From the Minister
Each year presents a new opportunity to review the services and support we provide to Veterans and their families. The 2024–25 Departmental Plan for Veterans Affairs Canada (VAC) outlines our path to be there for those who have served, sacrificing so much for the privileges we enjoy today.
First, we are approaching the way we deliver and provide services and benefits to Veterans with a renewed energy. Our government has invested $321.1 million over 5 years, including a new investment of $164.4 million announced this year, to improve services to Veterans and members/former members of the Royal Canadian Mounted Police (RCMP). Part of this funding will support our key priority of reducing processing times for disability benefits applications by allowing us to keep temporary employees who process these applications for an additional two years. We have made progress to reduce wait times, bringing down the number of applications currently in the queue by almost 75%, and more work is already underway. Modernization efforts, including the use of digital solutions and streamlined processes to expedite decision-making, are useful tools to deliver benefits in an effective and timely manner.
We will continue to improve access to services and awareness so that Veterans and their families have the resources they need. This means taking a close look at the transition process from a serving member to civilian life, simplifying the process, and being there for Veterans every step of the way. Alongside our partners, we will provide retiring Canadian Armed Forces (CAF) and RCMP members with access to information about VAC’s services, and we will implement a National Veterans Employment Strategy to support Veterans as they take on new challenges. Through the new Veteran Homelessness Program, we will collaborate with Infrastructure Canada to end chronic homelessness among Veterans.
In the year ahead, we remain focused on providing equitable access to services and benefits no matter a Veteran’s language, gender, sexual orientation, ethnicity, or geographic location. It is in this same spirit that we have enhanced our work with Indigenous communities and 2SLGBTQI+ Veterans and that we are focused on ensuring that the experience of women Veterans is better represented in our work, including in our research activities.
Finally, as we mark some significant anniversaries this year, we will reflect on how we can continue to commemorate the bravery and commitment of these servicewomen and men, including modern day Veterans. Throughout Canada and internationally, we will recognize the 100th year of the Royal Canadian Airforce, the 10th Anniversary of the End of Canada’s mission in Afghanistan; the Repatriation of the Newfoundland Unknown Soldier; the 80th Anniversaries of D-Day and the Battle of Normandy, and the Italian Campaign; the 60th Anniversary of Peacekeeping in Cyprus; and the 30th Anniversary of the United Nations Assistance Mission for Rwanda II. We will also celebrate the courage and spirit of Veterans and service members from around the world when they come to Vancouver and Whistler for the first Winter Invictus Games in 2025.
The Veterans who served in these and many other conflicts, as well as those who continue to serve today domestically and overseas, guide the work we do each day. Their stories are a daily reminder of our commitment to deliver the best possible support. They have served our country, and we will be there for them.
Sincerely,
The Honourable Ginette Petitpas Taylor, P.C., M.P.
Minister of Veterans Affairs and
Associate Minister of National Defence
Plans to deliver on core responsibilities and internal services
Core responsibilities and internal services:
Benefits, Services and Support
Description
Support the care and well-being of Veterans and their dependents or survivors through a range of benefits, services, research, partnerships, and advocacy.
Quality of life (QoL) impacts
This core responsibility contributes to all the QoL domains and indicators listed below via all of the activities mentioned in the core responsibility description.
- Health: Self-rated mental health, Self-rated health
- Prosperity: Financial well-being, Employment, Housing needs
- Society: Sense of belonging to local community
- Life satisfaction
Results and targets
The following tables show, for each departmental result related to Benefits, Services and Support, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024–25.
Note: The Life After Service Survey (LASS) was replaced with the Canadian Veteran Health Survey (CVHS) to provide better sampling of all Veteran groups. The LASS, last completed in 2019, surveyed Regular Force Veterans at non-entry ranks and who released after 1998. This represented only about 12.5% of the total Veteran population. The CVHS by contrast represents over 95% of the Veteran population as of 2022. It is also closely aligned with the Canadian Community Health Survey which will allow for easier comparison with the broader Canadian population.
There are also differences in methodology and the questions posed between the two surveys. The majority of previous year results are provided for information only and should not be used for comparison purposes due to these changes in methodology and data source. The footnotes in the following section provide further detail regarding results/indicators impacted by these changes.
After consulting with Statistics Canada, VAC launched the CVHS to replace the LASS which was last conducted in 2019. The CVHS, conducted by Statistics Canada, provides better representation of all Veteran groups allowing for improved comparability with the broader Canadian population.
Table 1: Indicators, results and targets for departmental result “Veterans are physically and mentally well”
Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve |
---|---|---|---|---|---|
% of Veterans who report that their health is very good or excellent. | 39%Footnote 1 | 39%Footnote 1 | 40% | 50%Footnote 2 | March 2025Footnote 2 |
% of Veterans who report that their mental health is very good or excellent. | 48%Footnote 1 | 48%Footnote 1 | 49% | 60%Footnote 2 | March 2025Footnote 2 |
% of Veterans receiving treatment in Operational Stress Injury Clinics reporting improved overall mental health.Footnote 3 | 50% | 48% | 50% | 50% | March 2026 |
% of Veterans who report difficulty with daily functioning.Footnote 4 | N/AFootnote 4 | N/AFootnote 4 | 69%Footnote 5 | To be determinedFootnote 6 | To be determinedFootnote 6 |
After consulting with Statistics Canada, VAC launched the CVHS to replace the LASS which was last conducted in 2019. The CVHS, conducted by Statistics Canada, provides better representation of all Veteran groups allowing for improved comparability with the broader Canadian population.
Table 2: Indicators, results and targets for departmental result “Veterans and their families are financially secure”
Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve |
---|---|---|---|---|---|
% of Veterans whose household income is below the Low Income Measure. | 6%Footnote 1 | 6%Footnote 1 | 17% | To be determinedFootnote 6 | To be determinedFootnote 6 |
% of Veterans who are satisfied with their financial situation. | 72%Footnote 1 | 72%Footnote 1 | 62% | To be determinedFootnote 6 | To be determinedFootnote 6 |
After consulting with Statistics Canada, VAC launched the CVHS to replace the LASS which was last conducted in 2019. The CVHS, conducted by Statistics Canada, provides better representation of all Veteran groups allowing for improved comparability with the broader Canadian population.
Table 3: Indicators, results and targets for departmental result “Veterans have a sense of purpose”
Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve |
---|---|---|---|---|---|
% of Veterans who are satisfied with their job or main activity. | 71%Footnote 1 | 71%Footnote 1 | 75% | 75%Footnote 2 | March 2025Footnote 2 |
% of Veterans who are employed. | 60%Footnote 1 | 60%Footnote 1 | 56% | 70%Footnote 2 | March 2025Footnote 2 |
After consulting with Statistics Canada, VAC launched the CVHS to replace the LASS which was last conducted in 2019. The CVHS, conducted by Statistics Canada, provides better representation of all Veteran groups allowing for improved comparability with the broader Canadian population.
