Planned results: what we want to achieve this year and beyond

Programs

Program 1.1: Disability and Death Compensation

Description:

This program recognizes and compensates eligible Veterans, Canadian Armed Forces members, and other eligible individuals for the effects of service-related disabilities, death, and detention. In the case of the Disability Pension, benefits and allowances are provided in the form of monthly payments; for Disability Awards, Critical Injury and Death Benefits, compensation is provided in the form of a monetary award paid as a lump sum, an annual payment, or a combination of both. This program is delivered through operating funds and grants.

Planning Highlights

In 2017–18, we will continue to implement the remaining mandate letter commitments and Federal Budget decisions. Most notably for the Disability and Death Compensation Program, we will:

• increase the Disability Award and Death Benefit maximum to $360,000, effective April 1, 2017, with a retroactive payment for CAF members, Veterans and survivors who have received a Disability Award or Death Benefit since April 1, 2006.

To further enhance Veterans’ well-being through the Disability and Death Compensation Program, we will:

• engage with stakeholders and Veterans to discuss benefits, services and programs to streamline and simplify letters, forms and application processes;
• continue research to better understand how Veterans transition from military to civilian life, and use this research to inform program and policy design;
• leverage the six ministerial advisory groups, created to support the Government’s commitment to improve transparency and seek input on issues of importance to Veterans and their families;
• strengthen performance measurement and service standards to focus more on program outcomes/results as noted in an internal review of service standards; and
• expand online services through My VAC Account in adherence to the Policy on Service and to improve the percentage of the Department’s e-enablement services.

In support of the Department’s efforts toward experimentation and innovation, we will:

• work to streamline disability benefit decisions to provide quicker access to treatment, test simplified medical questionnaires to support faster assessments of disability conditions and expand rapid decision-making models to allow for faster, more equitable and consistent decisions for Veterans.

Planned results

Expected Result	Performance Indicator	Target	Date to achieve target	2013–14 Actual result	2014–15 Actual result	2015–16 Actual result
Eligible Veterans receive the correct decision for disability benefits and allowances on first application	% of favourable disability and death compensation decisions that are made without requiring a level of review or appeal	80%	March 31, 2018	70% (Target 65%)	89%	84%

Budgetary Financial Resources (dollars)

2017–18 Main Estimates	2017–18 Planned Spending	2018–19 Planned Spending	2019–20 Planned Spending
2,853,756,218	2,853,756,218	2,018,239,398	2,007,365,913

For further details on budgetary financial resources related to this program, please refer to the Budget Planning Summary.

Human Resources (full-time equivalents)

2017–18 Planned full-time equivalents	2018–19 Planned full-time equivalents	2019–20 Planned full-time equivalents
773.2	747.7	752.3

Additional information on full-time equivalents related to this program can be found under Planned human resources.

Program 1.2: Financial Support Program

Description:

This program provides income support to eligible Veterans and their survivors, to ensure that recipients have income that is adequate to meeting their basic needs. This program also provides income replacement or support to eligible CAF Veterans, survivors, and orphans for the economic impact that a military career-ending and/or service-connected injury, illness or death can have on a Veteran’s ability to earn income or save for retirement. Benefits are provided in the form of lump sum or monthly income replacement or support payments, after military release. This program is delivered through operating funds and grants.

Planning Highlights

In 2017–18, we will continue to implement the remaining mandate letter commitments and Federal Budget decisions. Most notably for the Financial Support Program, we will:

• expand the Permanent Impairment Allowance/Career Impact Allowance program, effective April 1, 2017; and
• open and staff four more offices in the areas of Windsor, Thunder Bay, Prince George, and Surrey by May 2017.

