2-DTG PX Method of Approach.pdf

Method of Approach

Number of Professionals

Delta-T currently provides approximately 500 RNs, CNAs and BHTs in the state of Arizona. Our recruiting team has a healthy candidate flow, adding over 4000 RNs and 2500 BHTS to our database in the last six months. As stated below, nationwide we have more than 500 internal staff and over 7,500 active field staff.

Depth and Breadth of Delta-T

Delta-T Group Phoenix, Inc. (Delta-T) is uniquely positioned to meet the State’s staffing objectives and requirements. Delta-T is a 35-year-old niche business with its local office in Phoenix, AZ, with more than 500 internal staff, and over 7,500 active field staff. Delta-T provides behavioral health care services to our public (state, county) and non-profit agency partners focused on improving the lives of those with disabilities and medical frailties.

Our success is inherently tied to providing the right fit of quality, trained providers for each client and location that result in dedicated, long-term relationships. Provider retention rates of over 95% and client relationships that average over seven years are indicative of our excellence in service. As a vendor of services for Human Services departments in other states, Delta-T is strategically positioned to support the contract with a high level of personal attention, ensuring that established performance timelines are maintained throughout the life of the contract.

Understanding of Needs

We understand that the State requires:

▪ The ability to maintain a consistent and available pool of nurses to adhere to the shifts noted in the ensure continuity of care

▪ Provide nursing professionals that are licensed, properly credentialed and experience to provide services to the State

▪ Administrative management through consistent communications, timeline adherence, and efficiency

▪ Bill rates considerate of budgetary limitations and fair compensation standards for all nurses staffed, sufficient to retain and attract valuable resources

▪ A flexible and results-driven team able to implement plans with accuracy, urgency and experience managing medical staffing projects

▪ Compliance with proper billing, staffing, performance reporting, and contract monitoring requirements

Delta-T will carefully track and report on performance progression, adhering to established timelines for implementation of project plans. Delta-T will utilize the experience and innovation of the Project Team to minimize any delays and ensure that coverage gaps are quickly filled with appropriately qualified nurses. We understand the ramifications for unfavorable fill rates and failures to adhere to timelines. We intend to establish contingencies and backup support to mitigate those risks as much as possible, while providing constant feedback to the State on the status of gaps or hard-to-fill positions.

Turnover Ratio

Delta-T’s turnover rate for nurses in the state of Arizona hovers at around 20% per year for each position. In those scenarios we have systems in place to fill in the scheduling gaps.

Need Scenarios

Monthly Scheduling Gaps

Each month, we will reach out to you to ascertain how each individual’s facilities nursing schedules look for the upcoming month, if you use a monthly scheduling system. Anticipated gaps due to FMLA leave, jury duty, military leave, and vacations can be discussed and we can arrange for a nurse or nurses to cover those shifts. There is no implied commitment from the State for these shifts and they can be changed or cancelled with as little as two hours’ notice, without charge.

Weekly Call-Outs

Each week, a need for supplemental staff may arise because regularly staffed nurses are unavailable due to illness, bereavement leave, or other events. This requires a fill-in within a very short turnover period. Delta-T staffers are available 24/7 to address these last-minute needs with no minimal notice required.

Ad Hoc Needs

If a nurse simply does not show up and there is no communication to confirm if he/she will appear for their scheduled shift, the State can opt to call on a Delta-T nurse to come in. We strive to get these kinds of urgent fills in place within an hour of the beginning of the shift, once given the go-ahead by the State. If the State nurse does ultimately appear for their shift, or you are able to cover the shift in-house, there would be no charge incurred as long as our nurse had not commenced work, even if he/she was in transit to your location.

Support Training

Training, Orientation & Professional Development

Delta-T is not only dedicated to our clients and the populations we serve; we are committed to maintaining our pool of nurses and ensuring that they have every opportunity to advance and learn. We support continuing education and professional development in several ways:

▪ Continuing Education and In-service Programs: We sponsor four in-service programs each year so that each Nurse can have access to industry developments and learning activities. These programs are presented via the web-based programs, journal reading groups, mentoring, workshops and conference calls and live segments.

