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Brought to you by the Council of the Inspectors General on Integrity and Efficiency
Federal Reports
Report Date
Agency Reviewed / Investigated
Report Title
Type
Location
U.S. Agency for International Development
Closeout Examination of Blumont Engineering Solutions, Inc.'s Compliance With the Terms and Conditions of Indefinite Quantity Contract AID-294-I-00-12-00003, Under Infrastructure Needs Program II, Task Order 294-TO-16-00008, Gaza Desalination Plant Expans
Group Health Incorporated Understated Its EmblemHealth Services Company, LLC, Employees' Retirement Plan Medicare Segment Pension Assets as of January 1, 2015
Group Health Incorporated, a subsidiary of EmblemHealth, LLC, understated its EmblemHealth Services Company, LLC, Employees' Retirement Plan Medicare segment pension assets as of January 1, 2015, by $432,584.
Group Health Incorporated, a subsidiary of EmblemHealth, LLC, overstated its Local 153 Pension Plan Medicare segment pension assets as of January 1, 2015, by $2.4 million.
Group Health Incorporated, a subsidiary of EmblemHealth, LLC, understated its Cash Balance Plan Medicare segment pension assets as of January 1, 2011, by $366,763.
Financial Audit of Aman Institute for Vocational Training's Management of the Karachi Youth Workforce Development Project in Pakistan, Cooperative Agreement AID-391-A-15-00005, July 1, 2016 to June 30, 2017
This Comprehensive Healthcare Inspection Program (CHIP) provides a focused evaluation of the quality of care delivered at the Amarillo VA Health Care System. The inspection covers leadership and organizational risks and key clinical and administrative processes associated with promoting quality care. At the time of the review, the areas of focus were Quality, Safety, and Value; Medical Staff Privileging; Environment of Care; Medication Management: Controlled Substances Inspections; Mental Health: Military Sexual Trauma Follow-Up and Staff Training; Geriatric Care: Antidepressant Use among the Elderly; Women’s Health: Abnormal Cervical Pathology Results Notification and Follow-Up; and High-Risk Processes: Emergency Department and Urgent Care Center Operations. The facility’s executive leadership team appeared relatively stable and actively engaged with employees and patients. The leaders were also working to sustain employee and patient satisfaction which were above VHA averages and supported efforts to continually improve and maintain positive outcomes, patient safety, and quality care. Review of the facility’s accreditation findings, sentinel events, disclosures, and patient safety indicator data did not identify any substantial organizational risk factors. The leadership team was knowledgeable about selected Strategic Analytics for Improvement and Learning (SAIL) and community living center (CLC) metrics but should continue to take actions to sustain and improve performance of measures contributing to the SAIL “4-star” and CLC “2-star” quality ratings, respectively. The OIG issued 19 recommendations for improvement in the following areas: (1) Quality, Safety, and Value • Interdisciplinary utilization management data review • Resuscitation episodes reviews (2) Medical Staff Privileging • Privileging process • Focused and ongoing professional evaluation processes (3) Environment of Care • Medication safety and infection prevention • Emergency power outlet testing (4) Mental Health • MST coordinator responsibilities • MST training (5) Geriatric Care • Patient/caregiver education on medications (6) Women’s Health • Women Veterans Health Committee core membership • Process to track cervical cancer screening data • Patient notification of abnormal results