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.
Results
The Department implemented remaining commitments from the Mandate Letter.
We increased the maximum tax-free amount for Disability Awards and Death Benefits to $360,000 on April 1, 2017. We increased all other Disability Award amounts by the same proportion.
Approximately 65,000 CAF members, Veterans or survivors received another one-time, lump sum payment, adjusted for inflation from 2006 through these programs.
My VAC Account grew considerably.
The number of My VAC Account users increased from 50,671 to 71,644, which is a growth of 41%.
More than 43% of all disability benefit applications were submitted online.
We received 31,905 electronic Health Related Travel reimbursement forms, which was an increase of 66% from the 19,220 forms we received the previous year.
We changed our processes in an effort to reduce the time we take to adjudicate applications, and we simplified the paperwork that Veterans need to complete. We did this without sacrificing quality.
We provided electronic decision letters for the Disability Program and Veterans Independence Program through My VAC Account, allowing Veterans to access this information online.
We improved our letters, forms and all other communications on the My VAC Account, making the information we give to Veterans clearer and more accessible.
We used data from Department of National Defence to help us improve and automate our internal processes.
We created a secure messaging system, so Veterans can apply and track the status of their applications online and communicate with us confidentially. Veterans can now also receive decisions on their applications, view benefits, and appeal decisions online.
We allowed applicants to opt out of paper for correspondences that do not need physical signatures.
We simplified medical questionnaires so that third-party health professionals need less time to complete them.
We simplified how we assess the disabilities that appear most often in applications, so that we can make decisions on those applications faster.
We created tools like the Cumulative Joint Trauma Tool, which helps us make faster decisions on applications for repetitive injuries during years of service.
We held consultations with the six ministerial advisory groups to grow our network of stakeholder groups.
We held 20 advisory group meetings to get feedback and perspectives from various stakeholder groups on matters that are important to Veterans and their families. This included information and discussions about the new Pension for Life benefits.
These consultations gave us valuable feedback that we incorporated into our benefits and services. As a result, Budget 2017 included the Caregiver Recognition Benefit, expanded access to the Veteran Family Program, and investments in mental health, which had all been recommended in the consultations.
We held consultations at town halls about Pension for Life and held round tables with stakeholder groups to share information and hear concerns about our programs.
The new Pension for Life benefits will reflect the feedback we received from these consultations. We will use this input to simplify access to these benefits, improve financial security, increase support for survivors and improve service delivery.
Gender-based analysis plus (GBA+)
We worked with internal stakeholders to make any necessary changes to our letters and forms to reflect a GBA+ lens.
VAC's Research Directorate launched a sex and gender-based analysis of the Life After Service Studies data so that we better understand the experiences and needs of Veterans and their families. We drafted a technical report that will be the starting point for further analysis of our data using a GBA+ lens. This report will be completed in 2018–19.
We made sure that the Minister's six advisory groups included women, Aboriginal members, Francophones and Anglophones.
Experimentation
We simplified our medical questionnaires so that certain disability conditions can be assessed online. The result is that physicians have less paperwork to complete and the Department has less material to review and can therefore assess applications more quickly. This approach was successful, so we will expand it to include more medical conditions.
Lessons Learned
We learned that we need to collaborate with other government departments to share information and knowledge to improve our service to Veterans and their families.
We learned the importance of a Veteran-centric approach—that is, designing our services and benefits with the needs of Veterans and their families in mind. This includes using an evidence-based approach to service delivery so that we address concerns in ways that are proven to be effective.
We learned that we need to test our online services and staff processes to make sure they are user-friendly. This step should happen before the tools are launched so that there is time to make any necessary adjustments. Better tools allow our staff to serve Veterans better and faster.
We learned that our front-line staff members need up-to-date and consistent information and regular training so that they are ready to answer the questions of Veterans and their families.
