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Minister's Message

Our 2011-2012 Report on Plans and Priorities makes it clear that the Department of Veterans Affairs continues to focus its efforts, at every level of the organization, on improving services for Veterans and their families, Canadian Forces members and the RCMP. The debt of gratitude we owe to our bravest citizens is immense, and we must always strive to ensure their needs are met.

Over the years, the Department of Veterans Affairs has evolved with the traditional Veterans it still serves. However, we recognize there is a new generation of Canadian Forces Veterans and their needs are often quite different from those of our traditional Veterans. We are updating and transforming ourselves to keep our programs and services relevant to all Veterans.

In this way, Veterans Affairs Canada is at a major crossroads in its history. Our activities are undergoing fundamental change as we look at how we can improve every level of the organization to deliver better results for the Canadians we serve.

We are making progress and we are continuing to move forward. For example, direct deposit is now an option for reimbursing treatment benefits or invoices from the Veterans Independence Program (VIP); our standard turnaround time for decisions on rehabilitation is much shorter; there is less paperwork required when applying for VIP; and there are fewer health benefits that need to be pre-approved.

As we move forward, we are focusing on five key elements for the future:

• We are reducing the complexity of our programs;
• We are improving our programs and the way we carry them out, with the intention of making them more flexible;
• We are strengthening our existing partnership with the Department of National Defence to ensure continuity in the delivery of care to our military men and women as they transition to civilian life;
• We are sustaining the New Veterans Charter as a fundamentally sound and modern approach to disability management, and we are expanding our efforts to keep Canadian Forces members and Veterans better apprised of the benefits and services it offers; and,
• We are continuing to adapt to the changing demographics of the Canadians we serve by ensuring our resources are deployed where they are needed.

Canadians have never been prouder of their Veterans. They want to express their gratitude in tangible ways to our nation’s heroes. By building on the success of the Veterans’ Week campaign and the addition of other social networking tools, we will continue to engage Canadians, and particularly our youth, in active remembrance.

In closing, I am pleased with the improvements and progress we have made so far. We have come a long way in a very short time, yet we still have a long way to go. I would like to take this opportunity to reiterate the unwavering commitment of the Government of Canada to provide Canada’s heroes – both past and present—with the services they deserve. I urge you to learn more about how we serve this exceptional group of men and women in your name.

Section I - Departmental Overview

Raison d'être

Canada's development as an independent country with a unique identity stems in part from its achievements in times of war with a good part of our modern identity also associated with pride in Canada's enviable peacekeeping record. However, Canada's contribution to global peace and security has come at a heavy price for our Veterans.

Veterans Affairs Canada (VAC, the Department) repays the nation's debt of gratitude toward those whose courageous efforts have given us this legacy, and have contributed to our growth as a nation.

Mission

To provide services and benefits that respond to the needs of Veterans, other individuals and their families, in recognition of their services to Canada; and to keep the memory of their achievements and sacrifices alive for all Canadians.

Mandate

VAC's mandate stems from laws and regulations. The Department of Veterans Affairs Act 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”.

Veterans Affairs Canada is responsible to keep alive the achievements and sacrifices made by those who served Canada in times of war and peace.

Responsibilities

The Veterans Affairs portfolio consists of Veterans Affairs Canada, the Veterans Review and Appeal Board and the Office of the Veterans Ombudsman (OVO). However, beginning in 2011-12, the Veterans Review and Appeal Board will report through its own Report on Plans and Priorities as a separate agency.

Veterans Affairs Canada

Veterans Affairs Canada serves traditional Veterans from the Second World War and the Korean War, serving members and Veterans (former members) of the Canadian Forces (CF), the Royal Canadian Mounted Police (RCMP) and certain civilians as well as eligible family members (survivors and dependants).

The Department is operating in an environment that is rapidly changing. There are significant demographic shifts in the Veteran population served by the Department and there has been criticism regarding service delivery. As a result, VAC will change how it provides services. The Department has been, and will be, focusing on adapting and improving every aspect of departmental service delivery and internal services so Veterans are well served.

VAC provides disability and financial supports to eligible Veterans and other individuals through long established programs such as Disability Pensions and War Veterans Allowance.

VAC also provides access to a number of health programs designed to enhance the well-being of Veterans and other eligible individuals, promote independence and ensure a continuum of care is provided. Benefits include access to treatment benefits and health care services, the Veterans Independence Program (VIP), a national home care program designed to help Veterans and other individuals remain in their own homes or communities for as long as possible, and access to long-term care beds, either in community facilities, in Ste. Anne’s Hospital (the last remaining federal hospital administered by the Department), or in contract facilities where Veterans have priority access to beds.

As well, since 2006, the New Veterans Charter (NVC) provides support to Canadian Forces Veterans and their families to ease their transition to civilian life through access to a suite of programs which includes rehabilitation, health benefits, career transition services, financial support, and disability awards including death benefits.