▪ Monthly Performance Feedback: Our Nurses receive constant feedback on performance from our coordinators and information gleaned from client designees. We want to address any issues before they become problems and make sure that the nurses are getting the support they need. This is done informally as needed and formally on a monthly basis.

Developing new competencies and refreshing existing ones is a necessary measure in the behavioral health industry. We strongly encourage all of our nurses to participate so that they can continue to excel in their field.

Interacting with our nurses this way also allows Delta-T to review policies and programs so that we are increasing our own knowledge base and making changes to our processes as necessary.

Prior to rendering services each Nurse will be provided with an in-service program that outlines the State policies as well as expectations for service delivery and organizational matters.

Skill Training: A continuous skill-training program is important and is conducted via in-service programs, individual one-on-one programs and through annual reviews and re-credentialing standards. A Nursing Director is made available and tasked with the responsibility for overseeing and administering this aspect of the project. Scheduled sessions are published and individuals can with flexibility and discretion choose from a menu of courses. A multi-disciplinary in-service program is offered and tracked for participation at least two times a year for all professionals. Additional instruction addressing newly identified needs are scheduled as needed throughout the year. The Quality Assurance department does spot check audits for the program to ensure proper documentation is maintained and continuous process improvement is implemented.

Our training program is customizable depending on the facility’s needs and what they provide in-house. Our trainings are a combination of in-person, online and modules. Any training outside of our offerings can be facilitated and the completion of such trainings verified and kept on file. Our training and development program is a multi-step process from initial screening and orientation to monthly evaluations and identification of areas of need to professional development.

Organizational Components

Delta-T has extensive experience in supporting government behavioral and healthcare staffing contracts with high-quality, consistent staff. Based on that experience, we have a strong basis of understanding of the requirements of the State’s needs. Delta-T’s response to all these unique issues and mitigating risk in achieving them is reflected in our approach philosophy.

▪ Commitment to Our Clients: To ensure that our clients are partnered with nurses who understand their needs, and are willing to go above and beyond to deliver on expectations.

▪ Commitment to Our Communities: We make every effort to hire within the local area where services are based, and whenever possible, give back through acts of philanthropy.

▪ Commitment to Our Nurses: We work hard every day to find and retain the best and brightest in their fields and place them in assignments where they can excel, while providing ongoing support and development.

Quality Control

In the staffing industry, quality control is an area that can make or break a client/vendor relationship. We work hard to ensure that everyone associated with a project is well-versed on its particulars and that everything from our correspondence to our billing is clear and precise. Every potential candidate is properly credentialed and our processes are internally audited by our Quality Assurance team for accuracy and protocol adherence.

Delta-T has maintained 100% credentialing compliance; every nurse/nursing assistant has had proper and thorough files submitted and maintained in compliance with contractual and state requirements.

Professional Practices As a premier healthcare staffing provider, we adhere to generally accepted industry standards in terms of how we operate, that is: compliance with local, state and federal laws, fair wage and labor standards, non-discrimination policies, handling of sensitive data (including adherence to HIPAA laws), review and verification of candidate qualifications, training and safety practices, background checks, health screening and drug testing, complaint procedures, disciplinary measures, and client communications. Upper management, along with the Quality Assurance and Legal Departments oversee aspects of procedure and compliance so that the company remains responsive to these matters and up-to-date on any new legislation or industry-wide revisions.

Equal Opportunity Policy It is the policy of the Company to attempt to implement effective personnel policies and to require all employees to support the organization’s best interests.

(1) The Company is committed to a mutually rewarding and direct relationship with its employees. Thus, the Company attempts to:

(a) Provide equal employment opportunity and treatment regardless of race, religion, color, sex, age, national origin, disability, or military status;

(b) Provide compensation and benefits commensurate with the work performed;

(c) Establish reasonable hours of work based on the Company’s service needs;

(d) Monitor and comply with applicable federal, state, and local laws and regulations concerning employment;

(e) Offer training opportunities for those whose talents or needs justify the training;

(f) Be receptive to constructive suggestions about job duties, working conditions, or personnel policies and

(g) Establish appropriate means for employees to discuss matters of concern with their immediate supervisor or department head.

