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2009-10
Report on Plans and Priorities
Veterans Affairs Canada
Supplementary Information (Tables)
Table of Contents
- Details on Transfer Payments Programs
- Green Procurement
- Sustainable Development Strategy
- Internal Audits
- Evaluations
- Sources of Respendable and Non-respendable Revenue
- Summary of Capital Spending by Program Activity
Table 1: Details of Transfer Payment Programs (TPP)
| $ millions | Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|---|---|---|---|---|
| Pensions, and Allowances for Disability and Death | 1,755.9 | 1,743.6 | 1,724.8 | 1,724.8 |
| Disability Awards and Allowances | 245.4 | 179.8 | 168.4 | 168.4 |
| Earnings Loss and Supplementary Retirement Benefit | 20.8 | 27.9 | 22.2 | 22.2 |
| War Veterans Allowance / Civilian War Allowance | 16.2 | 15.0 | 13.8 | 13.8 |
| Veterans Independence Program | 332.3 | 365.2 | 372.0 | 371.1 |
| Last Post Fund | 14.8 | 14.8 | 14.8 | 14.8 |
| Commonwealth War Graves Commission | 8.9 | 8.6 | 8.6 | 8.6 |
Program Activity: Veterans Compensation and Financial Support
Name of Transfer Payment Program: Pensions, and Allowances for Disability and Death
Start date: September 1, 1919
End date: Ongoing
Description: Provide pensions for disability or death and economic support in the form of allowances to: members of the Canadian Forces and Merchant Navy Veterans who served in the First World War, the Second World War or the Korean War; certain civilians who are entitled to benefits because of their wartime service; former and serving members of the Canadian Forces (including those who served in Special Duty Areas); survivors and dependants of military and civilian personnel.
Expected results: Eligible clients of Veterans Compensation and Financial Support are appropriately compensated to contribute to their well-being.
| Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|
|---|---|---|---|---|
| Total grants | 1,755.9 | 1,743.6 | 1,724.8 | 1,724.8 |
| Total Transfer payments | 1,755.9 | 1,743.6 | 1,724.8 | 1,724.8 |
Planned evaluations: Client Option for Disability Pension vs Pension Award Evaluation expected completion March 2010
Program Activity: Veterans Compensation and Financial Support
Name of Transfer Payment Program: Disability Awards and Allowances
Start date: April 1, 2006
End date: Ongoing
Description: Provide disability awards for disability or death and economic support in the form of allowances to former and serving members of the Canadian Forces, and in some cases to survivors and dependants, for the non-economic effects of a service-related disability, including pain and suffering, functional loss and the effects of permanent impairment on the lives of members, Veterans and their families.
Expected results: Eligible clients of Veterans Compensation and Financial Support are appropriately compensated to contribute to their well-being.
| ($ millions) | Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|---|---|---|---|---|
| Total grants | 245.4 | 179.8 | 168.4 | 168.4 |
| Total Transfer payments | 245.4 | 179.8 | 168.4 | 168.4 |
Planned evaluations: New Veterans Charter Program Evaluation - expected completion March 2010
Program Activity: Veterans Compensation and Financial Support
Name of Transfer Payment Program: Earnings Loss and Supplemental Retirement Benefit
Start date: April 1, 2006
End date: Ongoing
Description: The Earnings Loss benefit provides temporary income replacement benefits while the Canadian Forces Veteran participates in rehabilitation in preparation for employment in civilian life. Ongoing long-term income replacement benefits are provided to age 65 when the Veteran is unable to engage in any suitable employment due to total and permanent incapacity. At age 65, recipients of long-term income replacement benefits receive a lump-sum retirement benefit to compensate for lost opportunity to contribute to a retirement pension due to a career-ending or service-related disability.