Results achieved
Expected result
Performance indicator
Target
Date to achieve target
2017–18
Actual result
2016–17
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 (see erratum notice)
80%
March 31, 2018
83%
83%
84%
Budgetary financial resources (dollars)
2017–18
Main Estimates
2017–18
Planned spending
2017–18
Total authorities available for use
2017–18
Actual spending (authorities used)
2017–18
Difference (actual minus planned)
2,853,756,218
2,853,756,218
2,985,375,267
2,961,484,926
107,728,708
Human resources (full-time equivalents)
2017–18 Planned
2017–18 Actual
2017–18 Difference (actual minus planned)
773.2
743.7
(29.5)
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.
Results
The Department implemented the remaining commitments made in the mandate letter.
We opened offices in Windsor and Thunder Bay, Ontario and Prince George and Surrey, B.C., and fully staffed them.
We changed the Permanent Impairment Allowance to the new Career Impact Allowance. The Career Impact Allowance includes a new assessment factor, which gives some Veterans more funding.
We created mobile features for My VAC Account. Forms for Earnings Loss, Canadian Forces Income Support and Veterans Emergency Fund can now be found and submitted on My VAC Accounts. Forms for smaller programs (such as the War Veterans Allowance) are available online to print, complete and upload.
The commitments in Budget 2017 led to the development of a Veteran and Family Well-Being Fund. We designed this fund to support research projects that will positively affect Veteran, families and communities.
Gender-based analysis plus (GBA+)
We completed a gender-based analysis on the Veteran and Family Well-Being Fund to better understand the needs of these individuals. We will continue to use a gender-based analysis in the evaluation of all future funding proposals.
Experimentation
We tested several different forms when we were creating mobile features for My VAC Account. We had test participants try to use the forms to see if they had any difficulties using them. Each testing session was recorded and analysed, and we made changes to the forms based on the results that we collected. This resulted in forms that are easy to use for Veterans and their families.
Lessons Learned
We learned the importance of a Veteran-centric approach—that is, designing our forms and their function with the needs of Veterans in mind. This includes using the User Experience principles, or an evidence-based approach in our design. We are receiving positive feedback about forms that have been created this way.
We learned that our front-line staff members need to understand the benefits of completing and submitting forms online. Better understanding helps our staff serve Veterans and their families faster with My VAC Account. This is especially important as the Department is working to put more application forms for Veterans online.
Results achieved
Expected result
Performance indicator
Target
Date to achieve target
2017–18 Actual result
2016–17 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) Footnote 1,Footnote 2
90%
March 31, 2018
96%
94%
94%
Budgetary financial resources (dollars)
2017–18 Main Estimates
2017–18 Planned spending
2017–18 Total authorities available for use
2017–18 Actual spending (authorities used)
2017–18 Difference (actual minus planned)
572,051,974
572,051,974
578,619,992
561,209,710
(10,842,264)
Human resources (full-time equivalents)
2017–18 Planned
2017–18 Actual
2017–18 Difference (actual minus planned)
89.1
77.0
(12.1)
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 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.
Results
We set up the Centre of Excellence on Post-traumatic Stress Disorder and Related Mental Health Conditions. This centre will be run by the Royal Ottawa Health Care Group.
We made long-term care available to a larger group of Veterans at 10 former hospitals for Veterans.
We are currently discussing this possibility with eight additional facilities, and have formal agreements pending with another five institutions. These facilities are committed to giving Veterans first access to available spaces.
We launched a Joint CAF/VAC Suicide Prevention Strategy as part of our commitment to our mandate letter. The respective CAF and VAC action plans were launched in October 2017.
VAC's Action Plan, which contains more than 60 items, is the process of being implemented.
We expanded the online capability of My VAC Account.
We made decision letters about the Rehabilitation program available through My VAC Account. This change means that Veterans can now complete all aspects of this application online.
Our Research Directorate conducted studies to learn how Veterans transition from the military to life after service. We will use this information when making decisions about future policy or programs. These studies include:
2016 Life After Service Studies;
Veteran Suicide Mortality Study;
Road to Civilian Life. A technical report on Veterans' Identities and Well-being in Transition to Civilian Life; and Well-Being of Families of Veterans with Mental Health Problems.
We continued to support Veterans and their families in their transition from military to civilian life. The Department completed work to expand programs being offered at all 32 Military Family Resource Centres across Canada by April of 2018.