To further enhance Veterans’ well-being through the Financial Support Program, we will:

• engage with stakeholders and Veterans to discuss benefits, services, and programs in response to Veterans groups and the Veterans Ombudsman who have noted that the New Veterans Charter needs to be enhanced to meet the needs of modern-day Veterans;
• improve the Permanent Impairment Allowance to better support Veterans with career limiting service-related injuries and re-name it the Career Impact Allowance to reflect the intent of the program;
• continue research to better understand how Veterans transition from military to civilian life, and use this research to inform program and policy design;
• strengthen performance measurement and service standards to focus more on program outcomes/results as noted in an internal review of service; and
• expand online services through My VAC Account in adherence to the Policy on Service and to improve the percentage of the Department’s e-enablement services.

In support of the Department’s efforts toward experimentation and innovation, we will:

• pilot an employment initiative to test Individual Placement and Support within an Operational Stress Injury clinic. The goal is to assess the success factors and barriers to the implementation of supported employment for Veterans in Canada. The one year pilot will include 10 Veterans with Post Traumatic Stress Disorder who express an interest in working and are eligible for VAC’s Rehabilitation Program; and
• develop a mobile application, My VAC App, that Veterans can use to access a sub set of My VAC Account functionality through their phone or tablet. It will provide a convenient, secure and efficient method for Veterans to access My VAC Account services via their mobile device.

Planned results

Expected Result	Performance Indicator	Target	Date to achieve target	2013–14 Actual result	2014–15 Actual result	2015–16 Actual result
Eligible Veterans and other program recipients have the financial means to fund food, shelter and other necessities	% of eligible Veterans and program recipients whose family income is above the Low Income Measure (LIM)	90%	March 31, 2018	Regular Force Veterans 93.7% Reserve Class C Veterans 94.9%	94%	94%

Budgetary Financial Resources (dollars)

2017–18 Main Estimates	2017–18 Planned Spending	2018–19 Planned Spending	2019–20 Planned Spending
572,051,974	572,051,974	501,353,032	515,221,186

For further details on budgetary financial resources related to this program, please refer to the Budget Planning Summary.

Human Resources (full-time equivalents)

2017–18 Planned full-time equivalents	2018–19 Planned full-time equivalents	2019–20 Planned full-time equivalents
89.1	86.1	86.6

Additional information on full-time equivalents related to this program can be found under Planned human resources.

Program 1.3: Health Care Program and Re-establishment Services

Description:

This program is designed to improve or maintain the physical, mental and social well-being of eligible Veterans, Reserve Force personnel, civilians, and their survivors and dependants and other individuals, promote independence, and help them to remain at home and in their own communities by providing a continuum of care. The program provides funding for rehabilitation services, career-transition support, health benefits, family caregiver relief benefits, home care and long-term care. This program is delivered through operating funds, grants, and contributions.

Planning Highlights

To further enhance Veterans’ well-being through Health Care Program and Re-establishment Services, we will:

• engage with stakeholders, the CAF and Veterans to:
  • discuss benefits, services, and programs;
  • develop a single career transition and employment strategy to support transitioning CAF personnel and Veterans;
  • improve communication on programs and benefits in response to the concern that understanding how programs work and how to access them is often complex, lengthy and challenging; and
  • develop a strategy for improving support to Veterans’ families;
• continue to implement the Mental Health Strategy, working towards the creation of a Centre of Excellence for Mental Health;
• finalize the CAF/VAC Suicide Prevention Strategy and Action Plan;
• continue to work with facility partners and provincial health authorities to facilitate Veterans’ preferred admission to community beds in former Veterans hospitals and to improve flexibility under the Veterans Health Care Regulations to address the long term care needs of Veterans and their families;
• assist releasing CAF and RCMP members in successfully transitioning to a Public Service career through the creation of a new Veterans Hiring Unit;
• strengthen performance measurement and service standards to focus more on program outcomes/results as noted in an internal review of service; and
• expand online services through My VAC Account in adherence to the Policy on Service and to improve the percentage of the Department’s e-enablement services.