Strong Network of Local Management

Location of Administrative Office and All Office Locations

Phoenix (Administrative Office) 7500 N. Dreamy Draw Drive, Suite 212 Phoenix, AZ 85020

The primary contact for this project will be Bernie Silvan, the Nursing Program Manager.

Nursing Program Manager: Bernie Silvan, 484-381-3173 bsilvan@deltatg.com Our Offices

Western PA 600 North Bell Avenue Blvd #2 Suite 190 Carnegie, PA 15106

California 2110 Artesia Blvd Suite 362 Redondo Beach, CA 90278

Connecticut 101 Centerpoint Drive Suite 100 Middletown, CT 06457

Georgia 2870 Peachtree Road, Suite 185 Atlanta, GA 30305

Detroit 21415 Civic Center Drive Suite 302 Southfield, MI 48076

Maryland 10632 Little Patuxent Parkway Suite 420 Columbia, MD 21044

Massachusetts 233 Needham Street Suite 512 Newton, MA 02461

Mississippi 4995 Wedgwood Drive Olive Branch, MS 38654

New Jersey One Woodbridge Center Suite 512 Woodbridge, NJ 07095

Pennsylvania (Eastern) 950 Haverford Road Suite 200 Bryn Mawr, PA 19010

Tennessee 2908 Poston Avenue Nashville, TN 37203

South Carolina 236 Saddlebrooke Rd Lexington, SC 29072

Virginia 1952 Gallows Road Suite 100 Vienna, VA 22182

Illinois 800 Enterprise Drive Suite 121 Oak Brook, IL 60523

Principal Officers

Name Title

Scott McAndrews President/Owner

Christopher McAndrews Executive Vice President/Owner mailto:bsilvan@deltatg.com

Remittance Address

Delta-T Group, Inc.

PO Box 884 Bryn Mawr, PA 19010

Tax Identification Delta-T Group Phoenix, Inc. Federal Tax ID/FEIN #: 86-1029496

Ease of Contact

We have live assistance 24/7/365 supported by a local team in Phoenix, AZ, a corporate recruiting team outside Philadelphia and our on-call team. We can communicate in whatever method the State’s schedulers prefer – phone, email or text. We also have a scheduling platform available to request or cancel coverage any time via desktop OR smart phone app.

Delta-T understands that nursing coverage must be provided on a daily basis. While we understand that the needs here are for a variety of local nurse staff we also take into account that these nurses may have foreseen and unforeseen absences and we have a caveat plan to account for these situations to ensure that there is daily coverage for even these nurses, should the State desire such. Delta-T seeks to maintain an ample, licensed/certified, pre-trained, and pre-oriented "back-up pool" that serves as a substitute to ensure that there are no gaps in required coverage. Our policy is to create a back-up pool initially to cover any contingency needs and then to continue to build/replenish that back-up pool continuously to ensure that we maintain at least 20% of the total projected staffing need. This measure has served us well in other projects and also works well to account for any gaps and back-fills created by unforeseen circumstances.

Project Team

Personnel Summary of Responsibilities Qualifications Summary

Nursing Program Manager Bernie Silvan

▪ Client liaison for day to day handling of staffing needs

▪ Handle recruiting, staffing and credentialing for nurses

▪ Monthly reporting on deliverables

▪ Oversee on-call dedicated staff member

▪ Lead on projects for national Nursing Clients

▪ High sense of Customer Service

▪ Detail Oriented

▪ Over 17 years with Delta-T

Senior Vice President Rachana Patel

▪ Identify and monitor industry wide trends and develop responses to them;

Disseminate Delta-T best practices nationwide;

