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Healthcare Inspection - Deficient Consult Management, Contractor, and Administrative Practices, Central Alabama VA Health Care System, Montgomery, Alabama

Report Information

Issue Date
Report Number
14-04530-452
VISN
State
Alabama
District
VA Office
Veterans Health Administration (VHA)
Report Author
Office of Healthcare Inspections
Report Type
Hotline Healthcare Inspection
Recommendations
7
Questioned Costs
$0
Better Use of Funds
$0
Congressionally Mandated
No

Summary

Summary
OIG conducted a review in response to allegations of deficient consult management, contractor, and administrative practices at the Central Alabama VA Health Care System (CAVHCS), Montgomery, AL. We substantiated delays securing Non-VA Care Coordination (NVCC) services, lack of follow-up, delays in getting NVCC care authorized, staff not verifying eligibility for NVCC care, some NVCC consults being cancelled, and some community-based outpatient clinic (CBOC) nurses scheduling patients directly with community providers. We also substantiated insufficient NVCC staffing and repeated leadership changes. We could not substantiate that 8,000 consults were reassigned to NVCC, that intra-facility consults went unanswered for months, that patients were not notified when appointments were scheduled, that there were delays in oncology care, or that a patient’s colorectal cancer metastasized due to delays in oncology care. We did not substantiate that the Dothan CBOC primary care contractor improperly billed for physician-led primary care appointments or that contract providers did not notify patients of critical fecal occult blood test results. We substantiated that a contracted private medical group (PMG) completed inadequate initial history and physical exams, that those reports were not always available in the patients’ VA medical records, and some patients with care needs identified by PMG were at risk due to poor or non-existent documentation. We substantiated that CAVHCS had multiple vacancies in important clinical areas; that the Podiatry Service did not follow appointment scheduling guidelines; and that Administrative Boards of Investigation were not consistently chartered, completed, or followed through in response to serious events. We substantiated that CAVHCS leaders were aware of many of the issues identified in the report and determined that a fractured organizational culture contributed to the development and perpetuation of these issues. We were unable to fully evaluate eight additional allegations due to insufficient information and/or details. We made seven recommendations.

Open Recommendation Image, SquareOpenClosed and Implemented Recommendation Image, CheckmarkClosed-ImplementedNot Implemented Recommendation Image, X character'Closed-Not Implemented
No. 1
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the Under Secretary for Health provide consistent interim leadership to Central Alabama Veterans Health Care System in the form of highly skilled leaders who can lead systemic improvements and cultural change until such time as the leadership positions can be filled permanently.
No. 2
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the Under Secretary for Health directly monitor corrective actions taken to remedy the deficiencies identified in this report and routinely assess their effectiveness at least annually for a period of 3 years.
No. 3
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that interim Central Alabama Veterans Health Care System leadership begin, and permanent leadership continue, to make systemic improvements to the Non-VA Care Coordination consult process, to include ensuring that patients receive services timely; that the backlog is resolved; that staff comply with business rules governing the process; and that the program is provided with adequate staffing, training, and a consistent leadership structure.
No. 4
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the interim Central Alabama Veterans Health Care System leadership develop processes to ensure that Human Resource tracking and reporting is accurate and that Central Alabama Veterans Health Care System either has adequate staffing to meet patient care needs in a timely manner or adequate processes to ensure patients receive timely care in the community.
No. 5
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the interim Central Alabama Veterans Health Care System leadership identify opportunities to improve system integration between the Montgomery campus, the Tuskegee campus, and the community based outpatient clinics, to include evaluating the need for dedicated community based outpatient clinic coordinators.
No. 6
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the interim Central Alabama Veterans Health Care System leadership ensure that the system Administrative Boards of Investigation policy reflects all required elements outlined in the Veterans Health Administration Handbook.
No. 7
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the interim Central Alabama Veterans Health Care System leadership ensure that all previously chartered Administrative Boards of Investigations have been conducted and finalized to include documentation of decision for final action(s), evidence that actions have been implemented and/or addressed, and appropriate certification of completion per Veterans Health Administration guidelines.