Showing posts with label corruption. Show all posts
Showing posts with label corruption. Show all posts

Saturday, June 12, 2021

SECOND LARGEST BUDGET...WORST PERFORMANCE

 NOT ALL THE BAD GUYS ARE IN JAIL

STEEPED IN CORRUPTION FROM THE START

A Veterans Administration Medical Center – Northport, NY


the land purchase & occupation:

1925

Construction1926-1927

First occupants

1928

@@@

The Observer
The Northport VA Medical Center

May 29, 2020

Teresa Reid is curator for the Northport Historical

Society, author of the book Northport, and a

columnist for The Observer.

Northport VA Medical Center

Shortly after WWI, it became apparent to Congress that the returning veterans were not able to obtain the proper medical and psychological treatment they needed and deserved. To rectify this situation, President Harding established the US Veterans Bureau in 1921, which assigned Public Health Service hospitals to the new agency’s control. 

Under the supervision of Brigadier General Frank T. Hines, a committee was formed to choose a site in the New York area for a new modern and specialized health care facility. In 1925, the committee, after scouting hundreds of locations in the tri-state area chose the small, picturesque village of Northport. 

Residents, having learned plan to purchase 522 acres of farmland in the Middleville area, rallied together in protest. Public hearings were held where citizens voiced their concerns about another such hospital, like the one in King’s Park and Islip, coming to Suffolk County. The people in attendance thought land values would decrease, businesses would suffer, and traffic would stress the small unpaved roads. A resolution was drawn up and sent to the NY Representatives. Two weeks later, a delegation from Northport led by Mr. R. B. Jones, went to Washington DC and appeared before the Federal Board of Hospitalization. Among the list of disputes: the land was too expensive. Why had the Federal Government paid $350 an acre, double the going rate? 

The property once owned by Rinaldo Sammis (hence Rinaldo Road), was then owned by Mrs. Inez Todd Hodges. Just before the land purchase though, the land became the property of rich and powerful copper industrialist Ryan [1], who had made a fortune during the war. It seems that, for reasons unknown, Mrs. Hodges was in debt to Mr. Ryan for over $100,000. They struck a deal. He would sell the land for her to pay off her debt and anything over the debt amount, would be extended to her. Ryan sold the property to the government at the inflated price, perhaps because of powerful friends doing a favor, Mrs. Hodges never saw a dime, and Northport resident’s concerns fell on deaf ears.

Construction began in August of 1926. The plan of the Medical Center is based on the standard set plan developed by the Veterans Bureau in Washington DC for all such facilities in the U.S. Between 1920 and 1946, the Bureau built 50 Veterans’ hospitals across the country, constituting the most ambitious and most advanced health care delivery system in the world at the time.

The original Medical Center in Northport was built for $3,386,518. The 956-bed facility offered a campus-like setting with beautiful landscaping, out-door recreational facilities and paved roadways. The exterior design was approved at the highest level of the VA in Washington but reflected the historical nature of Northport Village. Thus, the style selected, Georgian Colonial home, is unique among the VA system. 

The first patients were admitted on April 16, 1928 with Doctor George F. Brewster as the Medical Officer in Charge and the Center soon became a source of pride for Northport.

Patients received the most current treatments and therapies of the time, there were no bars on the windows, there was a swimming pool, large porches, and community dining rooms. All the cooking was done with electricity in the large kitchen. A large recreation room seated 1,000 patients, contained a stage, scenery, and dressing rooms. The Center was equipped with x-ray machines, a research lab, and an operating room. Dental care was also offered. It became its own little community, with farms, a fire department, general store, mechanic shop and its own baseball team, the “Wildcats.”

Patients were kept busy with occupational and agricultural therapeutic programs, such as carpentry, textile making, painting and farming. They ate the fresh vegetables they grew, including potatoes. They also had “chores” taking care of gardens or working in the stables. Chickens, pigs and sheep were raised for research purposes. Many of these programs lasted until the 1960s.

During WWII, many activities were curtailed due to fuel shortages, however the hospital maintained a “Victory Garden.” Many employees joined the armed services and as a result military personnel were assigned to fill the vacancies. One of the enlisted men assigned to the hospital was actor Sidney Poitier. After the war the hospital’s ecumenical chapel was built as a gift from the readers of the New York Journal American.

