Veteran Affairs Canada’s 2023-24 Departmental results report

We focused on supporting Veterans and aimed to ensure they were physically and mentally well. Our efforts included streamlining benefits processing and providing comprehensive support. We used innovative tools to simplify benefits administration, launched initiatives to boost mental health, and extended our reach into communities. We worked to give Veterans the care they needed, showing our commitment to delivering timely, compassionate, and thorough care to those who bravely served Canada.

Results achieved

Enhance disability benefits decision-making

• In June 2020, we launched our “Strategic Direction: Timely Disability Benefits Decisions” plan to transform how we process disability benefits. The Strategy, updated in 2023, identified four lines of effort: public service capacity, integration, process innovation and digital solutions. These pillars were designed to streamline operations and deliver faster, more efficient services to Veterans and their families.
• By March 2023, we made significant progress using this strategic framework. Despite a 78% increase in disability benefit applications since 2015–16, with the help of additional temporary staff we reduced the backlog of disability benefits applications by 75% between 2020 and 2024. This staffing increase combined with efforts to introduce new, innovative technologies, and expand our outreach have helped us meet the demand and steadily improved the percentage of disability benefit decisions made within the 16-week target.
  • 2020–21: 30% of disability benefit decisions were made within 16 weeks.
  • 2021–22: 46% of disability benefit decisions were made within 16 weeks.
  • 2022–23: 55% of disability benefit decisions were made within 16 weeks.
  • 2023–24: 69% of disability benefit decisions were made within 16 weeks.

Provide funding for Veterans to access treatment benefits

• In 2023–24, we provided over $690M in Treatment Benefits funding for approximately 87,000 clients, supporting their needs for Prescription Drugs, Dental Audio Services, Vision Care, Nursing Services, and other Programs of Choice.

Secure additional resources

• The Government of Canada announced a $164.4 million investment on 3 November 2023, to keep up our progress and maintain momentum. This funding will extend the contracts of employees who process disability benefits applications until March 2026. It will also extend the positions of case managers and other front-line staff, who assist Veterans and manage caseloads, until March 2027. This initiative has strengthened our operational capacity and supported ongoing improvements in service delivery.

Innovations in technology

• In April 2023, we introduced the Service Health Records Search Tool (SHRST) as part of our Strategic Direction strategy. SHRST uses advanced machine reading and handwriting recognition to modernize retrieving critical health information from service records. SHRST, initially launched as a pilot, significantly reduces the administrative burdens of processing disability claims. We continued to make refinements based on user feedback, which improved functionality and enhanced decision-making consistency and efficiency. We also refined search criteria for specific medical conditions like hearing loss, tinnitus, knee issues, and mental health.
• We rolled out the VAC Healthshare platform as another milestone in our modernization efforts. Initially created for audiologists, this platform enabled medical professionals to make electronic submission of medical reports, audiograms, and invoices. Receiving required documentation quicker means applications can progress to the decision-making stage quicker, improving client service. By 31 March 2024, 148 registered users had submitted 1,583 documents. We plan to integrate artificial intelligence (AI) capabilities to automate processes, achieving even greater efficiency and accuracy in the future.

Strengthen outreach and support

• In November 2023, the Government of Canada provided funding to not only keep our Field Operations staff, but to also bring a number of new, temporary staff, on board until March 2027. This funding helps reduce the number of cases each staff member handles, so we can offer Veterans more personalized and effective support.
• We resumed our annual outreach visits to northern communities (four each in Yukon, Northwest Territories, and Iqaluit) after a pause during the pandemic. These visits provide in-person services to Canadian Rangers, Canadian Armed Forces (CAF) members, Royal Canadian Mounted Police (RCMP) members, and Veterans and their families, raising awareness about VAC benefits and how to access them. We completed only 8 visits in 2023–24 due to unexpected weather events, such as wildfires, which forced us to postpone some trips.

Support Indigenous Veterans

• We remain dedicated to providing accessible and fair services for all Veterans, including Indigenous communities. Reducing obstacles to get the help they need is one of our most important responsibilities. Our Indigenous peer support group (part of the Operational Stress Injury Social Support [OSISS] services) remains vital for fostering community and supporting the well-being of Indigenous Veterans.

Advance research and understanding

• To better understand and improve Veteran well-being, we invested in broad research covering seven key areas: financial security, housing, physical and mental health, resilience, community integration, sense of purpose, and pride in their legacy.
• We worked closely with Statistics Canada and the Department of National Defence (DND) to identify and address the specific needs of different Veteran groups.
• This year, we analyzed data from the 2022 CVHS and the 2021 Census. This helped us compare Veterans’ health and social outcomes with the general Canadian population to pinpoint groups with higher needs.
• Our collaboration with DND on the Canadian Forces Cancer and Mortality Study offered valuable insights into cancer risks related to military service, helping us improve health interventions and policies.

We recognize that financial security is vital to Veterans and their families. Over the past year, we have published a series of financial literacy articles, increased advocacy efforts through the Bureau of Pensions Advocates (BPA), and forged partnerships to offer direct financial assistance and resources.

Results achieved

Promote financial literacy

• We launched a series of educational articles in Salute! based on insights from our 2022 Financial Literacy Survey to help Veterans manage their finances effectively. The articles aimed to improve Veterans’ financial health by covering topics such as budgeting, retirement planning, and financial and tax advice. We will continue publishing these articles in 2024 to support Veteran financial well-being.

Build partnerships for financial support

• We partnered with the Financial Consumer Agency of Canada and Credit Counselling Canada to offer Veterans and their families valuable financial resources. Credit Counselling Canada developed a dedicated webpage “How we can help Veterans,” providing free advice on credit and financial counseling. This partnership helps Veterans get expert financial support, making it easier for them to handle financial challenges.

Provide direct financial assistance

• By the end of March 2024, we provided over $1,2 billion to Veterans, survivors, and orphans via the Income Replacement Benefit program.
• The VEF provides quick financial help to Veterans and their families facing urgent financial crises. We updated the VEF application form on My VAC Account to include links to financial management resources, helping vulnerable Veterans find additional support. In 2023–24, we provided essential financial aid 1,053 times, assisting 842 Veterans and their families with over $1.6 million to cover basic necessities like shelter, food, and clothing via the VEF program.

Enhance access to financial resources

• We made financial management resources easier to find by updating our website, veterans.gc.ca. We added a Financial Management page that directs Veterans to helpful resources such as Service Income Security Insurance Plan (SISIP) Financial Services for advice on investing and insurance, and the Financial Consumer Agency of Canada for tools like a Financial Goals Calculator, an online budget planner, and a Retirement Income Calculator. Veterans can use these resources to take control of their finances, whether they are dealing with debt, planning for retirement, or seeking investment advice.

Understand Veterans’ financial health

• Analysis of data from the 2022 CVHS revealed that, while many Veterans (61.5%) are satisfied with their financial situation, 17% of them have household incomes below the Low-Income Measure.
• We collaborated with Statistics Canada and DND to launch a study examining the pre-and post-service incomes of Canadian Veterans. This research will help us understand the financial challenges Veterans face and allow us to tailor our support to their unique needs.

