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Veterans Affairs' mandate stems from laws, regulations and Orders in Council. Among the more significant is the Department of Veterans Affairs Act, which charges the Minister of Veterans Affairs with the following responsibilities for the Department:
The Veterans Review and Appeal Board's mandate is full and exclusive jurisdiction to hear, determine and deal with all applications for review and appeal that may be made to the Board under the Pension Act, the War Veterans Allowance Act and other acts of parliament.
The Minister of Veterans Affairs is supported by a Deputy Minister and an Associate Deputy Minister. The Associate Deputy reports directly to the Deputy. The Department has three branches and two divisions which report to the Deputy Minister, while four divisions report directly to the Associate Deputy Minister. General Counsel is functionally responsible to the Deputy Minister for legal services.
The Veterans Review and Appeal Board is headed by a Chairperson who is the Chief Executive Officer and reports to Parliament through the Minister of Veterans Affairs. The Chairperson is supported by a Deputy Chairperson, as many as 29 full-time, permanent Governor-in-Council appointees, and a Director General.
Veterans Affairs Canada has three senior management committees: the Senior Management Committee (SMC), the Departmental Executive Board (DEB), and the Audit and Evaluation Committee (AEC).
VAC's Senior Management Committee is chaired by the Deputy Minister. SMC is the Department's senior departmental review/decision-making committee comprising: Deputy Minister, Associate Deputy Minister, all Assistant Deputy Ministers, three Directors General, and the General Counsel.
The Departmental Executive Board is chaired by the Deputy Minister and consists of all senior management down to and including all Directors General. DEB reviews departmental programs, finance, systems and human resource policies and implementation plans and results. This forum also provides an opportunity for vertical and horizontal information exchange and discussion on organizational, program and commemorative initiatives and events.
AEC's portfolio-wide role includes: approving the audit and evaluation plan, providing advice on risk management; strengthening the independence, objectivity and effectiveness of the internal audit and evaluation functions; emphasizing accountability of managers; and, facilitating communication concerning the internal audit and evaluation functions between senior management, central agencies and the Office of the Auditor General (OAG). AEC includes VAC's Deputy Minister (chairperson), Associate Deputy Minister, Department Senior Managers appointed by the Deputy Minister, and the Veterans Review and Appeal Board's Chair. The Treasury Board Secretariat and the OAG sit on this committee as observers.
The Veterans Review and Appeal Board has a Senior Management Team comprising: Chair; Deputy Chair; Director General; Director, Legal Services; and the Director, Professional Development and Advisory Services. The team provides leadership and strategic direction in the delivery of the Board's program and addresses emerging issues.
The organizational charts on the following pages illustrate how Veterans Affairs is structured, keeping in mind that the Deputy Minister and Associate Deputy Minister have overall responsibility for the Department. The Chairperson has overall responsibility for the Veterans Review and Appeal Board.
Text Version
The Minister of Veterans Affairs is directly supported by the Deputy Minister of Veterans Affairs Canada. The Chair of the Veterans Review and Appeal Board reports to Parliament through the Minister of Veterans Affairs. The Deputy Minister of Veterans Affairs Canada is directly supported by the Associate Deputy Minister of Veterans Affairs Canada.
The following personnel report directly to the Deputy Minister: Assistant Deputy Minister, Veterans Services Branch*; Assistant Deputy Minister, Corporate Services Branch; Assistant Deputy Minister, Public Programs and Communications Branch; Director General, Ottawa Operations Director General, Co-ordination Secretariat; General Counsel, Justice Canada**.
The following personnel report directly to the Associate Deputy Minister: Director General, Audit and Evaluation Division; Director, Office of Early Conflict Resolution; Executive Director, Federal Healthcare Partnership; Chief Pensions Advocate, Bureau of Pensions Advocates.
* Includes Regional Offices and Ste. Anne's Hospital
** General Counsel is functionally responsible to the Deputy Minister for legal services.
Chart Version
Text Version
The following personnel report directly to the Chair of the Veterans Review and Appeal Board : Deputy Chair, Members, Director General.
