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Minister's Message
Veterans hold a special place in the hearts and minds of Canadians—they unite us in a unique and powerful way. With roots dating back to the First World War, the Department of Veterans Affairs is responsible for ensuring the care and recognition earned by these national heroes. In this role, we recognize that the needs of Canada's Veterans are changing. This is happening now and it is happening quickly.
There is a new generation of Canadian Forces Veterans and their needs are often quite different from those of our traditional Veterans. In response, the Department is adapting itself to keep programs and services relevant to all Veterans.
Over the past year, the Department has worked hard to provide Veterans with faster and easier access to the benefits and services they deserve. We are making decisions faster. We are working to offer more online options for Veterans to interact with the Department. We have eliminated unecessary paperwork. We are cutting red tape and working to offer Veterans hassle-free service. And we are just getting started.
At the same time, our efforts are contributing to the overall Government of Canada deficit reduction exercise to ensure every tax dollar is spent wisely, prudently and fairly.
As I committed in our 2011-12 Report on Plans and Priorities, we are focused on five key elements for the future:
- Reducing the complexity of our programs;
- Improving the way we deliver programs, making them more flexible;
- Strengthening our partnership with the Department of National Defence to ensure our military men and women experience a smooth transition to civilian life;
- Sustaining the New Veterans Charter as a fundamentally sound and modern approach to disability management; and,
- Continuing to adapt to the changing demographics of the Canadians we serve by ensuring our resources are deployed where they are needed.
As you will see in this report, we have come a long way in a short time—but there is much work still to be done. We have a commitment to Veterans, and to Canadians, to deliver on our core mandate: the care and recognition of Veterans, Canadian Forces and RCMP members, and their families. We accept this tremendous responsibility, and although we cannot thank our Veterans enough for what they have done for Canada, we will strive to be worthy of their esteem.
And so it is with great pride that I present the 2010-11 Departmental Performance Report for Veterans Affairs.
The Honourable Steven Blaney, P.C., M.P.
Minister of Veterans Affairs
Chair's Message
It is my pleasure to share with you the results achieved for Canadians against the plans and priorities of the Veterans Review and Appeal Board for 2010-11.
The Board supports Veterans, members of the Canadian Forces and the Royal Canadian Mounted Police, and their families, in obtaining the benefits to which they are entitled for service-related disabilities. We accomplish this by providing them with an independent appeal process 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 decisions as well as the final level of appeal for War Veterans Allowance cases.
Our objective is to ensure that individuals have every opportunity to be heard and to present new information and arguments in support of their applications. To this end, our Board Members conduct hearings and make decisions based on a careful consideration of the evidence and according to the legislation.
In 2010-11, the Board issued 3,539 review decisions at the request of individuals–a relatively small percentage of the 40,000 decisions issued by the Department each year with appeal rights to the Board. The reality is that many Veterans are satisfied at the departmental level and never bring their decisions forward to the Board. Those who do come forward at review have the benefit of providing oral testimony for the first time and the right to appeal the Board's decision if they remain dissatisfied. In 2010-11, the Board rendered 974 appeal decisions for applicants. In every case, our efforts were focused on issuing clear reasons in a timely fashion as demonstrated by our strong performance against our published service standard.
Our Members are dedicated Canadians who bring a diversity of professional experiences to their work. They are supported by a motivated team of public servants in operational and quality management roles. In 2010-11, we continued to provide our Members and staff with targeted training and tools to support them in addressing the complex and evolving nature of applications.
We also increased our communications activities and focused on accountable management to ensure an effective and efficient appeal process for applicants. We will continue to look for opportunities to improve our program and to engage our employees and our stakeholders in discussions that affect them.
The Board is guided by a strong sense of the responsibility inherent in our mandate to those who have served–and continue to serve–their country. We are honoured to serve them.
John D. Larlee
Chair, Veterans Review and Appeal Board
Section I: Departmental Overview
This section provides high-level information on the Veterans Affairs Portfolio.