Develop systems, tools, and processes to support best contract management

▪ Over 25 years with Delta-T

▪ Overall management of Education Services

▪ Has overseen nearly 300 school district transitions in the last 3 years

Dedicated On- Call Staffing Coordinator Kathryn Burrus

▪ Handle calls for service after-hours; needs after shifts start, issues

▪ Available 24/7

▪ 17 years with Delta-T as on-call manager

▪ Dedicated to service the State for after-hours needs

Communication Skills

Each member of the Delta-T team is overseen by a supervisor or manager, who provides the necessary guidance and expertise to lead. All contracts, billing, bid submissions, marketing materials, policies and other documentation are properly reviewed before they are externally disseminated to relevant parties. Communication between team members, candidates and clients is carefully documented to ensure that important information is not lost. Strict controls over editing capabilities within our databases that contain our pool of professionals, billing information/rules, and schedules are maintained to avoid costly errors. The Quality Assurance, Legal, Accounting/Finance and Support Departments diligently monitor these processes and address any compliance matters in real time.

Teams have success metrics that they aspire to each day/week/month/quarter/year, and as a whole, strive for continuous improvement, which is paramount to maintaining high standards.

Processes to be implemented for Timeliness

In order for Delta-T to deliver on time, reliable services, basic and detailed timelines must be developed, reviewed and adhered to. A basic timeline follows.

Timeline Goals - Assignment Start to End Process

Team Responsibility:

▪ Status of recruitment efforts (likelihood of immediate fill) given (timeframe to be determined) and course of action determined

▪ Potential nurse(s) surfaced, recruited, screened and assessed

▪ Credentials and Availability reviewed

▪ Potential nurse(s) presented to the State hiring manager for review

▪ The State internal process (to be determined)

▪ Feedback from the State on potential nurse(s) required within a reasonable amount of time (to be determined)

Assignment Start:

▪ Nurse(s) scheduled to start

▪ Nurse(s) will be orientated to the State specific program requirements by Delta-T program management team

▪ Based on the State program any copies of licenses/credentials provided to STATE

▪ Nurse(s) start

▪ Twenty-four-hour check-in with the State to ensure Quality Assurance

▪ On-going dialogue with the State management regarding nurse(s) performance

Assignment Completion:

▪ Delta-T will collect and return any the State-supplied materials from nurse(s)

▪ Assignment review with nurse(s)

▪ Reference check from the State direct manager on nurse(s) performance

Strategic Overview

Delta-T Group Phoenix, Inc. will, following successful awarding of the contract, provide Registered Nurses and Behavioral Health Technicians for the State’s approval, for as-needed staffing. Delta-T will be responsible for locating, screening, credentialing, clearing (criminal history checks, TB testing, flu shot, etc.), interviewing, hiring, and compensating the nurses as well as sending accurate and timely invoicing to the State.

We will accomplish these initiatives through focused and precise strategies that will ensure we can promptly and fully deliver on the contract. Delta-T has all the necessary requirements requested such as a toll-free number, email capabilities and 24-hour service, 7 days a week.

Organizational Chart

In order for Delta-T to be at the peak of efficiency, there must be a solid infrastructure in place to provide the necessary support. Every member of the organization has a clearly defined role; however, we strongly encourage a spirit of collaboration and creativity between departments, teams and colleagues. Our goal to provide superior service is a shared one, with the standard set by our founder, Joanne McAndrews, and passed down to her sons, Scott McAndrews, who serves as President, and Christopher McAndrews, who serves as Executive Vice President.

Organizational Strategies for Day-to-Day Operations

Delta-T will draw upon our infrastructure and strategies, and work with facility administrators to make adjustments that are needed to ensure absolute customer satisfaction. We will ensure proper workforce planning by being proactive, instead of reactive.

Our success is tied to our ability to recruit, network and succeed at workforce planning, utilizing the best recruiting and retention practices available and meaningful to the group needing to be recruited.

P re si d en t

EVP

Sales Inside Sales

Outside Sales New Markets

Recruiting &

Staffing

Nursing

Residential

Child & Family Svs

Behavioral Health

Education

Allied Health

Social Work

On Call Rapid Response

Recruiting

Results Mgt.

