Inspection of the VA Regional Office Seattle, Washington

In October 2016, we evaluated the Seattle VARO to determine how well VSC staff processed disability claims, how timely and accurately they processed proposed rating reductions, how accurately they entered claims-related information, and how well they responded to special controlled correspondence. VSC staff did not consistently process two types of disability claims. We reviewed 30 of 821 veterans’ TBI claims and found that RVSRs incorrectly processed three. We also reviewed 30 of 71 veterans’ SMC claims and found that RVSRs incorrectly processed four. RVSRs inaccurately processed seven of 60 veterans’ disability claims reviewed, resulting in 10 improper monthly payments to three veterans totaling approximately $23,900. Errors occurred due to TBI cases being assigned to RVSRs not on a specialized team responsible for working TBI cases. SMC errors were generally due to ineffective training, including training on effective dates to pay benefits. VSC staff generally processed proposed rating reductions accurately but they needed to prioritize workloads to ensure timely action. We reviewed 30 of 836 proposed rating reduction cases and found staff delayed or incorrectly processed 12. Delays were due to prioritization of other workloads and resulted in about $78,400 in overpayments. VSC staff needed to improve the accuracy of claims-related information input into the electronic systems at the time of claims establishment. We reviewed 30 of 2,027 established claims and found that Claims Assistants and VSRs did not correctly establish four because of ineffective training. The potential existed for claims to be misrouted and processing to be delayed. VSC staff needed to improve timeliness and accuracy in the processing of special controlled correspondences. We reviewed 30 of 381 special correspondences and found staff incorrectly processed 14 because of a lack of training and inadequate oversight. Thus, congressional staff were not timely made aware of the status of cases about which they had inquired, and VBA staff would not be able to review issues pertaining to timeliness and accuracy of such correspondence in the veterans’ electronic claims folders. We recommended the Director implement plans to provide refresher training for TBI, effective dates, special controlled correspondence, and establishing claims in the electronic record. We recommended the Director ensure TBI claims are assigned to qualified RVSRs and RVSRs follow VBA policies for processing TBI and SMC claims. We recommended the Director prioritize benefit reductions and provide oversight of special controlled correspondence. The Director concurred with our recommendations. Management’s planned actions are responsive.