Raison d’être
Canada's development as an independent country with a unique identity stems partly from its achievements in times of war. Veterans Affairs Canada (VAC) exists to repay Canada's debt of gratitude to those whose courageous efforts gave us this legacy and contributed to our growth as a nation.
The origins of VAC's mandate lies in the Department of Veterans Affairs Act which charges the Minister of Veterans Affairs with "the care, treatment, or re-establishment in civil life of any person who served in the Canadian Forces or merchant navy or in the naval, army, air forces or merchant navies of Her Majesty, of any person who has otherwise engaged in pursuits relating to war, and of any other person designated ... and the care of the dependants or survivors of any person referred to" and through an Order-in-Council which gives VAC responsibility for keeping alive the achievements and sacrifices of those who served Canada in times of war and peace.
Responsibilities
The Minister of Veterans Affairs is responsible for, or has responsibility under more than 20 Acts of Parliament. The Veterans Affairs Portfolio consists of Veterans Affairs Canada, the Veterans Review and Appeal Board (VRAB) and the Office of the Veterans Ombudsman (OVO). Beginning in 2011-12, VRAB will report on its own as a separate agency.
Veterans Affairs Canada
Veterans Affairs Canada achieves its mandate by providing services and benefits that respond to the needs of Veterans, other individuals and their families. Additionally, we recognize their service to Canada through programs that keep the memory of their achievements and sacrifices alive for all Canadians.
VAC has three main roles:
Provider of disability compensation and financial support – VAC administers programs which recognize and compensate for the pain and suffering of service-related disabilities. The Department also provides financial support and assistance when career-ending or service-related disabilities affect one's ability to earn income.
Funder for health care and re-establishment services – VAC works with federal, provincial and territorial governments to provide access to health programs that enhance the well-being of Veterans and other eligible individuals, promote independence and ensure continued care. The Department also provides support to Canadian Forces Veterans and their families to ease their transition to civilian life.
Catalyst for national and international remembrance – The Department keeps alive the achievements and sacrifices of those who served Canada in times of war, military conflict and peace, and promotes the importance of these efforts on Canadian life as we know it today. VAC fosters remembrance of the contributions made by Canada's war dead and Veterans through its Canada Remembers Program. It also maintains and preserves 14 memorial sites in Europe.
Veterans Review and Appeal Board
The Veterans Review and Appeal Board (VRAB) is an independent, quasi-judicial tribunal that operates at arm's length from Veterans Affairs Canada. The Board has full and exclusive jurisdiction to hear, determine and deal with all applications for review and appeal made to the Board under the Veterans Review and Appeal Board Act.
Veterans Ombudsman
The Office of the Veterans Ombudsman helps Veterans and their families address concerns related to VAC and the Veterans Bill of Rights. An impartial and independent officer, the Veterans Ombudsman reports directly to the Minister of Veterans Affairs and ensures the fair treatment of Veterans, their representatives and their families.
Program Activity Architecture (PAA)
Veterans Affairs Canada works to achieve four Strategic Outcomes (SOs). From these flow program activities and sub activities as presented in the chart below.
Program Activity Architecture Crosswalk
Veterans Affairs' Program Activity Architecture (PAA) was modified for the 2010-11 fiscal year to expand from one to two program activities for the strategic outcome Canadians remember and demonstrate their recognition of all those who have served in Canada`s efforts during war, military conflict and peace. The PAA depicted above was developed in 2009-2010 and formally included in the departmental planning and reporting for 2010-11.
The Crosswalk below shows changes made to the program activities between 2009-10 and 2010-11. The Canada Remembers Program was divided into two Program Activities in the 2010-11 PAA.
Organizational Priorities
This section outlines the priorities that Veterans Affairs Canada (VAC) worked on in support of its strategic outcomes during 2010-11.
Performance Status Legend
- Exceeded: More than 100 percent of the expected level of performance was achieved
- Met All: 100 percent of the expected level of performance was achieved
- Mostly Met: 80 to 99 percent of the expected level of performance was achieved
- Somewhat Met: 60 to 79 percent of the expected level of performance was achieved
- Not Met: Less than 60 percent of the expected level of performance was achieved
Operational Priorities (VAC)
1. Transform service delivery and support functions (New in 2010-11)
Description: To ensure that service delivery and support functions are adapted to meet the changing and broad needs of Veterans and other individuals served by VAC, and to ensure that the right decision is delivered as early as possible.