Advocate for Veterans

• As a result of temporary funds, BPA increased and improved its ability to advocate for Veterans. BPA served an additional 2,700 Veterans by providing legal advice and representation this year over the average number of clients served during the past three years. These increased efforts, including the presentation of cases before the Veterans Review and Appeal Board (VRAB), resulted in more approved benefits and services for Veterans. This advocacy directly supported Veterans in getting the financial support they deserve.

Achieving something meaningful contributes to a person’s sense of purpose, which not only improves health and work performance but also boosts motivation across all areas of life. During the year, we supported Veterans during their transition from the CAF, conducted the Community Health Needs Assessment (CHNA), and advanced the development of a social prescribing model to manage Veterans’ health. We simplified processes, launched a new policy, and continued studying data to further advance this departmental result.

Results achieved

Transition and integration support

• We worked closely with Veterans during their transition out of the CAF to identify needs and barriers, establish goals and connect them to the programs and services available.
• As part of the CHNA, we created a Veterans Resource Directory. This directory includes over 250 resources that Veterans and stakeholders identified as useful at both local and national levels. The Directory will be published and available for use in 2024.
• We studied data from the 2022 CVHS to better understand the health and social outcomes of Canadian Veterans in relation to the seven domains of well-being. This included assessing how well Veterans integrate into their communities, find purpose in life, and feel proud of their contributions and legacy.

Health and well-being initiatives

• We continued the development and implementation of a social prescribing model for Veterans to help them manage their health (including chronic illnesses), mental health, and social integration. With this model, we aim to improve the overall well-being of the Veteran community by encouraging Veterans to take charge of their health. Hopefully, this will lead to positive outcomes like finding new jobs, volunteering, making social connections, and securing housing.
• We now approve both assessment and treatment sessions for occupational therapy at the same time for Veterans with mental health needs. This change prevents delays caused by waiting for assessment reports to be reviewed before treatment.

Employment and Education

• We launched the Policy on Procurement of Guard Services. This policy ensures job opportunities in the guard services sector within federal government departments for Veterans.
• During 2023–24, we provided approximately $29M in Education Training Benefits to over 2,000 Veterans. These funds were provided to give them a greater advantage in the workforce by supporting new certifications, degrees, diplomas, or additional training.

We continued to work with DND to reduce complexity, improve service delivery and enhance services for Veterans who transition from military to civilian life. We launched a national, three-phased plan for Military to Civilian Transition (MCT) that improved support programs for medically released Veterans and their families. We also piloted a Telemedicine Service, enhanced client feedback opportunities, streamlined information sharing, expanded Veteran employment initiatives, and collaborated with partners to support Veterans’ care and well-being.

Results achieved

Transition support planning

• After the “Transition Trials” ended in December 2021, we launched a national three-phase plan for the MCT process at each Transition Centre. By March 2024, we fully implemented this process nationwide.
• In partnership with the Canadian Forces Morale and Welfare Services, we improved programs for medically released members and their families. These supports included 24/7 crisis management services, specialized transition programs, and traditional family support.
• We worked with the DND on transition initiatives. We made progress in streamlining information sharing between departments, completing a proof-of-concept project that successfully tested data transfer between our systems. We continued discussions on system requirements and business processes and began drafting a memorandum of understanding (MOU) for information sharing.

Healthcare and well-being initiatives

• We recently piloted a Telemedicine Service for medically released Veterans and their families to help them access healthcare. We continued to work on expanding this pilot to all transitioning Veterans and their families who do not have a permanent healthcare provider.
• We continued to enhance the national rehabilitation services contract to better meet Veterans’ medical, psycho-social, and vocational needs. The program now offers improved services with clearer outcomes. With this model, Case Managers provide a single contact, reducing administrative tasks and increasing client interaction time. Enhanced performance measurement and quality assurance processes will improve oversight of service standards. Ongoing training for contractors and third-party providers includes topics such as the Rehabilitation Program, military culture, cultural sensitivity, Gender-based Analysis (GBA) Plus, and accessibility.

Employment and career development

• We hosted quarterly virtual webinars connecting Veterans with employers, covering federal job applications and Career Transition Services (CTS), attracting between 800-1,000 participants each session. In 2023–24, 3,600 participants attended four webinars with 111 presentations from 80 diverse employers. Additionally, the Hire A Veteran LinkedIn Group has grown to over 5,600 members.
• We continued consultations as part of developing the National Veterans Employment Strategy for the Government of Canada. Following consultations with educational institutions in 2022–23, we conducted an intergovernmental consultation in May 2023. Later, we held a ministerial roundtable in Ottawa about equity-deserving and non-dominant culture Veterans. Finally, we held discussions with union representatives, post-secondary institutions, and Indigenous and 2SLGBTQI+ communities. The input from these sessions informed the strategy, which launched in June 2024. The Strategy aims to create more job opportunities for Veterans, improve their well-being, and help them succeed in civilian life. By working with all partners, it strived to help Veterans find meaningful work and purpose, using the skills they gained while serving Canada.

Feedback and communication enhancements

• We worked to enhance opportunities for clients to provide feedback. As part of this effort, we improved our CTS Client Satisfaction Survey messaging and prompts by offering a variety of channels for clients to provide feedback. The improved survey will launch in 2024–25.

Collaboration and Partnerships

• We worked with international partners, including Five Eyes countries, to support the care and well-being of Canadian Veterans and their families. We also collaborated with and supported the work of the Canadian Institute for Military and Veteran Health Research (CIMVHR) through a 10-year funding agreement ending in 2030.

Safe and stable housing is crucial for Veterans to find their place in society, build relationships, and participate in the community. We supported housing initiatives for homeless Veterans and those who are at risk of homelessness to establish a safe and secure environment for themselves and eventually develop long-term stability. We developed programs and allocated more resources to the issue of homelessness. We collaborated with partners, communities, and other government departments to help meet the specific housing needs of Veterans.

Results achieved

Veteran homelessness prevention and support

• We worked with Infrastructure Canada (INFC) to launch the Veteran Homelessness Program which is aimed at preventing Veteran homelessness in Canada. This program provides $79.1M in funding to provide rent supplements and wrap-around supports, including $72.9M for services and supports, and $6.2M to focus on increased capacity, research, and improved data collection.
• We stepped up our efforts to address Veteran homelessness by forming a dedicated team. This team led coordination and networking efforts, including the creation of an internal National Homelessness Committee to share information and collaborate on effective strategies. They reviewed existing supports for Veterans at risk of or experiencing homelessness, identified gaps, and proposed solutions.
• Additionally, they continued to build crucial partnerships with other federal departments, provincial and territorial colleagues, local governments, and community organizations.

