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Section I – Overview

Minister's Message

Jean-Pierre Blackburn,
Minister of Veterans Affairs and
Minister of State (Agriculture)

Veterans Affairs makes a difference in the lives of Canadians every day as we provide our Veterans with access to the benefits and services they so rightly deserve.

We are grateful for the commitment and courage of the men and women who have defended democracy and the ideals of Canada in the conflicts of the 20^th century and those of today. Our Canadian military personnel are being deployed around the world in operations such as humanitarian aid in Haiti and the Canadian mission in Afghanistan. Given this increase in international deployments, we are experiencing an increase in the number of modern-day Veterans, while the number of our traditional Veterans is dwindling. However, the latter are dealing with increasingly serious health issues that require progressively more care.

While we have a proud history of service excellence to our Veterans, we are in a period of transformation and renewal and our challenge is to make sure that our programs and services fully meet the varied and changing needs of our Veterans and other clients at all times. Work is well underway in virtually all areas of the organization to ensure we continue to provide and improve the support our Veterans and other clients need and deserve. We are modernizing our service delivery to ensure that we are able to meet their needs now and in the future, all the while continuing to provide access to quality services to our clients where and when they need them.

This past year, we commemorated the 60^th anniversary of the start of the Korean War and the 65^th anniversaries of D-Day and the Battle of Normandy, the Italian Campaign and the Liberation of Belgium. Sadly, Canada’s last known Veteran of the First World War, Mr. John Babcock, passed away on February 18, 2010 at the age of 109. While ensuring that the end of an era and the legacy of our war service Veterans were not forgotten, we focused on increasing recognition of our Canadian Forces Veterans and in-Canada remembrance activities. In a Government of Canada “first,” Veterans Affairs used new social media tools such as YouTube and Facebook to share our remembrance messages.

I am proud of Veterans Affairs Canada’s staff and their outstanding commitment to our war-service Veterans, Canadian Forces members and Veterans, Royal Canadian Mounted Police, and their families. All Canadians owe our Veterans, both past and present, a great debt and we are proud to serve them on your behalf, ensuring that their sacrifices and achievements are recognized and honoured.

It is my privilege to present the 2009-2010 Departmental Performance Report for Veterans Affairs.

 

 

Chair’s Message

John D. Larlee
Chair, Veterans Review
and Appeal Board

I am very pleased to report on the progress of the Veterans Review and Appeal Board in achieving our priorities for 2009-2010.

The Board’s objective is to ensure that traditional Veterans, Canadian Forces members and Veterans, Royal Canadian Mounted Police applicants and their families receive the disability benefits they are entitled to under the law.

To achieve this, we provide applicants with an independent appeal program for disability decisions made by Veterans Affairs Canada. The Board’s specialized program includes two levels of redress (review and appeal) for disability pension and disability award applications as well as the final level of appeal for War Veterans Allowance cases.

In 2009-10, members of the Board travelled to 31 cities across Canada to conduct in-person review hearings. These hearings provided applicants with their only opportunity to give oral testimony before the decision makers in support of their disability claims. Overall, the Board issued approximately 5,600 review and appeal decisions and focussed on delivering a fair and effective program for applicants.

The Board continued to work with representative organizations to bring cases forward to a hearing in a timely fashion. We introduced an annual calendar to identify our capacity for review hearings far enough in advance for representatives to fill the schedule. The Board also offered hearings by video conference as a convenient alternative and implemented the digital recording of review hearings. We will continue to embrace technology to support decision-making and to manage our workload for the benefit of applicants.

More often than not, the claims heard by the Board involve complex medical conditions and legal arguments. To support our staff and members, we provided regular training, targeted study tools and professional development sessions designed to address emerging issues related to the adjudication of claims.

On the communications front, the Board issued an annual update about our activities and took steps to update and reprint our foundation brochure for applicants. We also developed a plan to expand and enhance the content and organization of our Web site.

The Board also developed a Strategic Plan for 2010–2015. During the next five years, we will continue to deliver our program and look for improvements. We will strengthen our management practices and fulfill requirements for reporting and accountability as a separate legal entity under the Financial Administration Act. We will communicate regularly about our program, our activities and our performance. Together, these priorities will guide our efforts to improve our independent appeal program for applicants.

 

 

Raison d’être

Veterans Affairs exists to repay the nation’s debt of gratitude toward those whose legacy is the peace and security we enjoy as Canadians. Canada’s contribution to global peace and security has come at a heavy price to our Veterans and other clients. Our clientele includes traditional war Veterans from the Second World War and the Korean War, former and serving members of the Canadian Forces (CF), the Royal Canadian Mounted Police (RCMP) and certain civilians as well as eligible family members (survivors and dependants).

