Core Responsibilities: planned results and resources

Background: what is a Departmental Results Framework?

The Departmental Results Framework (DRF) outlines what the Department does (Core Responsibilities), what it hopes to do (Departmental Results) and how progress is measured (Departmental Result Indicators). The well-being of Veterans and their families is at the centre of this framework.

VAC used well-established research about well-being to put together this framework. This includes health, purpose, finances, housing and physical environment, social integration, life skills, and culture and social environment. Results under the Core Responsibility of Benefits, Services and Support will focus on Veterans’ well-being. The results of the second Core Responsibility focus on Commemoration and the third are focussed on the Office of the Veterans Ombudsman (OVO).

This is a balance between short and medium-term results, and longer-term, more ambitious results. VAC cannot do this work alone. To truly influence the well-being of Veterans, the Department must continue to work closely with partners across all levels of government, with stakeholder groups, and with individual communities across the country.

The Life After Service Study (LASS) (conducted every three years) is a primary source of data for the Department. While it is the best source of information and evidence available, work continues with other government departments to find other information to support the LASS findings; do more with data analytics; collect information more often; and work with other government departments to expand the Department’s understanding of the Veteran community.

For a graphical presentation of VAC’s results framework and associated Program Inventory, please consult the “Corporate information: Reporting framework” section of this report. Complete framework methodologies, as well as financial, human resources and performance information for the Program Inventory are available in the Government of Canada (GC) InfoBase.

CR1: Benefits, Services and Support

Description: Support the care and well-being of Veterans and their dependents or survivors through a range of benefits, services, research, partnerships and advocacy.

Planning highlights

Under this Core Responsibility, VAC will continue to improve its benefits and services to Veterans and other clients through various initiatives and the Minister’s mandate letter commitments (MLC).

Departmental Result 1.1: Veterans are physically and mentally well

In 2020–21, the following activities will contribute to this departmental result:

• Create partnerships and joint projects via the Centre of Excellence on Post-Traumatic Stress Disorder and Related Mental Health Conditions and the Centre of Excellence on Chronic Pain; find areas where more information is needed and set priorities for research through the Canadian Institute for Military and Veteran Health Research. Through research and innovation, these plans and partnerships will help the Department and service providers across Canada to better understand and support the well-being of CAF members, Veterans and their families. [MLC: contribution agreements]
• Improve case management services by looking at screening processes, case management approaches, case management tools used by staff, and case management best practices to improve and streamline services. This will increase the chance for staff to work directly with Veterans and their families and contribute to results. [MLC: streamlining]

Departmental Result 1.2: Veterans and their families are financially secure

In 2020–21, the following activities will contribute to this departmental result:

• Continue to support the implementation of PFL, use automation and Artificial Intelligence (AI) where possible and eliminate paper based processes; and [MLC: streamlining; automation]
• Make better and faster decisions for disability claims by using the least amount of evidence while considering entitlement. [MLC: streamlining]

Departmental Result 1.3: Veterans have a sense of purpose

In 2020–21, the following activities will contribute to this departmental result:

• Advance and promote the hiring of Veterans in the private sector in Canada by working closely with employers and third-party organizations, connecting Veterans and employers by developing networks, and finding tools to allow CAF members to virtually connect with VAC at various points in their transition journey; and [MLC: employment and training support services]
• Build on the success of two career fairs hosted in 2019–20 and organize career and education fairs in 2020–21. [MLC: employment and training support services]

Departmental Result 1.4: Veterans are able to adapt, manage, and cope within post-service life

In 2020–21, the following activities will contribute to this departmental result:

• Work with DND to reduce complexity, improve service delivery, and improve the well-being of CAF members, Veterans and their families before, during and after their transition to life after service. Activities include:
  • Improving transition services and support through the Closing the Seam Project, by focusing on digital support, information sharing and alignment of benefits. This alignment of benefits will include policy and program management improving continuity of care, reducing complexity and streamlining the benefit application process;
  • Taking steps to automate proof of service, which can be a complex process; and
  • Developing and implementing a “My Transition 101” training package on transitioning to post-service life to improve CAF members’ knowledge of VAC’s programs, benefits and services. [MLC: streamlining]
• Inform releasing members about ongoing Treatment Benefits coverage post release; and
• Continue efforts with the Borden Transition Trial, an ongoing pilot project conducted jointly with CAF, which will assist in developing a standardized and personalized approach to transition that will be implemented nationally once complete. [MLC: streamlining]