Chart Version
2007-2008 | |||||||||||
($ millions) | Budgetary | Non-Budgetary | Total Main Estimates | Adjust- ments (Planned Spending not in Main Estimates) | Total Planned Spending | ||||||
Operat- ing | Capital | Grants | Contri- butions and Other Transfer Pay- ments | Gross | Respend- able Revenue | Net | Loans, Invest- ments and Advances | ||||
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. | |||||||||||
Pensions, Awards, Allowances for Disability and Death, and Financial Support | 106.6 | – | 2,075.8 | – | 2,182.4 | – | 2,182.4 | – | 2,182.4 | 0.2 | 2,182.6 |
Health Care and Re-establishment Benefits and Services | 809.4 | 22.8 | – | 296.3 | 1,128.5 | – | 1,128.5 | – | 1,128.5 | 0.2 | 1,128.7 |
Strategic Outcome#2: Canadians remember and demonstrate their recognition of all those who served in Canada's efforts during war, military conflict and peace. | |||||||||||
Remembrance Programming | 25.4 | – | 23.5 | 2.2 | 51.1 | – | 51.1 | – | 51.1 | 1.8 | 52.9 |
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 members, RCMP clients, qualified civilians and their families. | |||||||||||
Veterans Review and Appeal Board redress process for disability pensions and awards | 13.7 | – | – | – | 13.7 | – | 13.7 | – | 13.7 | – | 13.7 |
Total | 955.1 | 22.8 | 2,099.3 | 298.5 | 2,247.2 | – | 3,375.7 | – | 3,375.7 | 2.2 | 3,377.9 |
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($ millions) | |||
Vote or Statutory Item | Truncated Vote or Statutory Wording | 2007-2008 Main Estimates | 2006-2007 Main Estimates |
1 | Veterans Affairs Canada – Operating expenditures | 905.9 | 856.8 |
5 | Veterans Affairs Canada – Capital expenditures | 22.8 | 32.0 |
10 | Veterans Affairs Canada – Grants and contributions | 2,397.6 | 2,264.4 |
15 | Veterans Affairs – Veterans Review and Appeal Board – Operating expenditures | 9.5 | 9.4 |
(S) | Re-Establishment Credits under Section 8 of the War Service Grants Act | – | – |
(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) | Veterans Insurance Actuarial Liability Adjustment | 0.2 | 0.2 |
(S) | Minister of Veterans Affairs salary and motor car allowance | 0.1 | 0.1 |
(S) | Contributions to employee benefit plans | 39.6 | 39.9 |
Total Portfolio | 3,375.7 | 3,202.8 |
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($ millions) | 2007-2008 | ||||
Pensions, Awards, Allowances for Disability and Death, and Financial Support | Health Care and Reestablish- ment Benefits and Services | Remem- brance Program- ming | Veterans Review and Appeal Board redress process for disability pensions and awards | Total | |
Veterans Services Branch | 2,128.3 | 1,093.1 | – | – | 3,221.4 |
Public Programs & Commun- ications Branch | 3.0 | 2.5 | 46.8 | 0.2 | 52.5 |
Corporate Services Branch | 34.7 | 27.7 | 4.9 | 2.0 | 69.3 |
Executive Branch * | 16.6 | 5.4 | 1.2 | 0.5 | 23.7 |
Veterans Review and Appeal Board | – | – | – | 11.0 | 11.0 |
Total | 2,182.6 | 1,128.7 | 52.9 | 13.7 | 3,377.9 |
Regulations | Expected Results | Plans for Achievement |
Veterans Burial Regulations, 2005 |
These five enhancements will ensure continuation of dignified funeral services, demonstrating more clearly respect and recognition for Veterans who served in Canada's effort during war, military conflict and peace. |
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Significance Rating Ranked as Moderate. Financial impact would involve expenditures approaching 2 million dollars per year. As for social impact, the proposed regulations would have a positive impact on the elderly and lower income survivors of eligible persons. |
