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Section II – Analysis of Program Activities by Strategic Outcome

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 Analysis

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%
Percentage of war service 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
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

Program Activity 1.1: Veterans Compensation and Financial Support

Veterans Compensation and Financial Support

2009-10 Financial Resources ($ millions)			2009-10 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
2,057.1	2,188.9	2,169.1	931	1,033	(102)

Expected Results	Performance Indicators	Targets	Performance Status	Performance Summary
Eligible clients of Disability Pensions, Financial Support, Awards and Allowances Programs are appropriately compensated to contribute to their well-being	Percentage of Veterans and other clients that feel that the programs and services which they have received address their basic needs (measured every two years	85%	80% (Mostly met)	VAC surveyed 1,401 Veterans and other clients in 2010. Overall, 80% felt that the programs and services they received met their basic needs. The breakdown by client groups is as follows: 87% for traditional Veterans; 86% for survivors; 79% for RCMP; and 69% for modern-day clients. Source: 2010 National Client Survey Client groups: war service Veterans, Canadian Forces Veterans and members, Royal Canadian Mounted Police and survivors.

Veterans Compensation and Financial Support

Veterans Affairs provides, upon eligibility, pensions or awards for disability or death and financial support as compensation for hardships arising from disabilities and lost economic opportunities. Veterans Affairs has a comprehensive and integrated range of compensation and wellness programs to support its Veterans and other clients. This includes: Veterans of the Second World War and the Korean War, Merchant Navy Veterans, Canadian Forces Veterans, Canadian Forces members, spouses, common-law partners, certain civilians, and survivors and dependants of military and civilian personnel.

Performance Analysis

VAC’s mission is to provide access to client-centered programs and services that respond to the needs of Veterans, other clients and their families, in recognition of their service to Canada. Since March 2009, VAC, in partnership with the Department of National Defence, implemented 19 integrated personnel support centres (IPSC) across the country at Canadian Forces wings, bases and units spanning all three military environments. The IPSCs were established to ensure that modern-day Veterans are aware of, and have easy access to, information and advice about programs and services offered by VAC and DND. All VAC programs and services can be accessed in the IPSC which results in a more responsive approach to helping Veterans and other clients.

The Department continued to streamline its policies, processes and other tools to reduce red-tape and, where necessary, aligned resources to work toward meeting established service standards.

The Department also focused on responding to the needs of its seriously injured Veterans and other clients, including those who served in Afghanistan. The Afghanistan and Seriously Injured Unit was established to focus on those with serious injuries to ensure their most immediate needs were addressed quickly.

VAC improved its capacity for digital imaging for scanning documents so that information is readily on hand and evaluated options for a new telephony system to facilitate client telephone access to VAC.

The Advocates Without Borders initiative and the standardization of work processes across the country have enabled the transfer of work from one office to another based on the availability of staff. Turnaround time has been reduced from 166 to 74 days over the past two years. This contributes to more timely results and overall client satisfaction.

Performance measurement strategies have been developed to guide ongoing measurement and performance monitoring for disability compensation and income support programs and support ongoing improvements to programs and services.

A comprehensive report on the disability benefits process provided recommendations to improve the delivery of disability benefits. These recommendations addressed enhanced decision-making workload management and performance monitoring. A phased-in approach, implemented under current authorities and guided by established priorities has eliminated the backlog of old disability applications as the first step in an Action Plan to reduce wait times from 24 weeks to 16 weeks by March 31, 2011.

In addition, a comprehensive review of the treatment benefit decision-making processes was undertaken to address inefficiencies. The report recommended clearer roles and responsibilities and the delegation of decision making to front-line staff. The recommendations are being implemented in 2010-11.

Lessons Learned

The Afghanistan and Seriously Injured Unit has been very successful in responding quickly to the needs of seriously injured Veterans and other clients. However, ongoing streamlining of business processes and improving wait times are critical to effectively meet the needs of all VAC Veterans and other clients.

The realignment of workloads in client service teams allowed case managers more time to spend with high needs clients, the consolidation of disability benefit processes enhanced efficiencies, and the Service without Borders initiative will allow work to be moved where client demands are greatest. In addition, the Department needs to continue to maximize resources through strategic partnerships and alliances with Service Canada, DND and PWGSC.