Table 4: Indicators, results and targets for departmental result “Veterans are able to adapt, manage, and cope within post-service life”
Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve |
---|---|---|---|---|---|
% of Veteran clients of Veterans Affairs Canada who report an easy adjustment to post-service life. | 68% | 68%Footnote 7 | 59% | 70% | March 2025 |
% of Veterans who have completed a post-secondary education. | 58%Footnote 1 | 58%Footnote 1 | 64% | 55%Footnote 2 | March 2025Footnote 2 |
% of Veterans who have high level of mastery of their life skills. | 26%Footnote 1 | 26%Footnote 1 | 24% | 40%Footnote 2 | March 2025Footnote 2 |
After consulting with Statistics Canada, VAC launched the CVHS to replace the LASS which was last conducted in 2019. The CVHS, conducted by Statistics Canada, provides better representation of all Veteran groups allowing for improved comparability with the broader Canadian population.
Table 5: Indicators, results and targets for departmental result “Veterans are living in safe and adequate housing”
Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve |
---|---|---|---|---|---|
% of Veterans who are in core housing need. | 5.1% | 5.1%Footnote 8 | n/aFootnote 9 | To be determinedFootnote 9 | To be determinedFootnote 9 |
% of Veteran clients of Veterans Affairs Canada 65 years and older living in their own homes who report satisfaction with their housing.Footnote 10 | 91% | 91%Footnote 7 | 90% | 97% | March 2025 |
After consulting with Statistics Canada, VAC launched the CVHS to replace the LASS which was last conducted in 2019. The CVHS, conducted by Statistics Canada, provides better representation of all Veteran groups allowing for improved comparability with the broader Canadian population.
Table 6: Indicators, results and targets for departmental result “Veterans are socially supported”
Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve |
---|---|---|---|---|---|
% of Veterans who have a strong sense of community belonging. | 53%Footnote 1 | 53%Footnote 1 | 59% | 60%Footnote 2 | March 2025Footnote 2 |
% of Veterans Affairs Canada clients who are satisfied with their relationships with friends or family. | 83% | 83%Footnote 7 | 88% | 85% | March 2025 |
Table 7: Indicators, results and targets for departmental result “Veterans are satisfied with the services they receive”
Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve |
---|---|---|---|---|---|
% of Veterans Affairs Canada clients who are satisfied with the quality of service delivery they receive from Veterans Affairs Canada. | 81% | 81%Footnote 7 | 78% | 85% | March 2025 |
% of Veterans Affairs Canada clients who are satisfied with the quality of Veterans Affairs Canada’s programs and services offered. | 80% | 80%Footnote 7 | 76% | 85% | March 2025 |
The financial, human resources and performance information for our program inventory is available on GC InfoBase.
Plans to achieve results
Under this Core Responsibility, we continue to work on improving our benefits and services to Veterans and other clients through various initiatives.
Departmental Result: Veterans are physically and mentally well.
On 3 November 2023, the Government of Canada announced an extra $164.4M in funding to ensure that Veterans receive access to benefits quicker and when they need them. Of that funding, $109.2M will help us keep temporary employees who process disability benefit applications for an extra two years, until March 2026. This will support efforts to reduce the backlog of disability benefit applications and ensure timely decisions for Veterans and members/former members of the RCMP. We will also continue to invest in research that increases our understanding of Veterans across the seven domains of well-being.
We will use data from the CVHS to estimate how common specific physical and mental health conditions are among Veterans. We will also collaborate with Statistics Canada to find Veterans in more federal data sources and identify groups with higher needs.
To better support Veterans with their mental health, we will evaluate the effectiveness and efficiency of the Atlas Institute for Veterans and Families (formerly called the Centre of Excellence for Post Traumatic Stress Disorder (PTSD) and Mental Health).
We will work to modernize and improve access to mental health services, such as e-therapy approaches or other evidence-based and emerging treatments [e.g., PTSD Coach 2.0, Therapist-Assisted Internet-based Cognitive Behavioral Therapy (TA iCBT)].
In 2024–25, we plan to review the Health Care Benefits (HCB) program, identify gaps and create a plan to address priorities. We will increase promotion of the Public Service Health Care Plan through social media channels to ensure Veterans and their families are aware of its availability.
One of the commitments in the Minister’s mandate letter is to “work to reduce barriers to accessing services for Indigenous Veterans, including improving outreach to Indigenous communities and expanding the offering of culturally appropriate services”. We are looking for ways to engage respectfully with Indigenous Veterans to understand their views on accessing culturally appropriate services that align with the unique practices of First Nations, Inuit, and Métis communities.
We will keep monitoring the annual percentage of Operational Stress Injury (OSI) Clinic clients reporting improved mental health using the Client-Reported Outcomes Monitoring Information System (CROMIS). We will also help the clinic network with CROMIS 2.0 activities to encourage more use of outcome monitoring through the system. This includes support from specialists in the field of outcomes monitoring, support from the VAC Operational Stress Injury National Network team, support from local OSI Clinic CROMIS Champions, various in-person and virtual training opportunities, and improvements to local clinic processes.
We began the Veterans’ Well-Being Community Health Needs Assessment (CHNA) last year to better understand the strengths and needs of our diverse Veteran population. In 2024–25, we will continue to work with stakeholders to apply what we have learned and focus our efforts on what is most meaningful to Veterans.
We will ensure the continued support for Veterans and eligible individuals in maintaining their health and independence within their homes and communities and will incorporate the findings from the 2022 Veterans Independence Program evaluation by creating a dedicated tool to enhance consistency and efficiency in approving personal care benefits, with an implementation target of 2025.
Departmental Result: Veterans and their families are financially secure.
To ensure Veterans receive timely financial benefits, promoting their financial security and that of their families, we will continue to improve VAC systems through Information Technology (IT) Modernization, which includes enhancements and modifications to legacy systems to ensure timely processing of payments and benefits. We will improve services by using data and new technologies to speed up processing times and ensure Veterans can quickly access benefits and services. For example, we will refine the Service Health Record Search Tool to help improve the disability backlog.
Providing the Income Replacement Benefit (IRB) to Veterans in the Rehabilitation Program helps them focus on their health. We will begin an annual income verification process to ensure Veterans receive accurate payments and the level of support for which they qualify.
Over the next year, we will conduct research to better understand the financial well-being of Veterans. We will continue to partner with organizations to ensure Veterans and their families have access to the information and resources they need to understand their financial options and improve their financial well-being.
As part of our policy modernization efforts, we will ensure that Veterans participating in the Canadian Forces Income Support program are also supported through participation in VAC’s Career Transition Services program, which promotes workforce re-integration and financial security.
Departmental Result: Veterans have a sense of purpose.
We will launch a National Veterans’ Employment Strategy to help Veterans make a smoother transition to the civilian job market. The goal is to provide meaningful employment opportunities in their chosen careers. This strategy includes improved support services, private sector job development, enhanced public service career opportunities, and stronger partnerships with organizations supporting Veteran employment. Immediate outcomes include creating a community of practice, providing employment tools, and increasing resources for Veterans so more Veterans will participate in the workforce. Ultimately, the goal is for Veterans to have a sense of purpose and effectively manage post-service life.