Responsibilities

Veterans Affairs is a Portfolio consisting of: Veterans Affairs Canada (VAC, the Department); the Veterans Review and Appeal Board (VRAB, the Board); and the Office of the Veterans Ombudsman (OVO).

Veterans Affairs Canada

VAC’s twofold focus is to provide access to client-centred services and benefits that respond to the needs of our Veterans and other clients, and to recognize and honour the contributions and sacrifices of Canadian Veterans.

VAC provides disability benefits and special awards to Veterans of the Second World War; the Korean War; Veterans with service prior to April 1, 1947; Canadian Forces Veterans and members; and former and serving members of the RCMP (under a Memorandum of Understanding). The New Veterans Charter (NVC) supports modern-day Veterans and their families to ease their transition to civilian life through access to a suite of programs which includes rehabilitation and vocational assistance services, career transition services, financial benefits, health benefits, and disability awards including death benefits. The Bureau of Pensions Advocates provides free legal advice and representation for individuals dissatisfied with decisions rendered by VAC regarding their disability benefits. VAC’s health care programs are designed to enhance the quality of life of Veterans and other clients, promote independence, and assist in keeping Veterans and other clients at home and in their own communities by ensuring a continuum of care. VAC provides Veterans and other eligible clients with access to treatment benefits, health care services such as advice and information, needs assessment, advocacy and referrals. The Veterans Independence Program (VIP) is a national home care program that helps Veterans and other clients remain in their own homes or communities for as long as possible. VAC supports Veterans in long-term care beds, either in community facilities, in Ste. Anne’s Hospital (the last remaining federal hospital administered by the Department), or in larger contract facilities where Veterans have priority access to beds.

The Department keeps alive the achievements and sacrifices made by those who served Canada in times of war, military conflict and peace and promotes an understanding of how they helped shape our country. VAC fosters remembrance of the contributions of Canada’s war dead and Veterans through its Canada Remembers Program which includes the maintenance and preservation of 14 memorial sites in Europe.

Veterans Review and Appeal Board

The Veterans Review and Appeal Board provides two levels of redress for disability pension and disability award applications and the final level of appeal for War Veterans Allowance decisions. The Board’s objective is to ensure that Canada’s war Veterans, Canadian Forces Veterans and members, Royal Canadian Mounted Police, qualified civilians and their families receive the disability pensions, disability awards and war veterans allowance to which they are entitled. The Board reports to Parliament through the Minister of Veterans Affairs and is completely independent of VAC.

Veterans Ombudsman

The Office of the Veterans Ombudsman helps Veterans and their families to address their concerns related to Veterans Affairs and the Veterans Bill of Rights. The Veterans Ombudsman is an independent officer who reports directly to the Minister of Veterans Affairs.

Program Activity Architecture

The diagram below illustrates the Portfolio’s Program Activity Architecture. Program activities and program sub-activities are aligned to the strategic outcomes. It reflects the results of policy research and analysis, periodic review of program effectiveness, ongoing dialogue with stakeholders, and the priorities and directions of the Government of Canada.

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Performance Summary

The following section contains a summary of the organization’s total financial resources, total human resources and a performance summary table which reports on the indicators and targets from the 2009–10 Report on Plans and Priorities to provide information on the progress achieved for each strategic outcome.

2009-10 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
3,364.1	3,531.0	3,412.2

2009-10 Human Resources (Full-Time Equivalents)

Planned	Actual	Difference
3,849	3,947	98

Strategic Outcome #1: Eligible Veterans and other clients achieve their optimum level of well-being through programs and services that support their care, treatment, independence, and re-establishment