Housing programs and initiatives

• Through the Veteran and Family Well-being Fund (VFWF), we supported housing initiatives that help Veterans find safe and stable housing. We funded 23 projects with a total of $945,000 focused on this work.
• We developed a home adaptation pilot project to identify gaps, enhance support, and improve the timeliness of assistance, ensuring Veterans can live safely and independently.
• As of 31 March 2024, we were providing funding to support 2,060 Veterans in long-term care. This funding covered care, enhanced programs and services, and helped Veterans with their monthly accommodation and meal costs.

Feeling socially supported is important for Veterans to achieve their goals, build social relationships, and engage in their communities. We continued to advocate for and support these efforts to encourage their success. We promoted valuable services and reached thousands, while also partnering with other departments and supporting initiatives with similar objectives in mind.

Results achieved

Peer and community support

• We continued to promote the OSISS Program to support Veterans and their families. By December 2023, 2,001 peers received services, including 589 participating in group meetings. Veterans and their family members make up 73% of those served by OSISS (the other 27% being still serving CAF members and their families). Since June 2021, the program has helped over 20,000 peers in total.
• We partnered with DND and the Sexual Misconduct Support and Resource Centre (SMSRC) to support Veterans affected by sexual misconduct, providing mental health professionals, training, and evaluation support. We also served on their External Advisory Council. In June 2023, we piloted a formal peer support group pilot program in partnership with SMSRC, completing five groups by the end of 2023. In February 2024, we started a 10-session formal group offering with two new groups of participants and also added informal group offerings in winter 2024.

Specialized support for Veterans and families

• In September 2023, caregivers of Veterans needing continuous care were surveyed about the Caregiver Recognition Benefit. From 2020 to 2023, the percentage who felt the benefit provided meaningful recognition increased from 79% to 84%.

Community-based and innovative initiatives

• Through the VFWF, we supported 77 innovative projects and initiatives that will provide community-based services in homelessness, employment/retraining, mental health, and other areas to support Veterans and their families, including those affected by COVID-19.

During the fiscal year, we made considerable progress in enhancing our services by leveraging innovation, stakeholder engagement and targeted research to ensure that Veterans receive prompt and equitable support. Through strategic initiatives and advanced technologies, we have effectively reduced application backlogs, modernized decision-making tools, and expanded outreach efforts to better serve Veterans across the country. We remain steadfast in our commitment to enhancing the efficiency, fairness, and transparency of our services; to inclusivity and stakeholder engagement; and to collaboration with diverse communities, including Indigenous and LGBT Purge survivors.

Results achieved

Disability benefit service improvements

• We achieved significant progress in improving Disability Benefits services. Since 2020, we have reduced the backlog of applications by 75%, thanks to the dedicated efforts of additional temporary staff focused on processing claims. As of 31 March 2024, the backlog contained 5,637 applications.

Enhance efficiency with technology

• We launched the SHRST as a pilot in April 2023 after successfully testing it in previous years. This innovative tool uses advanced machine reading and handwriting recognition to extract important information from health records. By automating administrative tasks, SHRST frees up staff to focus on complex claims, improving decision-making consistency and efficiency. By reducing errors and administrative burdens associated with manual tasks, SHRST improves overall efficiency. We are actively collecting user feedback to further refine and optimize the tool.
• The VAC Healthshare platform, initially introduced for audiologists, facilitates the electronic submission of medical reports, questionnaires, and invoices. By 31 March 2024, 148 registered users had submitted 1,583 documents; we plan to integrate AI capabilities to automate processes, achieving greater efficiency and accuracy.
• The recent upgrade of the Benefits and Health Services Online system ensures compliance with the latest security and accessibility standards, offering a secure environment for healthcare providers to exchange information seamlessly.

Guide Veterans through the application process

• We recognized the importance of clarity and accessibility in the application process, so we developed a series of instructional videos. These videos, set for release in the 2024–25 fiscal year, aim to help Veterans accurately complete their Disability Benefits applications by providing step-by-step guidance on essential requirements and procedures.

Modernize decision-making tools

• We continued modernizing key tools critical to disability benefit decisions—the EEGs and the TOD. These enhancements aim to improve consistency in decision making and reduce the need for hand-offs in the process to make faster decisions for Veterans. These updates streamline and standardize decision-making, using the latest health evidence. By including GBA Plus, we ensure these tools reflect the diverse health experiences of Canadian Veterans.

  This year we revised 13 out of 24 chapters in the TOD, incorporating advancements in disability assessment methods. The remaining chapter updates are to be completed next fiscal year. We published an update to the TOD Chapter for Sexual, Reproductive and Breast Impairments to add more criteria for women and instruction for assessment for individuals receiving gender affirming care. A new chapter on Additional Pain and Suffering Compensation is set for release by December 2024.

  We also continued to modernize the EEGs to align with current medical knowledge and consider diverse Veteran experiences. In 2023–24, we introduced a new guideline for Bruxism, a common dental condition and revised 17 existing guidelines including the suite of psychiatric EEGs. These updates will be published in the upcoming fiscal year.

Expand outreach and engagement

• We expanded our outreach efforts beyond the mandated visits to Northern communities to include Northern Quebec, Northern Newfoundland & Labrador, and Indigenous communities. With this strategic expansion, we aim to deepen our understanding of and responsiveness to the unique needs of Veterans in these regions.
• This year, we organized 30 meetings across the six Ministerial Advisory Groups to discuss topics like homelessness, transition, family supports, mental health, and treatment benefits. We held follow-up discussions in 2023–24, developed recommendations, and will deliver these recommendations to the Minister in 2024–25.
• In March 2024, we hosted a Stakeholder Summit and a Women Veterans Forum, welcoming both in-person and virtual attendees to discuss topics such as women’s health, Indigenous Veteran support, and employment. We are developing a report with action items based on insights from 14 roundtables, three plenary sessions, and an online consultation. Veterans and stakeholders provided insights and stayed informed throughout the event.
• We established an Indigenous Veterans Team in May 2023. Throughout the year, they engaged with Indigenous Veterans nationwide to build stronger relationships and understand their unique needs. The team held over 80 engagements with Indigenous partners, reaching more than 4,000 Indigenous Veterans. As a result, over 100 Indigenous Veterans opened My VAC Accounts, enabling them to access our support.

Redesign My VAC Account

• In response to user feedback and evolving needs, we redesigned My VAC Account to make it easier to use. We improved the dashboard, optimized it for mobile devices, enhanced secure messaging, made document uploads simpler, and improved accessibility features. These changes help Veterans easily access and manage their benefits through a user-friendly digital platform.

Conduct targeted research and policy alignment

• In partnership with LGBT Purge survivors, we conducted targeted research to better understand and address their unique experiences with our services. This ongoing initiative aims to create better support strategies for this historically marginalized group. Our research team also analyzed trends in disability benefits applications and collaborated with the CAF to align policies and research interests.

Utilize demographic data for better services

• We worked with Statistics Canada on the 2021 Census Veteran Identifier to understand the demographics of Indigenous, women, and racialized Veterans. This data guides our efforts to provide tailored services that meet the specific needs of these diverse groups.