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Summary 2005-06 was a period of heavy/intense major legislative and regulatory initiatives around the New Veterans Charter. The focus of the department in 2006-2007 and through 2007-08 continues to be on the implementation and evaluation of these new programs, as clients and staff adapt to the modernization initiative. There are a number of regulatory amendments and issues currently being explored, but since these are in the early stages of consideration and development, it is too premature to report on them in this year's edition of the Report on Plans and Priorities. |
VAC has received Effective Project Approval (EPA) for the following two projects:
($ millions) | Current Estimated Total Cost | Forecast Spending to March 31, 2007 | Planned Spending 2007-2008 | Planned Spending 2008-2009 | Planned Spending 2009-2010 | Future Years' Spending Requirement |
Health Care and Re-establishment Benefits and Services | ||||||
Ste. Anne's Hospital Renovation (projected) | 114.3 | 53.0 | 23.2 | 20.0 | 18.1 | – |
Remembrance Programming | ||||||
European Monuments Restoration | 30.0 | 29.6 | 0.4 | – | – | – |
The European Monuments Restoration Project is expected to be completed early in fiscal year 2007-2008 at a total cost of $30 million. The funding identified above for the Ste. Anne's Hospital Renovation project is based on the revised EPA approved by Treasury Board on December 7, 2006 at a total cost of $114.3 million. For further information on the above-mentioned projects, visit: www.tbs-sct.gc.ca/est-pre/20072008/p3a-eng.asp.
Over the next three fiscal years, Veterans Affairs Canada will manage the following transfer payments programs in excess of $5 million:
($ millions) | Forecast Spending 2006-2007 | Planned Spending 2007-2008 | Planned spending 2008-2009 | Planned spending 2009-2010 |
Pensions, and Allowances for Disability and Death | 1,777.0 | 1,822.4 | 1,842.2 | 1,840.6 |
Disability Awards and Allowances | 199.1 | 200.3 | 190.4 | 179.8 |
Earnings Loss and Supplementary Retirement Benefit | 14.9 | 30.3 | 33.8 | 27.9 |
War Veterans Allowance / Civilian War Allowance | 19.6 | 17.7 | 16.4 | 15.2 |
Veterans Independence Program | 295.0 | 296.3 | 302.9 | 305.5 |
Last Post Fund | 14.8 | 14.8 | 14.8 | 14.8 |
Commonwealth War Graves Commission | 9.0 | 8.6 | 8.6 | 8.6 |
Name of Transfer Payment Program: Pensions, and Allowances for Disability and Death | ||||
Start Date: September 1, 1919 | End Date: Ongoing | |||
Description: Provide pensions for disability or death and economic support in the form of allowances to: members of the Canadian Forces and Merchant Navy Veterans who served in the First World War, the Second World War or the Korean War; certain civilians who are entitled to benefits because of their wartime service; former and serving members of the Canadian Forces (including those who served in Special Duty Areas); survivors and dependants of military and civilian personnel. | ||||
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. | ||||
Expected Result: Eligible Veterans and others receive the treatment benefits and services to meet their identified needs. | ||||
($ millions) | Forecast Spending 2006-2007 | Planned spending 2007-2008 | Planned spending 2008-2009 | Planned Spending 2009-2010 |
Pensions, Awards, Allowances for Disability and Death; and Financial Support | ||||
Total Grants | 1,777.0 | 1,822.4 | 1,842.2 | 1,840.6 |
Total Contributions | ||||
Total Other Transfer Payments | ||||
Total PA | 1,777.0 | 1,822.4 | 1,842.2 | 1,840.6 |
Planned Audits and Evaluations | No. |
Name of Transfer Payment Program: Disability Awards and Allowances | ||||
Start Date: April 1, 2006 | End Date: Ongoing | |||
Description: Provide disability awards for disability or death and economic support in the form of allowances to former and serving members of the Canadian Forces, and in some cases to survivors and dependants, for the non-economic effects of a service-related disability, including pain and suffering, functional loss and the effects of permanent impairment on the lives of members, Veterans and their families. | ||||
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. | ||||