Performance Indicators	Targets	2009-10 Performance
Percentage of Veterans and other clients who report satisfaction with the programs and services offered by Veterans Affairs Canada	85%	80% VAC conducted a National Client Survey of its Veterans and other clients including war service Veterans, Canadian Forces Veterans and members, retired and still-serving RCMP members and their survivors. Overall, 80% of Veterans and other clients who had contact with Veterans Affairs Canada during the 2009-2010 fiscal year were satisfied with the programs and services offered by Veterans Affairs Canada. Source: 2010 National Client Survey Client groups: War service Veterans, Canadian Forces Veterans and members, Royal Canadian Mounted Police and survivors
Percentage of war service Veteran clients who were assessed in the last year and who have either maintained or improved their overall health status	75%	52% – maintained or improved general health 87% – maintained or improved mental health As of March 31, 2010, VAC provides programs and services to 68,769 war service Veteran clients with an average age of 87. According to Statistics Canada, self perceived health declines as people age. VAC measured the self-reported general health status and the self-reported mental health status of its Veterans and other clients and the extent to which their health status changed over the past year. 87% of war service Veterans indicated that their mental health was "about the same" or had improved when compared to one year ago and 52% indicated that their general health was "about the same" or had improved compared to one year ago. Source: 2010 National Client Survey Client group: war service Veterans
Percentage of Canadian Forces Veterans and other clients participating in New Veterans Charter programs who report improved overall health status	15%	15% - improved general health 21% - improved mental health VAC’s New Veterans Charter (NVC) programs include disability awards, rehabilitation and vocational assistance services, career transition services, financial benefits and health benefits. One of the outcomes for the suite of New Veterans Charter Programs is that “CF Veterans will experience improved health status and functional capacity as a result of access to health care benefits and rehabilitation services. As of March 31, 2010, VAC had 21,419 Veterans and other clients participating in the NVC programs and of these 16% were participating in the Rehabilitation Program. The focus of the Rehabilitation Program is the reasonable restoration of client functioning, including mental and physical functioning. In the 2010 National Client Survey, 21%+ of the NVC Veterans and other clients surveyed indicated that their mental health was improved compared to one year ago; a further 65% indicated that their mental health was about the same. In terms of overall general health, 15% of the NVC Veterans and other clients indicated that their general health had improved over the past year while a further 52% indicated that their general health was about the same. Source: 2010 National Client Survey Client group: Canadian Forces Veterans participating in New Veterans Charter programs

($ millions)

Program Activity	2008-09 Actual Spending	2009-101				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Veterans Compensation and Financial Support	2,165.4	2,057.1	2,057.1	2,188.9	2,169.1	Income Security and Employment for Canadians Veterans Affairs improves the quality of life for Canadians through the provision of appropriate compensation for its Veterans and other clients.
Health Care and Re-establishment	1,121.1	1,162.7	1,162.7	1,185.8	1,104.3	Healthy Canadians Veterans Affairs improves the quality of life of Canadians through providing its Veterans and other clients with health benefits and rehabilitation services.

Strategic Outcome #2: Canadians remember and demonstrate their recognition of all those who served in Canada’s efforts during war, military conflict and peace

Performance Indicators	Targets	2009-10 Performance
Percentage of Canadians engaged in remembrance	15%	46% 46% of Canadians were engaged in remembrance in the past year of which 36% of Canadians said they attended remembrance ceremonies. Source: 2010 "Canadians’ Awareness, Engagement & Satisfaction with Remembrance Programming Survey" Client group: Canadian Public

($ millions)

Program Activity	2008-09 Actual Spending	2009-101				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Canada Remembers	45.6	44.8	44.8	49.7	38.9	A Vibrant Canadian Culture and Heritage Informing Canadians of our military history allows them to celebrate and commemorate the contributions of those who served Canada in times of war, military conflict and peace, and to understand how these men and women have helped and continue to help shape our society.

Strategic Outcome #3: Fair and effective resolution of disability pension, disability award, and War Veterans Allowance appeals from Canada’s war Veterans, eligible Canadian Forces Veterans and still-serving members, RCMP clients, qualified civilians and their families.

Performance Indicators	Targets	2009-10 Performance
Percentage of Veterans and other clients concerns that are effectively responded to	80% of complaints are responded to within 60 days	100% of complaints were actioned and completed within 60 days. Through the Board’s formal complaint process, individuals have an avenue to express concerns other than those related to the outcome of their decisions. Four complaints were received in 2009-10 (down from nine in 2008-09 and 14 in 2007-08). Information on the Complaint Process and the Code of Professional Conduct for VRAB Members is available from the Board’s inquiries staff or on the Web Site www.vrab-tacra.gc.ca.

($ millions)

Program Activity	2008-09 Actual Spending	2009-101				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Veterans Review and Appeal Board redress process for disability pensions and awards	16.6	11.2	11.2	12.3	12.1	Income Security and Employment for Canadians An independent program for resolving disability compensation and War Veterans Allowance decisions supports Canadians through ensuring fairness for applicants.

Strategic Outcome #4: Ombudsman recommendations advance Veterans Affairs’ fair and equitable treatment of eligible clients

Performance Indicators	Targets	2009-10 Performance
Percentage of cases and issues resolved through facilitation, observations and recommendations	100%	94% Of the 1,724 issues raised by stakeholders, 1,623 were processed at the Early Intervention level 89% were closed (1,569) 5% required investigation (94)
Number of cases resolved through informal resolution	85%	Actual Performance: Not assessed The OVO Client Survey and statistical sampling approach was not developed in 2009-10, but will be in place to garner client satisfaction and confidence levels to be reflected in the 2010-11 reporting period.

