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The rapidly rising costs of health care, along with an increasing concern for the quality of care and the safety of patients, are driving health care organizations to use information technology (IT) to automate clinical care operations and their associated administrative functions. Among its other functions, IT is now being used for electronic medical records, order management and results reporting, patient care management, and Internet access for patient and provider communications. It also provides automated billing and financial management. The Ranking Minority Member of the Senate Committee on Health, Education, Labor, and Pensions asked GAO to identify cost savings and other benefits realized by health care organizations that have implemented IT both in providing clinical health care and in the administrative functions associated with health care delivery. GAO analyzed information from 10 private and public health care delivery organizations, 3 health care insurers, and 1 community data network. The 10 health care delivery organizations reported 13 examples of cost savings resulting from the use of IT, including reduction of costs associated with medication errors, communication and documentation of clinical care and test results, staffing and paper storage, and processing of information. Other benefits included improved quality of care, more accurate and complete medical documentation, more accurate capture of codes and charges, and improved communications among providers that enabled them to respond more quickly to patients' needs. All three insurers reported examples of reduced costs and other benefits resulting from improvements in electronic claims processing and the use of technology to enhance customer service. Benefits included increased staff productivity, improved timeliness in processing claims, improved customer satisfaction, and improved clinical care to members. One community data network established a regional exchange of health care data among physicians, hospitals, insurers, and others in the community, demonstrating that information can be exchanged securely and affordably while improving the quality and reducing the cost of health care. It expects to realize over $7 million in benefits for participating organizations. Other expected benefits include fewer admissions to the emergency department, reductions in staff time spent handling test results, and avoidance of test duplication. [ABSTRACT FROM AUTHOR]

Testifying before Congress in 2002, military beneficiary groups and civilian managed care support contractors described problems with the processing of TRICARE claims for civilian-provided care. These problems included slow payments and procedures that made claims processing inefficient. The Bob Stump National Defense Authorization Act of 2003 required GAO to review improvements to TRICARE claims processing and continuing impediments to claims processing efficiency. Specifically, GAO describes (1) efforts to improve claims processing and changes in processing timeliness and (2) Department of Defense (DOD) procedures and data that continue to affect claims processing efficiency. To identify improvements to claims processing and impediments to processing efficiency, GAO analyzed 1999 and 2002 claims data for changes in processing timeliness. GAO also interviewed and analyzed claims processing documentation from DOD officials, managed care support contractors, and claims processors. In an effort to improve TRICARE claims processing, DOD and its managed care support (MCS) contractors have made changes that are designed to make it more efficient. First, they have jointly identified--and then eliminated or changed--certain DOD requirements they deemed inefficient and nonessential to accurate claims processing. For example, contractors are no longer required to hold claims with incomplete information and request the missing information from the provider or beneficiary. Instead, contractors may now return some claims with missing information. In another change, DOD eliminated preauthorization requirements for certain procedures and gave the MCS contractors more latitude for determining when preauthorizations are appropriate. To encourage providers to submit their claims electronically, DOD gave MCS contractors the authority to decide whether to adjudicate electronically submitted claims sooner than those submitted on paper. Further, MCS contractors have worked with their claims processors to implement new technologies for data input, claims routing, customer service, and claims submission. Finally, MCS contractors and their claims processors have improved the timeliness with which they process claims. In fiscal year 2002, claims processors processed over 97 percent of claims in 30 days or less--an improvement over fiscal year 1999, when 91 percent of claims were processed in 30 days or less. Although DOD and its MCS contractors have made changes to improve claims processing, some DOD procedures and inaccuracies in its data continue to create inefficiencies in TRICARE claims processing. Some DOD procedures may create inefficiencies by inadvertently increasing the demand for customer service, which claims processors are required to provide. Additionally, inaccuracies in DOD eligibility data--data that are needed to process TRICARE claims--can contribute to claims processing delays or rework if, for example, claims must be reprocessed when errors are identified. Finally, some DOD procedures lead to rework for claims processors, either in the form of reprocessing claims or reprogramming processing software. For example, when DOD makes program changes to TRICARE to alter or create a health benefit, it does not adhere to any schedule. In 2002, DOD made 123 program changes on 19 different dates throughout the year. Given the fact that implementing these changes often involves reprogramming and testing processing software, this approach can create rework for claims processors when DOD issues similar or related changes on separate occasions. [ABSTRACT FROM AUTHOR]

The article evaluates the mental health services offered to Department of State and U.S. Agency for International Development (USAID) employees and their eligible family members based overseas. It focuses on factors affecting provider workloads, challenges in delivering and accessing services, and State's monitoring of services. It also notes increased demand for mental health services due to factors like the war in Ukraine and the COVID-19 pandemic.