We simplified the application process for the new Education and Training Benefit based on information from Veterans and the Department of National Defence. We also redesigned the Career Transition Services Benefit so that it is available online. To date, 95% of the applications made for these benefits have been made online through My VAC Accounts.
We designed a strategy and action plan to increase the number of professional opportunities for Veterans. This improves their well-being and supports them through transition.
The Department identified this strategy as an important priority. It has become part of the transition process for CAF members.
Gender-based analysis plus (GBA+)
We considered a GBA+ analysis when we set up the Centre of Excellence on Post traumatic Stress Disorder and Related Mental Health Conditions. The centre will work to help diverse populations better understand, prevent or treat operational stress injuries in Canadian Veterans, Royal Canadian Mounted Police (RCMP) members and first responders. The centre will accomplish this by:
Increasing Canadian knowledge and expertise in stress injuries.
Sharing knowledge with individuals, organizations and healthcare professionals on the subject of mental health, suicide prevention and substance use disorders.
Helping to bridge the gap between mental health science and clinical practice.
Recent research suggests that female Veterans in Canada suffer from a much higher rate of suicide than the general population (1.8 times higher). We therefore included gender-specific elements in the Joint Suicide Prevention Action Plan.
Experimentation
VAC contracted a study examining the effectiveness of horse-assisted therapy for Veterans with mental health conditions. This study will also look at the impact on families and is expected to be completed by March of 2019.
The Department is also funding a study evaluating the safety and effectiveness of service dogs for treating post-traumatic stress disorder. The study will be completed in the summer of 2018.
Lessons Learned
We learned the value of having services available online for Veterans. We received a lot of positive feedback from Veterans when we added decision letters for the rehabilitation program to My VAC Account. The process was fully completed online, from application to final decision, and all communication in between. We will work to make more decision letters available this way.
Results achieved
Expected result
Performance indicator
Target
Date to achieve target
2017–18 Actual result
2016–17 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
94%
94%
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%
98%
98%
Budgetary financial resources (dollars)
2017–18 Main Estimates
2017–18 Planned spending
2017–18 Total authorities available for use
2017–18 Actual spending (authorities used)
2017–18 Difference (actual minus planned)
1,141,330,144
1,141,330,144
1,208,890,663
1,104,583,422
(36,746,722)
Human resources (full-time equivalents)
2017–18 Planned
2017–18 Actual
2017–18 Difference (actual minus planned)
1,194.7
1,140.5
(54.2)
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.
Results
One of our priorities is to honour the service, sacrifice and accomplishments of those who served our country in times of war, military conflict and peace. The following initiatives supported this priority:
We opened a new Visitor Education Centre at the Canadian National Vimy Memorial in France.
We marked three major military milestones—the centennials of the Battles of Vimy Ridge and Passchendaele and the 75th anniversary of the Dieppe Raid—through various initiatives in Canada, France and Belgium.
We integrated youth in Government of Canada delegations for the three major events in 2017.
We engaged youth and educators through a collection of learning resources and web features, including a virtual-reality tour of the Canadian National Vimy Memorial supported by Google Expeditions.
We provided funding to a variety of commemorative projects, such as the Invictus Games Toronto 2017.
We continued to work toward identifying the most appropriate site for a national memorial to Canada's mission in Afghanistan.
We assessed the impact and effectiveness of our commemorative initiatives and used findings to guide policy and program development.
Gender-based analysis plus (GBA+)
Committed to honouring all those who have served regardless of time, place or circumstance, the Department promoted inclusivity in the delivery of its commemorative initiatives. We made every effort to pay tribute to men and women of diverse ethnic, linguistic, cultural and regional backgrounds who have served, or continue to serve, our country. We used social media to involve Canadians from all over the country.
Experimentation
We had anticipated that, following the commemoration of the Battle of Vimy Ridge, there would be an increased number of visitors requiring guide services at the Canadian National Vimy Memorial and the Beaumont-Hamel Newfoundland Memorial in France. To accommodate this demand, we developed alternate approaches. For example, we revised guided tour scenarios, reconfigured guide and tour schedules, modified visitor traffic patterns, developed portable interpretive kits and leveraged the use of visitor centres. Given their positive impact, a number of these approaches have been incorporated into daily operations at the two sites.