Expected results: Eligible clients of Veterans Compensation and Financial Support are appropriately compensated to contribute to their well-being.
| ($ millions) | Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|---|---|---|---|---|
| Total grants | 20.8 | 27.9 | 22.2 | 22.2 |
| Total Transfer Payments | 20.8 | 27.9 | 22.2 | 22.2 |
Planned evaluations: New Veterans Charter Program Evaluation - expected completion March 2010
Program Activity: Veterans Compensation and Financial Support
Name of Transfer Payment Program: War Veterans Allowance/Civilian War Allowance
Start date: September 1, 1930
End date: Ongoing
Description: The War Veterans Allowance (WVA) is a form of financial assistance available to eligible Veterans, qualified civilians and their survivors, dependants and orphans. In recognition of war service, qualified persons are provided with regular, monthly income to meet basic needs. WVA is based on income, domestic status and number of dependants. Recipients are paid at a single, married or orphan's rate. Payments are indexed annually to the CPI. Eligibility for WVA is determined by the wartime service of a Veteran or qualified civilian, age or health, income or residency.
Expected results: Eligible clients of Veterans Compensation and Financial Support are appropriately compensated to contribute to their well-being.
| ($ millions) | Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|---|---|---|---|---|
| Total grants | 16.2 | 15.0 | 13.8 | 13.8 |
| Total Transfer Payments | 16.2 | 15.0 | 13.8 | 13.8 |
Planned evaluations:
Program Activity: Veterans Health Care and Re-establishment
Name of Transfer Payment Program: Veterans Independence Program
Start date: 1981
End date: Ongoing
Description: The Department's Veterans Independence Program is a national home care program that assists eligible clients to remain independent in their own homes or communities by offering a variety of programs and services, such as housekeeping, grounds maintenance, and personal care.
Expected results: VAC contributes to the well-being of clients through the provision of health benefits and rehabilitation services.
| ($ millions) | Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|---|---|---|---|---|
| Total Contributions | 332.3 | 365.2 | 372.0 | 371.1 |
| Total Transfer Payments | 332.3 | 365.2 | 372.0 | 371.1 |
Planned evaluations: Veterans Independence Program Evaluation - expected completion March 2011
Program Activity: Canada Remembers
Name of Transfer Payment Program: Last Post Fund
Start date: N/A
End date: Ongoing
Description: The Last Post Fund (LPF) is a non-profit corporation which administers funeral, burial, and grave marking services for Veterans Affairs Canada. Canada Remembers provides eligible Veterans and civilians with a dignified funeral and burial through the Last Post Fund.
Expected results: A Canadian public that is informed of military history and engaged in honouring the contributions of Veterans and those who gave their lives in the cause of peace and freedom.
| ($ millions) | Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|---|---|---|---|---|
| Total grants | 14.8 | 14.8 | 14.8 | 14.8 |
| Total Transfer Payments | 14.8 | 14.8 | 14.8 | 14.8 |
Planned evaluations:
Program Activity: Canada Remembers
Name of Transfer Payment Program: Commonwealth War Graves Commission
Start date: N/A
End date: Ongoing
Description: The Commonwealth War Graves Commission was established by Royal Charter in 1917. Its duties are to mark and maintain the graves of the members of the forces of the Commonwealth who were killed in the two World Wars, to build memorials to those who have no known grave and to keep records and registers of Canadian war dead. Canada Remembers maintains Canadian war graves and cemeteries through a partnership with the Commonwealth War Graves Commission.
Expected results: A Canadian public that is informed of military history and engaged in honouring the contributions of Veterans and those who gave their lives in the cause of peace and freedom.
| ($ millions) | Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|---|---|---|---|---|
| Total grants | 8.9 | 8.6 | 8.6 | 8.6 |
| Total Transfer Payments | 8.9 | 8.6 | 8.6 | 8.6 |
Planned evaluations:
Table 3: Green Procurement
Veterans Affairs Canada is one of the first departments to develop and implement a Green Procurement Policy and has already implemented and met several objectives. VAC plans to meet the additional objectives by incorporating "Green" thinking in all the Department's decision making. The foundation for much of our Procurement is the use of Mandatory Standing Offers in which Public Works and Government Services Canada has implemented Green Procurement Practices. Evaluating the full life cycle (acquisition, use and disposal in an environmentally friendly manner) is always a decision factor. Communications and training will play a major role in meeting our objectives.