We will keep promoting the Education and Training Benefit to help Veterans reach their career and personal goals. Promotion includes ongoing social media campaigns to highlight the program and share eligibility details.
Departmental Result: Veterans are able to adapt, manage, and cope within post-service life.
A horizontal evaluation on the transition process will assess if the current transition process effectively helps Veterans adapt and manage life after service. In addition, an Enhanced Transition Services (ETS) Renewal working group with members from VAC, CAF, and Military Family Services is reviewing the ETS process to find ways to improve it. They are also looking for opportunities to align the process with the new Military to Civilian Transition process being introduced nationwide. This review supports the commitment in the Mandate Letters of the Minister of Veterans Affairs and the Minister of National Defence to enhance transition services.
We will continue providing a nationally consistent and quality-assured Rehabilitation Services and Vocational Assistance Program (RSVP) to meet the medical, psycho-social, and vocational rehabilitation needs of program participants. RSVP has introduced a new feedback mechanism to collect input from participants at three stages of their rehabilitation plan. In 2024–25, RSVP will analyze this data to identify areas for program improvements.
We will keep collaborating with the Department of National Defence to simplify processes, improve service delivery, and enhance transition services through the CAF-VAC Seamless Transition Task Force. The goal is to streamline data sharing (using automation, when possible) for a “tell us once” approach. To support this, we will conduct an internal review to confirm VAC’s information requirements from CAF and create a data inventory to better align our systems, ensuring we receive the right information at the right time.
We will also create a list of national resources from the Veterans’ Well-Being CHNA and will collaborate with external partners to develop a tool with available resources for Veterans.
Departmental Result: Veterans are living in safe and adequate housing.
Our work with Infrastructure Canada on the Veteran Homelessness Program will continue, providing funds to third-party organizations for rent supplements and support services for Veterans facing or at risk of homelessness. In the fiscal year 2024–25, Veterans will receive support from funding recipients. The program will also provide funding to support research and enhance capabilities to address Veteran homelessness.
Through the Veteran and Family Well-being Fund, we will support Veteran housing initiatives that will help to create a pathway for Veterans who are homeless or at risk of becoming homeless to establish a safe and secure environment and develop long-term stability. We will also explore opportunities for support organizations to contact us through My VAC Account (MVA) or other platforms to verify services for homeless Veterans and provide immediate support to them.
Via our occupational therapy services, we aim to enhance home adaptation for Veterans through a pilot project set to commence by 1 April 2024, lasting six months or until 50 home modifications are completed, whichever comes first. The project will assess improvements by tracking turnaround times and decision-to-completion timelines, evaluating backlogs in pilot areas, comparing average costs of home adaptations before and during the pilot, and gathering feedback through surveys from occupational therapists involved in the project.
Departmental Result: Veterans are socially supported.
We will introduce a Social Prescribing Model in collaboration with an interdisciplinary team that includes experts from VAC and Veteran communities. This model aims to help Veterans address various aspects of health. For example, managing chronic illness, mental health, and social integration. The goal is to improve overall well-being by promoting self-determination in Veterans’ health through positive outcomes, including new employment, volunteering, social connections, and housing.
We will keep working with the Sexual Misconduct Support and Resource Centre to help those affected by military sexual trauma. This involves collaborating on shared interests, raising awareness about each other’s programs, and working together to establish a Peer Support Program for those impacted by sexual misconduct during their CAF service.
We will continue to partner with the Mental Health Commission of Canada and offer mental health literacy training tailored to the Veteran community.
We will continue to fund community-based organizations across the country through the Veteran Family and Well-Being Fund to deliver innovative projects and services to support the well-being of Veterans and their families.
Departmental Result: Veterans are satisfied with the services they receive.
We are dedicated to the health and well-being of Veterans and their families. Our top priority is to improve disability benefits processing times. Significant progress has been made in reducing the backlog, decreasing it by 77% since 2020. As of 30 December 2023, there were 5,054 applications over the service standard (backlog) as compared to 6,621 on 31 March 2023.
Although we made progress in improving service standard results for disability benefits, there is more work ahead. With the additional funding announcement, $109.2M of the funding is dedicated to keeping trained temporary employees who process disability benefits decisions until 2026. This will allow for continued progress addressing the backlog to ensure that Veterans and members/former members of the RCMP receive their decisions in a timely manner.
We will continue working to reduce inequality gaps in processing disability claims. We have dedicated resources specifically to oversee processing times for French and female applicants. We have made progress, with staff members proficient in French or who are bilingual now handling approximately 30% of our disability benefit decisions.
We will continue to provide a service experience that is responsive to the needs of our Veterans and members/former members of the RCMP and their families. The new funding also provides $55.2M to extend temporary case management resources for an extra 2 years and allow for hiring new temporary staff beginning in 2025, which will improve overall case management services. Our 2022 VAC National Client Survey (VNCS) reveals a 78% overall satisfaction with VAC services and 78% for case management.
We are actively advancing automation initiatives to expedite decision-making. This includes prepopulating data into disability benefits decision letters and expanding to other decision types in 2024–25. In February 2023, we introduced the VAC Healthshare platform for electronic submission of medical reports, audiograms, and questionnaires. In the coming year, we plan to enhance the platform with automatic coding for document identification to streamline the submission process. Additionally, automatic ordering of Service Health Records will facilitate earlier requests and ensure timely processing.
We will conduct the 2024 VNCS, analyzing the main results to identify trends and areas for improvement. A detailed secondary analysis will be done to identify more opportunities to improve service delivery.
We will survey My VAC Account users to understand perceptions, behaviors, and experiences with our primary online channel. The study will also assess reactions and satisfaction with the recent redesign in 2023–24. This will mark the fourth iteration of the study, which was first conducted in 2017.
We have created short video scripts to clarify the disability benefit application process, including required information, applicant statements, medical questionnaires, etc. These videos will be accessible on our external website by mid-2024. We have also revisited our top five most frequently used VAC letters and are working to make them clearer for Veterans and other clients.
We will develop a Service Management Plan to help identify and prioritize VAC’s digital products which aim to improve client service experience and government operations. We will also implement the new Virtual Services Plan for our health professionals to work with Veterans, providing services in the way that suits them best (in-person, virtually, or a combination).
The Bureau of Pension Advocates (BPA) is implementing initiatives to streamline its operations. The Digital Age Renewal (DARE) project is closely examining BPA’s current setup, including its structure, processes, resources, culture, communication, service demand, and processing capacities. The project is experimenting how to simplify claim processing and is being piloted with VAC Redress System partners to resolve less complicated cases more efficiently.
The Table of Disabilities (TOD) is a legal tool to assess a disability for the purpose of benefit decisions. The TOD modernization is ongoing to make decisions more efficiently and reduce processing times. As part of these efforts, the tools are reviewed for up-to-date health evidence to ensure consistent, efficient, and quick decision-making. This work will be finished and in place by the end of 2024–25.