The article provides information about the steps taken by Federal Emergency Management Agency and U. S. Department of Homeland Security to improve various aspects of their operations, including providing additional information to disaster assistance applicants, improving the management of untimely liquidations, responsibilities for the referral and placement of unaccompanied children, and implementing oversight mechanisms for medical care in U.S. Customs and Border Protection's custody.

Health care is an information-intensive industry that remains highly fragmented and inefficient. Hence, the uses of information technology (IT)--in delivering clinical care, performing administrative functions, and supporting the public health infrastructure--have the potential to yield both cost savings and improvements in the care itself. In 2003, GAO reported on benefits to health care that could result from using IT--both cost savings and measurable improvements in the delivery and quality of care. GAO also reported on federal agencies' existing and planned information systems intended to support our nation's preparedness for and ability to respond to public health emergencies and the status of health care standards setting initiatives. Congress has asked GAO to summarize our work on reported benefits of the use of IT for health care delivery and on IT initiatives supporting public health preparedness and response. The use of IT can yield benefits in clinical care and associated administrative functions as well as in public health. Health care organizations reported that electronic medical records (EMR) improved the delivery of care because, among other reasons, more complete medical documentation was available to support the provider's diagnosis. In addition, EMRs could greatly facilitate the reporting of public health information associated with the early detection of and response to disease outbreaks. One hospital replaced outpatients' paper medical charts with EMRs, realizing about $8.6 million in annual savings. This hospital also established electronic access to laboratory results and reports, replacing its manual process for handling medical records and saving another $2.8 million a year. In addition, the lessons learned that were reported to us by health care organizations that have successfully implemented solutions could be used by other organizations to accelerate the adoption of health IT. These lessons recognize the importance of reengineering business processes, gaining users' acceptance of IT, providing adequate training, and making systems secure. Regarding public health, federal agencies identified 72 existing and planned information systems--34 surveillance systems, 18 supporting technologies, 10 communications systems, and 10 detection systems. For example, the Centers for Disease Control and Prevention is currently implementing its Public Health Information Network comprised of a number of disease surveillance and communications systems, including the Health Alert Network. This network is an early warning and response system that is intended to facilitate communication among federal, state, and local agencies during public health emergencies. GAO also reported that identification and implementation of health care data, communications, and security standards--which are necessary to support compatibility and interoperability of agencies' various IT systems--remained incomplete across the health care sector. To address the challenges of coordinating the many IT initiatives and implementing a consistent set of standards, GAO recommended last year that the Secretary of Health and Human Services develop a strategy for public health preparedness and response, to include setting priorities for IT initiatives and establishing mechanisms to monitor the implementation of standards throughout the health care industry. Since that time, progress has been made in identifying standards. The Office of Management and Budget's e-government initiative, the Consolidated Health Informatics initiative, has identified a number of standards to be applied to new federal development efforts and modifications of existing systems. This initiative is intended to promote the interoperability of information systems. However, implementing these standards across the federal government is still a work in progress. Until these standards are implemented, information-sharing challenges will remain. In April of this year, Executive Order 13335 established a National Health IT Coordinator and called for a strategic plan to guide the nationwide implementation of interoperable health IT. As this plan moves forward, it will be essential to have continued leadership, clear direction, measurable goals, and mechanisms to monitor progress. [ABSTRACT FROM AUTHOR]

The Department of Veterans Affairs (VA) requested and received $195 million for Hepatitis C screening and treatment in fiscal year 2000. VA's budget documentation showed that it had spent $100 million on Hepatitis C screening and treatment, leaving a difference of $95 million between its estimated and actual expenditures. However, GAO's review revealed that the difference was actually much larger--$145 million. VA's documentation showed that only $50 million was used for budgeted activities and $50 million was used for an activity not included in its original budget--treatment of conditions related to Hepatitis C. It appears that VA is unable to develop a budget estimate that can reliably forecast its Hepatitis C funding needs at this time. However, VA's Veterans Health Administration (VHA) appears to be taking reasonable steps to improve future budget estimates and thereby minimize the potential for large differences. Such steps include developing a Hepatitis C patient registry that could provide the critical data needed to improve budgetary estimates. However, this registry could take as long as 15 months to become operational, which suggests that it may not provide budgetary data in time to formulate the 2004 budget. In the meantime, VHA's ongoing efforts to upgrade its data collection systems should help improve budget estimates for fiscal year 2002. These efforts, however, have provided only minimal help in the development of VA's 2002 budget for Hepatitis C spending. As a result, it is not possible to conclude with certainty whether VA's fiscal year 2002 spending estimate of $171 million is appropriate. [ABSTRACT FROM AUTHOR]