($ millions)

Program Activity	2008-09 Actual Spending	2009-101				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Office of the Veterans Ombudsman independent review and recommendations on individual complaints and systemic issues	4.6	5.8	5.8	6.0	5.2	Income Security and Employment for Canadians Canadians are assured that Veterans who have served their country will be afforded the benefits, services and support that are their due and that none will be left behind. Veterans are assured that the Ombudsman will address their concerns.

The following Program Activity supports all Strategic Outcomes within the Portfolio

Program Activity	2008-09 Actual Spending	2009-10 ($millions)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Internal Services	-	82.5	82.5	88.3	82.6

Contribution of Operational Priorities to Strategic Outcomes

Veterans Affairs has four strategic outcomes (two for Veterans Affairs Canada, one for the Veterans Review and Appeal Board, and one for the Office of the Veterans Ombudsman), six program activities and eight priorities.

After the 2009-10 Report on Plans and Priorities (RPP) was published, VAC adopted a new Five- Year Strategic Plan 2009-14 which restated its strategic priorities. While the 2009-10 RPP commitments can be aligned with these priorities, the priorities as published in the RPP are used in the following table for consistency in reporting.

Operational Priorities	Type	Status	2009-10 Report on Plans and Priorities Commitments	Links to Strategic Outcome(s)
Enhancing and adapting programs and services to meet the needs of our Veterans, serving members, other clients and their families (VAC)	Ongoing	Met all2	Conducted a full review of the Disability Benefit process. By March 31, 2010, the backlog of old applications was eliminated and an Action Plan was implemented to streamline administrative processes and improve wait times. Enhanced case management through a new National Case Management Strategy that: realigned workloads within client service teams; provided case managers with more decision making authorities; introduced a new case plan tool; and realigned resources to those areas with the greatest client demand. Re-aligned VAC services and benefits, policies and operational directives by service eligibility groups to ensure Veterans and other clients receive the appropriate services and benefits. Created the Afghanistan and Seriously Injured Unit to ensure that seriously injured individuals have immediate and ongoing access to VAC support. Provided low income Allied Veterans of the Second World War and the Korean War with access to War Veterans Allowance and associated assistance and health benefits. In partnership with the Department of National Defence, established 19 integrated personnel support centres on or near CF bases to provide still-serving and releasing CF with one-stop access. Continued partnership with DND on joint priorities, namely New Veterans Charter Review, Support to CF Families, Mental Health, Casualty and Transition Management, Access to Electronic Health and Administrative Records and Remembrance to ensure modern-day Veterans receive the benefits and services they need. Completed Ste. Anne’s Hospital renovations and commenced transfer discussions with the Government of Quebec. Implemented a single point of contact for staff requiring guidance or approvals in dealing with complex issues for Veterans and other clients. Implemented the Advocates Without Borders initiative to allow for more equitable distribution of cases among Bureau of Pensions Advocates offices and reduced turnaround times in the completion of client cases. Worked with the Federal Healthcare Partnership to enable other departments and governments to exchange health information with a pan-canadian network of electronic health records systems. When implemented, this network will facilitate VAC’s access to Veterans and other clients' medical information, reducing the time to render decisions and resulting in shorter wait-times for Veterans and other clients. Developed, and began to implement, a national plan to realign points of service to reflect changing client demographics. As part of this, introduced Service Without Borders, an initiative that allocates resources and workloads according to Veterans and other clients demand, not geography. Strengthened outreach to homeless Veterans and those at risk of homelessness. Initiated a number of reviews aimed at improving wait times and streamlining processes, such as Treatment Benefits, Benefit Grids and VIP. Improved performance measurement tools to help ensure VAC meets published service standards. Improved decision letters to make it easier for Veterans and other clients to understand and act upon the information.	Strategic Outcome: Eligible Veterans and other clients achieve their optimum level of well-being through programs and services that support their care, treatment, independence, and re-establishment Program Activities: Veterans Compensation and Financial Support Health Care and Re-establishment Our programs and services must adapt to meet the ever-changing and diverse needs of our Veterans and other clients.
Implementing a Mental Health Strategy to enhance capacity to meet the mental health needs of clients (VAC)	Ongoing	Met all2	Developed an Integrated Framework for Services to Families to provide assistance during Veterans’ treatment and rehabilitation process. Strengthened the Operational Stress Injury Social Support (OSISS) program in partnership with DND to improve the provision of timely and confidential peer support to Veterans, CF members and their families. Partnered with DND to increase access to mental health treatment and social support services and resources for CF members, Veterans and their families. Completed the network of 10 VAC/DND operational stress injury clinics, including the Residential Operational Stress Injury Clinic at Ste. Anne’s Hospital, providing Veterans and other clients with greater access to mental health services. In support of the development of programs and services, partnered with universities to conduct research into families, Veterans and military health. In order to support the development of programs, partnered with DND and Statistics Canada in the multi-year Life After Service Study which is made up of three studies: Income; Transition to Civilian Life Survey; and, Canadian Forces Cancer and Mortality Study. This research is needed to inform, develop and adapt programs and services for Veterans and other clients. Enhanced capacity, access and awareness of mental health services and supports in rural and remote areas such as Newfoundland and Labrador by working with provincial, federal and community organizations, using telehealth as a mode of service delivery.	Strategic Outcome: Eligible Veterans and other clients achieve their optimum level of well-being through programs and services that support their care, treatment, independence, and re-establishment Program Activities: Veterans Health Care and Re-establishment
