Federal Reports

This Office of Inspector General (OIG) Comprehensive Healthcare Inspection Program report provides a focused evaluation of the quality of care delivered in the inpatient and outpatient settings of the Syracuse VA Medical Center and multiple outpatient clinics in New York. The inspection covered key clinical and administrative processes that are associated with promoting quality care. It focused on Leadership and Organizational Risks; COVID-19 Pandemic Readiness and Response; Quality, Safety, and Value; Registered Nurse Credentialing; Medication Management: Remdesivir Use in VHA; Mental Health: Emergency Department and Urgent Care Center Suicide Risk Screening and Evaluation; Care Coordination: Inter-facility Transfers; and High-Risk Processes: Management of Disruptive and Violent Behavior.At the time of the inspection, the medical center’s executive leadership team appeared stable, with all positions permanently assigned. Leaders had worked together almost five months, although some had served in their positions for more than five years. Employee survey data revealed opportunities for leaders to improve servant leadership and decrease employees’ feelings of moral distress. Patients generally appeared satisfied with the care provided. The OIG’s review of the accreditation findings did not identify any organizational risk factors. However, the OIG noted concerns related to patient safety and risk management. Executive leaders were generally knowledgeable about selected data used in Strategic Analytics for Improvement and Learning models and should continue to take actions to sustain and improve performance.The OIG issued seven recommendations for improvement in three areas:(1) Leadership and Organizational Risks• Sentinel events and institutional disclosures(2) Quality, Safety, and Value• Systems redesign and improvement coordinator meeting participation• Surgical work group administration and data analysis(3) High-Risk Processes• Disruptive behavior committee meeting attendance• Staff training

In FY 2021, the U.S. Postal Service’s delivery network consisted of 163.1 million possible addresses, with more addresses – or delivery points – added every day. Delivering to every address is part of the Postal Service’s Universal Service Obligation (USO). In this white paper, the OIG sought to identify trends in delivery points and review the process for adding, maintaining, and removing delivery points from the network.Delivery point growth did not occur evenly across the country. The south and west experienced more growth than other parts of the U.S., with some states adding delivery points at more than double the national average. Delivery point growth on rural routes far exceeded growth on city routes, and cluster box units (CBUs) were the fastest-growing mode of delivery. Since FY 2011, more than four million delivery points were removed from the network.We identified several areas of opportunity for the Postal Service to improve delivery point management processes, including clarifying CBU maintenance responsibility and establishing permanent growth manager positions across the agency. Continuing to promote centralized delivery in new developments can help the Postal Service control delivery costs. However, growing parcel volumes and packages that are too large to fit CBUs may require door delivery and erode some of the cost savings.

We audited costs claimed by the North Dakota Game and Fish Department under grants awarded by the U.S. Fish and Wildlife Service Wildlife and Sport Fish Restoration Program.

ICE did not adequately justify the need for the sole source contract to house migrant families and spent approximately $17 million for hotel space and services at six hotels that went largely unused between April and June 2021.