4.0 Conclusions and Recommendations

In summary, the VIP IC and LTC Programs are relevant. The evaluation found that the number of Veterans benefitting from the Programs is in line with the number of Canadians accessing long term care. There continues to be new recipients entering the Programs annually. Forecasts indicate a need for the Programs but at a declining rate. The Programs align with federal government priorities and departmental strategic outcomes. The Programs are administered as per VAC’s legislative mandate.

Current performance measures need to continue to improve to allow for more refined measures and enhanced management of the Programs. A review of the performance measurement strategy would be beneficial to the Programs as the immediate and ultimate outcomes regarding the use of community beds do not fall within VAC’s purview. In addition, data was not being captured on the achievement of the ultimate outcome.

Gathering additional program information would facilitate and assist in future program decisions. VAC is unable to determine if applicants are being correctly approved or denied for the Programs because there is no system in place to track this information. The Department is therefore unable to establish the types of applicants applying for assistance, accepted or declined, and as a result, is unable to determine what Program changes are necessary.

Finally, the Programs would benefit from addressing the overlap between VIP IC and LTC. This would include:

• merging the management structure for VIP IC and LTC Programs;
• implementing a single payment system; and,
• creating/designating a single payment office.

4.1 Management Response and Action Plan

Recommendation 1 (Essential)

It is recommended that the Assistant Deputy Minister of Service Delivery review and revise (if necessary) the outcomes of the VIP IC and LTC Programs and develop measurable program specific performance indicators.

Management Response

Management agrees with this recommendation. The performance measurement strategy and performance indicators in the performance measurement plan have been reviewed. Changes recommended to be made are in the approval process. The changes will ensure the Department’s ability to effectively measure VIP IC and LTC program results starting in March 2014.

Planned Action		Office of Primary Interest (OPI)	Action Completion Date
1.1	Review, by Service Delivery Branch, the performance measurement strategy including performance indicators in the performance measurement plan.	DG Service Delivery and Program Management	Completed
1.2	Revise and approve the performance measurement strategy including performance indicators in the performance measurement plan.	DG Service Delivery and Program Management	February 2014
1.3	Communicate revisions, internally, as appropriate.	DG Service Delivery and Program Management	March 2014

Recommendation 2 (Critical):

It is recommended that the Assistant Deputy Minister of Service Delivery develop a system to track applications and decisions for the VIP IC and LTC Programs.

Management Response

Management agrees with this recommendation. An application form has been developed with a view to implement it by December 2013. Similarly, work to develop standardized national decision letters to support consistent, plain language communication with recipients has been completed. These processes will be integrated within existing systems to allow for tracking and monitoring on VIP IC and LTC Programs’ applications and decisions.

Planned Action		Office of Primary Interest (OPI)	Action Completion Date
2.1	Develop a single application form for VIP IC and LTC Programs.	DG Service Delivery and Program Management	Completed
2.2	Implement the application form for VIP IC and LTC Programs.	DG Service Delivery and Program Management	Completed
2.3	Develop standardized letters to advise applicants of departmental decisions regarding VAC support for long term care.	DG Service Delivery and Program Management	Completed
2.4	Implement standardized letters.	DG Service Delivery and Program Management	Completed
2.5	Monitor quarterly performance reports to determine trends (e.g., number of applications, number of applications processed).	DG Service Delivery and Program Management	April 2014 & ongoing

Recommendation 3 (Essential):

With regard to community beds, it is recommended that the Assistant Deputy Minister of Service Delivery, in collaboration with the Assistant Deputy Minister of Human Resources and Corporate Services, address the administrative overlap in the VIP IC and LTC Programs by considering the following:

• merging the management structure for VIP IC and LTC Programs;
• implementing a single payment system; and,
• creating/designating a single payment office.

Management Response

Management agrees with the recommendation. Effective April 2013, the former regional management positions responsible for long term care began reporting to the Director, Long Term Care and Disability Benefits. By April 2014, management will determine what, if any, additional merging of responsibilities under a single management structure might be beneficial. By June 2014, any changes will be communicated to VAC staff and managers. The ability to process/reimburse long term care payments has been identified in the statement of requirements to solicit bids for third party administration of health claims. This will address the single payment system and central payment office issues.

Planned Action		Office of Primary Interest (OPI)	Action Completion Date
3.1	Consider what, if any, merging of management structures for the VIP IC and LTC Programs might be warranted.	DG Service Delivery and Program Management	April 2014
3.2	Implement and communicate any changes made to Head Office and Field Operations staff.	DG Service Delivery and Program Management	June 2014
3.3	Processing of all VIP IC and LTC Program payments through new FHCPS System.	DG Service Delivery and Program Management	August 2015
3.4	Communicate new process to Head Office and Field Operations staff.	DG Service Delivery and Program Management	August 2015