Departmental Result 1.5: Veterans are satisfied with the services they receive

In 2020–21, the following activities will contribute to this departmental result:

• Run a secondary review of the results of VAC’s National Survey (completed in early 2020) which will provide insight into satisfaction levels, help improve service delivery, and support further research on the needs of Veterans;
• Move forward with the “tell us once” approach so that the Veteran does not have to provide their information more than once, which will make accessing services easier and simpler – less burden on the Veteran; [MLC: streamlining]
• Release more guided forms to replace fillable PDF application forms making it simpler and faster for Veterans to apply for benefits and services; and [MLC: streamlining]
• Improve My VAC Account and other digital tools, using feedback from user research, National Client Contact Network and VAC staff. VAC will achieve this by using data more effectively and building on the success of guided web forms.

Departmental Result 1.6: Veterans are living in safe and adequate housing

In 2020–21, the following activities will contribute to this departmental result:

• Continue working with all levels of government and community partners to address the issue of homelessness among Veterans; [MLC: affordable housing units]
• Continue to support, through the Veteran and Family Well-being Fund, organizations that are looking for creative solutions to support Veterans who are homeless or at risk of becoming homeless; and
• Emergency funding will continue to be available to Veterans who are homeless or at risk of becoming homeless.

Gender-based analysis plus

Like the Canadian population, those VAC serves are a diverse group, including factors such as gender, race, ethnicity, religion, social status, age, ability, etc. This affects an individual’s needs and, therefore, the success of VAC programs, benefits, and services. VAC’s Office of Women and LGBTQ2 Veterans, started in July 2019, helps both staff and stakeholders to fulfil the Government of Canada’s commitment to advance gender equality, diversity and inclusion. Through evidence-based decision-making, VAC will continue to use GBA+ when developing or improving its programs, benefits, and services based on Veterans’ specific needs.

United Nations’ 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals (SDGs)

SDG 3: Ensure healthy lives and promote well-being for all at all ages

• Physical and mental well being of Veterans is important and a main focus in all that VAC does to improve the quality of life of Veterans and their families.

SDG 5: Achieve gender equality and empower all women and girls

• VAC works with female and gender diverse Veterans to ensure they are active participants in research and partners in the development of programs, benefits and services to meet their unique experiences and service related needs.

SDG 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

• VAC’s Bureau of Pensions Advocates supports Veterans who appear before the Veterans Review and Appeal Board to make sure that they receive their entitled disability benefits.

Experimentation

• Through an agreement with the Canadian Institute for Military and Veteran Health Research, researchers across the country will do experiments and research to better understand and support the well-being of Canadian military members and Veterans.
• VAC will try new features for My VAC Account to test improvements that can make it work better. These improvements will be evidence-based using data and user feedback received from usability testing, with the goal of meeting users’ needs and giving them a better client experience as they navigate My VAC Account.
• VAC is experimenting with business technologies at the Bureau of Pensions Advocates. It is specifically looking at the limitations that happen with a paperbound system. This experiment includes the use of electronic evidence for hearings, digitization of client files, the development of an electronic case management system and a fulsome review of current business processes, all of which are expected to improve service and wait times for Veterans.  

Planned results for CR1: Benefits, Services and Support

CR2: Commemoration

Description: Pay tribute to the sacrifices and achievements of those who served in Canada’s military efforts.

Planning Highlights

Under this Core Responsibility, VAC will continue to support the Government of Canada’s duty to pay tribute to the contribution and sacrifice of all who have served and continue to serve Canada in times of war, military conflict and peace. In addition, this Core Responsibility will continue to support the Juno Beach Centre in preserving the legacy of all Canadians who served during the Second World War.