Inclusive and respectful practices

• We created guidelines for Field Operations employees to recognize gender-diverse Veterans by their chosen names and pronouns, including standardizing language and documentation practices in VAC systems. We will also be adding fields for chosen names and pronouns in Client Service Delivery Network (CSDN), GCCase, and My VAC Account. We will continue work to add a field for gender in programs that need this information for evaluation and improvement.
• We implemented the Government of Canada’s policy on modernizing sex and gender information practices through the Gender Inclusive Services Project, which outlines best practices for reporting personal information on sex and gender.
• Our homelessness team engaged with equity-seeking groups, Veterans who experienced homelessness, and their support organizations to understand the challenges they face in becoming stably housed. This process will continue, and the insights gained, along with lessons from implementing INFC’s Veteran Homelessness Program, will guide our decisions on VAC supports and their delivery.

Data collection and analysis for equity

• We signed an MOU with Statistics Canada to link our program data with census and survey data as part of a Disaggregated Data Action Plan. We will develop and implement a disaggregated data analysis of VAC programs using identity factors we cannot currently collect, such as disability, gender, Indigeneity, and racial identity. This analysis will help us better understand the equity-deserving Veterans who use our benefits and services.
• We started developing a Data Collection Plan Guidance document for the Department, following Treasury Board’s recommendations on handling personal information. Programs can use this plan to collect personal information from Veterans and others in the VAC community for monitoring, evaluating, and improving services, especially for VAC’s diverse population.

Policy and program improvements

• The Cannabis for Medical Purposes (CMP) team focused on GBA Plus and intersectional analysis to revise its data strategy. By using socio-economic, service-type, and identity factors, we aimed for more accurate analysis and prediction of the CMP program’s current and future use and risks.
• We used a GBA Plus approach in ongoing policy reviews to assess unintended systemic inequities for Veteran sub-populations.
• We ensured that our research, including projects funded through the Joint Federal Research Funding Program and the VFWF, followed the principles of Sex and Gender Equity in Research (SAGER).

Further information on program-specific data collection plans can be found in our GBA Plus Supplementary Information Table.

We supported Canada’s efforts in relation to the UN’s 2030 Agenda for SDGs. Of the 17 SDGs, this core responsibility contributed to these specific goals:

SDG 1: No Poverty

• Income Support; Transition Services; Health Care Services; Long Term Care; Caregiver Recognition Benefit directly contributed to this SDG.

SDG 3: Good Health and Well-being

• The “Strategic Direction: Timely Disability Benefits Decisions” plan improved access to disability benefits by streamlining processing and reducing the backlog by 75%. This ensured quicker financial support and medical aid, significantly improving the physical and mental well-being of Veterans by increasing the percentage of decisions made within 16 weeks from 30% in 2020–21 to 69% in 2023–24.
• We introduced the SHRST to boost the efficiency and consistency of disability claims processing. Receiving documentation through the VAC Healthshare platform enables us to move applications to the decision-making stage quicker. These tools have reduced stress and uncertainty for Veterans by helping to expedite our decision making and response time. Additionally, we provided vital in-person services, especially in remote and Northern areas, directly contributing to their mental health and community well-being.
• By maintaining accessible services for all Veterans, including those in Indigenous communities, we addressed barriers and enhanced support through targeted programs. This included 12 annual visits to Northern communities and a dedicated peer support group under the OSISS Program, directly fostering better health outcomes and well-being for Indigenous and vulnerable Veterans.

SDG 4: Quality Education

• We offered several programs that provide financial support for education, training and their related financial costs for Veterans and their families.

SDG 5: Gender Equality and SDG 10: Reduced inequalities

• We are modernizing the TOD and the EEGs to make them more user-friendly while updating to current scientific and health research. This work includes applying GBA Plus to identify and consider any unique Veteran health related experiences related to sex, service characteristics and disability. So far, we have successfully revised 13 out of 24 chapters of the TOD, published a new EEG for Bruxism and revised 17 existing EEGs. The remaining chapters of the TOD will be completed next fiscal year.
• Our continued collaboration with Statistics Canada on the 2021 Census Veteran Identifier helps us understand the demographics of Indigenous, women, and racialized Veterans. This data guides us in providing tailored services to meet their specific needs.
• Beyond fulfilling mandated visits to Northern communities, we expanded our outreach efforts to include Northern Quebec, Northern Newfoundland & Labrador, and Indigenous communities. With this strategic expansion we hope to deepen understanding and responsiveness to the unique needs of Veterans in these regions.

SDG 8: Decent Work and Economic Growth

• We offered several programs to help CAF Veterans find jobs and provide other career-related services and information.

SDG 11: Sustainable Cities and Communities

• Our pan-governmental work towards ending Veteran homelessness supported the UN goal of making cities and human settlements inclusive, safe, resilient, and sustainable. In 2023–24, we collaborated with INFC to implement the Veteran Homelessness Program, which aims to prevent and reduce Veteran homelessness in Canada. The program allocates $79.1M for rent supplements and comprehensive supports, with $72.9M dedicated to services and assistance, and $6.2M aimed at enhancing capacity, conducting research, and improving data collection.

SDG 16: Peace Justice, and Strong Institutions

• BPA specializes in administrative law, particularly legislation that applies to the Veteran community. The Bureau represented Veterans, free of charge, before the VRAB in support of Veterans receiving entitlement to disability benefits. This contributed to promoting the rule of law and providing access to justice for all.

More information on our contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

Technological innovations and automation

• After testing in previous years, we piloted the SHRST in April 2023. This tool uses advanced technology to search Service Health Records and Digital Images based on a comprehensive list of keywords, phrases, and documents; it is used to read and recognize handwriting, extracting key information from health records. By automating administrative tasks, SHRST allows our staff to concentrate on complex claims, enhancing consistency and efficiency in decision-making. We are actively gathering user feedback to refine and improve the tool.
• After successful testing in 2022–23, we began piloting VAC Healthshare for audiology clinics in February 2023. We are working towards expanding the types of documents accepted to include more providers who will be able to submit medical documents, evidence, and invoices through VAC Healthshare. This ongoing effort, supported by partners in Public Services and Procurement Canada (PSPC) and the Treasury Board Secretariat (TBS), includes the use of Sign In Canada, a new Government of Canada standard for signing into public facing portals. Significant strides have also been made in automating document processing, with continued training of automation tools to ensure accuracy before deployment.
• We worked on enhancements to the VAC Healthshare platform which will allow service providers to securely submit client documents electronically to VAC for immediate digitization, coding, and uploading of client records. It aims to expedite client service and reduce administrative tasks.
• In collaboration with the Federal Health Claims Processing Services contractor, we automated electronic claims processing for more than 50% of medical cannabis claims. We continue to onboard more medical cannabis providers, aiming to speed up claim processing and significantly lower administrative costs.
• BPA continued to invest in a major project named DARE (Digital Age Renewal) to transform and innovate our processing practices. The goal is to meet our service standard and reduce wait times for Veterans awaiting review or appeal decisions at the VRAB. DARE started in 2022–23 with a detailed analysis of new digital practices aimed at improving efficiency. Recent trials and additional funding have shown significant improvements in our ability to process claims faster, bringing us closer to meeting our service goals.