The Entitlement Eligibility Guidelines (EEGs) are policy statements guiding disability benefit decisions, ensuring fair and consistent judgments about the link between a disability and military service. We are in the process of modernizing the EEGs to help adjudicators make faster, fairer, and more transparent decisions on Veteran Disability Benefit applications. This involves creating new EEGs for common or complex conditions. The updated EEGs will be in use by the end of 2024–25.
A Gender Based Analysis Plus is being applied to the modernization of the TOD and EEGs to ensure that they consider the diverse health related experience of Canadian Veterans. GBA Plus encompasses many factors of intersectionality. However, the following three elements influence the entitlement and assessment of Disability Benefits: sex, disability and service.
As an example of this work, we are in the process of developing a new EEG for Coronary Artery Disease (CAD) where a review of current research shows that the symptoms of CAD often present differently in females than in males. Females, therefore, are often misdiagnosed, undertreated and may be diagnosed later in life (65+ for female vs to 55+ for male). This can result in poorer health outcomes for females. Our guidance aims to assist our decision-makers to recognize the signs and symptoms of CAD that are unique to females. This reduces the need for medical consultation and steps in the process of making decisions which in turn, reduces the processing time for females claims.
We will create guidelines for out-of-country elective medical care (services, treatments, benefits) for clients residing in Canada.
We will collaborate with the newly awarded Federal Health Claims Processing Services contractor to ensure seamless health care authorization and claims reimbursement services for Veterans under the upcoming contract, set to launch in summer 2026. We will oversee the implementation phase, ensuring adherence to timelines and deliverables. A review of documents, including business processes, forms or letters, and communications materials, will be conducted in 2024–25 to provide the contractor with essential information for achieving desired outcomes.
We will work with academic partners and Veterans organizations to study the best ways to meet the needs of survivors of military sexual trauma. We will also work with survivors of the LGBT Purge to understand their experiences and identify any challenges in accessing programs and services.
Snapshot of planned resources in 2024–25
- Planned spending: $6,035,584,079
- Planned full-time equivalent resources: 2,718.5
Related government priorities
Gender-based analysis plus (GBA Plus)
We are committed to ensuring that services and benefits for Veterans and their families are easily accessible, responsive, and available in a timely manner. This includes ensuring that benefits and services meet the unique needs of Veterans identifying as women, 2SLGBTQI+, Indigenous, Black, racialized, or as a person with a disability. It is essential that Veterans see themselves reflected in our priorities and our work.
We will continue to implement our GBA Plus Strategy, emphasizing a cultural shift and heightened awareness. We aim to integrate GBA Plus into the design of all VAC initiatives from the start.
We will also continue to implement our GBA Plus Policy that confirms our commitment to mainstreaming GBA Plus. The policy explains how we will continue to integrate GBA Plus principles into every aspect of our work. It reinforces the shared commitment across all functional areas (research, policy, service delivery, and audit and evaluation) to ensure the policy is applied throughout the Department. This includes supporting GBA Plus training for all staff at all levels.
We will keep promoting our ‘one-stop-shop’ for employees to easily access GBA Plus training materials and job-aids on the internal website. This includes mandatory Introduction to GBA Plus training and a VAC GBA Plus Step Guide for implementing GBA Plus.
We offered specific GBA Plus Policy Review training to employees in fall 2023 to support the ongoing GBA Plus Strategic and Program Policy Review initiative. This initiative will continue into fiscal year 2024–25.
We continue to refine the collection, analysis, and reporting of intersectional data to better understand who our Veterans are, to identify their unique needs for well-being, and to identify potential barriers for Veterans. Our goal is to improve (or increase) equitable access to programs, benefits, and services for all Veterans.
We will use intersectional data collected by Statistics Canada to analyze VAC programs. This will help us better understand the impact of our benefits and services, identify potential inequities, and tailor programs and services as needed.
Funding recipients in the Veteran Homelessness Program must gather and report data on Veterans using their services. Analyzing this data will help us understand the homeless Veteran population. The goal is to use this information for future program and policy decisions, aiming to customize benefits to reduce and prevent homelessness among Veterans.
We are making sure that research we fund follows Sex and Gender Equity in Research (SAGER) principles. These guidelines guide the design, conduct, and reporting of findings to ensure fair representation of women Veterans and underrepresented groups in our research initiatives.
GBA Plus has been incorporated into the revision of existing EEGs, the development of new EEGs, and the modernization of the TOD. Both initiatives are scheduled to be completed and implemented by the end of the 2024–25 fiscal year.
Further information on program-specific data collection plans can be found in our GBA Plus Supplementary Information Table.
United Nations (UN) 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals (SDGs)
We are committed to supporting Canada’s efforts to implement the UN’s 2030 Agenda for SDGs. Of the 17 SDGs, this core responsibility contributes to these specific goals:
SDG 1: No Poverty
- Income Support; Transition Services; Health Care Benefits; Long Term Care; Caregiver Recognition Benefit directly contribute to this SDG.
SDG 3: Good Health and Well-being
- We provide support to Veterans whose needs are varied. We continually assess Veterans’ needs to determine the level of support they require. For example:
- Veterans who are self-sufficient with minimal needs are accessing services and benefits using My VAC Account or the National Client Contact Centre.
- Veterans with moderate needs are accessing services and benefits through guided support from a Veteran Service Agent, who becomes their primary point of contact.
- Veterans with complex and challenging needs are accessing Case Management Services, where a Case Manager provides a specialized service adapted to their challenges and needs and leverages their strengths to achieve positive outcomes.
- Veterans can access the appropriate level of support based on their needs, risks and complexity at any given time.
- The HCB program provides coverage to eligible Veterans for such things as: medical, surgical or dental examinations; treatments provided by a health professional; hospital services; nursing services; appointments with specialists; medical equipment; prosthetics; and prescriptions.
- The Veterans Independence Program helps Veterans and other qualified individuals remain healthy and independent in their homes and communities.
- The Long-Term Care (LTC) program provides financial support to Veterans for the cost of long-term care.
SDG 4: Quality Education
- We have several programs that provide financial support for education, training and related financial costs for Veterans and their families.
SDG 5: Gender Equality and SDG 10: Reduced inequalities
- We improved turnaround times for Disability Benefit Applications from female Veterans. A team dedicated to processing Disability Benefit applications from female Veterans has helped the Department systematically address barriers to timely decisions and continue to close the gap in processing times between female and male Veteran applicants. In 2024–25, with the additional funding announced to retain trained temporary employees, we will continue making progress towards improving these processing times.
SDG 8: Decent Work and Economic Growth
- We have several programs to help CAF Veterans find jobs and provide other career-related services and information. We will launch and implement a National Veterans’ Employment Strategy to ensure a smooth transition for Veterans to the civilian job market.
SDG 11: Sustainable Cities and Communities
- Our collaborative work with Infrastructure Canada on the Veteran Homelessness Program will increase access to safe and affordable housing for Veterans experiencing, or at risk of, homelessness.
SDG 16: Peace Justice, and Strong Institutions
- BPA specializes in administrative law, focusing on legislation for Veterans. They represent Veterans, for free, before the Veterans Review and Appeal Board (VRAB), supporting Veterans’ right to review disability benefits decisions. This upholds the rule of law and ensures 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.