Has your department established green procurement targets?
| Yes |
Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.
1. Green Procurement Training: The training will be offered to all persons responsible for procurement, including those who have been issued an Acquisition Card. Green Procurement Training is mandatory for those individuals that spend 50% or more of their time doing procurement. VAC will report annually on the percentage of materiel managers and the procurement community who are trained. A memo was issued to all Managers responsible for procurement advising them of the Green Procurement Training available on-line through Campus Direct and that the training was available at no cost. The Finance Division also issued a memo to all new acquisition card holders advising the holders of the Green Procurement Training through campus direct and the Web site.
2. Increasing the quantity of green products purchased: This will be done by utilizing the Government of Canada Mandatory Standing Offers and our Departmental Materiel Management System which identifies "Green" items as the preferred choice, and using communication tools to make staff more aware of the number of Green items available. VAC will report annually on the dollar value spent, number of contracts issued against our procurement target, and will identify associated environmental outcomes. The Government of Canada increased the number of mandatory commodities that must be purchased using the Standing Offers, the number of commodities increased from 10 mandatory commodities to 25 categories, therefore increasing the green procurement choices and expenditures.
3. Reducing Green House Gas emissions per vehicle kilometre: The Department will monitor the use of Vehicle Utilization Data & Tracking log books to facilitate the collection of data for measuring progress and track the percentage of litres of gasoline purchased for federal road vehicles that is ethanol-blended. VAC is working with ARI (the Vehicle Operating Card) to ensure that the log book they offer meets the requirements of the Green Procurement Policy. Once confirmed, log books will be issued to each vehicle operator. VAC is also working with ARI in ensuring reports are available to respond to the requirements of the Policy.
4. Purchasing ethanol-blended gasoline where available: Fleet operators have been advised through a Departmental Directive to purchase ethanol-blended gasoline where available. The utilization is being tracked via the Vehicle Operation Card. This is ongoing.
5. Analysis of vehicle usage by staff and implementing strategies to reduce Green House Gas emissions: VAC will reduce the annual average GHG emissions per vehicle kilometre by tracking the percentage of litres of gasoline purchased for Departmental road vehicles that is ethanol-blended. VAC will report annually on the percent reduction in Green House Gas emissions at Ste. Anne's Hospital. This is ongoing.
Table 4: Sustainable Development Strategy
As VAC prepares to enter into the third and final year of its Sustainable Development Strategy, it will continue to operate responsibly and reduce its impact on the environment. Strides have been made and targets have been reached since its tabling in December of 2006. The Department will continue to make concerted efforts in advancing its 14 commitments in the areas of federal governance, greenhouse gas emissions, green stewardship, quality of life, regulatory compliance, waste and water management.
Our priorities for this year will be on reducing our paper usage within the Department, increasing awareness amongst staff, and improving our reporting mechanisms. We will continue with our Paper Reduction Strategy in encouraging employees to become more aware of environmentally responsible printing options. Our awareness campaign will consist of sharing ideas for environmental stewardship through the Department's online tool "VAC Today". Improved reporting mechanisms will be developed within the Department to receive accurate timely information for reporting to senior management and Parliament.
The Department will continue to follow the implementation of the Federal Sustainable Development Act and determine its impact on further reporting by the Department on sustainable development.