Expected Result: Eligible Veterans and others receive the treatment benefits and services to meet their identified needs. | ||||
($ millions) | Forecast Spending 2006-2007 | Planned spending 2007-2008 | Planned spending 2008-2009 | Planned Spending 2009-2010 |
Pensions, Awards, Allowances for Disability and Death; and Financial Support | ||||
Total Grants | 199.1 | 200.3 | 190.4 | 179.8 |
Total Contributions | ||||
Total Other Transfer Payments | ||||
Total PA | 199.1 | 200.3 | 190.4 | 179.8 |
Planned Audits and Evaluations | No. |
Name of Transfer Payment Program: Earnings Loss and Supplemental Retirement Benefit | ||||
Start Date: April 1, 2006 | End Date: Ongoing | |||
Description: The Earnings Loss benefit provides temporary income replacement benefits while the Canadian Forces Veteran participates in rehabilitation in preparation for employment in civilian life. Ongoing long-term income replacement benefits are provided to age 65 when the Veteran is unable to engage in any suitable employment due to total and permanent incapacity. At age 65, recipients of long-term income replacement benefits receive a lump-sum retirement benefit to compensate for lost opportunity to contribute to a retirement pension due to a career-ending or service-related disability. | ||||
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. | ||||
Expected Result: Eligible Veterans and others receive the treatment benefits and services to meet their identified needs. | ||||
($ millions) | Forecast Spending 2006-2007 | Planned spending 2007-2008 | Planned spending 2008-2009 | Planned Spending 2009-2010 |
Pensions, Awards, Allowances for Disability and Death; and Financial Support | ||||
Total Grants | 14.9 | 30.3 | 33.8 | 27.9 |
Total Contributions | ||||
Total Other Transfer Payments | ||||
Total PA | 14.9 | 30.3 | 33.8 | 27.9 |
Planned Audits and Evaluations | To be determined. |
Name of Transfer Payment Program: War Veterans Allowance/Civilian War Allowance | ||||
Start Date: September 1, 1930 | End Date: Ongoing | |||
Description: The War Veterans Allowance (WVA) is a form of financial assistance available to eligible Veterans, qualified civilians and their survivors, dependants and orphans. In recognition of war service, qualified persons are provided with regular, monthly income to meet basic needs. WVA is based on income, domestic status and number of dependants. Recipients are paid at a single, married or orphan’s rate. Payments are indexed annually to the CPI. Eligibility for WVA is determined by the wartime service of a Veteran or qualified civilian, age or health, income or residency. | ||||
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. | ||||
Expected Result: Eligible Veterans and others receive the treatment benefits and services to meet their identified needs. | ||||
($ millions) | Forecast Spending 2006-2007 | Planned spending 2007-2008 | Planned spending 2008-2009 | Planned Spending 2009-2010 |
Pensions, Awards, Allowances for Disability and Death; and Financial Support | ||||
Total Grants | 19.6 | 17.7 | 16.4 | 15.2 |
Total Contributions | ||||
Total Other Transfer Payments | ||||
Total PA | 19.6 | 17.7 | 16.4 | 15.2 |
Planned Audits and Evaluations | To be determined. |
Name of Transfer Payment Program: Veterans Independence Program | ||||
Start Date: 1981 | End Date: Ongoing | |||
Description: The Department’s Veterans Independence Program is a national home care program that assists eligible clients to remain independent in their own homes or communities by offering a variety of programs and services, such as housekeeping, grounds maintenance, and personal care. | ||||
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. | ||||
Expected Result: Eligible Veterans and others receive the treatment benefits and services to meet their identified needs. | ||||