Program inventory
Benefits, Services and Support is supported by the following programs:
- Caregiver Recognition Benefit
- Disability Benefits
- Health Care Benefits
- Income Support
- Long Term Care
- Research and Innovation
- Transition Services
- Veterans Emergency Fund
- Veterans Independence Program
- War Veterans Allowance
Supporting information on planned expenditures, human resources, and results related to our program inventory is available on GC InfoBase.
Commemoration
Description
Pay tribute to the sacrifices and achievements of those who served in Canada’s military efforts.
Quality of life (QoL) impacts
This core responsibility contributes to all the QoL domains and indicators listed below via all of the activities mentioned in the core responsibility description.
- Society: Sense of pride/belonging to Canada; Participation in cultural or religious practices, recreation or sport; Sense of belonging to local community
- Sense of meaning and purpose (headline indicator)
- Environment: Conserved areas
Results and targets
The following tables show, for each departmental result related to Commemoration, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024–25.
Table 8: Indicators, results and targets for departmental result “Veterans and those who died in service are honoured”
Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve |
---|---|---|---|---|---|
% of Veterans Affairs Canada clients who are satisfied with the way Veterans Affairs Canada’s commemorative initiatives honour Veterans and those who died in service. | 71% | 71%Footnote 11 | 70% | 85% | March 2025 |
# of page views of the Canadian Virtual War Memorial. | 2,261,122 | 2,303,935 | 2,186,682 | 2,000,000 | March 2026 |
% of visitors to Vimy and Beaumont-Hamel overseas memorials who report they have a better understanding of the sacrifice and contribution of those who served. | 97% | 97%Footnote 12 | 98% | 95% | March 2026 |
Table 9: Indicators, results and targets for departmental result “Canadians remember and appreciate Veterans and those who died in service”
Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve |
---|---|---|---|---|---|
% of Canadians who indicate they make an effort to appreciate Veterans and those who died in service. | 71% | 71%Footnote 13 | 88% | 75% | March 2025 |
# of Canadians who participated in community engagement activities financially supported by Veterans Affairs Canada. | 1,916,367 | 1,118,131 | 1,073,690Footnote 14 | 200,000 | March 2026 |
The financial, human resources and performance information for our program inventory is available on GC InfoBase.
Plans to achieve results
We will continue to support the Government of Canada’s duty to pay tribute to all who have served, and continue to serve, Canada in times of war, conflict, and peace.
Departmental Result: Veterans and those who died in service are honoured.
To contribute to this departmental result in 2024–25, we will continue improving learning materials to share stories of the diverse population of Veterans who served both at home and abroad.
We will lead and support commemorative efforts in Canada and internationally to mark:
- 10th Anniversary of the end of Canada’s mission in Afghanistan (Canada)
- Repatriation of the Newfoundland Unknown Soldier (Somme, France)
- 80th Anniversary of D-Day and the Battle of Normandy (Normandy, France)
- 80th Anniversary of the Italian Campaign (Italy)
- 60th Anniversary of Peacekeeping in Cyprus (Cyprus)
- 30th Anniversary of the United Nations Assistance Mission for Rwanda II
- Invictus Games (Canada)
Departmental Result: Canadians remember and appreciate Veterans and those who died in service.
We will ensure sound stewardship of international memorial sites through increased funding which supports the ongoing restoration of monuments, infrastructure and visitor experiences at Canadian memorial sites, including the Canadian National Vimy Memorial and Beaumont-Hamel Newfoundland Memorial. This work includes the initial design phase of the Vimy parking lot redevelopment and conservation work to the Vimy monument.
We are committed to caring for our First World War memorials. Additional funding ensures the preservation of aging memorials, updating site infrastructure with a focus on sustainability, and reducing environmental impact. We are also modernizing visitor services and interpretive support. We are currently developing a visitor experience strategy for the Canadian National Vimy Memorial and Beaumont-Hamel Newfoundland Memorial. This includes introducing new exhibits, improving digital technology, and renewing the permanent exhibit at Beaumont-Hamel Newfoundland Memorial. Our goal is to preserve these cultural resources, ensuring their stories are shared today and in the future.
We continue to implement the multi-year forest management plan which includes maintenance, replanting and long-term sustainability of wooded areas and forests at the Canadian National Vimy Memorial and the Beaumont-Hamel Newfoundland Memorial National Historic Sites.
Snapshot of planned resources in 2024–25
- Planned spending: $52,432,284
- Planned full-time equivalent resources: 89.1
Related government priorities
Gender-based analysis plus
We will continue to apply a GBA Plus lens in the planning and delivery of our initiatives. To be more inclusive, and to ensure persons with disabilities can participate equally, we will:
- continue to evolve our learning products to ensure they are inclusive and accessible for all Canadians.
- develop enhanced training for onsite student guides and staff. This is an ongoing exercise modified as needed to meet the current needs of students and the organization.
- complete an Accessibility Assessment for the Canadian National Vimy Memorial, the Beaumont-Hamel Newfoundland Memorial and the 13 smaller sites.
- continue the accessibility review for the Chapel at God’s Acre. We have been developing the implementation plan, and the site assessment is already in progress. We anticipate receiving the assessment results by March 2024. Then, we can analyze the findings and begin discussions on action plans in 2024–25.
Further information on program-specific data collection plans can be found in our GBA Plus Supplementary Information Table.
United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals
We will contribute to SDG 3–Good Health and Well-being and SDG 15–Life on Land by:
- ensuring that visitor experience products (e.g., exhibits, interpretive signage, educational products, welcome screens) reflect the diversity of Canadian military forces through Canada’s history.
- continuing to adapt of Visitor Experience programming to meet our departmental priorities. We have included more information and activities related to Second Word War and Modern-Day Missions (e.g., 75th Peacekeeping) in the Centres. We will continue to work with stakeholders to ensure other milestones and anniversaries are highlighted (e.g., CAF in Africa).
- continuing to implement our multi-year forest management plan at the Canadian National Vimy Memorial and Beaumont-Hamel Newfoundland Memorial, which includes partnerships with French authorities, Natural Resources Canada’s Growing Canada’s Forests Program, and Canada’s Embassy in France.
- continuing targeted outreach to organizations undertaking projects through the Commemorative Partnership Program that recognize and commemorate underrepresented Veterans.
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.
Program inventory
Commemoration is supported by the following programs:
- Canada Remembers
- Funeral and Burial Program
Supporting information on planned expenditures, human resources, and results related to our program inventory is available on GC InfoBase.
Veterans Ombudsperson
Description
Provide an independent and impartial review of complaints and issues related to programs and services delivered by the Veterans Affairs Portfolio and uphold the Veterans Bill of Rights.
Quality of life (QoL) impacts
This core responsibility contributes to all the QoL domains and indicators listed below via all of the activities mentioned in the core responsibility description.
- Good governance: Discrimination and unfair treatment; Confidence in institutions
Results and targets
The following tables show, for each departmental result related to Veterans Ombudsperson, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024–25.