The article discusses the issues on the adequacy of medical evidence collection in the Disability Determination Services (DDS) process in the U.S. It notes on the study conducted by the U.S. Government Accountability Office (GAO) to address the challenges in collecting medical records from Social Security Administration (SSA) and DDSs, obtaining high-quality consultative exams. The study shows that SSA regulations require DDSs to make every effort to help them from their medical providers.

The Department of Veterans Affairs (VA) and the Department of Defense (DOD) are engaged in ongoing efforts to share medical information, which is important in helping to ensure high-quality health care for active-duty military personnel and veterans. These efforts include a long-term program to develop modernized health information systems based on computable data: that is, data in a format that a computer application can act on--for example, to provide alerts to clinicians of drug allergies. In addition, the departments are engaged in short-term initiatives involving existing systems. GAO was asked to summarize its recent testimony on the history and current status of these long- and short-term efforts to share health information. To develop that testimony, GAO reviewed its previous work, analyzed documents, and interviewed VA and DOD officials about current status and future plans. For almost a decade, VA and DOD have been pursuing ways to share health information and create comprehensive electronic medical records. However, they have faced considerable challenges in these efforts, leading to repeated changes in the focus of their initiatives and target dates. In prior reviews of the departments' efforts, GAO noted management weaknesses, including the lack of a detailed project management plan to guide their efforts. Currently, the two departments are pursuing both long- and short-term initiatives to share health information. Under their long-term initiative, the modern health information systems being developed by each department are to share standardized computable data through an interface between data repositories associated with each system. The repositories have now been developed, and the departments have begun to populate them with limited types of health information. In addition, the interface between the repositories has been implemented at seven VA and DOD sites, allowing computable outpatient pharmacy and drug allergy data to be exchanged. Implementing this interface is a milestone toward the departments' long-term goal, but more remains to be done. Besides extending the current capability throughout VA and DOD, the departments must still agree to standards for the remaining categories of medical information, populate the data repositories with this information, complete the development of the two modernized health information systems, and transition from their existing systems. While pursuing their long-term effort to develop modernized systems, the two departments have also been working to share information in their existing systems. Among various short-term initiatives are a completed effort to allow the one-way transfer of health information from DOD to VA when service members leave the military, as well as ongoing demonstration projects to exchange limited data at selected sites. One of these projects, building on the one-way transfer capability, developed an interface between certain existing systems that... [ABSTRACT FROM AUTHOR]

The Department of Veterans Affairs (VA) provides rehabilitation services to legally blind veterans. These services are intended to help them acquire the skills necessary to become more independent. Almost all of VA's rehabilitation services for legally blind veterans are provided at Blind Rehabilitation Centers (BRC), an inpatient program. VA reported that the average length of time a veteran waited to be admitted to a BRC increased from 168 to 210 days from fiscal years 1999 through 2003. GAO was asked to examine the accuracy of veterans' wait times for admission to BRCs. GAO's objective was to determine whether the average wait times for veterans seeking admission to BRCs reported by VA were accurate. GAO reviewed VA policies and procedures for determining the average length of time veterans wait to be admitted to a BRC. GAO also visited 5 of VA's 10 BRCs to evaluate the reliability of the data used to calculate wait times. GAO found that the average length of time VA reported that veterans wait for admission to BRCs was inaccurate. Some data used to calculate wait times were incomplete or incorrect. For example, at one BRC GAO found that one or more of the data elements used to calculate the wait times--the date the BRC received the application, the earliest admission date offered to the veteran, and the date the veteran was admitted to the BRC--were missing from 31 percent of the records and incorrect in 13 percent of the records. GAO also found missing or inaccurate data at two other BRCs. In addition, GAO found that BRCs used different procedures for their calculations, which also contributed to the inaccurate average wait times. For example, two BRCs correctly ended the wait times calculations on the earliest admission date offered to the veteran, while the other three BRCs ended the wait times calculations on the date the veteran was admitted to the BRC. To enable VA to accurately assess wait times, it is essential for VA to develop more comprehensive instructions to calculate average wait times and for BRCs to adhere to them. [ABSTRACT FROM AUTHOR]

The article discusses information on the transition to alternative payment models by providers in rural, health professional shortage, or underserved areas. The government accountability office found that the Centers for Medicare & Medicaid Services (CMS) has developed and implemented new Medicare payment models, including alternative payment models (APM), in an effort to shift from paying providers based on the volume of care provided to the quality of care provided.

