan for provider staffing in the event an epidemic or pandemic
necessitates provider quarantine

Telehealth Initiative 2 – Telehealth Dental Services with Intraoral Cameras within Dental Clinics. In
our teledentistry process draft, we proposed the process for use of teledentistry/intraoral cameras in
support of telehealth within FDC dental clinics. We included training for dental providers, dental
hygienists and dental assistants in the use and function of the dental intraoral cameras. We
proposed for each dental clinic to be equipped with an intraoral camera to integrate with the existing
dental digital radiograph software and use in all treatment rooms. Our plan included specifics for use,
phases and sub-phases of implementation within a structured schedule, and a bi-monthly meeting
with state and regional leadership to include facility dentists for all facilities utilizing
teledentistry/intraoral cameras to re-evaluate and modify the process as needed.
Potential benefits of implementing teledentistry/intraoral cameras include the following:



Eventual expansion to special housing units thus potentially decreasing patient movement to
the dental department which would in turn decrease officer staffing requirements and
resource usage



Establishes dentist coverage to ensure continuation of dentist encounters including care of
patients admitted to the infirmary and during periods of planed or unplanned facility dentist
absences



Provides a contingency plan for dentist staffing in the event an epidemic or pandemic
necessitates dentist quarantine
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Telehealth Initiative 3 – Implementation of the Use of Telemedicine. In our telemedicine process
draft, we proposed the process for use of telemedicine in support of telehealth within the FDC. We
detailed a pilot program including timeframe of 30-60 days to develop the final process for
implementation of telemedicine and staff training requirements. We detailed training topics within a
training plan to be approved by OHS. Our plan included phases and sub-phases within a structured
schedule and identified pilot facilities including specific locations for service delivery and staff to
facilitate services. We proposed a bi-monthly meeting with state and regional leadership along with
facility providers and nursing for all facilities beginning to utilize telehealth to re-evaluate and modify
the process as needed. We proposed a final re-evaluation to occur after 60-90 days to finalize the
process before developing the final process for expansion to additional facilities and regions.
Potential benefits of telemedicine expansion include the following:



Eventual expansion to special housing units thus potentially decreasing patient movement to
the dental department which would decrease officer staffing requirements and resource
usage



Minimizes loss of clinical appointments experienced during periods of restricted patient
movement by permitting rapid and seamless transfer of provider appointments between
facilities



Establishes provider coverage to ensure continuation of provider encounters including care of
patients admitted to the infirmary and during periods of planed or unplanned facility dentist
absences



Provides a contingency plan for provider staffing in the event an epidemic or pandemic
necessitates provider quarantine

Telehealth peripherals allow sites the ability to utilize diagnostic tools frequently associated with
primary and specialty care telemedicine appointments. The case of peripherals contains a digital
stethoscope and handheld camera that can be plugged into any Centurion computer or laptop that
supports Zoom conferencing. We propose the purchase of 50 cases for the FDC to enhance access
and portability. As of this writing, Dr. Lay has received the case with demonstration of how to use
these devices pending. Below we highlight peripherals which we propose for telehealth use:
Riester Digital Medical Camera System


Otoscope: enhanced view auditory canal



Dermascope: close up of the skin with the ability to measure
and identify skin lesions



General Lens: general examinations

(o) Rlester

•

EKO Stethoscope





Allows provider to hear heart, bowel and lung sounds
DUO ECG
Murmur and AFIB detection
High-quality audio

Photos of Telehealth
Peripherals

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

Section
Tab F – Additional Ideas for Improvement

User name/password for each institution through DUO (program for the stethoscope)