Training and capacity building

• We expanded on-the-job training for frontline staff in Field Operations. Building on the success with new Case Managers, we launched a similar initiative for new Veteran Service Agents (VSAs) and Veteran Service Team Managers (VSTMs). This comprehensive six-week training includes optional drop-in sessions, equipping new VSAs and VSTMs with the skills, knowledge, and resources to support VAC clients and colleagues effectively.

Health and research initiatives

• As part of the CHNA, health professionals and researchers collected, organized, and analyzed data from Veterans to highlight priorities and inform decision-making. The CHNA was completed and submitted to senior management in March 2024. Once approved, it will be released across VAC and publicly within the Veteran community.
• The VAC-funded Network of Operational Stress Injury (OSI) Clinics provides over half of its mental health services virtually. As of March 2024, 57% of OSI clinic services were virtual, with the remaining 43% conducted in-person. Clinics offered individual and group therapy and other mental health services virtually, helping clients address challenges related to travel, childcare, and chronic pain issues.

We accomplished significant milestones in commemorating Canada’s military history and honouring our Veterans in 2023–24. We distributed extensive educational resources and highlighted key anniversaries through various events and initiatives, at home and abroad. Efforts also focused on preserving and recognizing Canadian memorials and conducting necessary reviews of historical sites. These activities demonstrate our ongoing commitment to supporting Veterans and preserving military heritage across Canada.

Results achieved

Commemorative learning products distribution and educational initiatives

• In the weeks leading up to Veterans’ Week, we distributed over 4.4 million commemorative learning products across Canada. These educational resources featured the 75^th anniversary of UN peacekeeping, the 35th anniversary of the Nobel Peace Prize for UN Peacekeeping Forces, the 70^th anniversary of the Korean War Armistice, the 100^th anniversary of the dedication of the St. Julien Canadian Memorial, and the 25^th anniversary of Operation Persistence – Swissair Flight 111 Response. They also highlighted the contributions of individual Veterans, including those from diverse and underrepresented groups.
• We created our first double-sided poster for Veterans’ Week, themed around the 75^th anniversary of peacekeeping, displaying a map of regions where Canadian peacekeepers have served over the past 75 years.
• We developed and promoted lesson plans on a broad range of topics and Veteran groups, including peacekeeping, Swissair Flight 111 Response, the Royal Canadian Air Force, Black Canadians in Uniform, and Indigenous service members.
• We held learning days with students across Canada that focused on peacekeeping efforts from the last 75 years, including hands-on activities, ranging from folding peace cranes to creating stained glass artwork featuring the blue peacekeeper helmets.

Public displays and digital initiatives

• In partnership with Canadian Heritage, we developed street banners for display in Ottawa and Charlottetown. These banners highlighted the 75th anniversary of peacekeeping, the 70^th anniversary of the Korean armistice, as well as major battles from both World Wars.
• We created web content for the 75^th anniversary of peacekeeping, including interviews with Canadian peacekeepers. We also wrote web features highlighting: the contributions of women and Indigenous service members, Canada’s mission in Afghanistan, and education materials developed by our partners through the Commemorative Partnership Program (CPP).
• We launched an extensive web feature on 2SLGBTQI+ Canadians in uniform. It offers an historical perspective on the discrimination and harm faced by members of this community who served in the CAF. It also recognizes their important contributions throughout Canada’s military history.
• We also displayed window banners with images of peacekeeping missions Canadians took part in at the Canadian National Vimy Memorial Visitor Education Centre.

Commemorative events, ceremonies, and stakeholder engagements

• For the 100^th anniversary of the St. Julien Canadian Memorial, we organized a commemorative event at the memorial with our partner community, Langemark-Poelkapelle, Belgium. We also hosted along with a large-scale outdoor exhibit for visitors at the memorial from June to September. Additionally, we displayed a complementary exhibit at the Vimy Education Centre.
• We led a full delegation, including Korean War Veterans, on a two-day commemorative program in Ottawa, ON for the 70^th anniversary of the Korean War Armistice. We also led a ministerial delegation to the Republic of Korea for milestone events and supported Canadian Veterans traveling as part of the Ministry of Patriots and Veterans Affairs Revisit Program both in Canada and in Korea.
• We marked the 25^th anniversary of Operation PERSISTENCE for the first time by leading over one hundred Veterans and stakeholders to Halifax and Peggy’s Cove, NS. We commemorated the Swiss Air Flight 111 tragedy response with a candlelight vigil and memorial ceremony at Peggy’s Cove.
• We delivered a commemorative program and led a delegation to the Netherlands in September 2023 to take part in the Indigenous Legacy Project. We honoured, acknowledged, and feasted the spirit of the Indigenous soldiers who died in battle with traditional ceremonies and recognized the contributions of Indigenous Peoples in the Second World War. The group included families of thirteen newly identified Indigenous soldiers, Elders, and representatives from Aboriginal Veterans Autochtones. (MCL8)
• We led a delegation to the 2023 Invictus Games which were held in Düsseldorf, Germany. Team Canada, with thirty-two members including Veterans and active service members, competed in ten adaptive sports over 8 days. We also supported Canada House, a pavilion promoting the Invictus Games 2025 in Vancouver/Whistler, the Four Hosts First Nations, and Canada’s military history. The Minister of Veterans Affairs and Councilor Williams of the Four Host First Nations accepted the Invictus Games flag for Canada as the next host country.
• At the Women Veterans Forum and the National Stakeholder Summit, we held sessions recognizing modern Veterans in our commemorative efforts. We have compiled action items from those events to help us address any gaps and improve how we honour Veterans in our activities.
• We organized programming, ceremonies, and an official Government of Canada delegation to mark the following milestones. These events engaged Veterans, CAF members, their families, youth, Indigenous communities, and local residents to honour those who died in service.
  • 75 years of Peacekeeping: Marked the International Day of UN Peacekeepers (May) and National Peacekeepers’ Day (August)
  • 70^th anniversary of the Korean War Armistice: Commemorated the Battle of Gapyeong (April, in Ottawa & Langley), led a delegation in Ottawa (June), and held events in Ottawa, Brampton, and Burnaby (July)
  • 80^th anniversary of Operation HUSKY: Mark the anniversary of the Italian Campaign
  • 30^th anniversary of Operation Medak Pocket – Honoured Canada’s peacekeeping efforts in Medak Pocket
  • 100^th anniversary of the Royal Canadian Air Force (RCAF100): The Minister unveiled our installation to mark this anniversary at Winterlude in Ottawa (February) and we hosted an exhibit at the Royal Aviation Museum of Western Canada in Winnipeg (March)
  • 10^th anniversary of Afghanistan: Marked the end of Canada’s mission in Afghanistan with an event at the National War Memorial (March)
  • 60^th anniversary of Cyprus: Celebrated the peacekeeping operation in Cyprus with an event at the Peacekeeping Monument: The Reconciliation (March)

Heritage site designation and maintenance

• We worked with French and Belgian groups to achieve UNESCO World Heritage Site status for the Canadian National Vimy Memorial, Beaumont-Hamel Newfoundland Memorial, and the St. Julien Canadian Memorial sites. This designation will further protect these sites, allowing the stories of our brave Canadian soldiers to continue to be shared with the world.
• We conducted a comprehensive operations and maintenance review at God’s Acre Cemetery in Esquimalt, B.C., and Fort Massey Cemetery in Halifax, N.S.