| SDS Departmental Commitment | Federal SD Goal (s) including GGO Goals, (if applicable) | Supporting Performance Measure | Departmental Expected Result for 2009-2010 | |
|---|---|---|---|---|
| 1 | 100% of materiel managers and procurement personnel take green procurement training by 2010. (GGO Government-wide target) | Federal SD Goal 6: Governance for Sustainable Development | Report annually on the percentage of materiel managers and procurement community trained. (GGO Government-wide performance measure) | 95 % of materiel managers and procurement community trained |
| 2 | Quantity of green products purchased is increased by 15% | Federal SD Goal 6: Governance for Sustainable Development | Report annually on the dollar value spent on green procurement (GGO Government-wide performance measure) | 15 % increase in green products purchased |
| 3 | Conduct an analysis of paper usage and implement strategies to reduce paper usage | Decrease in quantity of paper purchased | 15 % reduction | |
| 4 | Conduct an analysis of printer/photocopier inventory and implement strategies to pool resources and explore use of multi-functional equipment | Report annually on reduced number of non-duplex printers and photocopiers | 15 % reduction | |
| 5 | Reduce by 15 % from 2002-2003 levels, GHG emissions per vehicle kilometre from Veterans Affairs' fleet by 2010 (GGO government-wide target) | Federal SD Goal 3: Reduce greenhouse gas emissions | Annual average GHG emissions per vehicle kilometre (GGO Government-wide performance measure) | 15 % reduction |
| 6 | All gasoline purchased for federal road vehicle will be ethanol-blended, where available. (GGO government-wide target) | Federal SD Goal 3: Reduce greenhouse gas emissions | Percentage of litres of gasoline purchased for federal road vehicles that is ethanol-blended (GGO Government-wide performance measure) | 10 % increase |
| 7 | Conduct an analysis of vehicle (fleet, personal, rental) usage by staff and implement strategies to reduce GHG emissions | Analysis of vehicle usage has been conducted and next steps have been identified | Next Steps have been identified | |
| 8 | In support of the overall FHIO target of 31 %, reduce GHG emissions by 2010 at Ste. Anne's Hospital (GGO government-wide target) | Federal SD Goal 3: Reduce greenhouse gas emissions | Report annually the percent reduction in GHG emissions at Ste. Anne's Hospital (GGO Government-wide performance measure) | 31 % reduction |
| 9 | Raise awareness on sustainable development issues and solutions through communication to all staff | Number of communications delivered to staff | 24 messages (2 per month) | |
| 10 | A high percentage of all Client Service Teams to have undergone certification through Veterans Affairs Canada's National Certification Program by 2010 | Report annually on percentage of Client Service Teams that have undergone certification | This program has been discontinued | |
| 11 | Based on applied research evidence, implement continuing care strategies to improve supportive services for Veterans, seniors, and their families | Report annually on decisions made as a result of continuing care studies | Ongoing | |
| 12 | Comply with applicable Federal environmental regulatory obligations at Ste. Anne's Hospital | Increase compliance with environmental regulatory clauses | 100 % | |
| 13 | Increase amount of waste recycled by 15 % at Ste. Anne's Hospital by 2009 | Increase amount of material recycled at Ste. Anne's Hospital by 2009 | 15 % increase | |
| 14 | Reduce water consumption per square foot by 5% at Ste. Anne's Hospital by 2009 | Federal SD Goal 1: Clean Water | Decrease in litres of water consumed. | 5 % decrease |
Table 6: Internal Audits
Internal audits entail the objective examination of evidence for the purpose of providing an independent assessment and assurance regarding the soundness of management control frameworks and practices, and information used for decision-making and reporting.
Veterans Affairs Canada develops its annual audit and evaluation plan using a risk-based approach. The current plan was approved on May 22, 2008 by the Deputy Minister at the recommendation of the Audit and Evaluation Committee. The intent of the audit and evaluation plan is to ensure projects are clearly aligned with Veterans Affairs Canada's Five-year Strategic Plan, Program Activity Architecture, and Management Accountability Framework. The Department undertakes audit and evaluation projects that are deemed the highest risk. To focus attention on those areas where use of the available resources would best achieve the objectives of audit and evaluation, the following criteria are considered during project selection: materiality; likelihood; complexity; and sensitivity/reputation. During the ranking of the proposed engagements, consultations are held with senior managers, program managers and audit and evaluation staff. Findings and recommendations of previous audits, evaluations and reviews, as well as the extent of follow-up and corrective action taken by management are also used to assess potential projects. Audit schedules are compared with those of the Office of the Auditor General, the Commissioner for the Environment and Sustainable Development and the Office of the Comptroller General in order to prevent overlapping visits and undue interference with operations. Consultation with partners is conducted on an ongoing basis.