Engaging Canadians in community-based remembrance activities with an emphasis on Canada’s youth (VAC)	Ongoing	Met all2	Marked the 65th anniversaries of D-Day, the Battle of Normandy and the Italian Campaign both in-Canada and overseas, while the Liberation of Belgium was marked in Canada. Communicated with Canadians by partnering with MuchMusic and MusiquePlus, introducing a Facebook remembrance page in 2009 which had over 175,000 fans and posting the Veterans’ Week vignette on YouTube (viewed by 32,000 individuals). Continued to focus on in-Canada activities – a record number of in-Canada activities were posted to VAC’s Calendar of Events. Overseas delegations have become smaller and more efficient so that more resources and attention can be spent supporting in-Canada events. Provided $182,000 in funding to 112 projects through the Community Engagement Program and $443,000 in funding to 47 projects to help restore or maintain memorials and monuments across Canada.	Strategic Outcome: Canadians remember and demonstrate their recognition of all those who served in Canada’s efforts during war, military conflict and peace Program Activity: Canada Remembers
		Mostly met2	Completed the Canadian Forces Members and Veterans Engagement Strategy and Action Plan. Used social media (Facebook and YouTube) and television (MuchMusic and MusiquePlus) to engage Canadian youth in remembrance. VAC also conducted public opinion research targeted at youth as another step in further adapting and implementing the youth engagement strategy
Sustained program (VRAB)	Previously committed to	Met all2	Provided opportunities for applicants’ claims to be heard by offering representative organizations extensive review and appeal hearing dates to schedule the claims. Promoted the use of alternative review hearing modes such as video conferences and teleconferences to allow additional flexibility for applicants to have their claims heard in a timely manner. Reduced the volume of claims pending a hearing through outreach with representatives. This positioned the Board to offer timely hearing schedules for the organization’s incoming claims.	Strategic Outcome: Fair and effective resolution of disability pension, disability award, and War Veterans Allowance appeals from Canada’s war Veterans, eligible Canadian Forces Veterans and still-serving members, RCMP clients, qualified civilians and their families Program Activity: Veterans Review and Appeal Board redress process for disability pensions and awards.
Improved program delivery (VRAB)	Ongoing	Met all2	Initiated an annual review calendar effective April 2009 which identified the schedule of hearing locations for members and representatives. Introduced digital recording of review hearings to improve the quality of the recordings and provided on-line access to members and advocates across Canada. Expanded the Board’s scheduling application system for monitoring workload and statistical reporting to manage the claims in progress and enhance decision making and planning. Supported members through training, study tools and professional development sessions designed to address current and emerging medical, legal and adjudicative issues. Engaged members and staff in decisions and matters affecting their work and discussed risks in their areas of responsibility.	Strategic Outcome: Fair and effective resolution of disability pension, disability award, and War Veterans Allowance appeals from Canada’s war Veterans, eligible Canadian Forces Veterans and still-serving members, RCMP clients, qualified civilians and their families Program Activity: Veterans Review and Appeal Board redress process for disability pensions and awards
Engaged communication with appellants and stakeholders (VRAB)	Ongoing	Met all2	Issued and communicated “Update 2009" in September on the Board’s program and progress. Updated the Board’s “Review and Appeal Hearings” brochure. Developed a strategic plan to update the content and organization of the Web site in 2010-11. Increased communications with representatives, parliamentarians, and external parties. Engaged in proactive communication with stakeholders and responded to the increasing information needs of applicants and Canadians.	Strategic Outcome: Fair and effective resolution of disability pension, disability award, and War Veterans Allowance appeals from Canada’s war Veterans, eligible Canadian Forces Veterans and still-serving members, RCMP clients, qualified civilians and their families Program Activity: Veterans Review and Appeal Board redress process for disability pensions and awards
Ensuring the fair treatment of the Veteran community and upholding the rights articulated in the Veterans Bill of Rights (OVO)	New	Mostly met	Implemented business processes and procedures for the operational areas of Early Intervention, Research and Investigation; and Communications based on a full year of data available to shape ongoing operations. A systemic review of the Funeral and Burial program was completed. The review on excessive bureaucratic processes (red tape) was suspended because the Department implemented changes and improvements in many of the areas that were raised during the initial stages of the Office’s review. The Office has compiled a series of principles for the Department to use in implementing improvements to New Veterans Charter programs. Work is underway for a systemic review of VAC’s review and appeal mechanisms, including VRAB. Observations emanating from systemic reviews were provided to the Department for early resolution of issues and program improvements to ensure the fair and equitable treatment of Veterans.	Strategic Outcome: Ombudsman recommendations advance Veterans Affairs’ fair and equitable treatment of eligible clients Program Activity: Office of the Veterans Ombudsman independent review and recommendations on individual complaints and systemic issues