The tablet solution with wireless connectivity will allow for telehealth appointments from segregation
and housing units. This technology helps to address security staff shortages by supporting
assessment of the patient from their cell without a security escort. As of the writing of this proposal,
we expected to soon be piloting telehealth using Centurion developed tablets in patient residential
areas such as dorms and cells.
Another potential expansion of telehealth involves potentially centralizing our on-call services for the
FDC utilizing a technology solution. We are activity working to determine the reporting functionality of
the 8x8 system. This service can be used to initiate a Zoom video-conference if necessary and does
allow for call queue and messaging service. A centralized on-call system will create efficiencies and
allow for use of virtual (telehealth) functionality for on-call assessments.
Additional Ideas for Service Enhancement: Healthcare Innovations and
Enhancements
Envolve OptiCare Vision Van. As the incumbent provider of comprehensive healthcare
services for the Department, in 2016 we began to provide vision screenings and free
basic eye examinations to adults and children through our Envolve OptiCare Vision Van.
We highlighted this offering in our 2017 ITN response, and the service has continued since then. The
Vision Van is a complete mobile optometry clinic on wheels. We routinely send the Vision Van to
community events and to correctional facilities to provide free eye care services to visitors, family, and
children of our incarcerated patients during routine visitation days, family days, or other celebrations at
correctional institutions nationwide where Centurion provides services. Participants receive free eye
exams, free reading glasses, free sunglasses, and free prescription eyewear.
Vision Van visits are a component of our corporate community
relations efforts, as part of our broader community and public health
view of correctional healthcare. The Vision Van is not intended for
use with incarcerated individuals but rather as a public service to the
communities we serve nationwide. The goal of the Opticare Vision
Van visit is to provide a sampling of Centurion’s health care services
to the families of incarcerated individuals so they could see firsthand
same type of care and services their family members receive while
incarcerated.

1,200+
Family members, children,
and friends of our patients

benefited from
OptiCare's Vision Van Service.

In Florida, the Vision Van is scheduled to visit FDC facilities on
September 24th and 25th, 2022. It will serve Dade, Homestead,
Everglades, and Everglades Re-Entry facilities. Additionally, the van will visit the Mandarin Lakes K-8
Academy, a Title I grade school serving underserved children, on September 26th. We plan to continue to
offer this service for annual visits, using optometrists and nurses from our sites to staff the van, in the new
contract.
To date, the Vision Van has served over 1,200 community members across the country.

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ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

Expanded Resources in Florida for Community and Public Relations. Centurion
recently hired Shannon Allen as Director of Market Communications. Ms. Allen
is a resident of Franklin County, Florida, and has a strong background in public
relations and community relations. She will coordinate and manage Centurion’s
media and public relations efforts and develop collaborative messaging efforts with
Centurion’s clients to promote the positive merits of corrections and corrections
professionals. Given her proximity to Tallahassee, Ms. Allen will be a stronger
resource to collaborate with the FDC’s Director of Communications, Michelle Glady,
in responding to media inquiries that arise as well as messaging initiatives.

~
~

centurion_

Shannon Allen
Director of Market
Communications

Collaborate with the Department to Add an Onsite CLIA-Moderate Complexity
Laboratory at RMCH. As RMCH, FDC’s flagship medical center, continues to add cutting edge quality
services and technology to ensure that incarcerated individuals receive quality care, the facility would
benefit with the addition of an onsite CLIA-moderate complexity laboratory to ensure accurate and timely
laboratory results. The lab could be placed in the former laboratory space that remains unused as of the
writing of this proposal.
As more and more new laboratory technologies come to adopted point of care testing, many of the more
accurate and sensitive tests require certification above CLIA-waived certification. Our subcontracted
vendor, BioReference, would assist with staffing qualified laboratory staff to maintain and operate these
high fidelity test machines. One of the many lessons learned from the pandemic is the importance of
timely and accurate infectious disease screening and testing. By hosting an onsite laboratory at RMC, we
would satisfy that issue. In addition, the benefits of a complexity laboratory at RMCH include the
following:



Pre-operative testing would be easily achieved to ensure individuals who require emergent
surgical intervention to not wait for medical clearance from outside testing results. The same can
be said for cancer patients who need blood monitoring while undergoing chemotherapy
treatment.



With the implemented EMR in FDC facilities, this lab and its test results could be integrated into it
allowing for more timely notification and action by the health care staff.



With the onsite laboratory, “stat” labs could be obtained without need to await transport to an
offsite laboratory facility when there is chance of the specimen being damaged, lost, degraded, or
mishandled and thus waste precious time to redo a test that is urgently needed.



The laboratory staff could also utilize point of care ultrasound to help with obtaining difficult blood
draws with minimal effort or discomfort to patients.

Additional Idea for Service Enhancement: Healthcare Unit-Based Innovations and
Mental Health Enhancements
Collaborate with the Department to Develop Specialized Unit. As the incumbent,
Centurion is very familiar with the specialized FDC units, including TCUs, CSUs,
CMHTFs, currently in operation. We would like to explore with the Department
designating certain units for specific interventions or populations.

