This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
The Veterans Affairs Canada Corporate Services Branch assists in the internal administration of the Portfolio. It is responsible for ensuring the effective and efficient use and protection of the Portfolio's resources. The Organizational units that comprise Corporate Services are in the areas of finance, human resources, information management, telecommunications and technology access, security and real property services and service management. Total Corporate Services spending for 2006-2007 is expected to be $61.6 million, including employee benefit plan costs.
The activities within these areas focus on internal functions and processes that are essential to a well-supported workforce, ready to provide the best possible service to our clients and their families, through our client-centred service approach. The Portfolio's ability to meet the planning period's strategic priorities will depend upon the success it has in aligning its strategic human resources initiatives to support the goals of the organization and information technology capacity in support of service improvement and organizational effectiveness.
The Management Accountability Framework (MAF) establishes the standards for management in government and is the basis for management accountability between Veterans Affairs and the Treasury Board Secretariat, and the Public Service Human Resources Management Agency. The MAF consists of ten integrated elements supported by a series of complex indicators and measures for sound management. By following the principles of the MAF, Veterans Affairs demonstrates its commitment to improved management processes and clear accountabilities within the Portfolio.
VAC has used the 2005-2006 MAF process to identify opportunities for improvement in pursuit of management excellence.
Veterans Affairs Canada amended its previously approved 2006-2007 Program Activity Architecture in June of 2006, to incorporate the New Veterans Charter and to improve the PAA to more accurately reflect how Veterans Affairs Canada allocates and manages resources for its various programs and activities. The amendments will affect one of the Strategic Outcomes and three of the Program Activities that were previously approved by the Treasury Board. This will affect 2007-2008 and future years Estimates and Public Accounts display as well as establish reference levels for 2007-2008 and future years.
The People Component of the Management Accountability Framework has been established within the overall vision of the MAF and it expands on the human resources management component. With the legislation in support of the Public Service Modernization Act now in force, there is an opportunity to change the way we manage our human resources. The Public Service Employee Survey (PSES) plays an important role in PSMA implementation and HR modernization. The PSES will provide management with a baseline for assessing trends and to measure VAC`s progress towards sound human resources management. The survey results will provide us with important information to make our workplace better and to ensure our staff remain committed and engaged. Improving the public service workplace is key to improving service to Canadians.
PSMA legislation points to the importance of identifying current and future needs both at the organisational and Public Service-wide levels. Integrated Human Resources and business planning not only enables the achievement of the expectations outlined in the MAF but it also supports the achievement of business excellence by promoting initiatives to attract and retain an engaged, sustainable, competent and diverse workforce. VAC will continue to focus on capacity building in integrating business and HR planning. In looking at future needs, consideration will be given to the representation of women, visible minorities, and Aboriginal peoples where under-representation is expected.
The Veterans Review and Appeal Board will strengthen its management practices and capacities through an emphasis on citizen-focussed service, clear strategic direction, decisions based on results and performance, awareness and assessment of risk and valuing its people through fair workplace practices.
During 2006-2007, the Board will conduct an organizational review and develop a three-year human resources plan. Based on workload and performance, the plan will provide for changes resulting from improved service delivery components such as claim appraisal and management and focus on a succession plan, an extensive training plan to ensure the ongoing availability of qualified staff and continuity in expertise. Assessment of strategic and operational risks takes place annually and risk consideration is an integral aspect of project planning. Collectively, these practices improve program delivery for appellants.
Continued advancement of VAC's information technology and telecommunications is necessary to expand and improve access to its programs, services and information. Successes in the implementation of on-line services, through the Government On-Line initiative, have heightened demand for additional and more comprehensive service. The New Veterans Charter initiative will provide modernized programs and services for the younger CF clients and their families who, like a great number of Canadians, are more reliant on the Internet to contact the Department and to access information. While expanding our computing capacity, we must ensure that all service channels (Internet, phone, mail, in-person) are available and fully supported for Canadians. With an increasing demand for digital information, electronic programs and services there is a growing requirement for VAC to increase its electronic storage and management capacity. VAC must also remain current with the advancements in telecommunication services and security which are part of Canadians' normal expectations. There is a considerable challenge to ensure VAC delivers meaningful services and that client information in each channel is accurate, accessible, consistent, secure and is handled according to privacy legislation.