Table 10: Indicators, results and targets for departmental result “Veterans and their families have access to a timely review of complaints about the programs, services and support delivered by the Veterans Affairs Portfolio”
Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve |
---|---|---|---|---|---|
% of complaints reviewed within 60 working days | 90% | 92% | 94% | 85% | March 2026 |
Table 11: Indicators, results and targets for departmental result “Issues about the programs, services and support provided to Veterans and their families by the Veterans Affairs Portfolio identified by the Office of the Veterans Ombudsperson are addressed”
Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve |
---|---|---|---|---|---|
% of individual complaints reviewed and escalated by the Office of the Veterans Ombudsperson to the Veterans Affairs Portfolio that are addressed | 80% | 85% | 71% | 80% | March 2026 |
% of recommendations made by the Office of the Veterans Ombudsperson related to systemic issues addressed by the Veterans Affairs Portfolio | 72% | 69% | 70% | 75% | March 2026 |
The financial, human resources and performance information for our program inventory is available on GC InfoBase.
Plans to achieve results
Under this core responsibility, the Office of the Veterans Ombud (OVO) will continue to look into issues and complaints related to programs and services to determine whether Veterans and their families are treated fairly.
Departmental Result: Veterans and their families have access to a timely review of complaints about the programs, services and support delivered by the Veterans Affairs Portfolio.
The Office aims to promptly handle complaints. They will review client files and intervene with Veterans Affairs to find solutions. Providing excellent service is a top priority for the Ombud’s office, making sure Veterans and their families feel heard and acknowledged, no matter the outcome of individual complaint reviews.
In 2024–25, the OVO will undertake the following activities which will contribute to this departmental result:
- use call recording for periodic monitoring of OVO client interactions to support quality assurance. Call recordings will be regularly reviewed, and feedback will be provided to analysts to ensure excellent service for all clients contacting the OVO.
- continually improve internal processes and develop skills within OVO staff to address unfairness at the lowest level possible. This speeds up complaint resolution and lessens the impact on clients. For example, we are setting up an internal Complaint Review Committee to discuss and identify options for the escalation of findings of unfairness to ensure they are raised to the right level within VAC at the right time. This will ensure that issues escalated to VAC are supported by evidence and promote the best interests of Veterans and their families.
- increase awareness of OVO services within the Veterans’ community by offering virtual town hall-style meetings, in-person outreach events, communications support for report releases, etc. This will improve awareness of services and hopefully reach populations who may not be aware how the OVO can assist them.
- continue to connect with Veterans and their families through social media to ensure they understand VAC programs and benefits, and that they understand our role in advocating for fairness.
Departmental Result: Issues about the programs, services and support provided to Veterans and their families by the Veterans Affairs Portfolio identified by the Office of the Veterans Ombudsperson are addressed.
The OVO addresses complaints of fairness from Veterans and their families. This includes assessing if complaints are valid (based on treatment, process and outcome) and within the mandate of the Office. Complaints with recommendations are then submitted to the Veterans Affairs Portfolio for resolution.
The office also identifies and reviews systemic issues. Reviews highlight gaps and fairness issues in VAC’s programs and services and include recommendations to the Minister of Veterans Affairs.
Since 2009, OVO has tracked recommendations in their annual publication, Spotlight (previously called Report Card). In that time, methods for conducting systemic reviews and assessing fairness have evolved. To ensure our efforts were focused on fairness, an independent, technical review of outstanding recommendations was commissioned to get expert advice on the validity of recommendations and improving follow-up. In 2024–25, the OVO will improve tracking by increasing consultation and follow-up with VAC, reviewing and updating evidence for recommendations that have not been implemented, and publishing updates or revisions. This will help to ensure that fairness issues in their reports are addressed.
The OVO will continue to conduct systemic reviews and make recommendations that focus on fairness issues related to VAC programs and services. They will implement training and tools to improve the assessment of complaints brought forward by individuals. This will ensure that the OVO has solid evidence to support any fairness issues raised (individual or systemic), which will then help ensure those issues are addressed.
Snapshot of planned resources in 2024–25
- Planned spending: $4,853,337
- Planned full-time equivalent resources: 39.0
Related government priorities
Gender-based analysis plus
The OVO will continue to include GBA Plus in every review examining issues of fairness related to VAC programs and services. This will help to ensure fairness issues for all VAC clients are identified and recommendations to address those issues are implemented.
The OVO is dedicated to enhancing the quality of client data. In 2024–25, they will collaborate with IT to identify and implement system improvements for better analysis and reporting on their client base, especially regarding GBA Plus factors. They will also partner with VAC to enhance information from the VNCS, improving understanding of the demographics and experiences of clients.
Further information on program-specific data collection plans can be found in our GBA Plus Supplementary Information Table.
United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals
In 2024–25, the OVO will continue to prioritize intervention on individual cases where unfair practices result in unmet health needs and out-of-pocket health care costs for Veterans and their families. This prioritization will support SDG3 for VAC clients by ensuring timely access to coverage for health benefits costs, helping to maintain their overall health.
The OVO will also implement tools in 2024–25 that help identify unfairness in policy and process that creates inequity and results in discrimination among populations served by VAC. These tools will enable the OVO to contribute to SDG 10 for Veterans and their families.
In continuing to apply a GBA Plus lens to our systemic reviews, the OVO will contribute to SDGs 5 and 10 by working to ensure equitable access to benefits and services that respond to the unique needs of all Veterans.
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.
Program inventory
Veterans Ombudsperson is supported by the following programs:
- Veterans Ombudsperson
Supporting information on planned expenditures, human resources, and results related to our program inventory is available on GC InfoBase.
Internal services
Description
Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:
- management and oversight services
- communications services
- legal services
- human resources management services
- financial management services
- information management services
- information technology services
- real property management services
- materiel management services
- acquisition management services
Plans to achieve results
We will support departmental objectives by continuing to innovate and evolve internal services so we can deliver efficient results for Veterans.
We will focus on service excellence for internal services by continuing to modernize internal services to enhance efficiency and effectiveness. In this fiscal year, we will:
- strengthen our information management obligations by creating a better Information Governance Framework. This includes defining roles and responsibilities; promoting training and awareness; implementing performance measures for monitoring; and identifying gaps across the organization.
- improve information management by consolidating digital workspaces into an integrated solution. This includes providing storage quotas, search and monitoring capabilities, and an improved user experience.
- enhance Access to Information and Privacy services to the public by introducing digital solutions that support automation of processes, such as redaction software.
- evolve our approach to security operations and security management to reflect the hybrid work model. Align with the evolving security dynamic in Canada through the implementation of an updated Departmental Security Plan.
- modernize materiel management services to reflect the new Directive on the Management of Materiel. This will help improve results and responsibly manage resources, aligning with the Government of Canada’s socio-economic, security, and environmental goals.
- continue to implement our digital strategy by promoting education and awareness, and by taking measures to increase digital and data literacy.
- improve efficiency at VAC by digitizing common forms and processes. This includes implementing tools like an integrated Human Resources (HR) dashboard to make our data easily accessible.
- leverage new technologies to evolve our reporting and analytics capabilities, helping us understand and leverage our data holdings.