In order to improve client service, the Department is faced with the need to transform VAC’s Web site into a tool that can support on-line applications, client tracking of applications, and social media.

Due to upcoming changes in employee demographics (high retirement potential over next five years), knowledge transfer is a key concern and must be managed. For example, VAC has re-examined the training of its new employees and is exploring new technology to assist with knowledge transfer.

The Department continues to build its capacity to measure the effectiveness of its programs and services in achieving the expected client outcomes.

Benefits for Canadians

The Department improves the quality of life for Canadians through providing appropriate compensation toCF members, modern and traditional Veterans, Royal Canadian Mounted Police clients and their families, to the benefit to all Canadians on whose behalf they serve. This is accomplished by partnering with DND, RCMP and other departments and organizations to serve a shared clientele, using technology to improve service delivery and manage programs, and streamlining processes to focus on Veterans and other clients with the greatest needs.

Disability Benefits paid out in 2009-10 provided approximately 186,000 Veterans and other clients with $2.1 billion in tax-free disability benefits that contribute to their ability to maintain their independence and well-being, and support their families.

Canada is the only nation in the world to offer free arms-length legal services for its Veterans who are dissatisfied with decisions concerning their applications for disability benefits.

Program Activity 1.2: Veterans Health Care and Re-establishment

Veterans Health Care and Re-establishment

2009-10 Financial Resources ($ millions)			2009-10 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
1,162.7	1,185.8	1,104.3	1,855	1,909	(54)

Expected Results	Performance Indicators	Targets	Performance Status	Performance Summary
VAC contributes to the well-being of clients through the provision of health benefits and rehabilitation services	Percentage of New Veteran Charter clients with improved quality of life	Significant 3 Improvement	Significant improvement in mental health scores for those completing the program in 2008-09; however no significant improvement was found with respect to physical health.	When compared to modern-day Veterans entering the New Veteran’s Charter Rehabilitation Program, clients who completed the NVC Rehabilitation Program during the 2008-09 fiscal year: demonstrated significantly improved mental health status; felt significantly more prepared to find and keep employment, and had significantly greater levels of knowledge of individual job finding tasks; were significantly more likely to be working (unless retired or unable to work due to disability), enjoying an overall rate of employment of 91%; were significantly more likely to be able to meet their basic living expenses - 98% reported that their financial resources were sufficient to meet their basic living expenses or better; were significantly more likely to report a “very strong” or “somewhat strong” sense of belonging to their community. Source: Re-establishment Survey 2008-09 Client group: Clients who completed the Rehabilitation Program in 2008-09.
	Percentage of Veterans Independence Program clients who report improved or maintained health	75%	55% general health 86% mental health	VAC measured the self-reported general and mental health status of 913 Veterans and other clients who were in receipt of the VIP program to determine the extent to which their health status changed over the past year. 86% of recipients indicated that their mental health was “about the same” or had improved 55% indicated that their general health was “about the same” or had improved over the preceding year. In the survey, 86% reported that VIP met their needs, while 91% indicated that they rely on VIP to remain in their homes. Source: 2010 National Client Survey Client Group: Veterans and other clinets in receipt of benefits from the Veterans Independence Program

Veterans Health Care and Re-Establishment

Veterans Affairs provides access to health benefits, a Veterans Independence Program, long-term care, and rehabilitation and re-establishment support to eligible Veterans and others. The Health Care Program is 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 providing a continuum of care.

Performance Analysis

The health and re-establishment programs offered by VAC are targeted to reduce the vulnerability of Canadian Veterans and other clients by meeting their health care needs and fostering rehabilitation to the extent possible. Despite the poor health status of many Veterans and other clients, surveys and administrative data suggest that VAC programs are having a positive impact on their health and well-being. In one example, the 2010 National Client Survey found that 87% of traditional Veterans maintained or improved their mental health in comparison to a year ago.