Performance Status: Mostly met
Contributing to: SO 1 PA(s)
- Compensation and Financial Support;
- Veterans Health Care and Re-establishment.
Results Achived:
In 2010-11 VAC began a review of its existing service delivery model to determine the appropriate structure and resources required to effectively deliver programs and services. As a result of the major transformation initiative that began in the summer of 2010, the Department has since expanded on the original scope to include a more significant review aimed at reducing complexity, overhauling service delivery and aligning the Department with Veteran demographics.
The Department worked closely with the Canadian Forces (CF) and the Department of National Defence (DND) on several key priorities, which included working to better align policies, programs, services and points of service with DND; increasing the number of integrated personnel support centres across Canada to 24; supporting the establishment of a Canadian Institute for Military and Veteran’s Health Research; conducting outreach sessions at CF bases across Canada; and working to improve information sharing between VAC and DND to enable quicker access to service information.
New legislation was introduced to enhance the New Veterans Charter to improve access to monthly benefits for seriously injured Veterans, increase the monthly financial support available through the Earnings Loss Benefit and provide flexible payment options for the Disability Award.
Service delivery improvements were made to provide Veterans who receive support under the Veterans Independence Program with access to direct deposit and a new telephone system was implemented enabling the Department in March 2011 to answer 89% of calls made to VAC's 1-800 lines within two minutes. In addition, the Department was able to reduce the time required to provide decisions on disability applications from 24 weeks to 16 weeks and for rehabilitation applications from 4 weeks to 2 weeks.
To ensure that case management expertise is available where it's needed, 20 new case managers were added under the Legacy of Care initiative. Regional plans were also created to identify where resources should be allocated to best meet the needs of Veterans and other individuals.
In 2010-11, VAC completed several evaluations and audits, and those results are guiding the Department in improving its program delivery and services. They include evaluations on the New Veterans Charter Phase 2 and Phase 3) and the Veterans Independence Program as well as internal responsibility centre audits (Phase 1 and Phase 2). VAC also continues to refine and improve its mental health strategy through research and web based technology to improve its service.
All outpatient Operational Stress Injury (OSI) clinics expanded their services to include families as part of the assessment process. These clinics provided education and treatment to family members as needed, with families representing 9.5% of the total active cases at the clinics in March, 2011.
The Department worked with strategic partners such as the Mental Health Commission of Canada to revise VAC's Mental Health Strategy and to share in research and peer support initiatives; with DND to develop and implement the Operational Stress Injury Social Support (OSISS) program; the Brain Injury Association of Canada to increase awareness of Canadian expertise in military trauma and brain injury; Queen's University in the new Canadian Institute of Military and Veterans Health Research; and with the Canadian Institute of Health Research to develop common research priorities in partnership with the CF, DND and the academic community.
VAC developed and implemented a Change Management Framework and Internal Communications Strategy to keep employees, Veterans, stakeholders and partners informed of the Department's progress in changing its programs and services to better meet the needs of Veterans and other individuals.
2. Refocus remembrance activities (New in 2010-11)
Description: War-service Veterans are a direct link to our history. It is important that the Department continues to honour them and preserve their legacy while equally recognizing and honouring modern-day Veterans.
Performance Status: Met all
Contributing to: SO 2 PA(s)
- Remembrance Outreach;
- National and International Memorials.
Results Achieved:
In 2010-11 the Department conducted focus group meetings with modern-day and traditional Veterans, CF members, stakeholders and other Canadians to assess, among other things, their opinions and views on how the important contributions of CF Veterans are being recognized.
To address the recognition needs of modern-day Veterans, VAC produced several new learning resources, increased its network of key stakeholders and established eight partnership agreements that focus exclusively on the recognition of modern-day Veterans.