Over the past year, we improved visitor experiences at Canadian memorials, promoted educational initiatives, and began modernizing the Canadian Virtual War Memorial (CVWM). We undertook significant conservation projects and enhanced accessibility at various sites. Additionally, we supported numerous community projects through the CPP.

Results achieved

Enhance visitor experiences at memorials

• We enhanced visitor experience at the Canadian National Vimy Memorial by creating 13 new interpretive panels focusing on diversity in service. These panels tell the stories of Indigenous service members, as well as those from the Japanese, Chinese, Jewish, and Black Canadian communities. They also highlight the youngest soldier listed on the Vimy memorial and a soldier persecuted for his sexuality.
• We also improved the visitor experience at Canadian memorials in France by developing children’s activity booklets for both the Canadian National Vimy Memorial and the Beaumont-Hamel Newfoundland Memorial. These booklets provide age-appropriate historical information and fun activities to engage young visitors.

Educational initiatives and modernizing the Canadian war memorial

• Throughout the year, we developed and promoted lesson plans honouring those who died in service, including peacekeepers, Royal Canadian Air Force members, Black Canadians in Uniform, and Indigenous service members.
• We began a major project to modernize the CVWM, which lists over 118,000 people who have died in service across Canada’s military history. Visioning and planning completed this year will guide future improvements to this popular feature on our website, enhancing its functionality to better honour Canada’s fallen.

Conservation, preservation, and accessibility enhancements

• We completed conditional surveys at all memorials sites in France and in Turkey, including a comprehensive assessment of the Vimy monument in partnership with PSPC.
• We carried out major preservation and conservation work at memorials in Belgium, including the St. Julien and the Hill 62 (Sanctuary Wood) Canadian Memorials. With Budget 2022 funding, we also completed infrastructure refurbishment and enhancements at Canada’s only two overseas National Historic Sites, the Canadian National Vimy Memorial and the Beaumont-Hamel Newfoundland Memorial, which included pathway resurfacing, HVAC renewal, electric vehicle charging station, and new site signage.
• We completed the accessibility assessment of 13 overseas memorial sites in France and Belgium.
• We advanced our forest management plan for our National Historic Sites. At the Canadian National Vimy Memorial, we completed a full fauna and flora study of the site. Our plan evolved to include tree removal, material and tree procurement, as well as demining and depollution work in preparation for planting. We planted over 3,500 trees at the Vimy Memorial, the largest planting since the 1920s.
• We started work on Visitor Experience Strategies for the Vimy and Beaumont-Hamel memorial sites. We also launched two new children’s activity books for both sites and created interchangeable panels featuring stories of 2SLGBTQI+, Indigenous, and other underrepresented soldiers remembered at the Vimy Memorial.
• As part of our Budget 2022 commitments, we began researching upgrades for the permanent exhibit at the Beaumont-Hamel Newfoundland Memorial.

Support community projects

• We approved funding for 176 initiatives through the CPP, which included 15 new community war memorials, 18 restorations and major additions to existing memorials, and 143 community engagement initiatives.

We made sure to consider different identities, such as women and members of the 2SLGBTQI+ communities, when developing, delivering, and evaluating initiatives. In 2023–24, the following activities helped us achieve this:

Application of GBA Plus lens and inclusivity initiatives

• We applied a GBA Plus lens when developing the Vimy and Beaumont-Hamel Visitor Experience Strategies and renovating the Beaumont-Hamel Newfoundland Visitor Centre permanent exhibit. This ensures we acknowledge Canada’s diverse population’s contributions to the First World War and provide meaningful experiences for all visitors, including those facing accessibility challenges, at our sites in France.
• We added new interpretative panels at the Vimy Memorial and created children’s activity books for both National Historic Sites. These resources tell stories about Indigenous, racialized, 2SLGBTQI+ soldiers and highlight the role of women in the First World War.
• In August 2023, we flew the Pride flag at both National Historic Sites to mark Public Service Pride Week.
• We conducted accessibility assessments at 13 Canadian memorial sites in France and Belgium. The overview of these assessments provides practical, achievable solutions to address various accessibility concerns.

Indigenous recognition and Veterans support

• We led a delegation to the Netherlands for the Indigenous Legacy Project in September 2023. We honoured Indigenous soldiers who died in battle with traditional ceremonies and recognized their contributions in the Second World War. The group included families of 13 newly identified Indigenous soldiers, Elders, and representatives from Aboriginal Veterans Autochtones.
• We supported ministerial and departmental delegations for Canadian injured, ill, and wounded Veterans and still-serving members participating in the Invictus Games 2023 events in Germany.
• Through the CPP, we recognized and commemorated underrepresented Veterans. We held a call-out for projects specifically focusing on Indigenous Veterans, racialized Veterans, 2SLGBTQI+ Veterans, women Veterans, and modern Veterans, resulting in 19 approved projects receiving a total of $357,950 in funding.

Student training and accessibility enhancements

• During their work terms, our student guides receive practical training in accessibility and inclusivity as part of their Quality Visitor Experience education. This prepares them to assist and include those with disabilities or functional limits while they visit our sites in Europe.
• We thoroughly reviewed operations and maintenance at God’s Acre Cemetery in Esquimalt, BC, and Fort Massey Cemetery in Halifax, NS. This review covered roles and responsibilities, maintenance planning, health and safety, and security, among other aspects.
• We installed a new accessible ramp to the chapel at Veterans Cemetery (God’s Acre) to improve accessibility.

We recognized Veterans through commemorative initiatives which support overall well-being, especially mentally and socially.