In the 1950s, Northport’s hospital was one of the first psychiatric hospitals to treat patients with newly discovered drugs and was pioneering programs like group therapy and community out-placement, earning them an award for its accomplishments. After the Korean and Vietnam Wars the increasing number of veterans forced the Medical Center to expand, providing general medical and surgical care. Many new buildings were constructed, and the farm-setting community atmosphere changed dramatically, however, patient care was always their number one goal. 

In the decades that followed, the Northport Veterans Medical Center has had to continually adapt to change as it finds itself doing once again during the Covid-19 Pandemic. On March 27th the VA released its Covid-19 response plan and announced its “Fourth Mission”, a plan to help the U.S. combat the virus. 

Reference(s):

[1] - John Dennis Ryan (October 10, 1864 – February 11, 1933) was an  

         American industrialist and copper mining magnate. He served as

         President of the Anaconda Copper Mining Company and was a founder

         of the Montana Power Company.

LINK:   https://teresareid.com/f/the-northport-va-medical-center

United States Third Generation Veterans Hospitals, 1946-1958

Investigation into Veterans Administration Practices, 1945 The condition of these Veterans Administration facilities led to a public demand that returning veterans deserved only the best, modern facilities, and not the old-fashioned hospitals of the past. In early 1945, Albert Deutsch, a journalist with a particular interest in the care of the mentally ill, published a series of articles in the New York City newspaper PM that criticized the medical care provided by the Veterans Administration. Deutsch conducted a survey of multiple VA facilities and interviewed VA staff including General Hines, lower-level employees, doctors, and members of veterans’ groups. Deutsch identified multiple problems within the Veterans Administration, including a “medieval attitude towards medicine” that discouraged young doctors from joining the VA, limited medical research, a massive bureaucratic system that restricted the time doctors spent with patients, and “undue kowtowing” to political pressures. 60 While Deutsch acknowledged that the Veterans Administration likely did not suffer from the same corruption that had triggered the scandal that led to the Hines appointment in 1923, he condemned the administrator’s ability to provide the necessary medical care for the veteran population. At one point, Deutsch suggested Hines must adhere to the tenets of Christian Science, a faith reliant on prayer over medicine for healing, as it could be the “only logical explanation for his otherwise incomprehensible antagonism to medicine.” Hines responded he was Episcopalian.61 Deutsch identified multiple ways to fix these problems. Suggestions included creating a VA medical corps independent within the Veterans Administration, constructing new hospitals in urban areas near medical schools, forging connections with medical schools to ensure the Veterans Administration’s doctors were aware of the latest research and medical innovations, allowing young doctors to intern at Veterans Administration hospitals, convincing the American Medical Association to permit the VA’s doctors to join, hiring African-American doctors and nurses, and “break[ing] down the isolationist tradition in the VA system.”62 These charges and calls for an investigation were echoed in other publications, including the Journal of the American Medical Association, Cosmopolitan magazine, and the New York Times, which claimed “more attention has been devoted to the construction of monumental hospital buildings than to the standards of care within them.”63 The New York Times summarized the complaints alleged “brutal treatment, unwarranted overcrowding, neglect, improper care, poor food, bad sanitation, and inferior medical care.”64 The Veterans Administration responded with denials, but acknowledged there may be isolated incidents that were the result of issues with under staffing rather than a systemic problem.

References:

60 Alfred Deutsch, “Vets’ Setup Needs Revamping Now to Avert Scandal,” PM, January 7, 1945, 6.

61 Alfred Deutsch, “Program for Vets: Remove Hines,” PM, March 14, 1945, 8.

62 Deutsch, “Vets Setup,” 6; Alfred Deutsch, “Hospitals Should be Freed from Medical Isolationism,” PM, March 15, 1945, 5; Alfred Deutsch, “’Paper Work Doctors’ in Vet Hospitals Should be Freed to Relieve Shortage,” PM, March 16, 1945, 9.

63 Leo Egan, “Veteran Hospitals Widely Criticized,” New York Times, May 16, 1945.

64 Leo Egan, “Veterans Critical of their Hospitals,” New York Times, May 17, 1945.

reference:   United States Third Generation Veterans Hospitals, 1946-1958 (penndot.gov)


AND, ON, AND ON, AND ON………...”AD INFINITUM”.

Considering what has happened over the past twenty years, It appears absolutely nothing has changed: not the direction of the Hospital; not the upkeep of the buildings & grounds; not the treatment of employees; not the management of outside contractors; not the treatment of medical students and interns; and above all, not the treatment of Veterans.