We continued exploring ways to enhance the visitor experience at the Canadian National Vimy Memorial and the Beaumont-Hamel Newfoundland Memorial in France. While we considered developing a downloadable application for self-guided tours, challenges with resourcing and Wi-Fi connection at the sites impacted the ability to do so. This may be pursued again in the future, based on analysis of visitor feedback and feasibility of implementation.
Lessons Learned
We learned that it is critical to allocate financial resources years in advance in the case of major in-Canada and overseas initiatives, such as the commemoration of the centennial of the Battle of Vimy Ridge. Longer-term allocations would make it possible for the planning team to maximize the use of funds, leverage domestic and international partnerships and effectively manage increasingly complex operations such as those related to safety and security.
Results achieved
Expected result
Performance indicator
Target
Date to achieve target
2017–18 Actual result
2016–17 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
74%
76%
73%
Budgetary financial resources (dollars)
2017–18 Main Estimates
2017–18 Planned spending
2017–18 Total authorities available for use
2017–18 Actual spending (authorities used)
2017–18 Difference (actual minus planned)
45,585,347
45,585,347
59,061,276
56,866,415
11,281,068
Human resources (full-time equivalents)
2017–18 Planned
2017–18 Actual
2017–18 Difference (actual minus planned)
89.7
88.5
(1.2)
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 afore-mentioned 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.
Results
The Office of the Veterans Ombudsman (OVO) ensured that the Department addressed information and complaint files in a timely manner.
We addressed and closed 1,713 of the 1,906 files opened last year, and the 142 files carried over from the previous year. This represents 84% of the files and exceeds our target of 80%.
We implemented a new case management system, which has improved how we track files and analyze data.
We set up a new online client satisfaction survey in March 2018. This survey will helps us identify areas of our service delivery that we can improve.
The OVO worked to address systemic issues related to the Veterans Affairs portfolio and tracked the progress against recommendations previously made to the Department. Specifically seven new recommendations were brought forward in the report Continuum of Care: A Journey from Home to Long Term Care (August, 2017) and published in Transitioning Successfully: A Qualitative Study (November 2017). A follow-up to the Status of the Veterans Ombudsman Recommendations 2009 to 2016, which outlined progress against all the recommendations made by the OVO was completed.
75% of the recommendations submitted by the OVO have been fully or partially implemented by the Department. This falls below our target of 80% and could be attributed to the Department being focused on implementing the commitments made in Budgets 2016 and 2017. Many of these recommendations require several years to be implemented fully.
A review of 1,000 decisions on disability benefits took place to assess timeliness and to review reasons for delays. This research formed part of an upcoming report on the Veteran service experience which will be published in the fall of 2018.
The OVO also worked on the follow-up to Transitioning Successfully: A Qualitative Study which will examine the experiences of spouses during transition.
The OVO continued to examine emerging issues and made recommendations to the Department which had a direct impact on departmental improvements to programs and services provided to Veterans and their families. Examples included:
The OVO discovered a miscalculation in the grade levels related to years served for the Career Impact Allowance. The OVO alerted the Department of the error, which was then fixed immediately. Correcting this mistake raised the grade level of 134 Veterans, who then received an additional $600 each month in benefits.
The OVO interacted with Veterans and their families, CAF and RCMP serving members, and other stakeholders through outreach activities, including digital media (i.e., Facebook, Twitter and Instagram), traditional media, public speeches, parliamentary committee appearances, stakeholder meetings and town halls held across the country.