The Department led or supported approximately 815 remembrance ceremonies and events in Canada. VAC also kept its international commitments through on-site remembrance ceremonies and by hosting dignitaries while they paid their respects at overseas memorial battlefield sites.
VAC further expanded its online remembrance community by using more social media tools. Remembrance information was posted to social media sites like Facebook, YouTube and Twitter, while new tools such as the Remembrance iPhone mobile application, DVDs, event maps and online advertising brought remembrance to Canadians in their communities.
Television and online advertising partnerships were developed with media companies that cater to youth, such as Much Music, Vrak TV and Teletoon. These allowed the Department to expand its reach and bring remembrance to a new generation of Canadians.
Management Priorities (VAC)
3. Workforce renewal (New in 2010-11)
Description: To ensure that the Department operates efficiently and has the processes and workforce in place to provide the best possible service to Veterans and their families.
Performance Status: Met all
Contributing to: Links to all SOs
- Internal Services
Results Achieved:
In 2010-11, the Department completed a Human Resource and Business Planning process to identify human resource needs, align the current workforce with strategic priorities, and provide VAC with a three-year human resources strategy.
VAC employees were encouraged to participate in transformational changes. Internal communications were conducted through different channels and the Transformation Agenda became a permanent item on the agenda of all National Union Management Consultation Committees (NUMCC).
The Department continued to build on its representation of Canadian diversity through human resource management strategies. These include Employment Equity Mentoring and Internal Development Programs, an Employment Equity Supervisory Experience Program, the National Employment Equity Advisory Committee and Post-Secondary Recruitment.
In May 2010, the Department looked inward to assess its skills gaps and learning needs. From this, a national learning strategy project was started to revalidate the needs/priorities of the Department. All staff were also required to develop their own learning plans.
The Department also began work on several initiatives aimed at improving its knowledge of the military culture. An educational tool created by the Department of National Defence (DND) was made available to VAC staff to promote military awareness and help staff members understand the military experience. Reviews were also initiated to determine how the staffing process could be amended to include the Canadian Forces and to identify positions where CF experience would be an asset qualification.
4. Strengthening management, transparency and accountability (New in 2010-11)
Description: To ensure that the Department operates efficiently and has the functions and processes in place to provide the best possible service to Veterans and their families.
Performance Status: Mostly met
Contributing to: Links to all SOs
- Internal Services
Results Achieved:
In 2010-11, new policy development tools were drafted, more than 80 policies were revised or developed, and a guide to support decision-making was completed. VAC’s revised Discipline Policy and Disciplinary Guidelines more clearly communicate the consequences of misconduct to all employees and a new Privacy Action Plan was implemented to increase awareness throughout the Department on the importance of protecting personal information. The Department also continued to implement the Evaluation Policy requiring that all direct program spending—excluding grants and contributions—be evaluated every five years.
VAC tabled its first annual report on the state of performance measurement of programs in support of evaluation within the Department. The report outlines VAC's progress and identifies actions necessary to continue this progress. In addition, the Department's performance management program was modified, resulting in three times as many performance appraisals being completed since the 2009-2010 cycle.
Technology improvements were made to redesign and improve how information was structured on the VAC Web site, and a new interactive, multimedia centre was created.
The results of the Round VIII assessment of the Management Accountability Framework showed that VAC maintained a stable performance in 2010-11. Eleven areas of management were assessed within the Department and the following ratings were received: two "strong", seven "acceptable", and two "opportunity for improvement".
Operational Priorities (VRAB)
5. Program Delivery (Ongoing since 2008)
Description: To ensure applicants have an opportunity to appeal disability compensation and War Veterans Allowance claims to an independent tribunal.
Performance Status: Met all
Contributing to: SO 3 PA(s)
- Veterans Review and Appeal Board redress process for disability pensions and awards.
Results Achieved:
VRAB provided opportunities for applicants' cases to be heard by offering extensive review and appeal hearing dates to representative organizations in 30 locations across Canada.
The Board strengthened workload monitoring practices to ensure cases were effectively managed and decisions were mailed within the standard published service standard target.