VP

Legal

RFP

Marketing

CFO Accounting

Accts Rec.

Accts Payable

Payroll

HR Training

Quality Assurance

Credentialing

IT & Facilities

Performance Metric Guarantees

Approach and Strategy for Project Oversight and Management

The key to the success of any project is an effective project management model. We believe the project management goes beyond simply ensuring that tasks are accomplished according to schedule. In order to achieve on time, within-budget performance we believe in applying the following tools:

▪ Project Status Reporting – regular status meetings between our team and the State contract manager take place monthly, at a minimum and throughout the period of service to ensure that any new developments or changes impacting the project are addressed, issues are raised as necessary and action items needed to supplement the project tasks are assigned and accomplished. To ensure we deliver on this – a set date and time will be scheduled for a 15–30-minute review.

▪ Performance Reports –We will provide to the State a monthly report prior to our monthly meeting. This report will list our contractual compliance and operational efficiencies delivered, including but not limited to key metrics such as Fill Rate, Client Response Rate, Customer Satisfaction Rating, Issues, etc.

▪ Project Communication Plan – this plan is developed early in the project and serves as the policy and procedures for how communications about the project are handled both internally (i.e., within the team) and externally (i.e., outside of the team).

Identifying and Curing Deficiencies

Delta-T considers a deficiency as any contract deliverable, activity, performance or key indicator that does not achieve and maintain at the agreed-upon standard, goal, or benchmark.

When a deficiency is identified:

▪ The Regional Project Manager will assist the Recruiting Manager in identification of root causes, development and implementation of interventions, and goal-setting

▪ The Regional Project Manager responsible for the deficient indicator, activity, or contract requirement will be responsible for ongoing monitoring of the interventions.

▪ Status reports are delivered to the Executive Team for input and approval.

Documents and Reports

Reporting and Invoicing Requirements

Delta-T Group will provide regular reports and invoices to the State. These invoices and reports will include the following data elements:

▪ Full Name of the Nurse

▪ Date

▪ Actual Hours worked for the shift

▪ Home or other locations worked during the shift

▪ Time of their meal break

▪ Arrive time by the nurse on duty

▪ Approval and signature of the RN on duty or a Human Resources representative

▪ Hours

▪ Hourly Rate

▪ Total Cost

Invoicing will also be issued monthly, based on weekly audits by Billing and Quality Assurance to ensure that the timesheets submitted by the nurses match with the State records, billing rules and the constraints of the contract.

Project Status Reporting

Regular status meetings between our team and the State designees will take place throughout the period of service to ensure that any new developments or changes impacting the project are addressed, issues are raised as necessary and action items needed to supplement the project tasks are assigned and accomplished. On a weekly basis the Project Manager will report on status to the individual(s) designated by the State. On a monthly and quarterly basis, Delta-T will provide reports on spending, placements and other key metrics State management deems appropriate.

Assumptions

▪ That facilities will remain operational throughout the period of the contract

▪ That the State will have the funding necessary to see the contract through to completion.

▪ That the State has provided true and accurate information within the RFP, addenda, and in any communication with Delta-T Group

▪ That the State designees will provide necessary communication so that Delta-T and the selected nurses can ably respond to the needs of the RFP.

Flexibility to Address Unexpected Problems

Delta-T is keenly aware that when dealing with the complexities of staffing, unexpected situations can occur. We have measures in place to allow us a level of adaptability to face these situations and conquer them with minimal impact on our clients.

During our recruitment process, our staff automatically holds in reserve a number of qualified candidates who can serve as substitutes should any of the contracted nurses fail to show up due to an emergency, illness, or needs to be permanently replaced because they are found to be an improper fit for the position. Further, with 24/7 availability, our On-Call team can put a substitute in place within a few hours of being notified by the State. The presence of the On-Call team also makes it easy for urgent questions or concerns to be handled without the State personnel having to wait until normal business hours. The Project Manager is also available around the clock to handle any problems that may arise.