Management Priorities

VAC’S management priorities for the effective delivery of programs and services included strengthening its corporate management operations. During 2009-10, the Department enhanced its audit and evaluation capacity and financial controls. VAC also improved risk management through tools such as the Corporate Risk Profile and Business Continuity Plans.

The Department continued its client-focused approach to service delivery, which was supported by its Information Management and Technology framework. VAC worked closely with other organizations and stakeholders to address common challenges and to foster the development of cohesive policies and improvements to service delivery. In addition, the Department also supported the Clerk of the Privy Council’s priorities for Public Service Renewal, including further integration of Human Resources planning with departmental business planning. Additional information on these management priorities is provided in the following table.

Management Priorities	Type	Status	2009-10 Report on Plans and Priorities Commitments	Linkages to Strategic Outcomes
Enhancing organizational effectiveness (VAC)	Ongoing	Met all2	Hired 55 post-secondary graduates, including 11 visible minority recruits through the Post Secondary Recruitment Program. Enhanced information technology systems to support internal and external service delivery with a priority on direct client service, including IT support to establish the integrated personnel support centres. Provided IT service support and delivery in several areas to improve client and provider access to information, including: the development of the Benefits & Health Services On-Line (BHSOL) system; external Web site; and the new commemoration social networking sites (Facebook and YouTube). Partnered with the Public Service Commission (PSC) to deliver information technology services to employees, providing efficiencies for the Government of Canada through shared services. Introduced a new managers and supervisors orientation program with functional experts to share their knowledge and experience. Evaluated VAC’s on-line orientation tool kit for new employees. Enhanced the performance management process for executives based on key leadership competencies. Established a Senior Risk Management Board which routinely considered corporate risks while providing oversight to program and service delivery and business continuity planning. Strengthened financial management and internal controls to improve the quality of reporting and financial management capacity.	Strategic Outcome: Links to all Strategic Outcomes Program Activity: Internal Services
		Mostly met2	Strengthened audit and evaluation capacity through project management, human resources planning and training initiatives. Initiated an external quality assurance review by the Office of the Auditor General to be completed in 2010-11. Examined all major payment streams; identified and assessed key financial controls; and implemented significant adjustments to departmental processes in support of departmental audited financial statements.

Response to Changing Expectations of Veterans and Other Clients

Operating Environment

VAC provides access to programs and services for unique client groups (see chart below) who have distinct priorities and needs. The rapid shift in our client demographics, combined with their expectations and needs, means that VAC is entering an era of unprecedented change.

Source: Veterans Affairs Canada 2009-10

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The number of traditional Veterans is declining; however, their care needs are becoming more complex while the demand and intensity of care required to support these Veterans and their spouses continues to rise. Canadian Forces (CF) Veterans are usually younger with dependants and are primarily located in communities in close proximity to Canadian Forces bases. The Department is realigning its points of service to ensure that VAC is located or has a presence where Veterans and other clients reside, providing access to its programs and services through a network of locations throughout the country, including points of service on Canadian Forces bases. Programs and services can be delivered through partnerships, the provinces and third parties, which presents a challenge for results reporting.

Ste. Anne’s Hospital, the Government of Canada’s only remaining long-term care facility, also provides day support services and mental health services to aging Veterans.

While maintaining a balance between effective service delivery, client outcomes and management accountability, VAC is faced with the challenge of providing access to appropriate programs and services to meet the needs of Veterans and other clients. During the past year, issues such as: the need for program and service transformation; the continuity of service and care to Veterans at Ste. Anne’s Hospital during major renovations; discussions regarding the transfer of the hospital to the Government of Quebec; and, the continuity of access to health care services have impacted the workforce as they strive to implement efficient and effective programs and service delivery. VAC continues to ensure that its programs and services adapt to changing client needs in a timely manner and that staff are supported with the right tools and training. Strategically linking corporate governance with performance management enabled VAC to focus on the key drivers that support service modernization.