VAC provided funding for nursing home care for more than 10,000 Veterans in facilities across Canada, including Ste. Anne’s Hospital, the last remaining federal hospital administered by the Department. A Nursing Assessment Initiative is currently underway to assist in ensuring that long-term care facilities are meeting the health and support needs of Veterans residents, including follow-up to address any issues requiring referral or intervention.

Renovations at Ste. Anne’s Hospital were completed in 2009-10. The delivery of care and services was maintained throughout the process. The transition of Veterans and employees to the renovated areas as they were completed was done gradually to ensure sufficient time for adjustment and staff training while ensuring the needs of Veterans were met and quality care was provided.

Home care and other Veterans Independence Program services assist Veterans in remaining in their own homes for as long as possible. VAC provided home care and support services to almost 108,000 clients. In 2009-10, only 4.4% (1,195) of Veterans participating in the VIP program entered a long-term care institution. Their average age was 87 years.

The Department provided health care benefits to more than 104,000 Veterans and other clients as of March 31, 2010. The 2010 Client Survey found that 74% of Veterans and other clients eligible for health benefits indicated that "overall, the program meets their needs," with eligible traditional Veterans at 92% and eligible modern-day Veterans at 60%. VAC responded through initiatives such as working with DND to open 19 integrated personnel support centres on or around CFB bases, wings and units, strengthening case management and service delivery, and enhancing access to mental health services for Veterans and their families.

VAC has been providing access to medical, psycho-social and vocational rehabilitation services to our modern-day Canadian Forces Veterans as part of the New Veterans Charter since April 2006. As of March 31, 2010, 3,427 Veterans and other clients were participating in rehabilitation services. Veterans and other clients participating in the Rehabilitation and Vocational program have poorer mental and physical health and are more at risk for depression than the general population (58% compared to 20%). Although still high in comparison to the general population, those who completed the program were found to be significantly less at risk of depression at 36%. While the Department’s programs can be seen to be making a difference, these findings have significant implications in terms of the degree and duration of support necessary to assist these Veterans and other clients to successfully re-establish into civilian life.

Veterans Affairs continued to strengthen its case management through the development of case plan tools and processes such as a review of treatment benefits and workload distribution, more specifically in the area of case management. At the same time, VAC developed a plan to realign resources based on the changing demographics, to ensure that the right resources are in the right place, at the right time, to serve the Veterans and other clients.

Lessons Learned

While the Department has been successful in providing the tools and processes required to support case management, more must be done, such as increased training to support staff in delivering the Rehabilitation Program.

The Department continues to build its capacity in case management through training and new tools. Research supports the need for early, intensive case management that continues beyond the 18–24 months first anticipated under the New Veterans Charter. The Department is also building its capacity to measure the effectiveness of its programs and services in achieving the expected client outcomes.

Benefits for Canadians

VAC’s service delivery focused on providing access to services where they are most needed. Client access to health benefits and services is delivered through partnerships with third party providers and supported by case managers at offices across the country. VAC staff are supported through the technology and training needed to deliver the required services to meet individual client needs.

The Department provided $1.1 billion in funding to approximately 106,000 eligible Veterans which helped to ensure clients received a consistent level of quality care no matter where they lived. Ten thousand Veterans are receiving long-term care in more than 174 facilities, the majority of which are located in, or near, the Veteran’s home community so that family and friends are able to visit and support them, as needed. The Veterans Independence Program helps to ensure that almost 108,000 Veterans and other clients have the support they need to continue to live independently within their own home or community, for as long as possible. It also helps to support those in the community who provide VIP services, such as the 6,300 VIP providers that are registered with us.

The Federal Healthcare Partnership helps to ensure that the Department maximizes taxpayers’ dollars on health expenditures.

VAC’s best practices with respect to geriatric care, as well as the care and treatment of individuals with mental health conditions, are shared with the broader health care community, to strengthen Canada’s capacity to support aging Canadians and those with mental health conditions.