The article present a report from the U.S. Government Accountability Office (GAO) regarding improvement in activation cost of medical facilities by the Veterans Health Administration (VHA). Topics discussed include analyzing VHA's documentation on estimating activation costs; lack of processes and clear definitions for estimating total activation costs and for comparing actual expenses against estimates; and recommendation of GAO for define allowable activation expenses.

The article offers information related to a report for health service from the U.S. Government Accountability Office. Topics discussed include medicaid programs provided by Patient Protection and Affordable Care Act (PPACA); expansion in services following increases in health insurance coverage and collections; and selection of facilities to include a mix of federally operated and tribally operated hospitals and health centers in the U.S.

The article focuses on a report by the U.S. Government Accountability Office, which shows that actions are needed to strengthen oversight and coordination of health care for American Indian and Alaska Native veterans. Topics include American Indians and Alaska Natives (AI/AN) have served in the military at a higher rate than members of other racial groups, yet AI/AN veterans are more likely than other veterans to lack health insurance or have a service-connected disability.

The article offers a study by Veterans Health Administration (VHA) facilities to determine whether providers have the appropriate professional qualifications to provide care. Topics include how officials at VHA facilities responded to adverse-action information received through National Practitioner Data Bank (NPDP); and ensures that facility officials responsible for credentialing and hiring receive periodic mandatory training, and review providers who have an adverse action in NPDB.

The article presents a study from the U.S. Government Accountability Office (GAO) which found that the Centers for Medicare and Medicaid Services's implementation of payment rates for medical laboratory tests may lead to billions in excess payments. GAO recommends the CMS administrator to collect complete private-payer data from all laboratories required to report or address the estimated effects of incomplete data, use bundled rates for panel tests, and phase in payment-rate reductions.

The article presents a report by the U.S. Government Accountability Office, which examines the military departments' planning processes for determining operational medical personnel requirements, including an assessment of the mix of federal civilian, contractor, and active and reserve medical personnel. The findings include the U.S. Department of Defense (DOD), among other things assess the suitability of federal civilians and contractors to provide operational medical care.

The article discusses the U.S. Veterans Benefits Administration's (VBA) oversight of disability medical exam contractors. Contractors conduct disability medical exams to help determine a veteran's eligibility for disability compensation. It stresses the need for the VBA to develop and implement a plan for using data from the new exam management system to oversee contractors.

The article focuses on the report issued by the U.S. Government Accountability Office (GAO) concerning the Medicaid managed care in the country. Topics include the periodic payment per beneficiary given to the managed care organizations (MCO), the importance of managed care in helping states to better manage in using health care services and the efforts of the Centers for Medicare & Medicaid Services in assisting the states in addressing managed care issues.

The article focuses on the report from U.S. Government Accountability Office (GAO) related to modernizing Medicare's cost-sharing and also used summarized Medicare claims data from 2007 to 2014. It mentions GAO was asked to review how modernized cost-sharing designs would affect beneficiaries' costs and concerns about the design of Medicare fee-for service (FFS) cost-sharing. It also mentions Department of Health and Human Services provided technical comments on a draft of this report.

The article talks about the approaches of the U.S. Centers for Medicare & Medicaid Services (CMS) in managing fraud risks across its four principal programs such as Medicare, Medicaid, the Children's Health Insurance Program (CHIP). Topics discussed include its commitment for combating fraud in part by establishing a dedicated entity; rise in federal spending for the major health-care programs due to aging population; and its collaboration with federal, state, and private entities for the same.

The article discusses the U.S. Department of Defense' use of telehealth across its forces in the fiscal year 2016. Topics discussed includes percentage of providing and purchase of real time telehealth service encounters, number of military treatment facilities providing synchronous and asynchronous telehealth service to active duty personnel, and plan of expanding the use of telehealth across forces.

A report of the U.S. Government Accountability Office on Medicaid managed care Managed Long-Term Services and Supports (MLTSS) is presented. Topics discussed include the call for the Center for Medicare & Medicaid Services (CMS) to improve access and quality oversight of MLTSS programs in selected states, the characteristics of these programs, and the beneficiaries of MLTSS.