($ millions) | Forecast Spending 2006-2007 | Planned spending 2007-2008 | Planned spending 2008-2009 | Planned Spending 2009-2010 |
Health Care and Re-establishment Benefits and Services | ||||
Total Grants | ||||
Total Contributions | 295.0 | 296.3 | 302.9 | 305.5 |
Total Other Transfer Payments | ||||
Total PA | 295.0 | 296.3 | 302.9 | 305.5 |
Planned Audits and Evaluations | To be determined. |
Name of Transfer Payment Program: Last Post Fund | ||||
Start Date: N/A | End Date: Ongoing | |||
Description: The Last Post Fund (LPF) is a non-profit corporation which administers funeral, burial, and grave marking services for Veterans Affairs Canada. Canada Remembers provides eligible Veterans and civilians with a dignified funeral and burial through the Last Post Fund. | ||||
Strategic Outcome: Canadians remember and demonstrate their recognition of all those who served in Canada’s efforts during war, military conflict and peace. | ||||
Expected Result: Canadians who commemorate, understand and value the achievements and sacrifices of those who have served Canada in war, military conflict and peace. | ||||
($ millions) | Forecast Spending 2006-2007 | Planned spending 2007-2008 | Planned spending 2008-2009 | Planned Spending 2009-2010 |
Remembrance Programming | ||||
Total Grants | 14.8 | 14.8 | 14.8 | 14.8 |
Total Contributions | ||||
Total Other Transfer Payments | ||||
Total PA | 14.8 | 14.8 | 14.8 | 14.8 |
Planned Audits and Evaluations | To be determined. |
Name of Transfer Payment Program: Commonwealth War Graves Commission | ||||
Start Date: N/A | End Date: Ongoing | |||
Description: The Commonwealth War Graves Commission was established by Royal Charter in 1917. It’s duties are to mark and maintain the graves of the members of the forces of the Commonwealth who were killed in the two World Wars, to build memorials to those who have no known grave and to keep records and registers of Canadian war dead. Canada Remembers maintains Canadian war graves and cemeteries through a partnership with the Commonwealth War Graves Commission. | ||||
Strategic Outcome: Canadians remember and demonstrate their recognition of all those who served in Canada’s efforts during war, miliary conflict and peace. | ||||
Expected Result: Canadians who commemorate, understand and value the achievements and sacrifices of those who have served Canada in war, military conflict and peace. | ||||
($ millions) | Forecast Spending 2006-2007 | Planned spending 2007-2008 | Planned spending 2008-2009 | Planned Spending 2009-2010 |
Remembrance Programming | ||||
Total Grants | 9.0 | 8.6 | 8.6 | 8.6 |
Total Contributions | ||||
Total Other Transfer Payments | ||||
Total PA | 9.0 | 8.6 | 8.6 | 8.6 |
Planned Audits and Evaluations | To be determined. |
For further information on the above-mentioned Transfer Payments Programs, visit:http://www.tbs-sct.gc.ca/est-pre/20072008/p3a-eng.asp.
VAC will continue to do its part to implement concrete and positive change by being environmentally responsible and advancing sustainable development. Tabled in December 2006, its fourth Sustainable Development Strategy (SDS) sets out the Department's commitment to operating responsibly and to reducing our impact on the environment. In this, VAC focussed its energies on where VAC can make a difference. This document is focussed with fewer commitments than previous strategies. VAC's commitments are more manageable and realistic in the areas of federal governance, greenhouse gas emissions, green stewardship, quality of life, regulatory compliance, and waste and water management. These areas are important as VAC tries to implement environmental responsibility in its day to day operations and support progress in achieving the Government of Canada's sustainable development goals.
To ensure success, VAC has also developed a Performance Measurement Management Framework document for information and monitoring purposes.