Through our Canada Remembers Program, VAC keeps alive the achievements and sacrifices made by those who served Canada in times of war, military conflict and peace and promotes an understanding of the significance of these efforts in Canadian life as we know it today. The Canada Remembers Program includes: programs that develop and share an array of historical and learning resources; funding remembrance activities throughout Canada, including the construction and restoration of memorials; maintaining cemeteries and grave markers and 14 European Memorial sites; providing funeral and burial benefits; and leading and supporting commemorative ceremonies and events, nationally and internationally.

The Bureau of Pensions Advocates provides free legal advice and representation for individuals dissatisfied with decisions rendered by VAC regarding their disability awards and pensions.

Veterans Ombudsman

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

Contribution to the Federal Sustainable Development Strategy (FSDS)

VAC is a participant in the Federal Sustainable Development Strategy (FSDS)¹. The FSDS represents a major step forward for the Government of Canada by including environmental sustainability and strategic environmental assessment as an integral part of its decision-making processes.

Program Activity Architecture (PAA)

Veterans Affairs’ Program Activity Architecture (PAA) was modified for the 2011-12 fiscal year to remove the Veterans Review and Appeal Board (VRAB) Strategic Outcome and associated Program Activity. Beginning in 2011-12, VRAB will report through its own Report on Plans and Priorities as a separate agency.

[D]

Planning Summary

The following table presents the Department’s planned financial and human resources over the next three fiscal years.

Financial Resources ($ millions)

Department	2011–12	2012–13	2013–14
Veterans Affairs Canada	3,517.3	3,294.5	3,293.6
Office of the Veterans Ombudsman	5.9	5.9	5.9

Human Resources (FTEs)

	2011–12	2012–13	2013–14
Veterans Affairs Canada	3,625	3,625	3,625
Office of the Veterans Ombudsman	40	40	40

VAC’s reference levels for program expenditures are adjusted on a year-by-year basis. As a result, planned expenditures for 2012-13 and 2013-14 do not reflect changes which may result from planned activities

Planning Summary Tables

Strategic Outcome 1: Well-being of eligible Veterans and other individuals VAC serves

Performance Indicator	Targets
Percentage of Veterans and other individuals VAC serves who report they are "very satisfied" or "satisfied" with their life in general	70%
Percentage of Veterans and other individuals VAC serves who are "very satisfied" or "satisfied" with their financial situation	75%
Percentage of Veterans and other individuals VAC serves who report they have a "very strong" or "somewhat strong" sense of belonging to the local community	65%

Program Activity	Forecast Spending 2010–11	Planned Spending			Alignment to Government of Canada Outcomes
		2011–12	2012–13	2013–14
Compensation and Financial Support	2,267.9	2,263.9	2,007.2	2,007.2	Income Security and Employment for Canadians
Veterans Health Care and Re-establishment	1,122.3	1,124.6	1,158.3	1,157.4	Healthy Canadians
Total for SO1	3,390.2	3,388.5	3,165.5	3,164.6

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 Indicator	Targets
Percentage of Canadians who participate in remembrance activities	35%

Program Activity	Forecast Spending 2010–11	Planned Spending			Alignment to Government of Canada Outcomes
		2011–12	2012–13	2013–14
Remembrance Outreach	17.1	12.8	13.6	13.6	A Vibrant Canadian Culture and Heritage
National and International Memorials	26.1	28.6	31.0	31.0	A Vibrant Canadian Culture and Heritage
Total for SO 2	43.2	41.4	44.6	44.6

Strategic Outcome 3: Veterans and other individuals the Ombudsman serves receive an independent and impartial review of Veterans Affairs Canada related complaints

Performance Indicator	Targets
Percentage of Veterans and other individuals the Ombudsman serves who report that they received an independent and impartial review of VAC related complaints	80%

Program Activity	Forecast Spending 2010–11	Planned Spending			Alignment to Government of Canada Outcomes
		2011–12	2012–13	2013–14
Veterans Ombudsman	5.9	5.9	5.9	5.9	Income Security and Employment for Canadians
Total for SO3	5.9	5.9	5.9	5.9

Program Activity Supporting all Strategic Outcomes

Program Activity	Forecast Spending 2010–11	Planned Spending			Alignment to Government of Canada Outcomes
		2011–12	2012–13	2013–14
Internal Services	84.6	87.4	84.4	84.4	Contributes to all of Veterans Affairs Canada's strategic outcomes thereby contributing to the Government of Canada's Outcomes
Total	84.6	87.4	84.4	84.4

Contribution of Priorities to Strategic Outcomes

VAC has identified three operational priorities and one management priority. The Office of the Veterans Ombudsman has identified one operational priority. The operational priorities outline the planned actions to be taken to improve the delivery of programs and services. The management priority focuses on improving internal practices and controls in order to strengthen overall performance.