SDG 3: Good Health and Well-Being

• We created thirteen new interpretive panels for the Canadian National Vimy Memorial, highlighting diversity in service. These panels tell the stories of Indigenous service members along with those from the Japanese-, Chinese-, Jewish-, and Black-Canadian communities, as well as the youngest soldier named on the Memorial and another soldier persecuted for his sexuality.
• We highlighted and recognized domestic operations by creating a lesson plan on Operation Persistence, the Swissair Flight 111 recovery efforts. This massive recovery operation was also featured on the front page of the Canada Remembers Times Veterans’ Week learning product.
• We updated our welcome screens at the two visitor centres in France bimonthly to share stories of our service personnel and Veterans. These also commemorate diverse cultural and military anniversaries, reflecting and honouring the diversity of Canadian military forces in both official languages.
• The exhibits we developed and displayed at the visitor centres honoured significant anniversaries: the 75^th anniversary of UN peacekeeping, 100^th anniversary of the unveiling of the St. Julien Canadian Memorial, 150^th anniversary of the RCMP, 100^th anniversary of the Royal Canadian Air Force, and the 80^th anniversary of D-Day and the Battle of Normandy. These exhibits highlighted the diversity of Canadian military forces throughout our history, featuring images and stories of individuals from diverse genders, racial, cultural, and Indigenous backgrounds.
• We incorporated stories of Indigenous, racialized, and 2SLGBTQI+ soldiers, as well as the role of women in the First World War, into our new interpretive panels at the Canadian National Vimy Memorial. We also featured these narratives in children’s activity booklets for both National Historic Sites.
• We supported the Netherlands Indigenous Legacy Project with the Royal Canadian Legion Branch 005 and the Aboriginal Veterans Autochthones, taking Indigenous family members and community representatives to the Netherlands for commemorative activities.
• A new ramp was installed at the chapel at Veterans Cemetery (God’s Acre) to improve accessibility.
• We thoroughly reviewed operations and maintenance at God’s Acre Cemetery in Esquimalt, BC, and Fort Massey Cemetery in Halifax, NS, considering roles and responsibilities, maintenance planning, health and safety, and security, among other aspects.

SDG 15: Life on Land:

• We advanced our multi-year forest management plan for our National Historic Sites. At the Canadian National Vimy Memorial, we completed a full fauna and flora study of the site and planted over 3,500 trees. The study provides valuable insight into different heritage, endangered and invasive species found within the borders of the 117-hectare site.

SDG 13: Climate Action:

• To help reduce our environmental footprint, we installed a new HVAC system at the Beaumont-Hamel Newfoundland Memorial, significantly cutting energy use. Additionally, we introduced an electric vehicle charging station at Vimy, paving the way to electrify the fleet we manage there.

More information on our contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

• Due to the strides we made in digital communication in 2022–23, we moved to the new GCNotify platform, enhancing our ability to reach over 60,000 educators multiple times per school year. This platform enables us to manage our distribution list more effectively, ensuring it remains current and well-maintained through detailed delivery reports. It ensures complete security, preventing accidental sharing of recipient email addresses, and offers clear unsubscribe options for our mailouts.
• We started reimagining the highly visited CVWM section of our website that has not been updated in over 15 years. We need to update it to improve user experience, increase functionality, and provide connectivity with other parts of our website. Our goal is to enhance digital tools for honouring all who served Canada and promoting remembrance, particularly among youth. The refreshed site will be visually appealing and interactive, serving as a central resource for students and educators seeking information on Canadian service members.
• We started creating an animated video featuring the Remembrance Club characters from our Veterans’ Week materials. Introduced in 2006, these animals are beloved by children from kindergarten to grade 6 in our printed materials, “Take Time to Remember” and “Tales of Animals in War.” These fictional characters recount the stories of real-life animals who served in times of war and conflict.
• In 2024, we introduced a new character to the Club: a sheep that cares for the grounds at the Vimy Memorial in France. From October 2023 to March 2024, we conducted an online poll to name the new sheep character in our Remembrance products. Name options were provided in English, French, Latin, Inuktitut, and Plains Cree, with meanings and audio pronunciations available on the website. Over 3,800 votes were cast, and a video announcing the sheep’s name was posted on social media, generating some of the highest engagement for our department during the fiscal year.

Last year, the OVO achieved significant advancements in handling complaints and enhancing service quality. The Office assessed a majority of complaints promptly and exceeded service standards in many cases. Despite challenges with timeliness for information requests and referrals, efforts to improve quality assurance and workflows demonstrate a proactive approach to resolving issues effectively at the lowest possible level. The establishment of the Complaints Review Committee underscores the commitment to fairness and continuous improvement in complaint resolution processes.

Results achieved

• The OVO reviewed and assessed 84% (1,268) of the 1,507 individual complaints related to programs and services provided by VAC or third parties on VAC’s behalf, including decisions that cannot be appealed to the VRAB.
• The Office exceeded its service standard target by completing 93% of complaints (reviewed and assessed) within the 60 working day service standard.
• Unfortunately, reports show that the OVO did not meet the 10-day service standard for information requests and referrals. The Office closed 69% of referral cases and 62% of information requests on time. However, this data may underestimate the timeliness of service provided to clients. The OVO experienced unexpected employee departures, and newly hired staff required learning time. Information requests and referral files are more straightforward and more likely to be assigned to new employees—and because the Office quality-checked all files from new staff, this delayed officially closing those files. The case management system cannot currently distinguish between, or report on, when a file has been completed and when a file has been quality-checked and closed. Therefore, the Office will continue working with the Information Technology (IT) team to improve reporting capabilities.
• To improve quality assurance, the OVO has implemented the capacity to record calls for training and review purposes. The Office expects to fully implement this system in 2024–25, after completing the necessary quality assurance protocols and training. This will help monitor client interactions and provide feedback to staff to ensure consistently high-quality service.
• To resolve unfairness at the lowest possible level, the OVO’s Intervention Unit provided investigative training to staff, piloted a new organizational structure, and implemented new processes. The Unit also developed tools and processes to improve complaint assessments, which will be implemented in 2024–25.
• A significant development in 2023–24 was the establishment of a new committee: the Complaints Review Committee. This committee, comprised of senior management, will play a crucial role in reviewing the quality of all complex cases prior to escalation or file closure. It is an integral part of the Office’s newly refined process for escalating complaints where unfairness was found. The committee will review, provide advice, and further escalate complaints where the initial outreach to VAC was unsuccessful. This new committee underscores the commitment to advancing cooperation with VAC to resolve fairness issues and enhance the overall quality of OVO’s complaint resolution process.

The OVO conducted systemic reviews, published key reports and resources, and expanded outreach to Veterans and stakeholders through town halls and social media. An independent review confirmed the validity of most recommendations, and new tools were created to help Veterans navigate VAC processes. The OVO identified and addressed systemic unfairness in Disability Pensions Reductions and Pain and Suffering Compensation (PSC), and developed a process to prioritize impactful reviews.