We value our people and will continue to be more agile and resilient. This involves identifying future needs to ensure we can attract, develop, and retain the talent required for a changing work environment. We will:
- improve how we hire through continual process enhancements to our staffing and recruitment practices. This includes simplifying tools which are inclusive and accessible by design, integrating data-informed decision-making while developing our staffing strategies and introducing innovations such as automation of pool management for the benefit of both candidates and managers.
- support the Government of Canada's Call to Action and our commitment to a diverse and inclusive workplace by implementing the “We All Belong” Diversity and Inclusion action plan to empower and support employees, carrying us through 2026.
- continue to support the accessibility needs of both our clients and employees by continuing the implementation of our Accessibility Action Plan 2022-2025.
- improve support available to our employees through the implementation of a centralized Disability Management Program, including the adoption of the Government of Canada (GC) Workplace Accessibility Passport.
- foster a work culture that increases awareness of mental health and uses best practices to promote well-being for all employees.
We will continue to provide accessible, timely, accurate, Veteran-centric, and objective communications services and products to Veterans, their families, and Canadians in both official languages, using gender-inclusive terms wherever possible. We will:
- continue to use our website, social media platforms, advertising, and other digital communications tools to share information about our programs and services, and to commemorate and recognize Veterans, with a focus on modern-day and under-represented communities.
- share the diversity of Veterans’ stories through storytelling, using a variety of communications tools and platforms to ensure we keep their memories alive.
- focus on understanding communications analytics, the media environment and stakeholder analysis to inform decision-making on internal and external communications approaches.
Snapshot of planned resources in 2024–25
- Planned spending: $121,161,078
- Planned full-time equivalent resources: 885.1
Related government priorities
Planning for contracts awarded to Indigenous businesses
We have set targets for procurement with Indigenous businesses since 1996. Given the implementation of mandatory minimum targets (of at least 5%), we have applied a more strategic approach to achieving and exceeding targets.
For 2024–25 we anticipate procuring goods and services from Indigenous businesses in the following areas:
- license/maintenance fees for client software related to Distributed Computing Environment.
- computer equipment related to production and operations environment. All servers, storage, printers, etc. (Includes all related parts and peripherals).
- office furniture and furnishings, including parts.
- business services.
- image/video communications equipment (includes telepresence/video conferencing equipment, cabling, parts and peripherals).
Table 12: Planning for contracts awarded to Indigenous businesses
5% reporting field | 2022–23 actual result | 2023–24 forecasted result | 2024–25 planned result |
---|---|---|---|
Total percentage of contracts with Indigenous businesses | 9.4% | 5.5% | 5.7% |
Planned spending and human resources
This section provides an overview of our planned spending and human resources for the next three fiscal years and compares planned spending for 2024–25 with actual spending from previous years.
Spending
Table 13: Actual spending summary for core responsibilities and internal services (dollars)
The following table shows information on spending for each of our core responsibilities and for our internal services for the previous three fiscal years. Amounts for the current fiscal year are forecasted based on spending to date.
Core responsibilities and internal services | 2021–22 actual expenditures | 2022–23 actual expenditures | 2023–24 forecast spending |
---|---|---|---|
Benefits, Services and Support | 5,240,551,120 | 5,237,608,937 | 5,753,836,524 |
Commemoration | 38,038,138 | 49,627,461 | 54,862,841 |
Veterans Ombudsperson | 3,828,088 | 4,427,448 | 4,777,172 |
Subtotal | 5,282,417,346 | 5,291,663,846 | 5,813,476,537 |
Internal services | 123,974,450 | 130,680,752 | 157,325,218 |
Total | 5,406,391,796 | 5,422,344,598 | 5,970,801,755 |
Explanation of Table 13
As shown in the table, our expenditures amounted to approximately $5.4 billion in both fiscal year 2021–22 and 2022–23, with over 90% representing payments to Veterans, their families, and other program recipients. Projections for fiscal year 2023–24 anticipate a rise in expenditures compared to the preceding two fiscal years, nearing $6.0 billion. This increase is driven by our efforts to improve disability benefits processing times as well as the continued growth in demand in many of our programs and service.
Table 14: Budgetary planning summary for core responsibilities and internal services (dollars)
The following table shows information on spending for each of our core responsibilities and for its internal services for the upcoming three fiscal years.
Core responsibilities and internal services | 2024–25 budgetary spending (as indicated in Main Estimates) | 2024–25 planned spending | 2025–26 planned spending | 2026–27 planned spending |
---|---|---|---|---|
Benefits, Services and Support | 6,035,584,079 | 6,035,584,079 | 5,974,669,549 | 5,453,670,414 |
Commemoration | 52,432,284 | 52,432,284 | 43,284,287 | 40,572,794 |
Veterans Ombudsperson | 4,853,337 | 4,853,337 | 4,877,565 | 4,948,923 |
Subtotal | 6,092,869,700 | 6,092,869,700 | 6,022,831,401 | 5,499,192,131 |
Internal services | 121,161,078 | 121,161,078 | 120,091,580 | 109,910,403 |
Total | 6,214,030,778 | 6,214,030,778 | 6,142,922,981 | 5,609,102,534 |
Explanation of Table 14
In the upcoming fiscal years, we anticipate planned spending to exhibit a variable trend – initially increasing in 2024–25, followed by a subsequent 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.
Funding
The following graph presents planned spending (voted and statutory expenditures) over time.
Text description of figure 1
Fiscal year | Statutory | Voted | Total |
---|---|---|---|
2021-22 Actual | 42 | 5,364 | 5,406 |
2022-23 Actual | 42 | 5,380 | 5,422 |
2023-24 Forecast | 51 | 5,920 | 5,971 |
2024-25 Planned | 45 | 6,169 | 6,214 |
2025-26 Planned | 45 | 6,097 | 6,142 |
2026-27 Planned | 41 | 5,568 | 5,609 |
Note: Some totals may not add up due to rounding.
Explanation of figure 1
Our budget changes each year because of the demand-driven nature of our programs and services, which are based on the supports and services for which Veterans come forward. Annually, we update our client and expenditure forecasts to ensure that all Veterans who come forward receive the benefits and services to which they deserve.
While forecasting helps ensure enough funding is available, expenditures are only incurred for Veterans who in fact come forward to use the program or service. The design of the Government’s budget process accounts for these fluctuations, which is why there will be changes to both forecasted and actual spending from one year to the next. Fluctuations in spending are normal, given that initial forecasting is typically done many months in advance of the reporting period and adjusted throughout the year based on actual results. In addition, due to timing, any new spending announced in the upcoming Federal Budget, are not included in the planned spending figures.
In the coming fiscal year 2024–25, an overall increase in planned spending is anticipated when compared to 2023–24. This is due to an increase in demand for many of our benefits and services.
Planned spending is currently shown to decrease in the outer years as temporary investments made to continue our mission to improve disability benefits processing times and to extend resources to support case management services conclude. Moreover, a phased reduction in departmental spending has commenced beginning in 2023–24, aligned with the implementation of the Budget 2023 Refocusing Government Spending initiative.