Operational Priorities (VAC)

Management Priorities (VAC)

Operational Priority (OVO)

Risk Analysis and Operating Environment

As VAC strives to achieve its strategic objectives and priorities, challenges and opportunities will arise, both of which will have an impact on its ability to deliver programs and services. The Department operates in an ever-changing environment characterized by shifting demographics, pressure on VAC programming and evolving individual needs. More recently the department has been under scrutiny by Veterans, stakeholders and media in areas such as its ability to ensure privacy of information, its ability to manage and deliver programs and services, etc.

Service Delivery

The New Veterans Charter, implemented in April 2006, represented the most sweeping change to Veteran’s benefits and services since the Second World War. The New Veterans Charter, like the original Charter implemented in 1946, emphasizes reintegration and independence in civilian life in a manner consistent with current best practices in modern disability management. Its overall design promotes independence, physical and mental well-being, opportunity and financial security for Veterans.

While fundamentally sound, experience to date has revealed some critical gaps in its provisions, specifically a need for greater financial security for particular groups, including the most seriously disabled. Legislation was tabled to present amendments to the New Veterans Charter.

A challenge facing VAC is that its service delivery model was designed for an aging Veteran population, one whose needs and expectations are very different from those of the younger Canadian Forces Veterans who present today with complex physical, psychosocial and vocational rehabilitation needs. The complexity and intensity of care required to support the needs of both traditional and Canadian Forces Veterans and their spouses continues to rise.

With the increasing spectrum of need and changing operating environment, additional pressures are being placed on staff. Compounding this situation is the fact that the potential retirement and departure rate of employees over the next five years currently sits at approximately 30% (50% in the Executive cadre). VAC has plans in place to manage attrition, hire new staff where demand is greatest, and encourage learning and knowledge sharing. Re-aligning the workforce in a way that better reflects new realities and supports business process and program decisions will be critical to the Departments success moving forward.

External Environment

The increased operational tempo of the Canadian Forces since the mid-1990s has meant that more members of the Canadian Forces are releasing with complex medical, psychosocial and vocational rehabilitation needs. Integrated efforts between VAC and the Canadian Forces will continue to be required to ensure that Canadian Forces members and Veterans are supported as they transition to civilian life.

Increased interest by both the general public and stakeholders in VAC has resulted in an increased level of scrutiny of departmental operations. This increased interest has reinforced the need for the Department to modernize business practices to meet the needs and expectations of Veterans. Equally, this added interest is an opportunity for the Department to capitalize on Canada Remembers programming.

Demographics

[D]

The basic demographics of those VAC serves has fundamentally changed over the past few years and is expected to continue to change in an even more dramatic way over the next decade.

For more than half a century, the Department’s primary focus has been serving traditional Veterans. This population is declining rapidly, though it still constitutes almost half of the Veterans VAC serves. At the same time, the number of Canadian Forces Veterans continues to grow. This group ranges from Veterans who left military service many decades ago to young Veterans with injuries from recent operations abroad. These Canadian Forces Veterans span several generations and have needs and expectations that are very different from those of the traditional Veterans.

Expenditure Profile

Veterans Affairs total planned spending for the 2011-12 fiscal year is $3,523.2 million². The majority of planned spending will be used to meet the expected results of the three strategic outcomes with a fiscally responsible 2.5% being allocated to Internal Services.

[D]

VAC’s reference levels for program expenditures are adjusted on a year-by-year basis.

Current demographic projections anticipate that over the next three years, there will be overall reductions in the number of individuals accessing VAC's traditional programs (Disability Pensions, War Veterans Allowance, VIP and Treatment Benefits). The most notable demographic shift projections will be:

• War Service Veterans will decrease by approximately 10% to 15% over the next three years;
• Survivors of War Service Veterans will decrease at a slower rate compared to War Service Veterans; and,
• Canadian Forces Veterans will increase by approximately 10% to 15% over the next three years.

Over the long term, the result of the above projected demographic shifts will likely result in a decline in the proposed reference levels for VAC's traditional programs. These reductions are expected to be somewhat offset by inflationary adjustments to the benefits provided.

Spending Trend

[D]

Veterans Affairs Canada is projecting expenditure increases through the 2011-12 year. These increases are the result of several factors including:

• implementation and continual uptake of programs under the New Veterans Charter;
• annual price indexation adjustments for most programs;
• expanded eligibility for some programs;
• ex-gratia payments related to the use of Agent Orange at CFB Gagetown; and,
• additional funding for enhanced services to Veterans and the establishment of the Office of the Veterans Ombudsman.

Voted and Statutory Items

For information on organizational votes and/or statutory expenditures, please see the 2011–12 Main Estimates publication. An electronic version of the Main Estimates is available at http://www.tbs-sct.gc.ca/est-pre/2011-2012/me-bpd/info/info-eng.asp.

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