
by James C. Sherlock
This authorโs unbroken experience over many years has been that majorities in the General Assembly have sought to protect the healthcare industry from competition (COPN) and leave it alone to operate as it sees fit. They have not wanted oversight because many of their largest donors and most influential constituents in the healthcare business have not.ย It has proven both embarrassing and enraging to watch.
Their constituents who are not in the business have had no idea how much danger that has put them in.
Over the authorโs 15 years of investigative reporting on healthcare in Virginia, it has proven difficult to build and maintain a consistent, integrated picture of state government oversight of program integrity. That traces to the fact that healthcare program integrity has not in that time been consistent, well-funded, or integrated in Virginia. Yesterdayโs headlines about issues in Portsmouth are the tip of the iceberg. We need to do much better.
Key pieces of the puzzle include:
- Who and how many in the Virginia government are responsible for overseeing government healthcare programs?
- If and how they exercise that responsibility;
- Their complaint, investigation, and reporting mechanisms;ย
- Their various authorities and responsibilities to sanction errors and fraud; andย
- The level of internal coordination within the Virginia government of those authorities, responsibilities, and actions.
All five change regularly, driven by both federal and state decisions, and program integrity oversight hasn’t worked well in Virginia yet. Websterโs defines a system as “a regularly interacting or interdependent group of items forming a unified whole.โ As defined there, Virginia has had no healthcare oversight system. There has been no “unified wholeโ.
Some of that is Virginiaโs fault, some not. Weโll look.
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