Gender-based analysis plus (GBA+)
In its work to inform and address systemic issues related to the Veterans Affairs portfolio, the OVO has taken steps to ensure that the diversity of the Veteran community is considered in the assessment of fairness. For instance, the OVO developed a diversity lens with questions that assist the OVO in ensuring a GBA+ perspective. From this, the OVO developed an infographic education piece to inform our clients and the public on the diversity of the Veteran community. The recommendations in the OVO's Continuum of Care: A Journey from Home to Long Term Care (August 2017) were supported by analysis that considered identity factors such as gender, family status, age, disability and service history. In Transitioning Successfully: A Qualitative Study (November 2017), differences in age, gender, rank, service type and years of service were considered.
Experimentation
The OVO experimented with using Facebook Live (following up on a successful Twitter Chat) to inform and educate about the new Pension for Life program. This was tested to measure Veterans' engagement in comparison to traditional town hall settings. The response was very strong, with more than 19,343 views on the discussion.
The OVO implemented LEANFootnote 3 business process initiatives to enhance frontline efficiency and continual improvement in the delivery of its services
The OVO implemented an online complaint application to support Veterans and their families who prefer to engage digitally.
Lessons Learned
We learned that the Veterans community is open to using multiple social media platforms. Following the Facebook Live event, Facebook followers increased by 19%, Twitter followers by 17% and 15,797 new visitors were recorded on the website. To continue growing our digital presence, we launched an Instagram account. We also learned that vlogs and infographics were more appealing than written text.
Results achieved
Expected result
Performance indicator
Target
Date to achieve target
2017–18 Actual result
2016–17 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
84%
93%
78%
% of recommendations raised by the OVO that are accepted by Veterans Affairs
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.
Results
We supported the delivery of all Budget 2017 items as part of our commitment to our mandate letter. These items include a new system for implementing GCcase in Career Transition Services, the Education and Training Benefit and the Veteran and Family Well-Being Fund. We have fully digitized the application process for these benefits.
We supported managers in facilities for mental health. We promoted partnerships with internal stakeholders and increased awareness of mental health across the Department.
We recruited more former CAF members by creating a Veterans in the Public Service unit. This unit helps Veterans navigate the hiring process of Canada's public service.
We managed information better.
We maintained a functional direction on managing email and instant messages.
We set a maximum storage limit of 2GB.
We used Government of Canada (GOC) standard solutions such as GCcase and GCdocs, which are hosted by Public Services and Procurement Canada (PSPC). These solutions aligned our internal services.
We finished much of the necessary work needed to transition our Department from Windows 7 to Windows 10. This change will happen in 2018–19.
We removed Windows 2003 servers. We are one of only a few departments to achieve this. We will remove Windows 2008 servers by 2020–21.
Experimentation
We invested approximately $240,000 in creating and testing a virtual assistant. We experimented with artificial intelligence to create a single resource that could keep all valuable information for the Department. We found that this technology could identify what information was valuable and learn each time to improve the process. A formal project is underway to review approximately 8 million records. This project will use artificial intelligence to identify those records that have value.
We invested approximately $210,000 in experimenting with GCcase. We set up a case management system for the OVO using this platform. GCcase also served as the basis for other Budget 2017 projects, including Career Transition Services and Education and Training Benefit.
We introduced a new disability process. We implemented a system for the Veterans Priority Staffing Unit and one for the Minister's office to track stakeholders. This work is the basis for the commitments in Budget 2018.
Lessons Learned
We learned the importance of having well maintained electronic files. Artificial Intelligence can only work as well as the documents that it is trying to identify, sort and learn from. Files should be completed with as much information as possible for this system.
We learned that we need dedicated support resources and professional services when experimenting with new tools or technologies.
We learned that hosting should be considered with newer technologies. As some of these newer innovations are hosted in the United States, VAC observed some challenges around maintaining data sovereignty.
Budgetary financial resources (dollars)
2017–18 Main Estimates
2017–18 Planned spending
2017–18 Total authorities available for use
2017–18 Actual spending (authorities used)
2017–18 Difference (actual minus planned)
73,441,591
73,441,591
85,135,796
84,786,373
11,344,782
Human resources (full-time equivalents)
2017–18 Planned
2017–18 Actual
2017–18 Difference (actual minus planned)
655.9
645.7
(10.2)
Information on Veterans Affairs Canada's lower-level programs is available in the GC InfoBase.