The Department will mark the 75^th anniversaries of key Second World War milestones — including the Liberation of the Netherlands (May 2020), Victory in Europe (May 2020), and Victory in Japan (August 2020) — with events in Canada and abroad as well as through the display of Confederation Boulevard banners in the Nation’s Capital and distribution of a series of specially created learning resources.

Departmental Result 2.1: Veterans and those who died in service are honoured.

In 2020–21, the following activities will contribute to this departmental result:

• Continue to work closely with Canadian Heritage and the National Capital Commission on next steps for the creation of a National Monument to Canada’s Mission in Afghanistan, including consulting Canadians on the final design concepts prior to the selection and announcement of the winning Monument design;
• As stewards of Canada’s 14 memorials overseas, including two National Historic Sites (the Canadian National Vimy Memorial and the Beaumont Hamel Newfoundland Memorial), continue to make the necessary investments to ensure the preservation and presentation of these memorials for future generations; and
• Complete year three of the five-year project to address approximately 57,000 Veteran grave maintenance items across Canada.

Departmental Result 2.2: Canadians remember and appreciate Veterans and those who died in service.

In 2020–21, the following activities will contribute to this departmental result:

• Provide financial support to groups across Canada that are leading commemorative projects honouring those who selflessly served;
• Engage Veterans and still-serving members in conversation to better understand how they would like to be recognized and how they want their service remembered; and
• In order to identify new and interesting ways to inspire Canadians to express their appreciation to all those who served Canada, the Department will consult with Canadians to gather a variety of views.

Gender-based analysis plus

VAC will continue to be inclusive. Delegations for ceremonies and events will include persons of all ages and ensure that different groups of people are represented. The Department will strive to feature material that demonstrates gender balance as well as diverse cultural, ethnic and regional backgrounds when developing learning resources and overseas visitor centre exhibits. VAC will apply GBA+ when consulting with Canadians and Veterans to understand how their perspectives and preferences may align with numerous identity factors.

CR3: Veterans Ombudsman

Description: Provide an independent and impartial review of complaints and issues related to programs and services delivered by the Veterans Affairs Portfolio and uphold the Veterans Bill of Rights.

Planning Highlights

Under this Core Responsibility, the OVO will continue to look into issues and complaints related to programs and services offered by VAC or third parties on VAC’s behalf to determine whether Veterans and their families are treated fairly.

Departmental Result 3.1: Veterans and their families have access to a timely review of complaints about the programs, services and support delivered by the Veterans Affairs Portfolio.

In 2020–21, the following activities will contribute to this departmental result:

• Improve general awareness of the OVO as a fairness-based, Ombudsman organization and specifically help the Veterans community understand the services it can provide and encourage those who do not believe that they have been treated fairly to contact the office; and
• In a timely manner, review and address individual complaints related to programs and services provided by VAC or by third parties on VAC’s behalf for which there is no right of appeal to the Veterans Review and Appeal Board.

Departmental Result 3.2: Issues about the programs, services and support provided to Veterans and their families by the Veterans Affairs Portfolio are identified for resolution.

In 2020–21, the following activities will contribute to this departmental result:

• Work with the Veterans community, partners, Parliamentarians and others in order to identify issues, challenges and concerns faced by Veterans and their families;
• Monitor whether OVO recommendations to VAC following OVO investigations into individual complaints concerning VAC’s programs and services are implemented by the Veterans Affairs Portfolio;
• Conduct reviews and investigations with an emphasis on:
  • Women Veterans and families of Veterans;
  • The service experience of Veterans and their families when dealing with VAC; and
  • The financial support provided to Veterans and their families, including any impacts of PFL.
• Monitor how recommendations made to the Veterans Affairs Portfolio following OVO systemic investigations are accepted and implemented.

Gender-based analysis plus

As part of the government-wide priorities of gender equality, diversity and inclusiveness, the OVO will continue to advocate for fairness for Canada’s diverse Veteran population.