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Comprehensive Health Care Services

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Tab F – Additional Ideas for Improvement

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~

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For example, while the FDC currently provides a unit with specialized care for up to 19 individuals with
dementia and mental health related conditions, we note that potentially up to 100 patients currently have
a physical health diagnosis consistent with cognitive decline that may benefit from a similar unit level of
care. We would thus like to explore the possibility for a long term care unit for dementia-related
conditions, at a minimum, with the openness to consider a resource with greater capacity up to a nursing
home level of care depending on Department interest.
Healthcare Training for Incarcerated Individual Workers. Related to our idea for a specialized physical
care unit for individuals with age-related or other cognitive decline, we propose to offer a healthcare
training program for incarcerated workers. Although we recognize that incarcerated workers cannot
obtain related healthcare certification or licensing in Florida and cannot provide a full level of care, we
value the skill development as an outcome of a CNA-like healthcare training program. Such a program
would increase the capabilities of incarcerated workers to provide support for individuals living on such a
specialized unit.
Collaborate with the Department to develop Behavior Management Unit. As noted, we would like to
explore the development of a Behavior Management Unit to address recurrent self-injury and/or other
problematic patient behaviors. Patients benefit from targeted behavioral interventions over prolonged
periods to address recurrent self-injury. We would propose expansion beyond just an inpatient level of
services to dedicate a higher level of resources, based on data available in the Self-Injury Profiling
System to identify potentially up to 10 most at risk patients on whom to focus behavioral interventions.
We have experience creating BMUs in some of our other healthcare contracts and look forward to
exploring this further with the FDC if interested.
Promoting and Developing Gender Responsive, Trauma-Informed Treatment. Centurion will continue to
provide gender responsive, trauma-informed treatment for female patients in FDC custody. Our delivery
of trauma-informed and gender-responsive services, structured programming, behavioral management
interventions, crisis interventions, and other mental health services for female patients have contributed to
substantial improvements in the quality of patient-centered care for this population.
Respect
human rights

Communicate
with compassion

Understand the
prevalence and
impact of trauma

TraumaInformed
Care

Embrace
Diversity

Promote
Safety

Provide
holistic care

Share power

Pursue the
patient's strengths,
choice and autonomy

Earn Trust

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ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

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~

centurion_

We have developed gender-responsive group treatment interventions to target adjustment problems for
newly incarcerated women, as well as group treatment designed to target the emotional and behavioral
symptoms often seen in incarcerated female patients, including two group curricula that address
symptoms associated with trauma. Our curriculum of services is gender-responsive and focuses on risk
factors that contributed to the patient’s incarceration as well as protective factors and gender-specific
strengths that staff can utilize to support patient reintegration into the community and a pro-social lifestyle.
Our unit-based programs include, in addition to traditional individual treatment interventions, group
programming related to emotional regulation, interpersonal relationships, parenting, self-regulation,
problem-solving skills, distress tolerance, and adaptive relaxation skills. We provide activity therapy
targeting increased recreational skills and vocational skills training.
Centurion is committed to maintaining a trauma-informed approach to behavioral health service delivery
for FDC female patients. Trauma-informed care has been a foundational principle for the mental health
services in our current contract, and we will ensure that we continue to deliver this approach in the new
contract. We recognize that integration of this approach into patient care, incarcerated population
management, policies, procedures, and practices is integral to maintaining an environment that actively
resists re-traumatization. For female populations, we believe trauma-informed care is essential to
meeting the intent and requirements of the Prison Rape Elimination Act.
We train our staff to identify and incorporate trauma-informed approaches to care and advocate for
training staff across all disciplines. We have developed a three-part staff training to support traumainformed services in female populations. Our extensive training resources, with the index alone spanning
19 pages thus not included here due to space considerations, will continue to be available to the FDC and
includes our specialized trauma training.
Each trauma-informed care training module provides structure for sequential acquisition of knowledge
and skills that support trauma-informed care with incarcerated women. The three modules are
appropriate for use with security, medical, and mental health treatment staff:


Trauma Treatment Part I: Posttraumatic Stress Disorder and Complex Posttraumatic Stress
Disorder



Trauma Treatment Part II: Trauma-Informed Care



Trauma Treatment Part III: Gender-Responsive Treatment

Centurion promotes our staff receiving training developed by the SAMHSA GAINS Center, which offers
trauma training for criminal justice professionals to raise awareness about trauma and its effects. The
training program has the following objectives:


To increase understanding of trauma



To create an awareness of the impact of trauma on behavior



To develop trauma-informed criminal justice responses that can help to avoid re-traumatizing
individuals

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ITN No. 22-042
Comprehensive Health Care Services

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Tab F – Additional Ideas for Improvement

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Trauma-informed criminal justice responses help to increase safety for all, decrease recidivism, and
support recovery of justice-involved women and men with serious mental illness.
Multiple Centurion staff across our healthcare programs have completed the
training and received Train-the-Trainer endorsement from the SAMHSA GAINS
Center in order to bring this model back into our healthcare contracts and train
additional staff. We now have multiple GAINS-certified trauma-informed
response trainers across our healthcare contracts, including Annette Bushfield,
LMHC in our FDC program. Our team, which includes Ms. Bushfield, delivers
trauma-informed response training to community and corrections staff either in
person or via a social media platform using a standardized format to help
participants understand the sources and effects of trauma history on
incarcerated individuals.

Annette Bushfield,
LMHC
Lead Mental Health
Educator

Annette Bushfield began working in the FDC in 2007 as a Mental Health Counselor and team lead for the
FDC Trauma Response Team. Over a two-year time span, she provided a 4-month evidenced based
model program for women with self-abusive behaviors related to previous trauma histories. In 2016 she
began working with Centurion as our lead FDC Mental Health Educator developing and implementing
training tools for a variety of mental health positions. In 2020, Ms. Bushfield was nominated for Delegate
Assembly due to her attendance and commitment to the ACA. In 2021, she was selected to receive
training to serve as a SAMSHA Trauma-Informed Response Trainer.
Centurion GAINS-certified trainers offered two staff training sessions in 2022, focusing on staff working in
female facilities. Of the approximately 30 attendees per training session, four staff from our FDC
healthcare program participated in the first training session, and two staff from our FDC healthcare
program participated in the second training session.
Centurion incorporates trauma-informed and gender response care models into our assessments and
interventions. Centurion’s healthcare staff recognize that exposure to traumatic experiences, particularly
in childhood, but also as adults, may apply to any patient.
While is it critical to be aware of a potential trauma history, we believe it is equally critical to avoid
precipitous exploration of the history. Particularly for incarcerated individuals, historical or “uncovering”
trauma work is not an evidence-based practice and can lead to escalation of behavioral and psychiatric
disturbances. Regardless of the patient’s trauma history, we focus our treatment efforts on finding
practical solutions, building safety and self-management skills, and empowering patients to become
better versions of himself or herself.
Additional Idea for Service Enhancement: Rehabilitation and Recovery Services
Emergency Medical Intervention for Suspected Overdose. At the request of one of our
comprehensive healthcare services DOC clients, late in 2021 we began developing some
additional resources specifically to combat the overdose epidemic occurring throughout
the country including within correctional settings involving multiple substances. Synthetic
opioids have historically been the primary culprit in accidental overdoses, and most recently synthetic
drugs with extremely high lethality have been found in multiple substances including opioids,
amphetamines, marijuana, pressed pills, and multiple other substances. Thus, while continuing to work
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ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

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~

centurion_

with patients on recovery from the impact of illicit substances and encouraging abstinence, we have
added a harm reduction and education component specific to targeting reduction of overdose risk in
incarcerated individuals still using substances.
Our resources created to date have included educational materials, a multidisciplinary clinical guideline
addressing post-acute drug overdose responses with guidance for medical and mental health staff on
emergency medical protocols for responding to suspected overdoses, a training and staff competency
checklist for naloxone use and administration, and posters supporting an anti-overdose campaign. All
disciplines (mental health, medical, dental, substance use, etc.) in all of our healthcare programs can
access the current material.
We launched our naloxone training on our web-based education platform Centurion University in June
2022. Going forward, we will require all Centurion clinical staff to complete the training upon hire and
annually.
Our internal focus work group continues to collaborate on additional resources, such as training webinars
for staff and our ongoing efforts towards a “lived experience” component to outreach incarcerated
individuals using a multimedia approach. Upcoming videos, currently in production, will speak directly to
lived experiences related to overdose as an important part of our outreach component. We look forward
to sharing and exploring use of these resources with the FDC.
Consistent with best practices, Centurion providers approach patients holistically within an integrated
model of care including medical, dental, mental health and substance use conditions. We would like to
collaborate with the FDC to expand medication-assisted treatment (MAT), and medication for opioid use
disorder treatment (MOUD), within a comprehensive healthcare service delivery model if the Department
desires. All of these efforts support our overall objective to reduce patient morbidity and mortality as well
as to treat identified healthcare conditions.
Additional Ideas for Service Enhancement: Bigger Picture Ideas for Going Forward
As noted in the beginning of Tab F, we prefer to discuss any proposed operational
changes with the FDC in person or during the negotiation process as we have found our
partnership, with collaborative input from all parties involved, results in a much better,
improved product and system of healthcare service delivery. As we move forward, we
look forward to discussing with the FDC potential collaboration for such large initiatives as:



Implementing a Health Care Training Program for Incarcerated Individuals – Explore the
option of expanding the capabilities of our incarcerated patients to become healthcare workers.
Much like we do for our healthcare clerk personnel, this program would provide skills
development and train the individuals to advance the opportunity to become certified nursing
assistants in the future. This program would not license those participating, but would teach them
the skills and provide knowledge to do so upon reentry into the community. This would also allow
those involved to become more helpful in specialized units, such as for dementia patients, with
proper supervision.



Installing Medication Lockers at Work Camps – Explore the feasibility of utilizing Assa Abloy
medication lockers at work camps to reduce nursing costs. These medication lockers rely on
biometrics to dispense patient-specific medications, thus automating medication administration.

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ITN No. 22-042
Comprehensive Health Care Services

Section
Tab F – Additional Ideas for Improvement

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This would reduce medication administration lines resulting in fewer nursing hours and enhance
patient responsibility/engagement. With the nationwide shortage of nursing professionals, finding
ways of automating medication administration is a positive for our employees and staffing needs.
At this time, Centurion has a pilot planned with the Idaho Department of Corrections at
community reentry centers where patients require twice-daily medication without having full-time
nursing coverage. The nurse holds a medication line to administer morning medication doses,
and then loads the machines (tiny lockers) with the second daily dose. Each patient then places
a thumb on the scanner to receive the second dose of medication. This pilot would enable us to
discuss the outcome with the FDC and fine tune the process of implementation.



Creating a Nursing Home Unit – Create and designate a long-term care unit for dementia,
elderly patients to provide the individual and unique care needs of this population. With the
number of incarcerated individuals over the age of 65 rising in population, the need arises more
and more for a separate space to care for the common ailments of these patients.



Implementing a Nursery Program – Florida has the largest population of incarcerated mothers
in the country. In our partnership with the Indiana Department of Corrections, we are involved
with their Maternal and Child Health Unit at the Indiana Women’s Prison that allows mothers to
raise their babies inside the walls. Since its inception in 2008 (and prior to Centurion’s
involvement), the program has admitted over 300 pregnant individuals and welcomed over 200
infants. This program could benefit females in the Florida prison system and encourage the
preservation of family while incarcerated for a better positioned transition back into the
community. Advancing women’s patient services is something important to both FDC and
Centurion.

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Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section
Tab G – Price Information Sheet

Tab G – Price Information Sheet
Tab G Attachment I – Price Information Sheet
The Vendor shall complete and submit Attachment I, Price Information Sheet, indicating pricing for the Contract’s
initial term and renewal years. Attachment I, Price Information Sheet, shall be included in Tab G of the Vendor’s
Reply. Tab G shall be provided in a separate, sealed envelope and is not to be included in the Vendor’s Technical
Reply.

As instructed, we provide all copies of our completed Attachment I, Price Information Sheet, in a
separately sealed envelope, included with our proposal submission.

Page G.1

Contract No. C3076 - Exhibit 3

Florida Department of Corrections

I

Bureau of Procurement I FDC ITN-22-042

Contract No. C3076 - Exhibit 3
ITN No. 22-042
Comprehensive Health Care Services

Section

I Tab G -

Price Information Sheet

Tab G - Price Information Sheet
Tab G Attachment I - Price Information Sheet
The Vendor shall complete and submit Attachment I, Price Information Sheet, indicating pricing for the Contract's
initial term and renewal years. Attachment I, Price Information Sheet, shall be included in Tab G of the Vendor's
Reply. Tab G shall be provided in a separate, sealed envelope and is not to be included in the Vendor's Technical
Reply.