While planned spending is currently shown to decrease in the outer years, it is expected we will continue to see increased demand for many of our programs and services. In the future, the budgets for Veteran benefits will be updated through the Estimates process to align with the latest forecast of client demand and expenditures.
Estimates by vote
Information on our organizational appropriations is available in the 2024–25 Main Estimates.
Future-oriented condensed statement of operations
The future-oriented condensed statement of operations provides an overview of our operations for 2023–24 to 2024–25.
The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.
A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net cost of operations with the requested authorities, are available on our website.
Table 15: Future-oriented condensed statement of operations for the year ending 31 March 2025 (dollars)
Financial information | 2023–24 forecast results | 2024–25 planned results | Difference (2024–25 planned results minus 2023–24 forecast results) |
---|---|---|---|
Total expenses | 5,975,117,848 | 6,215,907,625 | 240,789,777 |
Total revenues | – | – | – |
Net cost of operations before government funding and transfers | 5,975,117,848 | 6,215,907,625 | 240,789,777 |
Explanation of Table 15
The estimated net cost of operations for fiscal year 2024–25 is $6.2 billion. Over 90% of the planned spending for fiscal year 2024–25 is paid directly to, or on behalf of, the people we serve, in the form of compensation, financial support, health care and commemoration. The 2024–25 Planned Results include temporary investments made to continue our mission to improve disability benefits processing times and to extend resources to support case management services.
Human resources
Table 16: Actual human resources for core responsibilities and internal services
The following table shows a summary of human resources, in full-time equivalents (FTEs), for our core responsibilities and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year to date.
Core responsibilities and internal services | 2021–22 actual FTEs | 2022–23 actual FTEs | 2023–24 forecasted FTEs |
---|---|---|---|
Benefits, Services and Support | 2,739.9 | 2,603.4 | 2,685.9 |
Commemoration | 68.9 | 76.2 | 79.3 |
Veterans Ombudsperson | 31.8 | 33.9 | 33.6 |
Subtotal | 2,840.6 | 2,713.5 | 2,798.8 |
Internal services | 822.5 | 811.9 | 877.3 |
Total | 3,663.1 | 3,525.4 | 3,676.1 |
Explanation of Table 16
As part of the Service Excellence initiative, human resource levels increased in 2021–22 and 2022–23. These temporary FTE resources were hired with the purpose of improving disability benefits processing times. The initiative will not only help us address the number of pending Disability Benefit applications, but also improve Case Management Services and improve Innovation across the Department. This initiative extended into fiscal year 2023–24.
Table 17: Human resources planning summary for core responsibilities and internal services
The following table shows information on human resources, in full-time equivalents (FTEs), for each of our core responsibilities and for its internal services planned for 2024–25 and future years.
Core responsibilities and internal services | 2024–25 planned FTEs | 2025–26 planned FTEs | 2026–27 planned FTEs |
---|---|---|---|
Benefits, Services and Support | 2,718.5 | 2,754.9 | 2,282.9 |
Commemoration | 89.1 | 89.1 | 89.1 |
Veterans Ombudsperson | 39.0 | 39.0 | 39.0 |
Subtotal | 2,846.6 | 2,883.0 | 2,411.0 |
Internal services | 885.1 | 866.1 | 791.6 |
Total | 3,731.7 | 3,749.1 | 3,202.6 |
Explanation of Table 17
In 2024–25, we will continue our work to improve disability benefits processing times and to improve service to Veterans and their families. Funding was extended to the end of fiscal year 2025–26 for Service Excellence initiatives, which was originally part of the Government’s Economic and Fiscal Snapshot in August 2020. In addition to this initiative, we also extended funding for 2 years (to the end of 2025–26) to maintain frontline staffing levels, including the Case Manager to Veteran ratio, and upgrade the tools Case Managers use – freeing up more time for them to work directly with Veterans. It is important to note that, as part of the government-wide Refocused Government Spending (RGS) exercise, Veterans Affairs Canada will realize an ongoing reduction of FTEs by 2026–27. While funding for human resource levels may return to reduced levels (from prior to Service Excellence) in 2026–27, we will continue to reassess our long term capacity as we move forward in improving service to Veterans and their families.
Corporate information
Organizational profile
Appropriate minister:
The Honourable Ginette Petitpas Taylor, PC, MP
Institutional head:
Paul Ledwell, Deputy Minister
Ministerial portfolio:
Veterans Affairs
Enabling instrument(s):
Department of Veterans Affairs Act; Veterans Well-being Act; Pension Act
Year of incorporation / commencement:
1923
Organizational contact information
Mailing address:
Veterans Affairs Canada
P.O. Box 7700
Charlottetown, PE
C1A 8M9
Telephone:
1-866-522-2122
TTY:
1-833-921-0071
Website:
Mailing address:
Veterans Ombud
P.O. Box 66
Charlottetown, PE
C1A 7K2
Telephone:
1-877-330-4343
TTY:
1-833-978-1639
Website:
Supplementary information tables
The following supplementary information tables are available on our website:
Information on our departmental sustainable development strategy can be found on our website.
Federal tax expenditures
Our Departmental Plan does not include information on tax expenditures.
Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government wide tax expenditures each year in the Report on Federal Tax Expenditures.
This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.
Definitions
List of terms
- appropriation (crédit):
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures (dépenses budgétaires):
- Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
- core responsibility (responsabilité essentielle):
- An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
- Departmental Plan (plan ministériel):
- A document that sets out a department’s priorities, programs, expected results and associated resource requirements, covering a three year period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.
- departmental result (résultat ministériel):
- A change that a department seeks to influence. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
- departmental result indicator (indicateur de résultat ministériel):
- A factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.
- departmental results framework (cadre ministériel des résultats):
- A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels):
- A report on a department’s actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.
- full time equivalent (équivalent temps plein):
- A measure of the extent to which an employee represents a full person year charge against a departmental budget. Full time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
- gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus]):
- An analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography, language, race, religion, and sexual orientation.
- government-wide priorities (priorités pangouvernementales):
- For the purpose of the 2024–25 Departmental Plan, government-wide priorities are the high-level themes outlining the government’s agenda in the 2021 Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation and fighting for a secure, just, and equitable world.
- horizontal initiative (initiative horizontale):
- An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
- Indigenous business:
- As defined on the Indigenous Services Canada website in accordance with the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses annually.
- non budgetary expenditures (dépenses non budgétaires):
- Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
- performance (rendement):
- What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
- plan (plan):
- The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
- planned spending (dépenses prévues):
- For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports. - program (programme):
- Individual or groups of services, activities or combinations thereof that are managed together within a department and that focus on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes):
- An inventory of a department’s programs that describes how resources are organized to carry out the department’s core responsibilities and achieve its planned results.
- result (résultat):
- An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead, they are within the area of the organization’s influence.
- statutory expenditures (dépenses législatives):
- Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
- target (cible):
- A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
- voted expenditures (dépenses votées):
- Expenditures that Parliament approves annually through an Appropriation Act. The vote wording becomes the governing conditions under which these expenditures may be made.