When it comes to billing, we understand that with some clients, particularly in the public sector, their payment schedules may differ from regular payroll periods. Delta-T is a strong, financially solvent corporation and well able to handle its expenses and compensate the nurses on time irrespective of a client's payment calendar.

Delays, unintentional errors, and miscommunication are a normal part of our human existence. Delta-T expects the best from its staff and nursing professionals, but problems can never be wholly unexpected. Our approach to problem-solving is simple: we continuously look for potential issues and address them before they have a chance to escalate. Should a problem arise, we are prepared to handle it quickly and to the satisfaction of all parties involved. We believe that if we are fully, consistently and fairly communicating that we can curtail dissatisfaction and keep processes running as smoothly as possible.

Confidentiality

Delta-T's computer systems, databases, back-ups, servers and internet access points are constantly monitored by our Support Department and all safeguards to prevent hacking, phishing, and the transmission of computer viruses are undertaken. Every Delta-T employee has strict computer usage and login protocols to restrict unauthorized access and the dissemination of confidential material to outside sources.

Hard copies of sensitive information including financial data, HIPAA-protected patient data, and other records are kept in secure locations with limited access. Copies of sensitive data that are no longer in use are securely destroyed and disposed of.

COVID-19 Protocol

Since the beginning of the pandemic, we have taken stringent safety precautions against the spread of COVID-19.

We work with clients to ensure that hand sanitizer stations and social distance markers are present throughout the work environment, and that personal protective equipment (PPE) such as masks are provided to all nurses. For projects where we provide many professionals, staff members enter the building in staggered groups while maintaining social distance. The health and safety of our nurses, as well as the staff and patients we serve is our utmost priority during this difficult time.

All nurses working under Delta-T will follow the Health and Safety Plan, which is regularly updated in accordance with new CDC guidelines. The plan covers “common sense” methods of prevention such as regular hand-washing, wearing masks, and social distancing, as well as instructions on performing self-screening. Reducing the risk of exposure to COVID-19 will help prevent the spread of the virus; therefore, all nurses are expected to regularly monitor their personal health status. It is essential that all members of the community take personal responsibility in the community effort to reduce the spread of COVID-19. Nurses should follow CDC guidelines avoid contact or stay out of work if he/she or a family member is experiencing symptoms suggestive of a COVID-19 infection has been in close contact with someone who has tested positive for COVID-19. Nurses must stay at home and consult their healthcare provider if they are experiencing any of the following:

● Fever above 100.4℉

● Frequent dry cough (not due to a pre-existing illness)

● Shortness of breath or difficulty breathing

● Headache, chills, and sore throat

● Generally feeling unwell, fatigue, and/or muscle aches

● New loss of taste or smell

In addition to self-screenings, nurses will do a self-assessment with a phone app that monitors their symptoms and ensures that they verify that they are not experiencing any illness or symptom. All nurses will have a negative COVID-19 test before being cleared to work at the State center.

Problem-Solving

Delta-T has established processes and procedures in place for early identification and resolution of problems or issues. Our Project Manager will ensure continuous communication with the State Point of Contacts regarding any significant issues.

Delta-T's problem resolution plan will be modified to mirror the State’s existing communication and problem resolution/escalation plan. The steps in our process include:

▪ Acknowledgement of compliant or concern immediately

FSR 004v2

Indentify and record issue(s) that inhibit performance

Provide an

“on-the-spot” fix

Collaborate to identify root causes and evaluate solutions

Apply a permanent fix that addresses the root causes

Where feasible, we empower front-line employees to correct the problem immediately or provide a temporary solution or workaround so that work can continue until a permanent solution is implemented. These on-the-spot fixes must be reported up to management to ensure a proper resolution has been applied

▪ Problem investigation and validation

▪ A corrective action plan will be submitted to the designated Contracting Manager within a maximum of 1-3 business days unless the problem warrants an expedited response. Our corrective action plan will:

▪ Define the complaint succinctly

▪ Provide findings after investigation

▪ Include relevant conclusions

▪ Define plan to fix problem, prevent in the future and to follow up to ensure effective resolution