1] May, 2016

Northport VA Hospital Forced to Shut Down Operating Rooms

Kristina Rebelo

{!! Guess what? It did happen, again. Luckily their portable A/C units, which had been rented (about $30,000 per month). This was a much shorter outage due to their previous experiences.}

2] September/2016

Deaths, Fraud Allegations and an Inquiry into the Long Island Veterans Hospital 

3] April, 2018

Schumer: Northport VA needs $15M in emergency repairs

By Sara-Megan Walsh

“Standing in front of Northport Veterans Medical Center’s shuttered homeless shelter on Monday morning, U.S. Sen. Charles Schumer (D-NY) said the center requires $15 million in emergency repairs to its heating and air-conditioning systems. Or, it faces the possibility of closing more buildings and its operating rooms again this summer.  

4] June, 2019

Head of Long Island VA hospital quits after year on the job

The VA hospital has been without a full director since Scott Guermonprez left abruptly…”           

The list of all things anti-Veteran and anti-employee is enormous. Even a long time researcher would be overwhelmed by uncovering the scabs at the Northport VAMC over the 100 years of its existence.

 

 

Thursday, January 28, 2021

 I POSTED THIS ARTICLE BACK IN 2016. FROM WHAT I CONTINUE TO EXPERIENCE AT THE NORTHPORT, NY VA MEDICAL CENTER, ABSOLUTELY NOTHING HAS CHANGED.

Tuesday, September 27, 2016

Union Bosses, VA Bosses Rigging System for Failure

Military.com | Sep 05, 2016 | by Rep. Jeff Miller

U.S. Rep. Jeff Miller, a Republican from Chumuckla, Florida, 
is the chairman of the House Committee on Veterans' Affairs. 
The views expressed in this commentary are his own
****************************************************
A visitor leaves the Sacramento Veterans Affairs Medical Center 
in Rancho Cordova, Calif., on April 2, 2015. Rich Pedroncelli/AP

In an expletive-laden rant delivered earlier this year, a belligerent American Federation of Government Employees President J. David Cox threatened Department of Veterans Affairs Secretary Bob McDonald with physical violence.
Cox was "prepared to whoop Bob McDonald's a--," he said. "He's going to start treating us as the labor partner … or we will whoop his a--, I promise you," Cox continued.
McDonald's response? Absolutely nothing.
The exchange perfectly encapsulates the corrosive influence government union bosses are having on efforts to reform a broken VA. It's a never-ending cycle in which pliant politicians and federal agency leaders bow to the boss's' demands to preserve the dysfunctional status quo of our federal personnel system, which almost guarantees employment for government bureaucrats no matter how egregious their behavior.
The problem with union bosses like Cox is that they are more interested in protecting misbehaving VA employees than the veterans the department was created to serve.
The problem with VA leaders like McDonald is that, in their perpetual quest to placate big labor's powers that be, the taxpayers and veterans they are charged with serving are paying the price.
It's no wonder McDonald was silent after Cox's violent threats. Cox's bellicose behavior is precisely the type of employee conduct VA leaders and union bosses routinely defend.
Take the case of a VA Caribbean Healthcare System employee who AFGE helped to keep her job after she participated in an armed robbery. Unwilling to admit the crucial role AFGE union bosses played in helping the criminal keep her job, VA has offered a series of outrageous excuses in order to explain her continued employment. "There was never any indication that the employee posed a risk to Veterans or VA property," VA Under Secretary for Health David Shulkin said, adding that the employee couldn't be terminated for her armed robbery participation because it occurred in her free time. Really?
The fact that AFGE routinely defends the indefensible among VA employees is not surprising. After all, the organization's first loyalty is to government workers above everyone else. What's disappointing, however, is VA leaders' refusal to challenge AFGE and its tactics. VA's silence is more proof that the bosses -- both VA and union -- are all part of the same system, which specializes in protecting its own.
Consider how VA safeguarded two senior bureaucrats when the department's inspector general caught them orchestrating a scheme to rake in thousands in taxpayer-funded relocation benefits.
According to the IG, VA regional office directors Diana Rubens and Kimberly Graves inappropriately used their authority, enabling them to benefit from a total of more than $400,000 in taxpayer-funded relocation payments. Rubens, alone, received more than $274,000 in benefits to make the roughly three-hour move from Washington, D.C., to Philadelphia. That's almost $100,000 per hour of driving.
When alerted to Rubens' and Graves' conduct, VA's inspector general made criminal referrals to the Department of Justice, while VA leaders went out of their way to allow them to keep their jobs, as well as the benefits they collected as part of the scheme. VA Deputy Secretary Sloan Gibson even expressed confidence in the pair's leadership abilities and said keeping them on the payroll as regional office directors was "the morally right thing to do."
For VA and union bosses, however, it's about more than just protecting their own. They are also actively fighting to protect VA's broken status quo.
Case in point is the Veterans First Act, a Senate bill that was ostensibly designed to address the department's number one problem: its widespread and pervasive lack of accountability for misbehaving employees.
AFGE union bosses got their hands on an early draft of the legislation and demanded that senators water down the bill in four key areas. After senators made all of the changes the union bosses had dictated, AFGE endorsed the bill.
Once the union bosses gave the revised Veterans First Act their stamp of approval, McDonald began rallying support for the legislation.
McDonald's sudden support for the Veterans First Act marked a remarkable change of heart for him on the subject of VA accountability. Previously, McDonald's VA had opposed almost every bill that would have attempted to meaningfully help VA solve its accountability problems. Perhaps McDonald only supports accountability reforms that union bosses have had the chance to render toothless.
And so it goes at VA, where union and VA bosses fight to maintain a system in which corrupt and incompetent employees have more rights than the veterans they are charged with serving.
Meanwhile veterans and taxpayers are paying the price.