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 Analysis

Performance Indicators	Targets	2009-10 Performance
Percentage of Canadians engaged in remembrance	15%	46%

Program Activity 2.1: Canada Remembers

Canada Remembers

2009-10 Financial Resources ($ millions)			2009-10 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
44.8	49.7	38.9	103	97	6

Expected Results	Performance Indicators	Targets	Performance Status	Performance Summary
A Canadian public that is informed of military history and engaged in honouring the contributions of Veterans and those who gave their lives in the cause of peace and freedom	Percentage of Canadians who are aware of the contributions and sacrifices of Canadian Veterans (measured every two years)	60%	79% (Exceeded)	The number of individuals who are aware of the contributions and sacrifices of Canadian Veterans remains high at 79%, a slight decrease from 2008 (84%). The vast majority of Canadians (92%) agreed that Canada’s Veterans should be recognized for their sacrifices. Agreement was also widespread in terms of feeling a sense of pride in the role that Canada’s military has played (82%), and for the view that Canada’s Veterans have made major contributions to the development of our country (79%). Somewhat fewer agreed that they were knowledgeable about the role that Canada’s military has played (70%), and that he/she makes an effort to demonstrate his/her appreciation to Veterans (63%). Source: 2010 "Canadians’ Awareness, Engagement & Satisfaction with Remembrance Programming Survey". Client group: Canadian public

Canada Remembers

Remembrance programming keeps alive the achievements and sacrifices made by those who served Canada in times of war, military conflict and peace; engages communities in remembrance of these achievements and sacrifices; and promotes an understanding of their significance in Canadian life as we know it today.

Performance Analysis

VAC supported remembrance activities in Canada through all types of partnerships including, but not limited to: funding; promotion; inter-governmental and inter-departmental cooperation; remembrance products; and learning and historical resources. All these activities contributed to the success of re-focussing on in-Canada remembrance activities. In addition, the high tempo of operations in Afghanistan is also contributing to Canadians’ interest and engagement in remembrance.

Canadians continue to embrace and support remembrance. The number of traditional Veterans is decreasing and the number of modern-day Veterans is increasing. VAC continues to provide opportunities for Canadians to become informed about, and engaged in paying tribute to Canadian war dead, traditional and modern-day Veterans. Maintaining 14 memorials in Europe, supporting eligible Veterans families with dignified funerals and burials through the Funeral and Burial Program and maintaining the graves of Canadian war dead and Veterans are examples of some of the ways VAC honours their memory.

In 2009-10, traditional activities, such as overseas events to mark significant military anniversaries, including the 65^th anniversary of D-Day and the Normandy Campaign and the Italian Campaign, were well received. These events brought closure to several elderly Second World War Veterans who were able to say farewell to their fallen comrades, while the youth delegates experienced history. In keeping with the goal to focus on in-Canada remembrance activities, many commemorative events took place in Canada to mark these significant anniversaries including: signature ceremonies of remembrance at the National War Memorial; community-led D-Day activities across the country; and Veterans’ Week 2009 activities.

When asked questions about awareness, knowledge, recognition and pride with regard to the contributions and sacrifices of Canadian Veterans, the vast majority of Canadians (92%) agreed that Canada’s Veterans should be recognized for their sacrifices (with 76% completely agreeing). Agreement was also widespread in terms of feeling a sense of pride in the role that Canada’s military has played (82%) and for the view that Canada’s Veterans have made major contributions to the development of our country (79%).

To support the Veterans’ Week 2009 call to action “How Will You Remember?” VAC used leadership, innovation and commitment in a Government of Canada “first” – using new social media tools to share traditional messages.

VAC produced a DVD targeted at Canadian youth that contained videos and images so they could create their own electronic tributes to Veterans. VAC partnered with MuchMusic and MusiquePlus to engage Canadian youth in remembrance and Veterans’ Week. There were 478 Veterans’ Week 2009 activities posted to VAC’s electronic Calendar of Events—up from 320 in 2008.

In 2009-2010, there was an unprecedented number of remembrance activities (708) posted on the Calendar of Events. Visits to the Calendar have increased by 256% over the past three years (22,000 in 2009-2010). Visits to the "Canada Remembers" and "Youth and Educators" features of VAC’s Web site remained constant from previous years at approximately 2.8 million visits. In 2009, Canada Remembers created a variety of on-line learning and historical resources such as:

• information about the historical significance and activities to mark the three 65^th anniversaries marked in 2009;
• 476 "Heroes Remember" video clips;
• “La Force Francophone” Web feature;
• 2009 Veterans’ Week materials; and
• Public information sheets on the Canadian Forces in post-war years, the Burma Campaign and the Italian Campaign.

