VA has faced questions about the timeliness, accuracy, and consistency of  its disability decisions. Training Complies with Some Accepted Practices, but VBA Does Not Adequately Evaluate Training and May Be Falling Short in Training Design and Implementation

To prepare newly hired staff to perform the tasks associated with  processing disability claims, VBA has developed a highly structured, three- phase program designed to deliver standardized training. For example, VBA has taken steps  to align training with the agency’s mission and goals. Further, we found that VBA’s training program for new claims processing  staff appears well-designed, in that it conforms to adult learning principles  by carefully defining all pertinent terms and concepts and providing  abundant and realistic examples of claims work. However, while VBA has developed a system to collect feedback from new  claims processing staff on their training, the agency does not consistently  collect feedback on all of the training it provides. Moreover, both new and experienced claims processing staff we  interviewed reported some issues with their training. A number of staff  told us the TPSS was difficult to use, often out-of-date, and too theoretical. Some claims processing staff with more experience reported that they  struggled to meet the annual training requirement because of workload  pressures or that training topics were not always relevant for staff with  their level of experience. Because it does not hold staff accountable, VBA is missing an opportunity  to clearly convey to staff the importance of managing their time to meet  training requirements, as well as production and accuracy goals. VA’s Performance Management System Generally Conforms with Accepted Practices, but May Not Clearly Differentiate among Staff’s Performance Levels

VA’s performance management system for claims processors is consistent  with a number of accepted practices for effective performance  management systems in the public sector. For example, the elements used  to evaluate individual claims processors—such as quality, productivity,  and workload management—appear to be generally aligned with VBA’s  organizational performance measures. Systems that do not make meaningful distinctions in performance fail to  give (1) employees the constructive feedback they need to improve and (2)  managers the information they need to reward top performers and address  performance issues. In fact, at least 90 percent of all claims processors in the regional offices  we visited ended up in only two of the five performance categories in  fiscal year 2007: fully successful and outstanding (see fig. It needs to  devote more attention, however, to ensuring that its training and  performance management systems are better aligned to equip both new  and experienced staff to handle a burgeoning workload. Specifically, in  our May 2008 report, we recommended that VA should collect feedback  from staff on training provided in the regional offices in order to assess  issues such as the appropriateness of the 80-hour annual training  requirement and the usefulness of TPSS. GAO-08-473T. Major Management Challenges and Program Risks: Department of  Veterans Affairs. Veterans’ Benefits: Claims Processing Timeliness Performance Measures  Could Be Improved. Veterans’ Benefits: Training for Claims Processors Needs Evaluation.
Why GAO Did This Study

The Department of Veterans Affairs' (VA) disability claims process has long been a subject of concern because of long waits for decisions and large backlogs of claims pending decisions. To address these issues, VA has hired almost 3,000 new claims processors since January 2007. However, adequate training and performance management are essential to developing highly competent disability claims processors and ensuring that experienced staff maintain the skills needed to issue timely, accurate, and consistent decisions. The Subcommittee on Disability Assistance and Memorial Affairs, House Veterans' Affairs Committee asked GAO to present its views on 1) VA's training for its claims processors and 2) VA's performance management of this staff. This statement is based on a May 2008 report on VA's training and performance management (GAO-08-561) and has been updated as appropriate.

What GAO Found

Training for VA disability claims processors complies with some accepted training practices, but VA does not adequately evaluate its training and may have opportunities to improve training design and implementation. VA has a highly structured, three-phase training program for new staff and an 80-hour annual training requirement for all staff. GAO found that VA has taken steps to plan this training strategically and that its training program for new staff appears well-designed and conforms to adult learning principles. However, while VA collects some feedback on training for new staff, it does not collect feedback on all the training conducted at its regional offices. Moreover, both new and experienced staff reported problems with their training. Some new staff told us a computer-based learning tool is too theoretical and often out of date. More experienced staff said they struggled to meet the annual 80-hour training requirement because of workload pressures or could not always find courses relevant given their experience level. Finally, the agency does not hold claims processors accountable for meeting the annual training requirement. VA's performance management system for claims processing staff generally conforms to accepted practices. For example, individual performance measures, such as quality and productivity, are aligned with the agency's organizational performance measures, and VA provides staff with regular performance feedback. However, the system may not clearly differentiate among staff performance levels. In each of the regional offices we visited, at least 90 percent of claims processors were placed in just two of five overall performance categories. Broad, overlapping performance categories may deprive managers of the information they need to reward top performers and address performance issues, as well as deprive staff of the feedback they need to improve