Sunday, July 10, 2016

Statement by Secretary of Veterans Affairs Robert A. McDonald on the Commission on Care Report

From The VA Office of Public and Intergovernmental Affairs
07/06/2016 7 7; 74 AM EDT


WASHINGTON - Today, Secretary of Veterans Affairs Robert A. McDonald released the following statement on the Commission on Care final report. The report is available here.
"On behalf of the Nation's 22 million Veterans and the Department of Veterans Affairs, I thank the members of the Commission on Care for their hard work over the past year. The Commission has produced a wide-ranging set of recommendations on reforming the Veterans Health Administration, and VA looks forward to reviewing and considering these recommendations as we ensure that we remain true to our mission to serve and honor the men and women who are America's Veterans.
"While we will examine the report closely over the coming weeks and respond in a more detailed fashion, I am pleased to see that many of their recommendations are in line with our MyVA efforts to transform the VA into a Veteran-centric organization. Necessary transformational progress has been under way for the past two years, increasing access to health care and improving the Veteran experience of VA. This past March, VA set a new record for completed appointments: 5.3 million inside VA, 730,000 more than in March 2014. We also issued twice as many authorizations for care in the community than in March 2014. Clinical workload is up 11 percent in the past two years. Nearly 97 percent of appointments are now completed within 30 days of the Veteran's preferred date; 22 percent are same-day appointments; average wait times are five days for primary care, six days for specialty care, and two days for mental health care. Nearly 90 percent of Veterans surveyed say they are "satisfied or completely satisfied" with the timeliness of their appointments. "However, until all Veterans say they are satisfied, I won't be satisfied. Nobody at VA will be satisfied. But our progress so far proves that VA's current leadership, direction, and momentum can produce the necessary transformation, as VA has already demonstrated in reducing the backlog of disability compensation claims by 90 percent since 2013.
"We know we can't complete the job without help from our partners. For that reason, I look forward to continuing to work with Congress, Veteran advocates, and Veterans themselves to identify further ways to improve VA.
"There are some things that can be done right now to help us continue our progress. Congress must act on our proposals to consolidate our Community Care programs, modernize and reform the claims appeals process, and pass the bi-partisan Veterans First Act. The window of opportunity is closing fast, but if Congress acts before leaving town this month, 2016 will be the year the nation turned the corner for Veterans.
"In the meantime, as we review the recommendations of the Commission, we will continue to look for other ways to build on the progress we've made to date and ensure we are doing everything possible to faithfully serve those who have served this country."