The long range plan attempts to provide some balance, so that some functions, activities and organizational entities are covered annually through cyclical projects (e.g., Organizational Governance and Residential Care). Follow-up to findings also contribute to current and future year planning. The plan has some flexibility to allow for requests from management for special studies demanded by unforeseeable circumstances, from central agencies for the Transfer Policy requirements, and for follow-up reviews on the actions taken on recommendations.
The current Audit and Evaluation Plan covers initiatives planned up to 2010-2011. However, it is important to note that the Audit and Evaluation Plan is re-evaluated on an annual basis, and beginning in 2009-2010 a separate Internal Audit Plan will be developed. This plan will be presented to the Departmental Audit Committee for review and recommendation. The Audit and Evaluation committee held its last meeting in May 22, 2008 and has been replaced by two separate committees, the Departmental Evaluation Committee and the Departmental Audit Committee.
Upcoming Internal Audits
Internal Audit commitments April 1, 2009 to March 31, 2011 (approved by Audit and Evaluation Committee May 22, 2008).
| Name of Internal Audit | Type | Status | Expected Completion Date |
|---|---|---|---|
| Knowledge Management Audit | Administrative function | Planned | March 31, 2010 |
| Health Related Travel Audit | Direct spending for the Veteran's travel program | Planned | March 31, 2010 |
| Management of Medications at Ste. Anne's Hospital | Administrative function | Planned | March 31, 2010 |
| Management Accountability Framework Readiness Assessment | Corporate governance function | Planned | March 31, 2010 |
| Responsibility Centre Audit | Corporate governance function | Planned | March 31, 2010 |
| Ste. Anne's Hospital Other Health Purchased Services Charges Audit | Direct spending for the health care program | Planned | March 31, 2011 |
| Review of the Sustainable Development Strategy - Business Advisory | Corporate governance function | Planned | March 31, 2011 |
| Equipment Re-cycling Program Audit | Administrative function | Planned | March 31, 2011 |
| Third Party Administered Accounts and Powers of Attorney Audit | Administrative function | Planned | March 31, 2011 |
Electronic Link to Report: Audit and Evaluation Reports are posted on Veterans Affairs Canada public website when completed: http://www.vac-acc.gc.ca/general/sub.cfm?source=department/reports/deptaudrep
Note: The above list is based on a risk-ranking priority exercise. The Audit Plan is revisited annually and the order of priority and/or necessity of the work is subject to change due to changing departmental or governmental priorities.
Table 7: Evaluations
Veterans Affairs Canada develops its annual audit and evaluation plan using a risk-based approach. The current plan was approved on May 22, 2008 by the Deputy Minister at the recommendation of the Audit and Evaluation Committee. The intent of the audit and evaluation plan is to ensure projects are clearly aligned with Veterans Affairs Canada's Five-year Strategic Plan, Program Activity Architecture, and Management Accountability Framework. The Department undertakes audit and evaluation projects that are deemed the highest risk. To focus attention on those areas where use of the available resources would best achieve the objectives of audit and evaluation, the following criteria are considered during project selection: materiality; likelihood; complexity; and sensitivity/reputation. During the ranking of the proposed engagements, consultations are held with senior managers, program managers and audit and evaluation staff. Findings and recommendations of previous audits, evaluations and reviews, as well as the extent of follow-up and corrective action taken by management are also used to assess potential projects. Evaluation schedules are compared with those of the Office of the Comptroller General in order to prevent overlapping visits and undue interference with operations. Consultation with partners is conducted on an ongoing basis.
The long range plan attempts to provide some balance, so that some functions, activities and organizational entities are covered annually through cyclical projects (e.g., Organizational Governance and Residential Care). Follow-up to findings also contribute to current and future year planning. The plan has some flexibility to allow for requests from management for special studies demanded by unforeseeable circumstances, from central agencies for the Transfer Policy requirements, and for follow-up reviews on the actions taken on recommendations.
