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Atlanta VA Health Care System’s Unopened Mail Backlog with Patient Health Information and Community Care Provider Claims

Report Information

Issue Date
Report Number
21-03916-103
VISN
7
State
District
VA Office
Veterans Health Administration (VHA)
Report Author
Office of Audits and Evaluations
Report Type
Review
Report Topic
Community Care
Major Management Challenges
Leadership and Governance
Stewardship of Taxpayer Dollars
Healthcare Services
Recommendations
5
Questioned Costs
$0
Better Use of Funds
$0
Congressionally Mandated
No

Summary

Summary
In September 2021, the Atlanta Journal Constitution reported on large quantities of unopened mail being stored in the warehouse basement of the VA medical facility in Atlanta. The OIG conducted a review that found the Atlanta VA Health Care System (HCS) had formed a task force to open, sort, and process stacks of mail reportedly piled as high as 10 feet and dating back at least 10 months. When opened, the 17,660 pieces of mail contained medical records, claims, nearly $207,000 in checks, and correspondence from veterans. The mail backlog began accruing after a November 2020 verbal agreement between Atlanta VA HCS officials and VHA’s Payment Operations and Management (POM) personnel. The agreement called for POM staff to vacate space in a building leased by the medical facility where POM was processing mail if Atlanta VA HCS personnel took over the responsibility for processing that mail. The OIG determined that VA should have established a formal agreement clearly detailing each office’s responsibilities. VA HCS leaders did not include responsible managers in decision making discussions and lacked a clear understanding of the volume of mail processing work they were accepting. Atlanta VA HCS did not ensure mailroom staff were adequately prepared or trained to handle or sort the influx of mail, and POM officials were later reluctant to help, citing the verbal agreement. Given the mail mismanagement in Atlanta, VHA should ascertain the effects the mail processing delays had on veterans and community care providers and take corrective action. Because POM is implementing similar transitions at sites across the country, POM and medical facilities need to ensure there is adequate staff with sufficient training to handle the mail processing workload. VA concurred with the OIG’s five 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)
The director of VISN 7 ensures the Atlanta VA Health Care System develops and implements a plan for the routine proper and prompt processing of mail. That plan should include adequate staffing of the mailroom and sufficient training for mailroom personnel.
No. 2
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
The director of VISN 7 assists the Atlanta VA Health Care System in taking steps when appropriate to recoup money owed from expired checks that were identified in the mail backlog.
No. 3
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
The under secretary for health assess the negative effects of this mail backlog on veterans, community care providers, and other parties, and where possible take steps to remedy those effects.
No. 4
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
The under secretary for health determines if unprocessed mail backlogs exist at other VA medical facilities.
No. 5
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
The under secretary for health develops procedures and controls to make certain that medical facility personnel taking over POM on-site mail processing have the necessary resources and expertise to accomplish this work accurately and within prescribed timelines.