SDS Departmental Goal | ||
Federal Sustainable Development Goal including Greening Government Operations goals (if applicable) | Performance Measure | March 31 2007/08 |
1. Federal Governance: 100% of materiel managers and procurement personnel take green procurement training by 2010. | ||
Clear and effective governance mechanisms to integrate sustainable development in decision-making. | Report annually on the percentage of materiel managers and procurement community trained. | 5% |
2. Federal Governance: Quantity of green products purchased is increased by 15% by 2009. | ||
Clear and effective governance mechanisms to integrate sustainable development in decision-making. |
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5% |
3. Federal Governance: Conduct an analysis of paper usage and implement strategies to reduce paper usage. | ||
Clear and effective governance mechanisms to integrate sustainable development in decision-making. | Decrease in quantity of paper purchased. | 10% |
4. Federal Governance: Conduct an analysis of printer/photocopier inventory and implement strategies to pool resources and explore use of multi-functional equipment. | ||
Clear and effective governance mechanisms to integrate sustainable development in decision-making. | Report annually on reduced number of non-duplex printers and photocopiers. | 5% |
5. Greenhouse Gas Emissions: Reduce emissions per vehicle kilometre from Veterans Affairs' fleet by 2010 by 15% from 2002-2003 levels. | ||
Emissions are reduced. | Annual average GHG emissions per vehicle kilometre. | 5% |
6. Greenhouse Gas Emissions: All gasoline purchased for federal road vehicles will be ethanol-blended, where available. | ||
Emissions are reduced. | Percentage of litres of gasoline purchased for federal road vehicles that is ethanol-blended. | 3.2% |
7. Greenhouse Gas Emissions: Conduct an analysis of vehicle (fleet, personal, rental) usage by staff and implement strategies to reduce GHG emissions. | ||
Emissions are reduced. | Analysis has been conducted and next steps have been identified. | |
8. Greenhouse Gas Emissions: In support of the overall FHIO target of 31%, reduce GHG emissions by 2010 at Ste. Anne's | ||
Emissions are reduced. | Report annually the percent reduction in GHG emissions at Ste. Anne's Hospital. | 20% |
9. Green Stewardship: Raise awareness on sustainable development issues and solutions through communication to all staff. | ||
Staff are aware of the importance of sustainable development. | Number of communications delivered to staff. | 24 |
10. Quality of Life: A high percentage of all Client Service Teams to have undergone certification through Veterans Affairs Canada's National Certification Program by 2010. | ||
Service delivery is aligned with departmental principles and practices that promote integrated, consistent, exemplary and client-centred service to clients and their families. | Report annually on the percentage of Client Service Teams (CSTs) that have undergone certification. | 17% |
11. Quality of Life: Based on applied research evidence, implement continuing care strategies to improve supportive services for Veterans, seniors, and their families. | ||
Informed decisions on continuing care policies with goal of improving supportive services to Veterans, seniors and their families, as well as contributing to national policy making on continuing care issues. | Report annually on decisions made as a result of continuing care studies. | |
12. Regulatory Compliance: Comply with applicable Federal environmental regulatory obligations at Ste. Anne's Hospital. | ||
Compliance with federal standards which support a healthier ecosystem. | Increase compliance with environmental regulatory clauses. | 100% |
13. Waste Management: Increase amount of waste recycled by 15% at Ste. Anne's Hospital by 2009. | ||
Waste is reduced. | Decrease in tons of waste produced. | 5% |
14. Water: Reduce water consumption per square foot by 5% by 2009 at Ste. Anne's Hospital. | ||
Water efficiency and sustainable water use is improved. | Decrease in litres of water consumed. | 1% |
Veterans Affairs Canada develops its annual audit and evaluation plan using a risk-based approach. This plan is approved by an Audit and Evaluation Committee, chaired by the Deputy Minister. The intent of the audit and evaluation plan is to ensure that the projects are clearly aligned with VAC's Five-Year Strategic Plan, Program Activity Architecture and Management Accountability Framework. The Department undertakes audit and evaluation projects that are deemed the highest risk. To focus attention on those areas, where use of the available resources would best achieve the objectives of audit and evaluation, the following criteria are considered during project selection: materiality; likelihood; complexity; and, sensitivity/reputation. During the ranking of the proposed engagements, consultations are held with senior managers, program managers and audit and evaluation staff. Findings and recommendations of previous audits, evaluations and reviews, as well as the extent of follow-up and corrective action taken by management are also used to assess potential projects. Audit schedules are compared with those of the Office of the Auditor General and Veterans Affairs' Sustainable Development Strategy in order to prevent overlapping visits and undue interference with operations. Consultation with partners is conducted on an ongoing basis.