Source: Veterans Affairs Canada 2009-10

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VAC faces the continuing challenge of redirecting internal resources to support the implementation of these initiatives. As of March 31, 2010, the Portfolio had approximately 4,500 employees (87% indeterminate, 4% term, 9% part-time, casual, students and others). There are 366 Veterans Affairs employees eligible to retire without penalty (55 years old with 30 years of service or 60 years old with 2 years of service) as of March 31, 2010.

During this time of transformation, Veterans Affairs has developed a Departmental Human Resources Management Framework to effectively manage its workforce and advance organizational transformation. The establishment of a Resource Review Committee ensures a corporate, consistent and transparent approach to reallocate resources to positions when they become available.

Government Context

The Portfolio’s priorities, policies, programs and services are aligned with the priorities of both the Government of Canada and the Clerk of the Privy Council. Specifically, through activities such as its Integrated Human Resources and Business Planning, Veterans Affairs advanced the Government’s public service renewal initiatives and supported the economic priorities of ensuring sound budgeting and making government more effective.

Partnerships

Partnerships are a fundamental component of VAC’s service delivery. For example, VAC worked closely with DND to provide seamless transition for releasing CF members and their families. In addition, through the Federal Healthcare Partnership, VAC and other federal partners collaborated to identify, promote and implement more efficient and effective health care programs. This partnership provided strategic leadership and maintained health care service levels for Veterans and other clients while achieving economies of scale. The Department also worked with provincial, territorial, and regional health authorities to address the needs of Veterans and other clients, and communicated on a regular basis with stakeholder organizations that advocate on behalf of their members for improved health, social, home and long-term care services.

In addition, VAC co-located with Service Canada at some of our points of service, strengthened digital imaging capacity in partnership with PWGSC, partnered with international Departments of Veterans Affairs, and worked with national and international authorities such as the War Graves Commission, Last Post Fund and Juno Beach Centre.

Through the Partnership Contribution Program, VAC financially assisted non-profit groups with commemorative initiatives and cenotaph/monument restoration.

Risk Analysis

In managing risks related to all these challenges, VAC aims to strengthen organizational resilience in terms of its staff and organizational structure, reinforce management excellence and, ultimately, enhance program results. The Corporate Risk Profile and other risk assessments undertaken in 2009-10 have led to improved management and decision making throughout the Department.

VAC’s formal risk management and oversight regime in 2009-10 identified, monitored and managed risks that could compromise the achievement of the Department’s strategic outcomes. This included frequent risk assessments, integration of risk information with departmental planning, resource allocation and reporting processes, and regular reporting of risk exposures to senior executives. All of these activities ensured that VAC managers and senior executives monitored significant risks regularly and have the information necessary to make timely and informed decisions.

The Department identified three specific key risks and their associated mitigation strategies for 2009-10, and two opportunities. These risks, and the primary mitigation measures and departmental responses implemented during the year, are presented in the following table.

Risks	Portfolio Responses
Program and service delivery transformation	Maximized research and relations with stakeholders and strategic partnerships to enhance policies, business processes and services to ensure seamless and integrated delivery of programs and services to meet the needs of Veterans and other clients. Used governance structures to ensure contracts adhere to Treasury Board and Portfolio approved policy, guidelines and regulations, while strengthening investment planning. Integrated project management expertise while strengthening program and financial management, including monitoring and internal controls, to ensure programs and services are effectively administered and monitored. Continued technology improvements to support Web site access and on-line applications for Veterans and other clients.
Ensuring continuity of service to Veterans at Ste. Anne’s Hospital	Maintained quality care and services for Veterans. Continued the long-standing policy of the Government of Canada to transfer federal hospitals to provincial control through discussions with the Government of Quebec on a potential transfer of Ste. Anne’s Hospital.
Ensuring continuity of health program delivery	As part of the re-contracting effort related to the Federal Health Claims Processing Service, Veterans Affairs has worked to develop a detailed Statement of Work and Request for Proposals to guide a fair and transparent procurement process. However, the recommendations of the recent Independent Assessment may result in significant changes to existing departmental business processes, which would impact on the currently identified requirements for the Federal Health Claims Processing Service. As a result, a review is underway to examine the implications of re-engineering VAC’s programs and services on the currently defined Statement of Work to determine if changes are necessary and, in concert with PWGSC, determine potential implications for the re-contracting time line and the current contract which is in place until 2015. Strengthened the Operational Stress Injury Social Support program and the Clinical Care Manager network.