The article presents a report of the Government Accountability Office of the U.S. related to various federal programs which provide cash assistance, housing and health care to low-income individuals. It describes the ways in which the eligibility rules and benefits for selected federal low-income programs vary across the programs.

The article presents a report from the U.S. Government Accountability Office regarding efforts for quota reform at the Organization of American States. It mentions that organizations includes Organization of American States (OAS), Pan American Health Organization (PAHO) and the Inter-American Institute for Cooperation on Agriculture (IICA). It also mentions that these organizations promote democracy, security, health care, agricultural development, and scientific exchange.

The article focuses on the findings of the government agency Government Accountability Office (GAO) on the high risk review of several federal programs in the U.S. It provides overview of the focus of the review on federal management and oversight of Indian education, energy resources and health care. It also mentions GAO's findings and recommendations pertaining to energy resource management, health care, and education.

A report from the U.S. Government Accountability Office (GAO) on the weaknesses of government programs for Indian tribes managed by the Department of the Interior and the Department of Health and Human Services as of May 2017 is presented. Topics include the weaknesses identified in the management of education services and energy resources and and administering health care services. Also discussed GAO's recommendations to improve the programs.

The article discusses the study conducted by the U.S. Government Accountability Office (GAO) on the impact of the Patient Protection and Affordable Care Act (PPACA) on private health insurance markets in 2015 and 2016. Health insurance markets was found to be concentrated among a small number of issuers and that PPACA exchange plans was more concentrated among few issuers. Individual market consumers were also found to have access to health plans in 2015 compared to 2014.

The article presents information on a report by an independent agency of the U.S. Congress the Government Accountability Office (GAO) where it discusses the issue regarding the manangement of the Department of Veterans Affairs' health care system. It examines the orgnizational structure of the Veterans Health Administration (VHA) in the fiscal year 2014-2016.

The article offers information on the need for the U.S. Department of Health and Human Services (HHS) to strengthen its privacy and security guidance and oversight. Topics mentioned include the requirement in protecting privacy and security of health information under the Health Insurance Portability and Accountability Act of 19962 (HIPAA), vital infrastructure of the U.S., and the benefits of using health information technology.

The article discusses the efforts of the U.S. Department of Defense to improve the effectiveness and efficiency of its report on Military Health System in the country. It highlights the importance of establishing a standard for maintaining the clinical skills of medical providers. It also cites the productivity of active-duty medical providers in the health care facilities.

The article reports on the mental health care access standards of U.S. Department of Defense's (DOD) Military Health System (MHS). Additional standards for follow-up appointments in patients care such as psychological testing and assessment, psychotherapy, and inpatient psychiatric care, is offered. Also emphasized is the effort of DOD to deal with the coding problem and improve oversight of mental health access.

The article discusses required steps to improve patient access to waiting times of primary care in Indian Health Service (IHS) agency of the U.S. Department of Health and Human Services (HHS). It includes implementation of a modified open access scheduling system, communication with tribal members in their service areas and reports of outdated facilities with insufficient area. Also mentioned is the role of IHS in providing health care services at IHS facilities and hospitals.

The article discusses the efficiency and effectiveness of the U.S. government, as well as the opportunities to reduce fragmentation, duplication, overlap and achieve financial benefits. Topics include actions taken to improve efficiency and effectiveness throughout the federal government, like economic development, the Federal Emergency Management Agency (FEMA) Grants, and enhancing the efficiency of health care programs.

The article discusses the health care systems operated by the U.S. Veterans Health Administration (VHA), within the Department of Veterans Affairs (VA), and the needed actions to improve access of enrolled veterans to primary care. Topics include the growing demand for outpatient primary care services, enrolling for VHA health care benefits, and oversight of primary care access.

The article focuses on the National Institutes of Health (NIH) in the U.S. Information about the effect of additional data to develop the stewardship of clinical trials in NIH, is provided. It states the studies concerning the human subjects with the impact of interventions on health-related outcomes. Also mentioned is the NIH-wide recommendations for more analysis in institutes and centers (ICs).

A report on the significance for the Department of Defense and the Department of Veterans Affairs to address health difficulties and preparation from the U.S. Government Accountability Office (GAO) is presented. Topics discussed in the report include the Federal Health Care Center (FHCC) governance structure, local leadership problems, and the difficulties in integrating information technology and clinical operations.

A report on the necessary actions to improve detainee medical care management and oversight from the U.S. Government Accountability Office (GAO) is presented. Topics discussed in the report include the processes for detainee medical care provision, the limited data analysis of detention facilities, and medical care complaints.