The long range plan attempts to provide some balance, so that a variety of functions, activities and organizational entities are covered annually through cyclical projects (e.g. Financial Management and Control, Residential Care, and Organizational Governance). Follow-up to findings also contribute to current and future year planning. The plan has some flexibility to allow for requests from management for special studies demanded by unforeseeable circumstances, from central agencies for the Transfer Policy requirements, and for follow-up reviews on the actions taken on recommendations.
Name of Internal Audit/Evaluation | Type Transfer Payment Policy (Yes) | Status | Expected Completion Date |
2006-2007 This is work approved for 2006-2007 currently underway but will likely be released in 2007-2008 |
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Administered Accounts Phase II | Assurance Audit | In progress | March 31, 2007 |
Residential Care - Phase II Atlantic Region | Audit/Evaluation | In progress | April 30, 2007 |
Organizational Governance (cyclical) - Phase II (Western Region and Veterans Review and Appeal Board) | Audit/Evaluation | In progress | March 31, 2007 |
Financial Management and Controls (cyclical) - Phase II | Assurance Audit | In progress | March 31, 2007 |
IT Security (MITs) | Assurance Audit | In progress | March 31, 2007 |
Contracting | Assurance Audit | In progress | June 30, 2007 |
Post Payment Verification | Assurance Audit | In progress | May 31, 2007 |
2007-2008 | |||
Conflict of Interest | Audit | Planned | September 30, 2007 |
FHCPS Adjudication Process | Assurance Audit | Planned | December 31, 2007 |
FHCPS - POC Analysis | Assurance Audit | Planned | December 31, 2007 |
Equipment Recycling Program | Assurance Audit | Planned | October 31, 2007 |
Business Continuity Planning | Assurance Audit | Planned | September 30, 2007 |
Follow-up of the Audit of Outsourcing of Health Claims Administration | Audit | Planned | March 31, 2008 |
Management of Medications at Ste. Anne's Hospital | Assurance Audit | Planned | March 31, 2008 |
Ste. Anne's Hospital - Capital Renovation Project | Assurance Audit | Planned | Ongoing |
FHCPS - Special Authorization Units and Treatment Authorization Centres | Audit/Evaluation | Planned | June 30, 2008 |
Operational Stress Injury Clinics | Audit/Evaluation | Planned | September 30, 2007 |
Review Redress for the Re-establishment Program of the New Veterans Charter | Evaluation TPP Yes | Planned | February 29, 2008 |
Funeral and Burial Program (Last Post Fund) | Evaluation TPP Yes | Planned | September 30, 2008 |
War Veterans Allowance | Evaluation TPP Yes | Planned | September 30, 2008 |
Canada -Remembers Program (date to be determined) deferred at March 21, 2006 meeting - pending TBS decision | Evaluation TPP Yes | Planned | July 31, 2007 |
2008-2009 | |||
Service and Program Modernization (The New Veterans Charter) - Formative Evaluation | Evaluation TPP Yes | Planned | To be determined |
Human Resources Division (cyclical) - Pay Audit | Assurance Audit | Planned | To be determined |
Memorandum of Understanding between Veterans Affairs Canada and the Canada Revenue Agency | Audit | Planned | To be determined |
Electronic Link to Report: Reports are not completed yet. Will be posted to Web site when Completed. | |||
Electronic Link to Internal Audit and Evaluation Plan: To be reviewed and revised end of March 2007. |
Order of priority to be set by the Audit and Evaluation Committee and can change due to risk-based planning or change in priorities.
Our Multi -Year Audit and Evaluation Plan is currently under review and should be finalized by March 31, 2007. There may be some changes to the scheduled activities in the updated plan.