In support of the Department’s efforts toward experimentation and innovation, we will:

• continue the study of Equine Assisted Learning to determine the safety and efficacy of equine therapy as part of a Veteran’s treatment plan.
• pilot a project on psychiatric service dogs to study the effectiveness of service dogs for Veterans with service-related psychiatric conditions.
• continue to enhance consultation in policy development to ensure policy proposals better meet the needs of Veterans and their families by leveraging the established Virtual Consultation Network which includes representatives from VAC, the RCMP, the Office of the Veterans Ombudsman (OVO), the CAF/DND and others.
• establish an office of service excellence to provide expertise and leadership in service design.

Planned results

Expected Result	Performance Indicator	Target	Date to achieve target	2013–14 Actual result	2014–15 Actual result	2015–16 Actual result
Eligible Veterans are able to remain in their own homes and communities	% of Veterans in receipt of the Veterans Independence Program who remain in their homes	90%	March 31, 2018	95.7%	96%	94%
Payments for health care/ treatment benefits are processed in an efficient manner that reduces financial burden on program recipients	% of payments made directly to providers through use of the Veterans Health Care Card (reducing out of pocket expenses for Veterans)	80%	March 31, 2018	98.4% (Target 70%)	98.5% (Target 70%)	98%

Budgetary Financial Resources (dollars)

2017–18 Main Estimates	2017–18 Planned Spending	2018–19 Planned Spending	2019–20 Planned Spending
1,141,330,144	1,141,330,144	1,067,159,666	1,039,218,459

For further details on budgetary financial resources related to this program, please refer to the Budget Planning Summary.

Human Resources (full-time equivalents)

2017–18 Planned full-time equivalents	2018–19 Planned full-time equivalents	2019–20 Planned full-time equivalents
1,194.7	1,155.2	1,162.2

Additional information on full-time equivalents related to this program can be found under Planned human resources.

Program 2.1: Canada Remembers Program

Description:

Canadian Veterans and those who died in service have made valuable contributions to the development of Canada. This program ensures that Veterans and those who died in service are honoured and that the memory of their sacrifices and achievements is preserved. Canada Remembers Program activities promote the following outcomes: Canadians are knowledgeable about the efforts of Veterans and those who died in service to Canada; Canadian military milestones and the Veterans who participated in them are publicly recognized; communities and other groups lead remembrance activities; symbols erected to honour Veterans and those who served are maintained in perpetuity on behalf of Canadians; and financial assistance is provided to the estates of eligible Veterans for a dignified funeral and burial. Encouraging pride in shared military history, celebrating the contributions and acknowledging the sacrifices of those who served, and preserving symbols to mark their courage all contribute to the Government of Canada’s outcome of a vibrant Canadian culture and heritage. This program is delivered through operating funds, grants, and contributions.

Planning Highlights

Through the Canada Remembers Program, Veterans Affairs Canada will support the Government of Canada in living up to its sacred obligation to honour those who served in Canada’s military efforts.

• Veterans Affairs Canada will undertake and encourage initiatives that publically recognize and honour Veterans and those who died in service while engaging Canadians in remembrance as they learn about, and take pride in, Canada’s contributions during times of war, conflict and peace.
• The Department will mark the centennial of the Battle of Vimy Ridge (April), the 75^th anniversary of the Dieppe Raid (August) and the centennial of the Battle of Passchendaele (November) – both in Canada and overseas. The year 2017 will also see the unveiling of the new Visitor Education Centre at the Canadian National Vimy Memorial in France. These various initiatives will provide a unique opportunity to bring Canadians together in honour of those who served so selflessly in the cause of peace and freedom and helped shape the country we know and appreciate today. Veterans Affairs Canada will support government-wide efforts to promote the 150^th anniversary of Confederation.
• The Department will increase opportunities for Canadians to commemorate the contributions of Canada’s military by supporting organizations in various commemorative initiatives. For example, as a funding partner for Invictus Games Toronto 2017, the Department will help provide a forum to increase public awareness and express appreciation as Veterans and still-serving members compete in this international sporting event and receive recognition for their achievements.
• The Department will continue to advance work with Canadian Heritage toward the creation of the National Memorial to Canada’s Mission in Afghanistan.
• The Department will continue to use performance results and evaluations to guide policy and program improvements and development in the area of commemoration. Past evaluation recommendations (e.g. integrating funding for new memorials within the existing Commemorative Partnership Program) are being implemented to streamline and improve elements of the program. Furthermore, public opinion research, such as the “Attitudes Towards Remembrance and Veterans Week” survey, will continue to assist the Department in determining the impact and effectiveness of Canada Remembers Program initiatives. Survey findings currently indicate that the program is achieving its desired result. Canadians continue to express positive attitudes towards those who served our country and indicate support for Canada Remembers Program initiatives. Ultimately, as the contributions of those who served our country are recognized and Canadians actively engage in remembrance, Veterans and those who died in service are honoured and the memory of their achievements and sacrifices is preserved.

