In their evaluation of the IDES pilot, DOD and VA concluded that, as of February 2010, the pilot had (1) improved servicemember satisfaction relative to the existing "legacy" system and (2) met their established goal of delivering VA benefits to active duty and reserve component servicemembers within 295 and 305 days, respectively, on average. While these results are promising, average case processing times have since steadily increased - for example, for active duty servicemembers, the average has increased from 274 days in February 2010 to 296 days in August 2010. At 296 days, processing time for the IDES is still an improvement over the 540 days that DOD and VA estimated the legacy process takes to deliver VA benefits to servicemembers. However, the full extent of improvement of the IDES over the legacy system is unknown because (1) the 540-day estimate was based on a small, nonrepresentative sample of cases and (2) limitations in legacy case data prevent a comprehensive comparison of processing times, as well as appeal rates.

In Feb. 2007, a series of Wash. Post articles disclosed deficiencies in the provision of outpatient services at Walter Reed Army Med. Center, raising concerns about the care for returning servicemembers. These deficiencies included a confusing disability evaluation system and servicemembers in outpatient status for years without a clear understanding about their plan of care. In response, the Army took a number of actions and DoD formed a joint DoD-VA Senior Oversight Comm. This statement provides info. on the near-term actions being taken by the Army and the broader efforts of the Senior Oversight Comm. to address longer-term systemic problems that impact health care and disability evaluations for returning servicemembers. Illustrations.

In Feb. 2007, a series of articles in ¿The Washington Post¿ about conditions at Walter Reed Army Medical Center highlighted problems in the military¿s disability evaluation system (DES). Subsequently, the Dept. of the Army, the DoD, and the VA undertook initiatives to address concerns with the DES. In 2007, the Army took steps to streamline its process, and DoD and VA began piloting a joint evaluation system to address systemic concerns abut timeliness and the potential inefficiency of having separate DES. This report examines: (1) recent actions by the Army to help servicemembers navigate its DES; and (2) the status, plans, and challenges of DoD and VA¿s efforts to pilot and implement a joint DES Includes recommendations. Illustrations.

Why GAO Did This Study. In February 2007, a series of Washington Post articles about conditions at Walter Reed Army Medical Center highlighted problems in the Army's case management of injured servicemembers and in the military's disability evaluation system. These deficiencies included a confusing disability evaluation process and servicemembers in outpatient status for months and sometimes years without a clear understanding about their plan of care. These reported problems prompted various reviews and commissions to examine the care and services to servicemembers. In response to problems at Walter Reed and subsequent recommendations, the Army took a number of actions and DOD formed a joint DOD-VA Senior Oversight Committee. This statement updates GAO's September 2007 testimony and is based on ongoing work to (1) assess actions taken by the Army to help ill and injured soldiers obtain health care and navigate its disability evaluation process; and to (2) describe the status, plans, and challenges of DOD and VA efforts to implement a joint disability evaluation system. GAO's observations are based largely on documents obtained from and interviews with Army, DOD, and VA officials. The facts contained in this statement were discussed with representatives from the Army, DOD, and VA.