6. Improved Program Delivery (Ongoing since 2004)
Description: Enhancing program delivery through the innovative use of technology to improve the process for applicants.
Performance Status: Met all
Contributing to: SO 3 PA(s)
- Veterans Review and Appeal Board redress process for disability pensions and awards.
Results Achieved:
New decision letters were developed to ensure clarity, plain language and ease of understanding.
VRAB revised its annual review calendar, which identifies the schedule of hearing locations for members and representatives.
The Board’s scheduling application system for monitoring workload and statistical reporting was expanded to ensure timely management of cases in progress, and to enhance decision-making and planning.
The Board’s Adjudicative Guidelines were developed and communicated to representative organizations.
The Members’ Performance Management Framework, which includes an annual review, was implemented.
Members were provided with professional development training, and tools were developed to address current and emerging medical, legal and adjudicative issues.
7. Communications (Ongoing since 2004)
Description: To ensure applicants and all Canadians are informed of the Board's mandate, program and appeal process, while meeting applicants'increasing need for information.
Performance Status: Mostly met
Contributing to: SO 3 PA(s)
- Veterans Review and Appeal Board redress process for disability pensions and awards.
Results Achieved:
Over the last year, VRAB has responded to increased inquiries from representatives, parliamentarians and external parties.
VRAB's Web site was revitalized to promote a better understanding of the Board's mandate and operations, and to provide additional information on Board processes and performance.
The Board initiated plans to increase outreach with stakeholders.
Management Priorities (VRAB)
8. Accountable Management (New in 2010-11)
Description: To provide an effective program for applicants and their families by focusing on management, transparency and accountability.
Performance Status: Met all
Contributing to: SO 3 PA(s)
- Veterans Review and Appeal Board redress process for disability pensions and awards.
Results Achieved:
A review was conducted to prepare for the Board's transition to having its own Program Activity Architecture and governance structure as a separate statutory agency. This review included finalizing an updated Memorandum of Understanding (MOU) with VAC to continue delivering internal services.
The Board's first stand-alone Departmental Staffing Accountability Report was completed.
VRAB's annual reports for administering the Access to Information Act and the Privacy Act were completed.
The Board participated in the Office of the Comptroller General's Horizontal Internal Audits on Portfolio Governance and Information Management to pro-actively seek recommendations for potential areas of improvement.
Members and staff were involved in decisions and matters affecting their work, and discussed the risks involved in their areas of responsibility.
Operational Priority (OVO)
9. Ensuring the fair treatment of the Veteran community and upholding the rights articulated in the Veterans Bill of Rights (New in 2010-11)
Description: The sacrifices of our Veterans are recognized through the equitable, fair, accessible and timely provision of services, benefits and support. An independent voice is essential in ensuring that these commitments are honored.
Performance Status: Met all
Contributing to: SO 4 PA(s)
- Office of the Veterans Ombudsman independent review and recommendations on individual complaints and systemic issues.
Results Achieved:
In 2010-11, the Office of the Veterans Ombudsman (OVO) successfully worked with Veterans and represented them on issues and complaints dealing with services and benefits required to meet their needs.
The OVO was contacted by 1,431 Veterans and other individuals, which resulted in 1,823 new issues raised. Added to the existing 759 already in the works, the Office effectively addressed and closed 2,449 cases.
The OVO continued to research areas such as long-term care, families and mental health, and the Office is ready to launch formal investigations on these topics.
The Ombudsman also promoted initiatives centered on providing free services for Veterans who wanted to take their cases to Federal Court, after exhausting their appeal options with the Veterans Appeal and Review Board.
In 2010-11, the OVO established service standards and improved its service delivery procedures.
To strengthen service delivery and partnerships, OVO held three town hall meetings to encourage Veterans to voice their concerns. Other opportunities for public consultation were provided on the Web page, a live Webcast and social media sites such as Facebook and Twitter. The Ombudsman also established an advisory committee made up of Veterans and other stakeholder groups.