In addition, VAC filled more than 10,000 orders for learning and public information totalling over three million products in 2009-10.

In 2009, VAC took another look at the development and adaptation of its approach to engage youth. An on-line survey of youth (13–17 years old) was conducted to assess their current knowledge and interest in remembrance and VAC’s products and their preferred method of receiving information. The results of this survey show that 58% of youth have at least a moderate interest in remembrance and that 80% of them identify the World Wide Web as a preferred source of information, but only 13% have visited VAC’s Web site. Of those youth respondents who had visited the site, the usefulness was rated as good by 81% and user friendliness of the site received a rating of 76%. The visual appeal only impressed 63%.

VAC’s partnership with the Canadian Football League (CFL) again brought remembrance to Canadians during the two 2009 semi-final games by prominently displaying remembrance messages to approximately 60,000 fans in the stadiums and to more than 3.3 million television viewers and CFL Web site visitors. The Department also partnered with communities in support of 112 remembrance activities and 47 monument/cenotaph restoration projects in 2009.

The strategy to engage Canadian Forces members and modern-day Veterans was completed during 2009-10, resulting in activities to engage modern-day Veterans such as: VAC’s Peace Module, which is presented to more than 3,200 youth a year at Encounters with Canada sessions, public information resources that tell the story of Canadian Forces members and modern-day Veterans, the post-Korean War Book of Remembrance, VAC’s “Heroes Remembers” video clips that feature modern-day Veterans and having modern-day Veterans as ceremonial participants at community events will continue.

The last known Canadian Veteran of the First World War, Mr. John Babcock, passed away on February 18, 2010. To recognize the end of an era and all the men and women who played a role in the Great War, Books of Reflection were located across the country for Canadians to sign, while commemorative services will be held at the National War Memorial and in many cities across Canada on Vimy Ridge Day, April 9, 2010.

Lessons Learned

VAC continues to update its action plan and engage in studies to find ways to better meet the recognition needs of modern-day Veterans. In-depth exploration with CF members and modern-day Veterans will assist VAC in the future direction of remembrance programming for these men and women.

The remembrance Facebook site was expected to engage Canadians, specifically youth. Although the overall objective was realized, it did not succeed as hoped with youth aged 12–18. The lesson learned is that more direct consultation with youth is needed, as well as the services (advice and guidance) of an expert in youth culture. The research conducted with youth in the spring of 2010 provided information to move forward with future programming aimed at youth.

Benefits for Canadians

The Canada Remembers program activity has made a difference in the lives of Canadians and helped them become active in remembrance in a number of ways. VAC also has a stewardship role in that it cares for the symbols of remembrance found in cemeteries and on monuments all over the world. All of these activities engage Canadians in remembrance so that they are aware of and come to appreciate the efforts of Canadian service men and women, remembering and showing our gratitude.

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 Anaylsis

Performance Indicators	Targets	2009-10 Performance
Percentage of client concerns that are effectively responded to	80% of complaints are responded to within 60 days	100%

Program Activity 3.1: Veterans Review and Appeal Board redress process for disability pensions and awards

Veterans Review and Appeal Board redress process for disability pensions and awards

2009-10 Financial Resources ($ millions)			2009-10 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
11.2	12.3	12.1	121	107	14

Expected Results	Performance Indicators	Targets	Performance Status	Performance Summary
Fairness in the Disability Pension, Disability Award and War Veterans Allowance Program	Percentage of Federal Court decisions that uphold Veterans Review and Appeal Board decisions	50%	42% (Mostly met)	Applicants may apply to the Federal Court for a Judicial Review when all Board redress avenues have been exhausted. In 2009-10, 24 appellants filed an application with the Federal Court (less than 1.6% of the Board’s 1,541 appeal and reconsideration decisions). The Federal Court issued 19 rulings – 8 upheld the decision of the Board while 11 were returned to be reheard. Four decisions were returned to the Board pursuant to a Consent Order and two applications were discontinued.