In support of the Department’s efforts toward experimentation and innovation, we will:

• provide roving interpretation and stations rather than guided tours at the Canadian National Vimy Memorial in France in order to provide interpretative services to a much larger number of visitors during the centennial period; and
• pilot a downloadable application providing visitors to Beaumont-Hamel and Vimy sites a self-guided tour, allowing those who visit after operational hours, or during very busy periods, the ability to tailor their visit and receive important information about the sites.

Planned results

Expected Result	Performance Indicator	Target	Date to achieve target	2013–14 Actual result	2014–15 Actual result	2015–16 Actual result
Canadian Veterans and those who died in service are honoured and the memory of their achievements and sacrifices is preserved	% of Canadians who feel that VAC’s remembrance programming effectively honours Veterans and those who died in service, and preserves the memory of their achievements and sacrifices	70%	March 31, 2018	75%	n/aFootnote 1	73%

Budgetary Financial Resources (dollars)

2017–18 Main Estimates	2017–18 Planned Spending	2018–19 Planned Spending	2019–20 Planned Spending
45,585,347	45,585,347	41,494,828	41,418,428

For further details on budgetary financial resources related to this program, please refer to the Budget Planning Summary.

Human Resources (full-time equivalents)

2017–18 Planned full-time equivalents	2018–19 Planned full-time equivalents	2019–20 Planned full-time equivalents
89.7	91.5	92.4

Additional information on full-time equivalents related to this program can be found under Planned human resources.

Program 3.1: Veterans Ombudsman

Description:

This program provides an independent and impartial opportunity to review complaints submitted by Veterans and other individuals (war-service Veterans, Veterans and serving members of the Canadian Armed Forces [Regular and Reserve], members and former members of the Royal Canadian Mounted Police, spouses, common-law partners, survivors and primary caregivers, other eligible dependants and family members, other eligible individuals and representatives of the aforementioned groups). It promotes fair and equitable treatment in accessing the services, benefits, and programs from Veterans Affairs Canada. This is accomplished by: providing them with information and referrals to facilitate their access to programs and services; reviewing and addressing complaints arising from the Veterans Bill of Rights and decisions on benefits and services for which there is no right to appeal to the Veterans Review and Appeal Board; reviewing systemic issues related to the Veterans Review and Appeal Board; and identifying and reviewing emerging and systemic issues related to the provisions of the Department’s programs and services and providing information and recommendations to the Minister in relation to those issues. This program is delivered through operating funds.

Planning Highlights

• The Office of the Veterans Ombudsman will continue to streamline its business processes and implement an online Client Satisfaction Survey in order to identify areas for further improvement and will redesign its current case management system to take full advantage of the new technology available in order to modernize operations and increase efficiency.
• Charlottetown Operations – The OVO will intervene early in matters brought to the attention of the OVO, so that any complaints and information requests will be resolved in a timely manner.
• Strategic Review and Analysis - The OVO will work to address emerging and systemic issues related to the Department’s portfolio, make recommendations and track the Department’s progress against recommendations made.
• Outreach - The OVO will engage with Veterans, families and stakeholders through a variety of channels (including town halls, social media and speaking engagements) in order to identify areas of concern among the Veteran community as well as to engage and educate parliamentarians and other key influencers of the need to take action.