Risk Analysis
Operating Environment
2010-11 ushered in the beginning of the most significant transformation in Veterans Affairs Canada's 65-year history. Over the next five years, the Department will continue to modernize how it provides its programs and services to a clientele of Veterans and CF members that is changing rapidly—both in terms of their demographics and the complexity of their needs and expectations.
The modernization of Veterans Affairs Canada began in April 2006, when the Government implemented the New Veterans Charter, heralding it as the most sweeping improvement to Veterans benefits and programs since the close of the Second World War.
Since that time, VAC has continued to respond to criticisms about the Charter. The Department has acknowledged that the plight of homeless Veterans, the mental health of CF members returning from deployments, a perceived inflexibility in the Department and lengthy delays in the processing of applications for disability benefits are valid concerns.
Complaints were also levelled at the Department for adopting a system of disability awards and monthly financial benefits to replace the lifetime disability pensions available under the Pension Act.
As a living document, the New Veterans Charter continues to evolve in order to better respond to the changing needs of Veterans and other individuals. Bill C-55, enacted in March 2011, was introduced by the Government to address concerns raised by Veterans, their families, Veterans' organizations, advisory groups and parliamentary committees. This legislation will improve access to monthly benefits for seriously injured Veterans; increase the monthly financial support available through the Earnings Loss Benefit and provide flexible payment options for the Disability Award.
VAC also continues to explore ways to provide its benefits and services to Veterans in faster and more convenient ways. In 2010-11, the Department continued its work on a number of ongoing service delivery improvements including shortening the time it takes to process applications for disability benefits and creating a five-year transformation plan outlining the changes required to better serve Veterans and CF members. As VAC moves further into its transformation agenda, changes will also be required to VAC's configuration across all regions as some offices will shrink while others will grow, depending on service demands.
Finally, in the wake of a high-profile report published by the Privacy Commissioner last autumn, the Department has implemented a 10-point Privacy Action Plan to better safeguard the personal information of the Canadians it serves.
Despite these challenges, Veterans Affairs Canada continues to benefit from public interest in and support for the Department's events and activities to commemorate our Veterans. The Department, largely through its commemoration branch, continues to make great strides in its use of online technologies and social media.
Risks
Risk management practices continue to evolve throughout the Department thanks largely to an effective governance structure and strong leadership. In 2010-11, VAC managed several significant risks that had the potential to impact priorities and on-going activities. These and other risks were identified, assessed, monitored, and managed throughout the year.
Risks and Opportunities identified in VAC's 2010-11 Corporate Risk Profile continue to be considered and are directly linked to all operational, program and strategic risks.
Over the year, VAC dealt with key risks relating to: Program, Process, and Infrastructure; Privacy; and Continuity of Service to Veterans at Ste. Anne's Hospital.
Program, Process and Infrastructure
2010-11 marked a crossroads where, for the first time in the Department's history, traditional war Veterans served by VAC were outnumbered by Canadian Force Veterans. As the Veteran demographics continue to shift, there is a risk that the programs, processes and infrastructure required to meet their evolving needs will not be in place.
In response, the Department developed a five year Transformation Plan to ensure VAC's programs, processes and infrastructure remains responsive and relevant. Several improvements have already been achieved as a result of the plan's design and early implementation, most notably in the areas of case management and the National Client Contact Network. Improvements have also been made to Treatment and Disability Benefits, Veterans Independence Program, Rehabilitation, and strategic partnerships.
Privacy
In October 2010, the Privacy Commissioner released a report which concluded that the Department had failed to respect the Privacy Act rights of an individual.
In response to the Privacy Commissioner's recommendations, VAC developed a 10-point Privacy Action Plan. The plan – which far exceeds the report's recommendations - further strengthens the protection of personal information while maintaining staff's ability to provide quality service to Veterans. The plan introduced new training requirements for all staff along with a review of business processes from a privacy perspective, the monitoring of access to systems and information and the implementation of new privacy policies, directives, and guidelines. The Department made significant progress in implementing this plan in 2010-11 – as noted in the external audit report completed by Audit Services Canada in July 2011 – and will continue to work on it into 2011-12. In addition, a Chief Privacy Officer has been appointed and a Departmental Privacy Committee has been established.