Internal Services: planned results and resources

VAC’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 services that support Program delivery in the organization, regardless of the internal services delivery model in a department. These services are:

• Management and Oversight Services
• Communications Services
• Legal Services
• Human Resources Management Services
• Financial Management Services
• Information Management Services
• Information Technology Services
• Real Property Management Services
• Materiel Management Services
• Acquisition Management Services

Planning highlights

In the coming year, VAC’s internal services will continue to support the Department in advancing the Minister’s MLCs and Government of Canada priorities. By providing corporate support, the Department’s internal services will ensure that VAC programs have the tools and resources needed to deliver results to Veterans and their families, as well as Canadians.

VAC’s internal services contribute to all Departmental Results identified in the Departmental Results Framework.

• The Department will continue to evaluate eligibility requirements. The evaluation will help to find opportunities to improve or streamline eligibility criteria to make it easier on applicants and decision-makers, as well as find any unintended issues between VAC programs. [MLC: streamlining]
• VAC’s Information Management (IM) and Information Technology (IT) areas will help with a number of plans to make processes simpler and more automated, with better decision-making based on data to improve quality, timeliness and ease of use, as well as increased satisfaction with VAC’s services. [MLC: streamlining; automation].
   
  These goals will be accomplished through strong partnerships with Shared Services Canada (SSC), Public Services and Procurement Canada, Treasury Board Secretariat and DND in order to provide better solutions that align with the GC Strategic Plan for IMIT. To achieve this, VAC will:
  • continue to implement the Government of Canada Secret Infrastructure to better manage classified information;
  • implement VAC’s Information and Data Strategy which will allow the Department to do more with its information (including data), to improve decision-making for the benefit of Veterans, their families and Canadians, and improve the management of data and information; and
  • continue to use the Shared Case Management System platform to modernize and digitize case and workload applications.
• VAC is committed to “Caring for our People” and creating a workplace that empowers and develops employees with a goal of recruiting, developing and keeping top talent. To do this VAC will:
  • stabilize Human Resources operations by reviewing core business processes;
  • work with other government departments, expand tracking and results-measurement tools;
  • review needed skills and come up with plans in order to adapt to the changing work environment and enable staff to meet performance expectations; and
  • encourage a work culture that increases awareness and uses best practices in psychological health, safety, and well-being for all employees.
• The Department will continue implementing its communications outreach and engagement strategy, sharing Veterans’ experiences, and providing relevant information and timely responses across all channels. VAC will:
  • conduct ongoing website user-testing and user-research to continually improve veterans.gc.ca;
  • support stakeholder engagement activities, outreach and consultation on departmental priorities; and
  • put in place an internal communications plan that addresses the needs of VAC employees.
  • [MLC: improve transparency and communications]
• VAC will also use digital analytics to inform evidence-based decision-making.

Gender-based analysis plus

As VAC comes up with IT solutions, GBA+ will be used in design, testing and validation to make sure solutions are found that fit the wide-ranging employee population, as well as the Veteran population, and promote equity for all. GBA+ will be used in the implementation of the Information and Data Strategy.

United Nations’ 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals (SDGs)

SDG 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all

• VAC will continue to promote and support a culture that strengthens recruitment, onboarding, performance management, learning, leadership development and planning for the future.

SDG 7: Ensure access to affordable, reliable, sustainable and modern energy for all

• VAC will:
  • continue to modernize workplace technology to ensure employees have modern, reliable IT tools;
  • develop digitization, cloud adoption and data and workload migration strategies; and
  • move to Microsoft 365 by participating with SSC on the Digital Communications and Collaboration Project providing access to modern, secure and reliable tools to improve partnerships and support digital transformation.

SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

• VAC’s commitment to a departmental Innovation Hub contributes directly to this sustainable development goal.

Experimentation

• VAC’s Innovation Hub will help develop new tools and ways to do things, as well as offer know-how to deal with the Department’s policy, program and service-delivery issues. It will also promote new thinking and raise awareness of change management practices. The Innovation Hub will assist Veterans and their families by working on important issues related to Veterans well-being. The Hub will also focus on how services are designed and used to assist in developing future services and benefits for Veterans.
• VAC is looking into Artificial Intelligence (AI) to help solve difficult issues such as processing disability claims by automating parts of the process. This will require developing software, testing that software with users and clients, and changing designs based on the results. VAC will also look at the use of AI in information and data management and build on successful tests using AI to find records of business value.