The article presents a study made by the U.S. Government Accountability Office on the schemes that defrauded the federal health care programs. There are several cases shows including fraudulent billing, falsification of records to support the fraud scheme, and providers got involved with the illegal activity. The use of smart cards are involved on the schemes.

The article reports that according to a study conducted by Government Accountability Office (GAO), the Department of Health and Human Services (HHS) is needed to meet national needs. Topics discussed include HHS's planning efforts for ensuring an adequate supply and distribution of the nation's health care workforce and identifying any gaps between its workforce programs and national needs, and identifying actions to close these gaps.

The article offers information on a report conducted by the U.S. Government Accountability Office (GAO) on the oversight of primary care by the Department of Veterans Affairs (VA). Topics discussed include use of VA data for management of primary care, review of expenditure data to monitor primary care management by medical facilities, and the need for improvement of primary care service delivery.

The article offers information on a report conducted by the U.S. Government Accountability Office (GAO) on the oversight of primary care by the Department of Veterans Affairs (VA). Topics discussed include use of VA data for management of primary care, review of expenditure data to monitor primary care management by medical facilities, and the need for improvement of primary care service delivery.

The article discusses a report of the U.S. Government Accountability Office (GAO) to the Congressional Committees, regarding hospital value-based purchasing (HVBP) program as of October 2015. It mentions the program was administered by the Centers for Medicare & Medicaid Services (CMS) as part of the Patient Protection and Affordable Care Act (PPACA) evaluates hospital performance. It adds the effect of the program on Medicare payments to hospitals and quality of care provided by hospitals.

The article presents a report from the U.S. Government Accountability Office to U.S. Congressional requesters regarding additional actions required to improve eligibility verification of providers and suppliers of medicare service in the U.S. Topics include GMO's recommendation for incorporation of flags into its software by the U.S. Centers for Medicare and Medicaid Services (CMS), revision of its 2014 guidance for verifying practice locations by CMS, and active license to owned by physicians.

The article discusses a report issued by U.S. Government Accountability Office (GAO) related to results of Pioneer Accountable Care Organization Model from the first two years of establishment in Medicare in 2012 as a result of the U.S. Patient Protection and Affordable Care Act of 2010. It mentions establishment of the accountable care organizations (ACO) for providing incentives to health care providers to coordinate care for beneficiaries. It also describes the financial and quality results.

The article discusses a report issued by the U.S. Government Accountability Office to address concern over the U.S. Department of Veterans Affairs (VA) management and oversight of its health care system due to ambiguous policies and inconsistent processes. Topics discussed include increases in VA"s health care budget by the U.S. Congress, weaknesses in VA's ability to hold its health care facilities accountable, and limitations in the capacity of VA's existing information technology systems.

The article discusses a study by the U.S. Government Accountability Office concerning the U.S. Centers for Medicare & Medicaid Services' (CMS) management of Healthcare.gov, a health insurance exchange website operated under the U.S. federal government . The study examines efforts taken by CMS in addressing problems associated with deployment of Healthcare. gov. Also the study recommends the U.S. Department of Health and Human Services to improve its oversight of the Healthcare.gov.

The article discusses role of the U.S. Agency for Healthcare Research and Quality (AHRQ) from the Department of Health and Human Services (HHS) to distribute the comparative effectiveness research (CER). It highlights the significant of the health care law Patient Protection and Affordable Care Act's (PPACA) requirements for publicly available database development. It also emphasizes the coordination of HHS's Assistant Secretary for Planning and Evaluation (ASPE) to finance projects for CER.

The article focuses on the use of several types of information technology (IT) systems to support efforts to prevent and detect the improper payments. Ten U.S. states had implemented a Medicaid Management Information System (MMIS) for processing claims to support their program integrity efforts, and 7 states had implemented additional types of systems for specific needs.

The article discusses a report by the U.S. Government Accountability Office (GAO) on the need of coordination in nonemergency medical transportation (NEMT) service in the U.S. Topics include the federal programs that provide funding for NEMT services, funding from several agencies including the U.S. Department of Transportation, the U.S. Department of Health and Human Services and the U.S. Department of Veterans Affairs, and developing a strategic plan and issuing a cost-sharing policy.

The article focuses on the report of the U.S. Government Accountability Office, as of September 2014, on the management and operations of the federal agency Denali Commission's Office of Inspector General (OIG) for budgetary resources. It mentions that the report was reviewed as per government auditing standards. It mentions several programs run by the Commission such as energy, transportation, health facilities.