Continuity of Service to Veterans at Ste. Anne's Hospital
Ste. Anne's Hospital, the last remaining Veterans hospital, has been dealing with a steady decline in the number of eligible long-term care Veterans since the 1980s. There is a risk that without a sustained critical mass of residents, the hospital will be challenged to maintain its expertise in geriatric care.
With the declining demand for long-term care beds for traditional Veterans at the Ste. Anne's Hospital, a transfer to the Government of Quebec would allow the Hospital to maintain and maximize its expertise, while increasing the number of beds available for other Canadians in need.
As negotiations continue with the Province of Quebec on a possible transfer of the hospital, the Government of Canada remains committed to ensuring that priority access to care and services for Veterans, the interests of employees and official languages continue to be key considerations in discussions.
Summary of Performance
This section contains a summary of the organization's overall financial resources, human resources and performance summary tables. Each summary provides the indicators and targets from the 2010–2011 Report on Plans and Priorities along with information on the progress achieved for each Strategic Outcome (SO).
2010-11 Financial Resources ($ millions)
| Planned Spending | Total Authorities | Actual Spending | |
|---|---|---|---|
| Veterans Affairs | 3,396.8 | 3,538.3 | 3,498.4 |
| Veterans Review and Appeal Board (VRAB) | 11.5 | 12.1 | 12.1 |
| Office of the Veterans Ombudsman (OVO) | 5.8 | 6.2 | 4.9 |
2010-11 Human Resources (FTEs)
| Planned | Actual | Difference | |
|---|---|---|---|
| Veterans Affairs Canada (VAC) | 3,678 | 3,708 | (30) |
| Veterans Review and Appeal Board (VRAB) | 121 | 108 | 13 |
| Office of the Veterans Ombudsman (OVO) | 40 | 45 | (5) |
Performance Summary Tables by Strategic Outcome
| Performance Indicators | Targets | 2010-11 Performance | Trend |
|---|---|---|---|
| Percentage of eligible Veterans and other individuals who report they are "very satisfied" or "satisfied" with their life in general. | 70% | Status: Exceeded Overall, 83% of eligible Veterans and other individuals reported they were "satisfied" or "very satisfied" with their life in general. |
New indicators in 2010-11. Trend information not yet available. |
| Percentage of eligible Veterans and other individuals who report "good", "very good", or "excellent" mental health. | 60% | Status: Exceeded Overall, 82% of eligible Veterans and other individuals reported positive mental health. |
|
| Comparison of the mortality rate of Canadian Forces (CF) Veterans with the general Canadian population. | The mortality rate of CF Veterans will not exceed that of the general population. | Status: Exceeded The mortality rate for Canadian Forces Veterans was 23% less than a standard group within the general population. |
|
| Comparison of the low income rate among eligible CF Veterans with the general Canadian population. | The rate of low income among eligible CF Veterans will not exceed that of the Canadian population. | Status: Exceeded The rate of low income among eligible working CF Veterans was 2.9% compared to 9% in the general Canadian population. The rate of low income among eligible non-working CF Veterans was 11% compared to 31% of non-working Canadians. |
| Program Activity | 2009-10 Actual Spending ($ millions) |
2010-11 ($ millions) | Alignment to Government of Canada Outcomes | |||
|---|---|---|---|---|---|---|
| Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
|||
| Compensation and Financial Support | 2,169.1 | 2,125.1 | 2,125.1 | 2,264.5 | 2,269.8 | Income Security and Employment for Canadians |
| Veterans Health Care and Re-establishment | 1,104.3 | 1,141.0 | 1,141.0 | 1,136.7 | 1,106.2 | Healthy Canadians |
| Total for SO 1 | 3,273.4 | 3,266.1 | 3,266.1 | 3,401.1 | 3,376.0 | |
| Performance Indicators | Targets | 2010-11 Performance | Trend |
|---|---|---|---|