The current Audit and Evaluation Plan covers initiatives planned up to 2010-2011. However, it is important to note that the Audit and Evaluation Plan is re-evaluated on an annual basis, and beginning in 2009-2010 a separate Evaluation Plan will be developed. This plan will be presented to the Departmental Evaluation Committee for review and recommendation. The Audit and Evaluation committee held its last meeting in May 22, 2008 and has been replaced by two separate committees, the Departmental Evaluation Committee and the Departmental Audit Committee.
Upcoming Evaluations
Audit and Evaluation Division Evaluation commitments April 1, 2009 to March 31, 2011 (approved by Audit and Evaluation Committee May 22, 2008).
| Name of Evaluation | Program Type | Status | Expected Completion Date |
|---|---|---|---|
| New Veterans Charter Program Evaluation | Grants & Contributions | Planned | March 31, 2010 |
| Long Term Care Evaluation Assessment | Grants & Contributions | Planned | March 31, 2010 |
| Canada Remembers Youth Remembrance and Outreach Evaluation | Grants & Contributions | Planned | March 31, 2010 |
| Client Option for Disability Pension vs Pension Award Evaluation | Grants & Contributions | Planned | March 31, 2010 |
| Case Management Evaluation | Grants & Contributions | Planned | March 31, 2010 |
| Long Term Care Evaluation | Grants & Contributions | Planned | March 31, 2011 |
| Health and Home Care Evaluation | Grants & Contributions | Planned | March 31, 2011 |
| Veterans Independence Program | Grants & Contributions | Planned | March 31, 2011 |
| Federal Health Partnership Evaluation | Partnership Arrangements | Planned | March 31, 2011 |
| Mental Health Strategy Evaluation | Strategic Policy Development | Planned | March 31, 2011 |
Electronic Link to Report: Audit and Evaluation Reports are posted on Veterans Affairs Canada public website when they are completed http://www.vac-acc.gc.ca/general/sub.cfm?source=department/reports/deptaudrep
Note: The above list is based on a risk-ranking priority exercise. The Evaluation Plan is revisited annually and the order of priority and/or necessity of the work is subject to change due to changing departmental or governmental priorities.
Table 9: Sources of Non-Respendable Revenue
| Program Activity | Forecast Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Planned Revenue 2010-2011 |
Planned Revenue 2011-2012 |
|---|---|---|---|---|
| Veterans Health Care and Re-establishment | ||||
| Ste. Anne's Hospital: In-Patient Charges to the Quebec Provincial Plan (Regulatory Service) | 13.9 | 13.8 | 13.5 | 13.2 |
| Ste. Anne's Hospital: Dietary Meals (Other Goods and Services) | 0.4 | 0.4 | 0.4 | 0.4 |
| Ste. Anne's Hospital: Domiciliary Care (Regulatory Care) | 3.5 | 3.6 | 3.6 | 3.5 |
| Veterans Compensation and Financial Support | ||||
| Recovery of Pensions from foreign governments | 2.5 | 2.5 | 2.5 | 2.5 |
| Refund of previous years' expenditures | 9.0 | 9.0 | 9.0 | 9.0 |
| Other | 1.0 | 1.0 | 1.0 | 1.0 |
| Total Non-respendable Revenue | 30.3 | 30.3 | 30.0 | 29.6 |
Table 11: Summary of Capital Spending by Program Activity
| ($ millions) | Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|---|---|---|---|---|
| Veterans Affairs Program Activity | ||||
| Veterans Compensation and Financial Support | ||||
| Veterans Health Care and Re-establishment | 22.9 | 11.1 | ||
| Canada Remembers | ||||
| Sub-total | 22.9 | 11.1 | ||
| Veterans Review and Appeal Board Program Activity | ||||
| Veterans Review and Appeal Board redress process for disability pensions and awards | ||||
| Sub-total | ||||
| Office of the Veterans Ombudsman Program Activity | ||||
| Office of the Veterans Ombudsman independent review and recommendations on individual complaints and systemic issues | ||||
| Sub-total | ||||
| Total | 22.9 | 11.1 |