http://www.va.gov/opa/pressrel/pressrelease.cfm?id=2800

Tuesday, June 28, 2016

LOCAL VA MEDICAL CENTER - A LOOK BEHIND THE CURTAIN

- Recent revelations just the tip of the iceberg
A number of issues have surfaced, lately, concerning our local Department of Veterans Affairs Medical Center in Northport, NY. The most recent of which has been the controversy and apparent cover-up of the closing down of all the Operating Suites at the Medical Center. I was hearing rumors, then being told by reliable sources inside the Hospital, about the true nature of the closings and the true nature of the reason for the closings. The “management” would have us all believe that miniscule particles of rust were occasionally emerging from the climate control air ducting in the ceilings. A plausibly deniable reason was given for this phenomenon and all further communication went oddly silent. Fortunately for our Veteran Community, this didn’t last too long before the local Press and our local Congressmen got a hold of it. Once that hit the fan, the “problem” was  remedied in the matter of days; after languishing in limbo for four months. What most of the Veterans thought was actually coming out of those ceiling vents, black mold, has been corroborated by the same reliable sources.
It hurts me to say that since that whole fiasco, I have been made aware of some more equally (if not more) damaging information regarding the “management” of this Medical Center. I have been pulled aside and given a detailed insight to other deeds of mismanagement, which, in my opinion,  may border on illegal and criminal. I have corroborated these tidbits of information with other sources, and to a person, what were just rumors have been confirmed as standard operating procedure here at the Northport VAMC. I have also been directed, as a Veteran stakeholder, to bring these allegations and/or practices to the attention of the United States Office of Special Counsel. From what I have been told, the Veterans Affairs Office of the Inspector General is singing the Company tune, drinking the Kool-Aide, and is completely incompetent in dealing with type and amount of corruption inside this Bureaucracy. The Office of Special Counsel is primarily a layer of protection for governmental whistleblowers. If this is the case, consider me a governmental whistleblower.




So much for the appetizer; now, for the main course and some red meat;
v  Medical Department Heads and Senior Staff have been either showing up for work visibly intoxicated, or becoming so during the workday. I’m sure CARF, the nonprofit accreditor of health and human services (http://www.carf.org/home/), the Centers for Medicaid and Medicare Services (CMS) (https://www.cms.gov/), and the Healthcare Facilities Accreditation Program (HFAP) ( http://www.hfap.org/)  would be very interested in looking into this. And, how about the local and National Press; just to name a few......
v  The aforementioned may be unethical at many levels, but this next situation has to border on criminal. I have been told that there are at least a handful of medical Doctors who are being paid a full-time salary at the VAMC, Northport, and are not required to show up for work. Indeed, they are enjoying the fruits of private practice, and earning a full paycheck from that source. Forget about Hospital Accreditation Agencies, I have a sneaking suspicion that the United States Judicial System might be very interested in taking long, hard look at these allegations.
As it is said in the business, “Watch this space!”
As the title mentions, this is just the tip of what may be a very large iceberg. It seems, the deeper you dig into the inner workings of our Veterans health care system, the more devastating unethical and criminal practices you find. There are the obvious short-term solutions to these problems, but what is needed is a complete overhaul and long-term solution to what is ailing our Veterans’ National health care system under the U.S. Department of Veterans Affairs. I have looked at this situation for the past five years. I have tried to come up with the root cause of the problems, and the long-term solution that will right this ship. After all, our Nation’s Veterans are depending on a health care system that works as advertised and promised; they deserve no less for the service they have provided us all.
What I think I have discovered is that the very structure of the Department of Veterans Affairs,  especially the Veterans Health Administration (VHA), is what leads to a certain bureaucratic culture that necessarily breeds incompetence, unethical behaviors, arrogance and indifference toward its clientele. I don’t want to make this a blanket condemnation of each and every VA employee, but I have to say, based on observation, these personnel characteristics seem to run deep throughout the entire system.
A primary premise in coming up with a cure is the undeniable fact that the vast majority of this Nation’s Veterans do not feel comfortable, or understood, when dealing with private sector medical and mental health care. So, instead of trashing the entire system, let’s try to reorganize this Department in such a way that will enable it to properly and efficiently serve our Veterans. We do not need to reinvent the wheel; all the necessary parts already exist. A proper reshuffling of the deck is something that can realistically be done, and done in a relatively short period of time. Once I have gotten a foothold in Congress with my Mandatory Military Separation Transition Program (MMSTP), I am going to focus full-time on putting together a blueprint for reorganizing the Department of Veterans Affairs. If you can change the structure, you can change the culture. Hey, somebody has to do it!


 My  UN-healthevet