Open Recommendations

We recommend the Senior Vice President, Generation Projects and Fleet Services, in conjunction with the Vice President, Transmission System Projects and the Vice President, River Operations, evaluate the results of transmission studies and develop a plan to determine which transmission upgrades to pursue and responsibilities for funding.

We recommend the Senior Vice President, Generation Projects and Fleet Services, formalize a process to evaluate transmission impacts in the planning phase for Hydro Life Extension projects.

We recommend the Senior Vice President, Generation Projects and Fleet Services, reinforce the expectation to incorporate lessons learned as part of the continuous improvement process.

Ensure a complete understanding is obtained as to what constitutes accounts payable and accrued
expenses and how that is different from obligated, undelivered orders. In addition, increase the
understanding of what accounts on the trial balance and line items on the financial statements are
impacted by accruals.

Improve the existing worksheet used for accrual calculations by including contract type,
services/goods received, documentation of accrual methodology and accumulate adequate support
that is readily available. The spreadsheet and supporting documentation should be presented to a
supervisor for review as part of the accrual review process.

We recommend the Administrative Services Director review all open obligations with ARC and project
management personnel to verify the accuracy of all undelivered account balances.

We suggest FLRA revisit their existing internal control procedures for reviewing ARC services to ensure
complementary customer agency controls included in the ARC SOC 1 Type 2 report have been
incorporated into the internal control process.

We understand that this submission was only one day late and acknowledge that other submissions tested did not show late reporting. We recommend that FLRA considers unexpected events or employee
absences to ensure timely filing.

The Facility Director ensures regular communication between mental health and executive leaders regarding staffing needs and mental health processes.

The Facility Director ensures the Mental Health Executive Council operates in accordance with Veterans Health Administration requirements.

The Chief of Mental Health ensures a full-time, dedicated local recovery coordinator is integrated into the inpatient mental health unit to support recovery-oriented care.

The Chief of Mental Health ensures mental health leaders develop and implement written processes for staff training, education, and recovery-oriented services.

The Chief of Mental Health ensures staff provide a minimum of four hours of recovery-oriented, interdisciplinary mental health programming on weekdays and weekends.

The Facility Director ensures veterans’ privacy in the communal shower room on the inpatient mental health unit.

The Facility Director ensures clinicians document veterans’ capacity to consent to admission to the inpatient mental health unit.

The Veterans Integrated Service Network Director ensures facilities’ involuntary hold and hospitalization processes align with applicable state laws and develops processes for ongoing oversight.

The Facility Director consults with District Counsel to establish written involuntary hold and hospitalization processes that align with West Virginia State laws and monitors compliance.

The Facility Director develops and implements written care coordination processes for veterans involuntarily admitted to non-VA healthcare facilities.

The Chief of Staff ensures providers document discussions with veterans on the risks and benefits of newly prescribed medications and monitors for compliance.

The Chief of Staff ensures veterans’ discharge instructions are written in easy-to-understand language and include the follow-up appointment location, the purpose of each medication, and an explanation when both trade and generic names are used for the same medication.

The Facility Director ensures staff comply with suicide prevention training requirements and monitors for compliance.

The Facility Director ensures Interdisciplinary Safety Inspection Team members participate in Mental Health Environment of Care Checklist inspections and document membership and attendance.

The Facility Director ensures the Interdisciplinary Safety Inspection Team accurately identifies, documents, and addresses safety hazards within the Patient Safety Assessment Tool and monitors for compliance.

The Facility Director directs staff to comply with Mental Health Environment of Care Checklist training requirements and monitors for compliance.

The Associate Chief of Staff, Mental Health ensures the implementation of written processes for staff training, education, and recovery-oriented services.