Cost Methodology and Assumptions
Centurion submits the following Cost Reply proposal in an effort to provide the FDC with a pricing
structure offering the best value and contract transparency. Based on the cost reimbursement text in the
Invitation to Negotiate (ITN), Centurion has assumed that the future contract will operate under the same
or essentially similar cost-based reimbursement model in place today under the current contract. The
current contract between Centurion and the FDC uses a cost-based reimbursement methodology that
ensures the FDC has full transparency into the program's operating costs and ultimate authority over
expenditures in real time. The model provides flexibility to adjust staffing and services as needed, without
renegotiating contract terms and price each time a change occurs. This has proven to be highly effective
during the COVID-19 pandemic and its impact on the FDC and the healthcare program. This
methodology also allows the FDC to avoid paying high risk premiums associated with historical fixed, fullrisk, per-inmate-per-day reimbursement models.
Similar to Centurion's current contract with the FDC, this pricing structure consists of:
■

■

Transparent reimbursement of all direct costs
Administrative fee based on a percentage of total costs
Contractual not-to-exceed amount

Centurion's proposed administrative fee reflects a reduction from our current contract. This reduction is
based on the assumption that there will be a commensurate increase in the contract cap amount to
.accommodate current inflationary trends, reflecting the new realities of healthcare personnel
compensation and the impact of the COVID-19 pandemic on other inflationary economic forces.
The fully reimbursable costs include all direct costs associated with the provision of comprehensive
medical, dental, mental health, pharmaceutical, and hospital services as delineated in the ITN, as well as
indirect costs associated with the delivery of health care services including, but not limited to:
Electronic medical record (EMR) maintenance, improvements, and updates. Storage of EMR
data, helpdesk support staff, training, and administrative functions to support the EMR
All cost of medical, mental health, surgical, and related office supplies and equipment
■

Vendor required computer installations and related software and network costs

■

Pharmacy permits and licenses

Page 1

Contract No. C3076 - Exhibit 3
ITN No. 22-042

Comprehensive Health Care Services

Section

I Tab G -

Price Information Sheet

■

Premium costs of insurance

■

Background checks

■

Other costs not specifically identified but commonly associated with the delivery of necessary
health services

The proposed administrative fee includes:
■

Corporate support including recruiting, human resources, clinical operations, payroll, claims
processing, and executive oversight

■

Corporate office rent and facility costs

•

Employee travel and moving expenses

■

Contract monitoring costs

■

Litigation costs, expenses, and legal fees

■

Profit

In addition to provi_ding the FDC will full transparency into the program's expenditures, the cost-based
model also appropriately iri.~entivizes Centurion to earn its profit thr~ugh performance and aligns the
Department and Centurion in the management of expenses. "
Centurion looks forward to continuing the partnership with the State of Florida, one that has resulted in
substantial improvements to the health services program while providing the FDC full transparency into
the program's expenditures. We are committed to a continuous process of identifying innovative
opportunities to contain costs and improve services, ~nd to appropriately fund any needed program
enhancements during the next contract term. We are also committed to working with the FDC to improve
and make more efficient the processes that impact associated costs to the FDC, such as reducing
security costs through more efficient utilization management _and using new technologies to deliver more ··
services on site.
We look forward to discussing our proposal in more detail with the FDC and the process of negotiations.
Centurion hopes to expand on the successes already achieved in our current contract with the FDC and
implement further improvements to the healthcare program.

Page2

-

Contract No. C3076 - Exhibit 3

ATTACHMENT I - PRICE INFORMATION SHEET FDC ITN-22-042
The Department intends to reimburse the Vendor for actual direct costs associated with the provision
of health care to its Inmates. In addition, the Department intends to pay the Vendor an administrative fee as a percentage of
the actual direct costs the Vendor incurs. This administrative fee must be inclusive of the Vendor's indirect costs (those
costs incurred by the Vendor not relating to the provision of health care to a particular Inmate), as well as any Vendor
profit. To submit a Cost Reply, Vendors must complete the following table.

Administrative Fee(%)
Initial Term

10.50%

Renewal Term

10.00%

Centurion of Florida, LLC
VENDOR NAME

Keith Lueking, Chief Executive Officer
PRINTED NAME OF AUTHORIZED REPRESENTATIVE

81-0687470
FEIN

SIGNATURE OF AUTHORIZED REPRESENTATIVE

July 7, 2022
DATE