In support of the Department’s efforts toward experimentation and innovation, we will:

• work with the Department to develop a shared case management system and implement an Ombudsman Complaint Tracking System.

Planned results

Expected Result	Performance Indicator	Target	Date to achieve target	2013–14 Actual result	2014–15 Actual result	2015–16 Actual result
The needs of Veterans and other individuals are addressed through Veterans Affairs programs and services	% of issues raised by Veterans and other individuals that are being addressed by the OVO	80%	March 31, 2018	95%	79%	78%
	% of recommendations raised by the OVO that are accepted by Veterans Affairs	80%	March 31, 2018	84%	91%	93%

Budgetary Financial Resources (dollars)

2017–18 Main Estimates	2017–18 Planned Spending	2018–19 Planned Spending	2019–20 Planned Spending
5,234,308	5,234,308	5,234,308	5,234,308

For further details on budgetary financial resources related to this program, please refer to the Budget Planning Summary.

Human Resources (full-time equivalents)

2017–18 Planned full-time equivalents	2018–19 Planned full-time equivalents	2019–20 Planned full-time equivalents
38.0	38.0	38.0

Additional information on full-time equivalents related to this program can be found under Planned human resources.

Veterans Affairs Canada’s Internal Services

Description:

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.

Planning Highlights

In 2017–18, we will focus on supporting the implementation of remaining mandate letter commitments. Fostering a Workplace of Choice will enable delivery on the Minister’s mandate letter regarding program enhancements while also advancing the federal government’s commitments to having a high-performing public service and supporting the psychological health of its employees. An engaged and informed workforce will allow us to provide Veterans and their families with the high level of service they deserve.

In order to achieve the Department’s goal to become a Workplace of Choice, active participation and engagement of both managers and employees is required. This will be achieved by engaging, supporting and empowering employees, improving communication, providing leadership support. In addition, the Department will continue efforts to improve workplace mental health with a focus on the areas of: promotion and awareness; and prevention and resilience. This includes enabling access to activities and workshops, held across field and headquarter offices, that destigmatize mental health in the workplace and create an environment for open and honest dialogue on mental health.

Internal Services also support and contribute to the effective and efficient delivery of the Department’s programs and are integral to the quality of the services the Department provides to Veterans, their families and other partners.

Most notably for 2017–18, the Internal Services will undertake the following initiatives:

• Support the implementation of priorities outlined in the mandate letter and Blueprint 2020 initiatives;
• Continue creating a strong and vibrant workforce representative of the Canadian population served while advancing the recruitment of former members of the CAF;
• Align internal services in support of Government of Canada and Shared Services Canada direction;
• Expand intranet presence to optimize the sharing and exchange of information and resources available for all employees, particularly to support front-line staff;
• Continue to adopt and enhance information management and information technology solutions and work in partnership with Shared Services Canada in the modernization of existing operating systems; and
• Enhance VAC’s performance measurement model to empower employees with the information that they need to achieve better results for Veterans and their families.

In support of the Department’s efforts toward experimentation and innovation, we will:

• implement a cognitive computing initiative through the creation of a virtual assistant to help VAC employees in validating or determining a course of action for complex Veterans situations; and
• leverage the shared case management system, in partnership with the Veterans’ Ombudsman, and implement an Ombudsman Complaint Tracking System.

Budgetary Financial Resources (dollars)

2017–18 Main Estimates	2017–18 Planned Spending	2018–19 Planned Spending	2019–20 Planned Spending
73,441,591	73,441,591	72,308,921	71,051,651

For further details on budgetary financial resources related to internal services, please refer to the Budget Planning Summary.

Human Resources (full-time equivalents)

2017–18 Planned full-time equivalents	2018–19 Planned full-time equivalents	2019–20 Planned full-time equivalents
655.9	651.9	652.4

Additional information on full-time equivalents related to internal services can be found under Planned human resources.