Opportunities	Portfolio Responses
Performance management improvements	Consulted with traditional and modern-day Veterans, CF members, stakeholders and Canadians—especially youth—to ensure remembrance activities reflect how they wish to see Canadian Veterans honoured and recognized. Strengthened program performance management through the implementation of a framework to provide a consistent approach to program oversight, management, and reporting. Completed a review of the benefit decision making process and a benefit grid review, implementing recommendations which streamlined administrative processes and freed up resources to better support case management activities. Established the Afghanistan and Seriously Injured Unit to focus on those with serious injuries to ensure their most immediate needs were addressed quickly Began an independent assessment, as a follow-up to the 2008 strategic review exercise, to ensure the effectiveness of programming and funding to meet the needs of Canada’s Veterans and their families for the future. Increased the capacity of existing staff through learning and development opportunities with a focus on leadership, core competency development and enhancing bilingual capacity.
Enhancing client interaction	Working closely with DND, increased points of service by implementing 19 integrated personnel support centres on or near Canadian Forces bases and completed the network of 10 VAC/DND operational stress injury clinics with four new clinics. Facilitated immediate access to casualty reports, medical reports and service records needed for clients to apply for VAC programs and services. Created the Afghanistan and Seriously Injured Unit to focus on Veterans and other clients with serious injuries to ensure that their most immediate needs are addressed quickly. Realigned points of service and staff to ensure that sufficient resources are in place in areas where there is increasing client demand. The Department also made it easier for Veterans and other clients to talk directly to staff about their case plan or their disability benefit decision. Promoted access to New Veterans Charter programs and services though information sessions for DND members and families, the distribution of publications such as NVC publications and VAC’s client newspaper Salute!, the departmental Web site, and through service providers. Reviewed decision letters to ensure the clarity and ease of understanding of the message. Implemented Issue Resolutions Officer positions to assist the National Client Contact Network (NCCN) with the resolution of complex client issues, and improved support and guidance for NCCN staff while interacting with the client.

Expenditure Profile

The Veterans Affairs spending trend shows actual expenditures increased in 2009-10 over previous years. The increases relate to several factors including: the implementation and gradual uptake of programs under the New Veterans Charter; annual price indexation adjustments for benefits paid to or on behalf of Veterans and other clients; increased eligibility for benefits under the Veterans Independence Program for primary caregivers and low-income or disabled survivors; ex gratia payments related to the use of Agent Orange at CFB Gagetown; additional funding provided through Budget 2007 for enhanced services to Veterans, the establishment of four additional operational stress injury clinics and the establishment of the Office of the Veterans Ombudsman; and salary cost adjustments related to signed collective agreements.

The above increases were partially offset by a decline in client numbers for disability pensions and allowances, war veterans allowances, and treatment benefits including prescription drugs.

Source: Veterans Affairs Canada 2009-10

[D]

Voted and Statutory Items Displayed in Main Estimates
($ millions)

Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	2007-08 Actual Spending	2008-09 Actual Spending	2009-10 Main Estimates	2009-10 Actual Spending
1	Veterans Affairs – Operating expenditures*	867.7	924.6	939.4	912.5
5	Veterans Affairs – Capital expenditures	26.3	22.4	11.1	9.0
10	Veterans Affairs – Grants and contributions	2,250.2	2,350.5	2,364.3	2,432.4
15	Veterans Affairs – Veterans Review and Appeal Board - Operating expenditures	10.2	12.2	9.7	10.4
(S)	Contributions to employee benefit plans	41.4	43.3	39.3	47.2
(S)	Minister of Veterans Affairs’ salary and motor car allowance	0.1	0.1	0.2	0.1
(S)	Veterans Insurance Actuarial Liability Adjustment	0.2	0.1	0.2	0.1
(S)	Refund of amounts credited to revenue in previous years	0.2	-	-	0.5
(S)	Court Awards	0.1	-	-	-
(S)	Spending of proceeds from the disposal of surplus crown assets	0.1	0.1	-	-
(S)	Repayments under section 15 of the War Service Grants Act of compensating adjustments made in accordance with the terms of the Veterans’ Land Act	-	-	-	-
(S)	Returned Soldiers Insurance Actuarial Liability Adjustment	-	-	-	-
(S)	Re-Establishment Credits under Section 8 of the War Service Grants Act	-	-	-	-
Total Portfolio		3,196.5	3,353.3	3,364.1	3,412.3

Significant differences between the 2008-09 and 2009-10 reporting periods include: increased benefits payments due to the gradual uptake of programs under the New Veterans Charter; increased benefit payments due to increased eligibility under the Veterans Independence Program for primary caregivers and low-income or disabled survivors; and increased cost for health care related to audio services, special equipment and operational stress injuries. These increases were offset by decreased ex-gratia payments related to the use of Agent Orange at CFB Gagetown, and decreases in payments for Disability Pensions and War Veterans Allowances due to declining numbers of Veterans and other clients.

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