Veterans Review and Appeal Board redress process for disability pensions and awards

Provides Canada’s war Veterans, eligible Canadian Forces Veterans and still-serving members, Royal Canadian Mounted Police clients, qualified civilians and their families with full opportunity to request review and appeal hearings to ensure a fair adjudicative process for disability pension, disability award, and War Veterans Allowance claims.

Performance Analysis:

The Board’s mandate is to hear, determine and deal with applications for review and appeal of disability decisions. Following two years of exceptional volumes of hearings which related to the high numbers of Veterans Affairs Canada decisions in 2005-06 and 2006-07, there was a decrease in the number of applications to the Board in 2009-10. Of those who applied, the number of Canadian Forces members and Veterans is increasing in relation to the volume of traditional Veterans, while case types are increasing in complexity. Approximately 5,600 applicants received their decisions and the Board’s focus continued to be to respond to their concerns and reduce time frames. From registration with the Board to decision issued, the average time for review hearing claims was reduced from 174 days in 2008-09 to 165 days in 2009-10. This time includes some shared time with the applicant and his or her representative. The average time for appeal hearing claims increased slightly from 65 days in 2008-09 to 74 days in 2009-10 as the claims have increased in complexity. The Board reduced its caseload of pending claims and had the capacity to hear the claims ready to proceed.

On average, 54.1% of the finalized review decisions and 34.6% of the finalized appeal decisions varied a previous ruling. The Board updated its service standard effective April 1, 2009 and set an ambitious target to finalize 85% of its decisions within six weeks of the hearings. In 2009-10, 80.4% of the 4,140 review decisions and 86.2% of the 1,380 appeal decisions met this service standard. The Board is committed to continuing this high level of performance.

The Board developed its five-year Strategic Plan which identifies priorities and responds to evolving changes in case types. To address the complex nature of claims, the Board focussed on providing members and staff with specialized training on medical conditions and adjudicative issues. Through the increased use of technology, the Board provided timely hearing information to members and staff and monitored workload. Throughout the year, members and staff were involved in decisions and matters affecting their work. Collectively, these efforts have provided a timely and effective appeal program for applicants.

Lessons Learned

Forecasting workload is always a challenge for the Board in that the choice to appeal a disability pension or award decision rests with the applicant. He or she needs only to be dissatisfied; grounds such as an error in fact or law are not required, as well, there are no time limits on when a decision must be appealed. Another area outside the Board’s control is the time during which the representatives are waiting for additional evidence before scheduling the case for a hearing, again, there are no time limits.

Applicants have voiced their expectations for a timely process for disability decisions. This expectation challenges the Board to develop new scheduling models for review hearings that are ensuring timely hearings for applicants. In an environment of low pending volumes, greater use of technology such as video conference hearings may be necessary to further reduce applicants’ wait times. The Board is actively managing its caseload to ensure the quality of the hearings and decisions is balanced with timeliness.

Communicating with applicants, representatives and stakeholders is critical to their understanding of the Board’s mandate and program. The Board will increase its efforts to provide information through updates to the Web site, publications and responding to information requests.

Benefits for Canadians

The Board upholds the Government of Canada’s commitment to provide an independent redress program for resolving disability compensation and War Veterans Allowance decisions. The Board travelled to 31 cities to hold in-person review hearings in 2009-10 and provided applicants and their witnesses with the opportunity to give oral testimony in support of their disability claims. The Board also offered video conference or teleconference hearings in circumstances where these arrangements provided a more timely hearing or where it was difficult for the applicant to travel. More than 5,600 claims from Canada’s war Veterans, Canadian Forces Veterans and members and Royal Canadian Mounted Police clients were finalized.

