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AFMD-82-86 1 (1982-07-13)

handle is hein.gao/gaobabmmp0001 and id is 1 raw text is: 


                  UNITED STATES GENERAL ACCOUNTING OFFICE
                             WASHINGTON, D.C. 20548


-iUMAN RESOURCES
  DIVISION

     B-208080                                       JULY 13,1982


     Ms. Dorothy L. Starbuck              1111111
     Chief Benefits Director
     Department of Veterans
       Benefits                        119105
     Veterans Administration

          Subject: : VA Claims Processing Improvements Can Aid In
                    'Improving Productivity ( GAO/AFMD-82-86)

     Dear Ms. Starbuck:

          We have recently concluded the onsite portion of a produc-
     tivity review of the Veterans Administration's compensation, pen-
     ,ion, and education benefits claims processing function. As a
     [art of that review, we were able to identify a number of opera-
     tional changes that could lower costs and improve timeliness. Your
     staff has been aware of our work, and in December 1981 we w.ere con-
     tacted by a member of the task force you recently activate- to im-
     prove the claims process. We were asked if we could prov     . sug-
     gestions to the task force that they might consider in th     work.
     In response, we met with members of the task force and oth-_-s in
     February 1982, and orally presented about half of the method and
     procedural changes we had developed--the others were not yet suf-
     ficiently developed to be included. This letter transmits to you
     the entire series of 17 suggested improvements. (See encl. I.)
     Enclosure II provides details about the objectives, scope, and
     methodology of our review.

          Some of these suggestions originated from discussions our
     staff had with individuals who were working directly with claims.
     Some were developed from our own ideas on how the claims process
     might be improved. Still others were obtained through observing
     good practices that were followed in certain locations but not in
     others. Consequently, not all of these suggestions will benefit
     all locations--some have already been implemented at some stations.
     Further, some improvements have already been made as a result of
     suggestions we made while visiting the locations. However, we
     believe the potential for considerable cost savings still remains
     from broad adoption of these operational changes. For example, the
     potential savings could be more than $7.0 million per year from just
     two operational changes:


(910334)

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