Kaveh OfoghFounder & CEO, Medico

Facilities must contract with companies that provide adequate staffing and strong supervision. Leadership at the site level matters because people leave managers, not jobs. Staff must be compensated competitively and monitored through clear performance programs to ensure expectations are met.

Without enough medical personnel, care becomes delayed and reactive. Adequate staffing ensures timely assessments, continuity of treatment, and compliance with constitutional standards. It is not optional; it is the backbone of safe and effective healthcare delivery.

Strong managers create stability. When leadership is present, supportive, and accountable, staff feel respected and stay longer. Poor management drives turnover, which directly harms patient care and operational consistency.

We planned an incremental increase of ten full-time equivalents over six months. Staffing grows as new programs launch, ensuring stability while expanding services. After six months, the facility will operate with sixty-one full-time employees.

The county evaluated proposals on staffing, transition planning, and track record. Our proposal scored one hundred percent. We then negotiated staffing based on inmate acuity, chronic conditions, and operational data until both sides agreed.

The county funds the salaries. Our role was to define what level of staffing was medically necessary. Even with more staff, the county expects long-term savings compared to costs from lawsuits, settlements, and poor outcomes.

Inmates will be seen by a registered nurse within four hours of arrival. Providers will be on site seven days a week, including weekends. We are also adding psychiatric support and expanded treatment for opioid use disorder.

Families can expect timely, respectful care for their loved ones. Inmates are patients with people who care about them outside. Our responsibility is to deliver community-standard healthcare without judgment or delay.

I am a doctor first. The Hippocratic Oath guides every decision. If a facility refuses adequate staffing, I walk away. Quality care always comes before business considerations.

We use strong corporate oversight, clear protocols, and performance monitoring. Staff are trained on expectations and outcomes are reviewed regularly. Accountability is built into daily operations.

We train nurses before the contract starts on guidelines, systems, and policies. We pay them for training time. This preparation prevents chaos and ensures smooth operations on day one.

Change must be planned. Staffing increases are phased, programs launch gradually, and systems are tested early. Stability is essential when serving a captive patient population.

We have operated for nearly thirty years under the same name with zero judgments. We do not cut corners or chase shortcuts. Consistency and quality define our reputation.

Treating conditions like opioid use disorder reduces overdoses, recidivism, and post-release deaths. Every dollar spent on treatment saves communities multiple dollars long term.

Proper care costs less than lawsuits, settlements, and reputational damage. Data consistently shows that prevention and staffing save money and lives over time.

Incarcerated people are captives with no choice. The Constitution guarantees healthcare, and I take that responsibility seriously. Doing the right thing motivates me every day.

Our mission is to deliver adequate, timely, and proactive medical and mental health care. Location and circumstance do not change our standard. Patients deserve dignity everywhere.