Results achieved

• The Office published one report, one letter update to the Minister, two educational resources, the 2023 Spotlight (formerly Report Card) and the 2022–23 Annual Report. In 2023–24, the OVO also submitted a letter to the Minister that was published in the following fiscal year.
• The OVO continued its ambitious outreach program, meeting with Veterans and stakeholders, and holding town halls in Newfoundland and Labrador, Nova Scotia, Quebec, Ontario, Alberta, British Columbia, and the Northwest Territories. Staff heard about issues affecting local Veterans, serving CAF and RCMP members, families, and survivors. Through these activities, the Office gathered insights from hundreds of Veterans and their families, shaping the OVO’s strategies and priorities to better serve the Veterans community.
• Office staff visited CAF Bases/Wings, Transition Units, and Military Family Resource Centres, and met with CAF senior leaders and serving members to discuss transition issues. The OVO also met with and visited local organizations supporting the Veteran community and participated in conferences, forums, and events that connect stakeholders with current research. Through these engagements, including Veterans Ombud appearances before parliamentary committees, the Office aimed to raise awareness of the OVO’s mandate and services among various audiences, partners, stakeholders, and decision-makers.
• The OVO created an average of three weekly social media posts for the Veteran community in 2023–24. The Facebook account had 7,785 followers, X (formerly known as Twitter) had 3,385 followers, Instagram had 2,696 followers, and the website attracted 43,416 users from 131 countries, resulting in 95,665 views.
• The Office advertised in several print and online Veterans’ publications, including the RCMP Quarterly, Legion Magazine, Canadian Military Family Magazine, Esprit de Corps magazine, and Sage magazine, reaching an audience of almost one million.
• By early fiscal 2023–24, a contracted expert completed an independent technical review of OVO’s outstanding recommendations. The review confirmed that most recommendations remained valid and should continue to be tracked. For the 2022–23 Spotlight publication (formerly Report Card), published in December 2023, the Office ceased tracking three recommendations based in part on this expert review, leaving 79 valid recommendations. In December 2023, the OVO also published an infographic titled “What to Do When You Disagree with a VAC Decision.” This tool helps Veterans understand how to escalate complaints about VAC decisions, depending on the program and decision level.
• In February 2024, the OVO published an update on the actions taken by VAC to address the Ombud’s December 2022 recommendations concerning Disability Pension reductions related to Merlo Davidson settlement compensation. The update noted that VAC contacted all known claimants who identified as having received Merlo Davidson compensation and provided them with the opportunity to submit additional information. If VAC determined that the compensation was not for their pensioned disability, they issued corrective payments and adjusted the pension amount going forward. These actions fulfilled the intent of the recommendations.
• In March 2024, the OVO published an infographic explaining the Disability Benefit adjudication process. Many Veterans find VAC’s process for adjudicating disability benefit applications hard to understand. This resource clarifies what happens once VAC has the information needed to decide on a disability benefit application.
• Also in March 2024, the OVO published a systemic report titled “Full and Fair Payment of Pain and Suffering Compensation.” The Office initiated this report in response to a complaint from the family of a Veteran who passed away shortly after receiving a favourable PSC decision, but before electing to receive the benefit as a lump sum. The report examines the fairness of the policy that prevents any remaining PSC lump sum from being paid to a Veteran’s estate if they did not elect to receive it, limiting such payments to surviving spouses, common-law partners, and dependent children. The report found systemic unfairness in the PSC, especially affecting single Veterans without dependent children. To address this issue, the OVO made the following recommendations to the Minister of Veterans Affairs:
  • Recommendation 1: Resolve the unfairness for single Veterans with no dependent children who would have received more through the PSC lump sum than through their monthly payments had they elected it before their death. One option would be for Veterans who die before making the election to be deemed to have elected the lump sum on the day before their death.
  • Recommendation 2: Until Recommendation 1 is implemented, ensure Veterans receive detailed and plain language information explaining what happens should they die without having elected the lump sum.
• The OVO has developed and implemented a new internal process to identify potential systemic unfairness issues from client complaints. This will help prioritize systemic reviews with the greatest potential impact on Veterans and their families.

The OVO integrates GBA Plus into all systemic reviews. To improve the quality of data about clients, the Office collaborates with VAC IT to identify and implement necessary requirements.

SDG 5: Gender Equality

• The OVO’s report, “Full and Fair Payment of Pain and Suffering Compensation,” found that the PSC design unfairly impacts single Veterans. Data from the 2021 census shows women Veterans are more likely than men to live alone, with this likelihood increasing with age. Thus, women Veterans may be disproportionately represented among those most affected by this unfairness. Implementing the Office’s recommendation to address this issue, which will be monitored annually through the OVO’s Spotlight publication, will help ensure women Veterans have fair and equitable access to benefits.
• The Office updated the Ombud’s 2022 letter to the Minister on Disability Pension reductions related to Merlo Davidson settlement compensation. The OVO reported that VAC’s actions since receiving the letter resolved the unfairness for women RCMP members and former members, meeting the intent of the recommendations.

More information on the Department’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in VAC's Departmental Sustainable Development Strategy.

• The OVO recognizes that Veterans have a lifelong relationship with Veterans Affairs and, as an advocate for fairness, has identified that many Veterans often need assistance not only with individual benefits or services but also in bridging communication gaps with VAC staff to ensure their needs are met. In 2023–24, the Office started looking at why there was a breakdown of that relationship for some Veterans. It began by examining complex individual complaints to help identify instances where a Veteran perceived a breakdown. The Office plans to conduct research in the next fiscal year into factors that help build trust in institutions and those that lead to trust issues, so they can be shared with Veterans Affairs.

As shown in the tables, we spent $6.1 billion in 2023–24, of which over 90% represented payments to Veterans, their families, and other program recipients. Total spending was $630.7M higher than the previous year (2022–23). When comparing actual spending to planned spending for 2023–24, actual spending was greater than planned by approximately $69M. The increase is explained below:

Internal Services

• Increased spending in order to support our continuation of efforts to address the backlog and improve the delivery of services and programs to Veterans and their families, as well as additional funding for newly signed collective bargaining agreements.

Commemoration

• Increased spending to support the refurbishment of the Newfoundland and Labrador National War Memorial and the creation of a Tomb of the Unknown Newfoundland Soldier, and to honour and remember Canadians who served our Country.

Benefits, Services and Support

• Planned spending was in line with actual spending. Expenditures in 2023–24 are $601M greater than 2022–23 and are $598M greater than 2021–22.

More financial information from previous years is available on our Finances section of GC Infobase.

In the upcoming fiscal years, we anticipate planned spending to exhibit a variable trend – initially increasing in 2024–25, followed by a decrease over the two subsequent years.

We have temporary investments in place to continue our mission of improving disability benefits processing times and supporting case management services. Once this funding concludes, the forecast indicates a return to normal spending levels as operational capacity returns to our base level. Furthermore, a gradual reduction in departmental spending has begun as of fiscal year 2023–24, in accordance with the implementation of the Budget 2023 Refocusing Government Spending initiative.

While planned spending is currently shown to decrease in the outer years, we anticipate a sustained rise in demand for many of our programs and services, mirroring trends observed in the past. In the future, the budgets for Veteran benefits will be updated through the Estimates process to align with the latest forecast for client demand and expenditures.

More financial information from previous years is available on our Finances section of GC Infobase.

The planned FTE count was close to the actual FTE count recorded at the end of the year, with a variance of just 9.4 FTEs overall. In 2023–24, we maintained our commitment on Service Excellence initiatives and to reduce processing times for disability applications to improve services to Veterans and their families. In addition, VAC has also been working to sustain frontline staffing levels, including the Case Manager to Veteran ratio.

In alignment with our overall Service Excellence commitment, we retained term employees dedicated to improving disability benefits processing times, enhancing innovation, and to improving our case management services across the department in 2023–24.

The planned amounts for future years represent the amounts included in the main estimates, and does not include any additional items approved within the current fiscal year.