Additionally, the information technology services of each federal department, including VAC, will evolve further toward shared infrastructure and solutions as part the service transformation initiative.
VAC is one of many departments participating in the government-wide Service Improvement Initiative with the objective of achieving significant, measurable and sustainable improvement in the level of Canadians' satisfaction with the Federal Government's programs and services. To this end, in May and June 2005, VAC conducted its third National Client Satisfaction Survey using the Common Measurements Tool. Although VAC's overall level of satisfaction in 2005 (84%) decreased slightly from 87% in 2003, this rating is still considered positive and well above the norm for Federal Government departments particularly in light of the major transformation currently underway with VAC's programs and service delivery.
The 2005 National Client Satisfaction Survey results have refocused VAC's primary opportunities for service improvement, which include: Waiting time for a written response; Ease in finding information on programs and services; Information on applying for or accessing a benefit or service; Questions being answered; and Clarity of written communications. These service areas, together with the New Veterans Charter, will form the basis of future service improvement activities. VAC's fourth National Client Satisfaction Survey will be administered in 2007.
|AEC||Audit and Evaluation Committee|
|CCRP||Continuing Care Research Project|
|DEB||Departmental Executive Board|
|DND||Department of National Defence|
|EPA||Effective Project Approval|
|MAF||Management Accountability Framework|
|OAG||Office of the Auditor General|
|OSI||Operational stress injuries|
|OSV||Overseas Service Veterans|
|PAA||Program Activity Architecture|
|PSES||Public Service Employee Survey|
|PSMA||Public Service Modernization Act|
|PTSD||Post-Traumatic Stress Disorder|
|QMP||Quality Management Program|
|RCMP||Royal Canadian Mounted Police|
|SMC||Senior Management Committee|
|TBS||Treasury Board Secretariat|
|VAC||Veterans Affairs Canada|
|VRAB||Veterans Review and Appeal Board|
The following Web sites will provide more detailed information on material provided in this report. If further information is required, contact may be made through our general enquiries lines listed on the last page of this report.
Audit and Evaluation Reports:
DND-VAC Centre for the Support of Injured Members, Injured Veterans and their Families:
Human Resources Five-Year Strategic Plan:
National Client Satisfaction Survey:
New Veterans Charter:
Providers and Professionals:
Royal Canadian Mounted Police:
Ste. Anne's Hospital:
Strategic Plan (Veterans Affairs Canada):
Strategic Plan (Veterans Review and Appeal Board):
Sustainable Development Strategy:
Veterans Affairs Canada:
Veterans Review and Appeal Board:
Youth and Educators:
If you wish to make a general enquiry about Veterans Affairs Canada, its programs or services, please call 1-866-522-2122. If you wish to make a general enquiry about Veterans Review and Appeal Board, please call 1-800-450-8006.
The Portfolio produces a variety of publications on its programs and services. Copies of these publications can be obtained from your nearest Veterans Affairs Canada district or regional office.
Our staff in Policy Planning and Liaison are responsible for coordinating the development of this report, the associated Performance Report, as well as a number of other departmental reports. These are available on-line at: http://www.vac-acc.gc.ca/general/sub.cfm?source=department/reports. For more information or if you have any questions, please contact:
Manager, Strategic Priorities and Planning
Policy Planning and Liaison
Veterans Affairs Canada
P.O. Box 7700 (I.B. 030)
Charlottetown, PE C1A 8M9
Telephone: (902) 626-2921
Facsimile: (902) 368-0437
Electronic Mail: firstname.lastname@example.org