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

Performance Analysis

Performance Indicators	Targets	2009-10 Performance
Percentage of cases and issues resolved through facilitation, observations and recommendations	100%	94%
Number of cases resolved through informal resolution	85%	Not assessed

Program Activity 4.1: Office of the Veterans Ombudsman independent review and recommendations on individual complaints and systemic issues

Office of the Veterans Ombudsman independent review and recommendations on individual complaints and systemic issues

2009-10 Financial Resources ($ millions)			2009-10 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
5.8	6.0	5.2	40	44	(4)

Expected Results	Performance Indicators	Targets	Performance Status	Performance Summary
Individual client complaints are effectively dealt with in a timely manner	Turn-around times for complaint processing and client contact	80%	Not assessed	2009-10 represented the first full year of operation. Systems are being implemented to measure turnaround times. Performance data available to date includes 40% of the issues received during the fiscal year were dealt with and closed within five days of receipt 90% of all issues raised during this reporting period were addressed within the fiscal year, including 565 issues which were accumulated as a back log from the previous fiscal year.

Office of the Veterans Ombudsman independent review and recommendations on individual complaints and systemic issues

Provides war-service Veterans, Veterans and serving members of the Canadian Forces (Regular and Reserve), members and former members of the Royal Canadian Mounted Police, spouses, common-law partners, survivors and primary caregivers, other eligible dependants and family members, other eligible clients and representatives of the afore-mentioned groups with the opportunity to request independent reviews of their complaints by an impartial individual who was not part of the original decision-making process.

The Veterans Ombudsman has the mandate to review and address complaints by clients and their representatives arising from the application of the provisions of the Veterans Bill of Rights; to identify and review emerging and systemic issues related to programs and services provided or administered by the Department or by third parties on the Department’s behalf that impact negatively on Veterans and other clients; to review and address complaints by Veterans and other clients; and their representatives related to programs and services provided or administered by the Department or by third parties on the Department’s behalf, including individual decisions related to the programs and services for which there is no right of appeal to the Board; to review systemic issues related to the Board; and to facilitate access by Veterans and other clients to programs and services by providing them with information and referrals.

Performance Analysis

Early in the fiscal year, all essential positions required to meet intake demands were filled and the Office operated with a full staff complement in the Early Intervention, Research and Investigations directorates.

A systemic review of the Funeral and Burial Program was completed during the reporting period. During its initial review on red tape, the Office identified several systemic issues that needed to be addressed. At the same time, the Department commenced a number of initiatives aimed at reducing excessive bureaucratic processes identified in several OVO investigations. The New Veterans Charter was subject to extensive review by a separate team and, rather than duplicating a review of the Charter, the Office decided to seek stakeholder views through public consultation and town hall events. Based on this feedback, the Office developed a series of guiding principles for use by VAC as a basis for NVC program changes and enhancements. A review of VAC review and appeal mechanisms, including VRAB, is currently underway. Research and analysis was also conducted in preparation for a systemic review of VAC’s health care programs, including VIP.

The OVO acquired a new case tracking system from the British Columbia Ombudsman’s Office which was further adapted to our line of business. In addition, in compliance with the Official Languages Act, the Office has further converted the system to be a fully-operational bilingual system.

An environmental scan of issues and concerns has been completed and an action plan has been developed to set out activities which will facilitate the review of current systemic and emerging issues.

As part of his outreach and public consultation platform, the Veterans Ombudsman hosted ten town hall events across Canada, to obtain direct feedback from the Veterans’ community and to hear about the problems encountered by many Veterans and other clients whose benefits and services fall under the New Veterans Charter. The OVO public consultation Web site provides a unique opportunity for the public at large to share perspectives, opinions, information and experiences, on concerns that touch all stakeholders. Public engagement helps the Office ensure it is providing factual and objective viewpoints on any matters affecting Canada’s Veterans.

Lessons Learned

Based on assumptions made during the first year of operations with respect to time lines for systematic reviews and investigations, the Office underestimated the time required for receipt of departmental responses. This presents a challenge as the Office seeks information to conduct timely reviews and will require greater collaboration with departmental officials.

The acquisition and modifications to a case tracking system from another public sector organization has presented some challenges with respect to data extraction, trend analysis, performance measurements and operational planning activities. The Office will continue to improve its operational analysis and use the tracking system to its full capability.

