The Honourable Kent Hehr,P.C.,M.P.
Minister of Veterans Affairs and Associate Minister of National Defence
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Table of Contents ISSN 2292-3705
Chair's Message
Thomas Jarmyn, Acting Chair, Veterans Review and Appeal Board
I am pleased to present the 2016-17 Report on Plans and Priorities for the Veterans Review and Appeal Board.
Every year, the Board's dedicated staff and members work hard to fulfill our mandate and to improve the way we deliver our program for Canada's Veterans. As the independent appeal tribunal for disability benefits, our mission is to ensure Veterans, members of the Canadian Armed Forces and RCMP, and their families get the benefits they are entitled to through timely, respectful hearings and fair, plain-language decisions.
Fairness is the hallmark of a tribunal's work. We ensure fairness by giving applicants an opportunity to state their case, treating them with dignity and respect, and issuing decisions with clear reasons. In 2016-17, we will continue to look for ways to serve Veterans better by:
- focusing on quality decision-making and support for our Board Members who are dealing with an increasing number of complex cases;
- pursuing opportunities to speed up the appeal process by further integrating the use of technology into our operations; and
- working with representatives to identify flexible scheduling practices that benefit applicants.
We also believe that we can serve Veterans better by making sure they have accurate and useful information about the Board's independent appeal process. This year, we will publish more decisions and resources online to help them understand how the Board deals with evidence and applies the law. Additionally, we will focus on plain language in our communications and expand our outreach with the CAF and RCMP, Veterans' organizations, and other groups dedicated to supporting Veterans and their families.
I look forward to the coming year and to the important work we have to accomplish on behalf of Canada's Veterans.
Thomas Jarmyn
Acting Chair, Veterans Review and Appeal Board
Section I: Organizational Expenditure Overview
Organizational Profile
- Appropriate Minister:
- The Honourable Kent Hehr, P.C.,M.P.
- Institutional Head:
- Thomas Jarmyn
- Ministerial Portfolio:
- Veterans Affairs
- Enabling Instruments:
- Veterans Review and Appeal Board Act;
- Veterans Review and Appeal Board Regulations
- Year of Incorporation/Commencement:
- 1995
- Other:
-
Applications for review and appeal can be made to the Board under the following legislation:
- Pension Act;
- Canadian Forces Members and Veterans Re-establishment and Compensation Act – Part 3 (New Veterans Charter);
- War Veterans Allowance Act;
- Royal Canadian Mounted Police Pension Continuation Act; and
- Royal Canadian Mounted Police Superannuation Act.
The Board also adjudicates applications for compassionate awards made under section 34 of the Veterans Review and Appeal Board Act.
Organizational Context
Raison d'être
The Veterans Review and Appeal Board (the Board) is an independent, administrative tribunal created in 1995. The Board provides an appeal program for service-related disability decisions made by Veterans Affairs Canada. This program gives applicants two levels of redress for disability pension and disability award decisions and the final level of appeal for War Veterans Allowance claims.
The Board's objective is to ensure that Canada's traditional Veterans, Canadian Armed Forces members and Veterans, Royal Canadian Mounted Police applicants, qualified civilians and their families receive the disability pensions, disability awards and other benefits to which they are entitled under the law.
The responsible Minister for the Board is the Minister of Veterans Affairs and Associate Minister of National Defence.
Responsibilities
What does the Board do for ill and injured Veterans?
The Board offers two levels of redress for those who are dissatisfied with disability benefits decisions made by Veterans Affairs Canada (VAC, the Department). It operates at arm's-length from VAC to provide an independent appeal process. Learn more about the Board.
Hearings
Hearings are conducted by Board Members, who are independent, impartial adjudicators. Their role is to decide whether the evidence meets the requirements of the legislation to award new or increased levels of disability benefits. They are not bound by previous decisions and will change them to benefit Veterans if there is relevant credible evidence to support the change. Learn more about Board Members.
Review hearings are conducted by panels of two Board Members. Veterans have the opportunity to give oral testimony and bring new evidence and witnesses in support of their case. Appeal hearings are conducted by panels of three Board Members who did not hear the case at review. The appeal hearing provides a further opportunity for applicants, through their representative, to submit new information and make arguments. All hearings are non-adversarial, which means no one argues against the Veteran. Learn more about the Board's hearings.
What kind of cases does the Board hear?
Decisions appealed to the Board are frequently complex and challenging. Many applicants are satisfied with their departmental decisions and about 10% come to the Board for an independent review. The top six medical conditions are:
- lower back conditions
- knee conditions
- tinnitus
- hearing loss
- post-traumatic stress disorder
- neck conditions
Workload and Outcomes
The Board issues approximately 3,500 decisions annually, of which three-quarters are reviews and one-quarter are appeals. In 2014-15, the Board ruled favourably in approximately 49% of reviews and 43% of appeals awarding almost 1,800 applicants new or increased disability benefits. These favourability rates are due, in part, to the Board's ability to give applications a fresh review, receive new evidence and hear testimony from the Veteran and witnesses. Learn more about the Board's workload statisticsxii.
Strategic Outcome and Program Alignment Architecture
- Strategic Outcome:
- An independent and fair appeal process for disability pension, award and allowance decisions made by Veterans Affairs Canada.
- Program:
- Review and Appeal
- Internal Services
Organizational Priorities
Priority: Program Delivery
- Description
- Ensure applicants have an avenue of redress by an independent tribunal for disability compensation and War Veterans Allowance applications.
- Priority Type1
- Ongoing
Key Supporting Initiatives
| Planned Initiatives | Start Date | End Date | Link to Department's Program Alignment Architecture |
|---|---|---|---|
| Provide timely, respectful hearings and fair, plain language decisions to applicants. | Ongoing | Ongoing | