Monday, April 17, 2017

REASSIGNMENT/REORGANIZATION OF THE VA MEDICAL CENTER IN NORTHPORT, NY

DEPARTMENT OF VETERANS AFFAIRS
REASSIGNMENT/REORGANIZATION OF THE VA MEDICAL CENTER IN NORTHPORT, NY
PROPOSED -
NEW COMMUNITY BASED INPATIENT/OUTPATIENT CLINICS - “CBOC’s”:
LOCATION: 
South of the Northern State Parkway & the Long Island Expressway
West of the Sagtikos Parkway & Crooked Hill Rd.
North of the Southern State Parkway & Sunrise Highway
On available acreage at the Pilgrim State Psychiatric Center
Property to be made available by New York State via "Eminent Domain" 
- MENTAL HEALTH
- SOCIAL WORK
- REHABILITATION THERAPY
- OCCUPATIONAL THERAPY
- RECREATIONAL THERAPY
- BASIC MEDICAL PROVISIONS
(2) SEPARATE PARKING GARAGES - (1) FOR EMPLOYEES; (1) FOR PATIENTS
ADJACENT BUILDINGS CONNECTED
UNDER-GRADE TUNNEL CORRIDORS TO CROSS-CONNECT NON-ADJACENT BUILDINGS
FORMAL FRONT ENTRANCE TO EACH BUILDING
EACH BUILDING WITH ITS OWN CONCOURSE ENTRY & CONNECTOR ENTRY SECURITY STATIONS
THE ENTRY CONCOURSE WILL BE ROOFED OVER IN A GLASS ATRIUM STYLE & PROVIDE FOR DRIVE-THROUGH & DROP-OFF



VETERAN & FAMILY DUAL MENTAL HELATH OUTPATIENT CLINIC BUILDING:
  • VETERAN OUTPATIENT SOCIAL WORK, PSYCHOLOGY, & PSYCHIATRY
  • FAMILY OUTPATIENT SOCIAL WORK, PSYCHOLOGY, & PSYCHIATRY
  • VETERAN INPATIENT/RESIDENTIAL PRIMARY CARE
  • BLOOD LAB, PHARMACY, RADIOLOGY, URGENT CARE
  • 3 FLOORS, 40,000 SQ. FT. PER FLOOR, FULL BASEMENT
  • MENTAL HEALTH ADMINISTRATION, MENTAL HEALTH SOCIAL WORK, MENTAL HEALTH NURSING, PSYCHOLOGY, & PSYCHIATRY
  • PEER TO PEER COUNSELING
  • COMMON ROOMS / LOUNGES / CAFETERIA
PTSD & DUAL DIAGNOSIS (PTSD/TBI) RESIDENTIAL CLINICS:
  • SEPARATE MALE & FEMALE SECTIONS
  • INTENSIVE THERAPY PROGRAMS
  • 2 FLOORS, 25,000 SQ. FT. PER FLOOR, FULL BASEMENT
  • 45 DAY & 90 DAY
  • PROGRAM SPECIFIC AFTERCARE - INDIVIDUAL AND/OR GROUP THERAPY
  • MENTAL HEALTH ADMINISTRATION, MENTAL HEALTH SOCIAL WORK, MENTAL HEALTH NURSING, PSYCHOLOGY, & PSYCHIATRY
  • COMMON ROOMS / LOUNGES / CAFETERIA
RESIDENTIAL SUBSTANCE ABUSE CLINICS:
  • ALCOHOL & DRUG REHABILITATION PROGRAMS
  • SEPARATE MALE & FEMALE SECTIONS
  • INTENSIVE THERAPY PROGRAMS
  • 90 & 180 DAY PROGRAMS
  • SUBSTANCE ABUSE ADMINISTRATION, SOCIAL WORK, NURSING, PSYCHOLOGY, & PSYCHIATRY
  • 2 FLOORS, 25,000 SQ. FT. PER FLOOR, FULL BASEMENT
  • COMMON ROOMS / LOUNGES / CAFETERIA
TEMPORARY RESIDENTIAL HOMELESS CLINIC:
  • OPERATING LEASE TO UNITED BEACON HOUSE
  • 3 FLOORS, 25,000 SQ. FT. PER FLOOR, FULL BASEMENT
  • SEPARATE MALE & FEMALE SECTIONS
  • HOMELESS ADMINISTRATION, SOCIAL WORK
  • COMMON ROOMS / LOUNGES / CAFETERIA
PARKING FACILITIES:
  • 2 PARKING GARAGES
  • 2-STORY
  • 1
    50,000 SQ. FT. /  EA. FLOOR
INITIAL PROJECTED COST:
  • $391 MILLION
MORE DETAIL TO FOLLOW............


Sunday, April 16, 2017

FIX THE VA: LONG ISLAND, NY

FIX THE VA: LONG ISLAND, NY
“The demise of the VA Medical Center in Northport, NY”
1) Construct the “Veterans’ Choice Program” so it actually works the way it is intended to.
2) Contract with the Major Healthcare Providers on Long Island to take over the existing Veteran Patient load for the VA Medical Center in Northport, NY. This will be limited to Medical Patients and Services, only.
3) The Veterans’ Mental Healthcare will remain with the VA. The VA will contract with New York State to construct a sizeable Mental Health CBOC on the grounds of the Pilgrim State Psychiatric Center in Brentwood, NY. This geographical location is accessible from all major Highways and Thoroughfares on Long Island. There is ample space to construct a new, state-of-the-art Facility on the existing grounds.
4) To ensure that Veterans get their Mental Health care in a safe and secure environment outside of the Private Sector, current VA Mental Healthcare Staff will be augmented with Private Sector Healthcare Staff to ensure full Mental Healthcare coverage for all of Long Island’s Veterans in the confines of the new Mental Health CBOC.
5) Once this new Facility is completed, staffed and running, it will be time for the Federal Government to fully condemn the Facility in Northport and commence demolition of it. The Federal Government will, after all remediation is accomplished, deed the land in Northport to the State for the sole purpose of Parkland.
                                                                         Mapquest, location of Pilgrim State

    Pilgrim State Psychiatric Complex
     







                                                            VAMC, Northport, NY

Friday, April 14, 2017

Letter to the Editor - Newsday

Condemned - Toxic Waste Dump

mold rotting through the ceiling

shards of mold coming through the HVAC vents in the Operating Room Suites
Submission:
Fix the VA                                                                    Friday, April 14, 2017
The VA Medical Center in Northport is on Federal property. There are 250 acres of land available to build a new Hospital with all appropriate infrastructure and new vehicular access from the south of the property. Every other major VA Medical Center in the New York Metro area has been rebuilt. Northport should be no exception. There are 180,000 Veterans in Nassau & Suffolk Counties who could benefit from a $681 million investment for a new state-of-the-art Medical Facility. It will take 1 1/2 years to build, equip, & staff. Then, the 90-year old existing buildings can be demolished; the soil remediated; and the area returned to parkland. The VA has the money! They seem to have found enough for other major capital projects across the Country. Why not Long Island?
Hutch Dubosque, President, PTSD Veterans Association of Northport, Inc.
hutch.dubosque@live.com / dubosquejr@optonline.net
(cell) 631-223-6107 / (home) 631-470-0958

10 Woolsey St., Huntington, NY 11743

NEWS FLASH:

FOLLOW UP:
Martin Evan’s article in Newsday, Thursday, April 13, 2017 -
VAMC Northport - toxic waste dump
$279 million: bringing Northport VAMC "up to code" will require a fleet of very large Bulldozers. Enhanced CBOC's will be the way of the future for Veterans here on Long Island. Even Vinnie Immiti, the interim Director, doesn't want any part of this Hospital. He has chosen to "call in sick" because of this article. There is no Chief of Engineering, anymore; that person has been relieved of his duties and is on administrative leave. Who's next? Perhaps the Chief-of-Staff could take a hike along with the rest of the remaining "brain-trust" at this VA Facility. Unfortunately, if Northport closes its doors, Martin Evans won't have much to write about anymore.

Yes, the new interim Director at the Northport VA Medical Center, Vinnie Immiti, has decided that he will be a "no-show" at this job. He didn't like the newspaper article about the Medical Center in yesterday's Newsday (by Martin Evans, page A10). He reportedly went crying home to his Mommy saying, "The other kids won't play nice with me!"
Markie-Mark Cough-man
Ronnie Brat-Brain

Personally, I would like to see Ronnie Brat-Brain and Markie-Mark Cough-man take the place over. They’ve done such a great job behind the scene for so many years. Perhaps, it's their time to step out of the shadows and into the sunlight. Philly The Fat Man Mo-Shit-A was seen waddling off into the sunset and laughing all the way to the bank on his over-inflated VA pension. 
He was heard to say, as he was leaving town: "Do you miss me, yet?"

Philly The Fat Man Mo-Shit-A

Monday, April 10, 2017

THE RIGHT MAN FOR THE RIGHT JOB!

VA News Release                                                        






04/10/2017 03:59 PM EDT

VA Establishes Commission to Recommend New Under Secretary for Its Veterans Health Administration

WASHINGTON — The Department of Veterans Affairs (VA) announced today the establishment of a search commission to help identify candidates for the position of Under Secretary for Health of its Veterans Health Administration (VHA).
The Under Secretary for Health manages VHA, the nation’s largest health-care system, which has an annual budget of approximately $61 billion and oversees the delivery of care to more than 9 million enrolled Veterans.
Candidates for the Under Secretary position must be visionary leaders who have demonstrated an ability to conceptualize and implement the VA Secretary’s vision, and are dynamic advocates who can move an ambitious agenda forward to meet the needs of Veterans. By law, the appointment is made without regard to political affiliation and solely on the basis of demonstrated ability in the medical profession, in health-care administration and policy formulation, or in health-care fiscal management. Additionally, the candidate must possess substantial experience in connection with the programs of VHA or similar content and scope.
The Under Secretary will also be responsible for overseeing the operation of VA’s more than 1,200 sites of care, including hospitals; community based outpatient clinics; nursing homes; domiciliaries; and 300 Vet Centers. VHA is the nation's largest provider of graduate medical education and a major contributor to medical and scientific research. More than 73,000 active volunteers, 123,000 health professions trainees, and 306,000 full-time, health-care professionals and support staff are an integral part of the VHA community.
The commission, once named, is expected to complete its work by May 22. For more information about this position, go to https://www.usajobs.gov/GetJob/ViewDetails/467194800.







Sent to hutch.dubosque@live.com on behalf of US Department of Veterans Affairs
810 Vermont Avenue, NW · Washington, DC 20420

4/11/2017 1:42:19 AM
I HAVE JUST THE MAN FOR THE JOB!


Saturday, April 8, 2017

FIX OUR DEPARTMENT OF VETERANS AFFAIRS

U. S. Military Veterans
A treatise on how to handle and reorganize the Departments/Agencies charged with administering
benefits to the Nation’s Military Veterans

I. Where to start the process of creating a better delivery system for Veterans’ Benefits:
a. Redesign the methods and practices of transition from Military Active Duty to civilian status
b. Task the Department of Defense for the institution of a Mandatory Military Separation Transition Program for all Military Personnel and all Military Branches of Service

II. What we have now:
a. Department of Defense “Transition Assistance Program” (TAP)
b. The Department of Veterans Affairs - Federal level
c. Individual States’ Departments of Veterans Services - State level
d. Individual County’s Veterans Service Agencies - County level
e. Individual City/Town Veterans Service Agencies - City/Town level
           
Order of Battle for re-inventing Veterans’ Services:
III. The Department of Veterans Affairs:
a. Design a Federal Mission Statement
§  Design Mission Statements for all lower-than-Federal of departments/Agencies          
b. Identify the structure of each level’s departments/agencies
§  Flag all “Silo” structures for reorganization
c. Identify the structural effectiveness of each level’s departments/agencies          
§  Use common metrics to measure organizational effectiveness of the current structures
§  Common metrics will be used to measure effectiveness of all new structures
d. Identify duplication
§  Flag duplication throughout the different levels of organizations
§  Duplication(s) will be eliminated, thus reducing waste and redundancy
e. Identify non-essential sectors/items/groups/categories
§  Flag all sectors/items/groups/categories for elimination
f. Redesign the organizational charts to reflect the efficiencies indicated
§  Simplify and consolidate like and similar task groups into the new organizational structure and organizational charts
g. Renegotiate the Civil Service Union Laws/Rules/Regulations to better serve the Mission
§  Remove all burdensome employee regulations to allow for better overall service management
h. Implement all changes and reorganizations from the Federal Level down to the City/Town level; starting at the Federal level

IV. The Veterans Health Administration:
a. Identify the structure
§  Replace the “Silo” structure with proven private sector structure
§  Tailor the new structure to reflect the needs and accommodations of a Federal Department/Agency
b. Identify the structural effectiveness of each level’s departments/agencies
§  Use common metrics to measure organizational effectiveness of the current structures
§  Common metrics will be used to measure effectiveness of all new structures
c. Identify non-essential categories of the structure
§  Eliminate all categories that do not reflect a direct service to the Mission
d. Identify duplication to/from other Departments/Agencies
§  Eliminate all categories that do not reflect a direct service to the Mission
e. Redesign the organizational chart to reflect changes in efficiencies concurrent with the Mission Statement
f. Implement the new organizational structure and institute all Civil Service Law changes

V. The Veterans Benefit Administration:
a. Identify the structure
§  Tailor the new structure to reflect the needs and accommodations of Military Veterans
b. Identify the structural effectiveness of each level’s departments/agencies
§  Use common metrics to measure organizational effectiveness of the current structure
§  Common metrics will be used to measure effectiveness of the new structure
c. Identify non-essential categories of the structure
§  Eliminate all categories that do not reflect a direct service to the Mission
d. Identify duplication to/from other Departments/Agencies
§  Eliminate all categories that do not reflect a direct service to the Mission
e. Redesign the organizational chart to reflect changes in efficiencies concurrent with the Mission Statement
f. Implement the new organizational structure
All content by: Hutch, Inc. / all rights reserved: © Hutch, Inc. April 8, 2017

Still to come:

A full Appendix will show and list all proposed Programs and redesigned Organizational charts to reflect strict adherence to the Federal Mission Statement for the Department of Veterans Affairs. This restructuring will reflect the elimination of duplication, redundancy, waste, fraud, and mismanagement to the benefit of our Nation’s Military Veterans. The changes in the Civil Service Laws, as they pertain to employees of the Department of Veteran Affairs, will bring the entire Agency into the 21st Century and reflect a management structure that allows for an efficient, streamlined operation. The total redesign and restructuring of all Veterans Service Agencies and Departments, from the Federal level to the City/Town level, will create a service delivery system that will maximize the use of taxpayers’ dollars and optimize the delivery of all benefits to all Veterans.

Thursday, April 6, 2017

“WE LOVE OUR VETS”

“WE LOVE OUR VETS"

A mere seven days after the passing of the “Mo-Shit-A Regime”, this is the effect of Mr. Brat-brain’s  “Mold Remediation” program at the VA Medical Center in Northport, NY. The once elegant Main Hospital building has been allowed to fall into a slight state of disrepair. But, not to worry, it’s still fully operational and processing a large Patient load. The long-awaited “Wait Time Shuffle” has entered a new phase, also. Now a lucky Vet can get an appointment by simply making their way to the third floor of this elegant structure. The new process is quick, courteous, and painless; a far cry from the days of 30-60-90 day wait times for even a Primary Care appointment. The good Dr. Cough-man will usher you into the Medical Suite - no questions asked. The unsuspecting Vet  will be ushered to a comfy chair with wheels; gently spun around three times; given a printout of current medications and the next few scheduled appointments; then, in one graceful movement, the Vet and the chair will be summarily launched out of the gaping hole in the exterior wall. And, voila, Patient cured - case closed. Hopefully, someone from Bay Pines will show up to scrape the Vet’s remains into a garbage can and trundle said remains off to a shower to be “cleaned up”. With any luck at all, the next of kin will be notified by telegram that their loved one has met with an inauspicious end, and would someone please come collect what’s left. In the time it takes for this scenario to play out, the Hospital will have managed to duplicate this procedure forty-five times. In doing so, the Medical Center will have lowered its appointment request rate by more than 60% and be able to show that their “wait time” numbers are really outstanding. These awesome low “wait times” will, in turn, generate huge year-end bonuses for the upper management.
Conclusion:
 Happy upper management,



 


                      a whole lot fewer Vets to provide for,






and more free donuts for the morning Executive Meetings in the richly paneled Board Room.




Like they say, “We love our Vets”.



Friday, March 31, 2017

REQUIEM FOR A HEAVYWEIGHT


In Response
(OR, REQUIEM FOR A HEAYWeiGHT)
Comment on: VAMC Northport, NY Director retires - Newsday, 3/30/2017


Northport Veterans Affairs Medical Center director Philip C. Moschitta in his office at the medical center Thursday, March 29, 2017. Moschitta will retire on Saturday. Photo Credit: Newsday / J. Conrad Williams Jr.

Phil Moschitta as he realizes three dozen donuts just arrived for the morning meeting.

Northport VA Medical Center director Philip Moschitta to retire

Updated March 31, 2017 11:03 AM
By Martin C. Evans  martin.evans@newsday.com 
His last day is Saturday.
“I’m going to miss it,” said Moschitta, 65, whose VA career began in 1973 as a physical therapist for amputees in Manhattan, and ends with him directing a medical system with about 2,000 employees and a $320 million budget. “I really, really love working with the vets.”
Moschitta guided an extension of VA health care into new or expanded facilities in Riverhead, Patchogue, and Valley Stream. A partnership with Northwell Health, which serves veterans and their families at a single Bay Shore facility, has been lauded by the Rand Corp. as a national model.
A day care center at Northport that opened during Moschitta’s tenure allows patients to drop off children while receiving medical care.
And in a VA survey that measures death rates, medical complications, patient satisfaction and other parameters, Northport showed improvement, climbing from a 2-star ranking in 2014 to 4 stars last year, with 5 being the highest.
“He is leaving a medical center that is squared away,” said Tom Ronayne, Suffolk County’s director of veterans services. “He’s been a good resource.”
But Moschitta’s record was tarnished last year when he quietly suspended surgeries at Northport for nearly four months because of airborne contaminants from aging ventilation equipment in all five of the facility’s operating rooms.
Local members of Congress criticized him for moving too slowly to arrange for repairs and failing to inform them of the problem.
Other allegations leveled by anonymous whistleblowers led to a field hearing by the House Committee on Veterans Affairs at Northport in September. The allegations, which included an assertion that Northport turned away a patient who later committed suicide, and another that the facility was collecting federal reimbursements for patients it never saw, were never substantiated.
Vincent F. Immiti, the director of the Department of Veterans Affairs New Jersey Health Care System, has been named interim director effective Monday, the VA said Friday.
Immiti will arrive on Long Island having managed a combined health system that is about twice as large as Long Island’s veterans care network. He has supervised two medical centers — in East Orange and Lyons — as well as nine community clinics in New Jersey since just Jan. 1. Those facilities total 3,100 employees and serve nearly 60,000 patients annually, according to a VA website.
He previously served as the associate director at the 300-bed James J. Peters VA Medical Center, in the Bronx, and was an administrator at the Harbor Health Care System, in Manhattan. He also has taught medical administration as an adjunct professor at St. John’s University.
Immiti will take over as the VA enters an uncertain period nationally, with a new administration in Washington, a hiring freeze on federal workers and Republican challenges to the Affordable Care Act, said Terri Tanielian, a veterans health policy analyst for Rand. Tanielian said changes to Obamacare could push more veterans into the VA system, stretching resources.
Moschitta cited other challenges at Northport, including an aging complex marred by leaking roofs, crumbling walkways and failing equipment.
There is also pressure nationwide to increase patient access following a 2014 scandal, in which VA administrators were forced to admit that patients in Phoenix had died while waiting to be scheduled for appointments.
“They really expect that when a veteran wants to be seen, he’s seen,” said Moschitta, whose facility last year served 31,897 veterans with 409,224 appointments — a workload that increased in each year of his tenure.
Meeting that demand is yet another challenge, he said.
“But I’m proud of our community-based clinics that allow us to have the whole Island covered. That, and our patient-centered focus.”
4 Comments
"...earned kudos for expanding health care services on Long Island..."Really?No!"I really, really love working with vets."Only loved working with those who kissed his ring./The Rand Corp. was paid to praise Northwell Health, not the VAMC Northport./"...VA survey..." If you shrink services across the board and deny access to what is left, your numbers are going to look great;/Tom Ronayne:"He's leaving a medical center that is squared away."This "medical center" is a toxic waste dump/Director:"...an aging complex marred by leaking roofs,crumbling walkways., and failing equipment." No contradictions, here!This "medical center" will be summarily condemned and shuttered, soon.No mention of mold,lead,asbestos and the myriad on ongoing investigation?/"...31,897 veterans..". ? "...patient-centered focus." I think not! All inflated and false claims by Director have been swalloed whole by Newsday. What a shame.
COMMENTS:
            Good riddance. Forced retirement?
                             Mar 30, 2017 8:22pm
            Susan Marie Who is really Dr. Stickevers, shouldn't talk since   you an your husband were forced out of the VA
                             6 hrs
            Yeh,the clinics are nice, but in order to serve veterans you need     good MD's which they donot have.
                             16 hrs
            Clinics are not nice. All are understaffed. Most employees =      good; some = not so good. Change the structure and you          change the culture!
                             10 hrs
Tien Foen · 
            Retired from the ongoing battle of helping the heroes from past       wars to the conflict of clinical chaotic control. More MDs are          needed since the ones there burn out quickly and are not rotated             out
                             14 hrs
I couldn’t fit my entire “comment” on the Newsday website, under the article. I ran through their allotted word/character count. I was able, however, to fit it onto my “Tom Clayton” Facebook page, as follows:
1. “...earned kudos for expanding health care services on Long Island...” Really? While he actually shrank the entire VAMC system.
2. “I really, really love working with vets.” WTF - it’s “Veterans” with a capital “V”. And, no, he did not love working with more than a handful who kissed his ring.
3. The Rand Corp. was paid to praise Northwell Health, not the VAMC Northport.
4. “...VA survey...” was and is a total abortion of fudging the numbers. If you shrink services across the board and deny access to what is left, you’re “empirical” numbers come out much small, so you publish them to look good.
5. Tom Ronayne: “He’s leaving a medical center that is squared away.” This “medical center” is a toxic waste dump and is actually killing Veterans, not healing them.
6. Director Fatso: : “...an aging complex marred by leaking roofs, crumbling walkways, and failing equipment.” No contradiction, here! The “complex” has been left to crumble from the start of Director Fatso’s tenure. His refusal to spend available funds has all but guaranteed that this “medical center” will be summarily condemned and shuttered, soon. No mention of the mold, lead, asbestos, and the myriad of ongoing investigations?
7. “...31,897 veterans...” Really? “...increased each year of his tenure.” Really? “...patient-centered focus.” I think not! All inflated and false claims by Director Fatso have been swallowed whole by Newsday. What a shame.
One of the first things I noticed in this article was that Newsday chose not to capitalize the “Veteran”; at least they were consistent. For a local, so-called reputable newspaper to disrespect the very people who gave them the freedom to publish their paper is a total insult to the entire Veteran community; both here on Long Island and across the Nation. They should be ashamed of themselves and offer an apology.
As I read this article, the other things that jumped off the page at me were the lies and manipulated numbers that were quoted from the Medical Center and the Suffolk County Veterans Service Agency. These VA “facts & figures” have all been proven to be fabricated to make the Department look good, and justify their small, conniving, arrogant existence.
This article cannot have its cake and eat it, too. Either the “complex” has been left in great shape, or it’s a toxic waste dump that needs to be demolished. Which one is it, Newsday & VA?
Whatever the answer, the Patients and Staff at this “Medical Center” all know that the end is near. Why doesn’t the VA build us a new Hospital? They have the land here in Northport (250 acres) for a 14-story main Hospital with four 2-3- story outbuildings complete with connected parking garages. The VA has the money; about $690 million would do it (their annual budget is $185 billion). It would take 1 ½ years to build and get up to speed. Then, the 90-year old buildings of the present “Center” can be demolished; along with the 40-year old main Hospital building. Don’t tell me it can’t be done on Long Island! The VA seems to have found the time and money for similar projects across the Country (six of them in the New York Metro area). What about the 180,000 Veterans out here on Long Island? We are not the “back-water” area you insist on calling us.

We will fight back, loudly, and soon!

"KNOCK IT DOWN!"