| Percentage of Canadians engaged in remembrance. | 25% | Status: Exceeded 34% of Canadians reported they had engaged in remembrance by participating in a Veterans' Week activity such as a local Remembrance Day ceremony (Source: Attitudes Towards Remembrance and Veterans' Week 2010 Omnibus Survey). Of these, 66% indicated they made an effort to demonstrate their appreciation to Veterans in the past year. |
No Change |
| Program Activity | 2009-10 Actual Spending ($ millions) |
2010-11 ($ millions) | Alignment to Government of Canada Outcomes | |||
|---|---|---|---|---|---|---|
| Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
|||
| Remembrance Outreach | 38.9 | 13.7 | 13.7 | 17.3 | 15.5 | A Vibrant Canadian Culture and Heritage |
| National and International Memorials | 32.4 | 32.4 | 32.6 | 25.1 | A Vibrant Canadian Culture and Heritage | |
| Total for SO 2 | 38.9 | 46.0 | 46.0 | 49.9 | 40.6 | |
| Performance Indicators | Targets | 2010-11 Performance | Trend |
|---|---|---|---|
| Percentage of concerns from Veterans and other individuals served that are effectively responded to within 60 days. | 80% | Status: Exceeded Of the six complaints received through the Board's formal complaint process, 100% were responded to and completed within 60 days. |
No Change |
| Program Activity | 2009-10 Actual Spending ($ millions) |
2010-11 ($ millions) | 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 | 12.1 | 11.5 | 11.5 | 12.1 | 12.1 | Income Security and Employment for Canadians |
| Total for SO 3 | 12.1 | 11.5 | 11.5 | 12.1 | 12.1 | |
| Performance Indicators | Targets | 2010-11 Performance | Trend |
|---|---|---|---|
| Percentage of recommendations raised by the Office of the Veteran's Ombudsman (OVO) that are acted upon. | 80% | Status: Met all 100% of the recommendations were acknowledged and 80% were actioned |
No Change |
| Percentage of the Ombudsman's recommendations aligned with the Department's priorities. | 80% | Status: Exceeded 100% of the recommendations made were aligned with the Department's priorities. |
No Change |
| Program Activity | 2009-10 Actual Spending ($ millions) |
2010-11 ($ millions) | Alignment to Government of Canada Outcomes | |||
|---|---|---|---|---|---|---|
| Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
|||
| OVO's independent review and recommendations on individual complaints and systemic issues. | 5.2 | 5.8 | 5.8 | 6.2 | 4.9 | Income Security and Employment for Canadians |
| Total for SO 4 | 5.2 | 5.8 | 5.8 | 6.2 | 4.9 | |
| Program Activity | 2009-10 Actual Spending ($ millions) |
2010-11 ($ millions) | Alignment to Government of Canada Outcomes | |||
|---|---|---|---|---|---|---|
| Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
|||
| Internal Services | 82.6 | 84.7 | 84.7 | 87.3 | 81.8 | N/A |
| Total | 82.6 | 84.7 | 84.7 | 87.3 | 81.8 | |
Expenditure Profile
Veterans Affairs total actual spending for 2010-11 was $3.5 billion, an increase of 3.0% over 2009-10. 97.7% of spending was used to meet the expected results of the Strategic Outcomes, with a fiscally responsible 2.3% being allocated to Internal Services. The major increase in expenditures was related to increased uptake of programs under the New Veterans Charter, annual price indexation adjustments for benefits paid to or on behalf of Veterans and other individuals; and increased eligibility for benefits under the Veterans Independence Program for primary caregivers and low-income or disabled survivors which was implemented in 2008. These increases were slightly offset by a decrease of expenditures in disability pensions and allowances, and war veteran allowances due to a decline in the number of traditional war Veterans.
Departmental Spending Trend ($ millions)
Voted and Statutory Items
For information on organizational votes and/or statutory expenditures, please see the 2010–11 Public Accounts of Canada (Volume II) publication. An electronic version of the Public Accounts is available at http://www.tpsgc-pwgsc.gc.ca/recgen/txt/72-eng.html