Benefits for Canadians

The Veterans Ombudsman has provided a highly visible presence and rallying point for issues that are of importance to Canada’s Veterans. In addition to being an important intervention mechanism for stakeholders experiencing problems and requiring help with specific departmental benefits and services, the Office is proving to be a catalyst for change in the overall improvement of programs and services designed for Veterans. The engagement of Canadians through the Office’s public consultation Web site and the physical presence of the Veterans Ombudsman at public events and town halls have elevated the serious issues affecting the Veterans’ community to their rightful place in social program delivery in Canada.

Program Activity 5.1: Internal Services

Internal Services

2009-10 Financial Resources ($ millions)			2009-10 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
82.5	88.3	82.6	799	757	42

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Performance Analysis and Lessons Learned

During the past year, VAC operated in an environment of changing client profiles and high stakeholder expectations. During this reporting period, VAC continued to implement the 2008-2009 Strategic Review decisions, including conducting an independent assessment of the responsiveness and relevance of VAC total spending and programming; and a comprehensive business case involving quasi-statutory program expenditures.

Governance and Management Support

Fundamental to VAC’s mandate, the Department continued its commitment of client-focussed service as demonstrated by the establishment of sound service management practices, and providing accessible services to persons with disabilities. VAC will continue its efforts to refine its service management approach at the organizational level. VAC is pursuing opportunities to make information on its active major consultations available on the Web site and to post results of its consultation activities.

VAC’s quality and use of audits and program evaluations was notably strengthened over the past fiscal year. Numerous efforts to strengthen the audit and evaluation function have been made resulting in reports that are more strategic and timely and the systemic monitoring of practices relating to implementation of recommendations and management action plans. In addition, VAC continues to meet key expectations in the area of internal audits and has been recognized for its best practices to the Internal Audit community. An increased effort is underway to ensure performance data is available for effective evaluations.

Integrated corporate risk management is routinely considered as VAC continues to pursue continuous improvement in integrated risk management with the establishment of a Risk Management Board whereby senior management directs, participates in, and provides oversight in decision-making and Parliamentary reporting. The Department recognizes that key corporate risk information should inform business planning processes.

Resource Management Services

VAC has implemented a change agenda including plans and strategies in senior executives’ Performance Management Agreements. The Department is increasing its capacity to support the changes through broader individual and organization-wide related training programs and information sessions.

VAC continues to show strength in employee retention, leadership stability, employee perception of a respectful workplace and freedom to use language of choice. VAC offered in-house courses and encourages experiential learning to bridge gaps and transfer knowledge.

The newly established Organizational Health and Ethics (OHE) Directorate monitors the health of the organization as VAC modernizes its programs and services. OHE has provided employees with opportunities to develop skills that will enhance their ability to respond to changes in the workplace.

A Knowledge Transfer Framework was developed by the Canada Remembers Division to transfer knowledge and ensure that information is passed on in the most effective and efficient way as public servants retire or leave the organization. This framework is being reviewed for possible use by the whole Department.

Asset Management

VAC has an effective governance and oversight function with its procurement activities supporting the attainment of departmental objectives. VAC is developing a detailed enterprise-wide procurement strategy and action plan for the public.

In the area of Financial Management and Control, VAC has made noticeable progress, with the quality of reporting, financial management capacity and community leadership strengthening significantly. Notwithstanding the advancements made in this area, improvements continue in the areas of compliance with financial legislative policies and systems, internal control frameworks and independent reviews.

Information technology continues to make a strong contribution to the corporate business strategy and the government-wide agenda. Ongoing management of IT assets and services include costing on a baseline and a performance measurement framework based on industry standards.

VAC is continuing to improve its capacity in the area of information management to ensure operational and strategic information needs can be met. Managers at all levels continue to ensure information is managed effectively. Continuous improvements will be the focus of VAC’s information managers to ensure the business strategies and legislative obligations and public accountability responsibilities are met.

In 2009-10, VAC began the implementation of a Project Management Centre of Expertise to cultivate a culture of project management by providing services, solutions, and engagement through the following three inter-related components: community of practice for project managers; virtual resource centre; and a corporate project office.

Benefits for Canadians

Internal services are administered to support the needs of VAC’s programs and service delivery including a number of corporate obligations. The resources allocated to the internal services functions strengthen accountability to manage resources more effectively; serve ministers and government; and, deliver results to our Veterans and other clients.

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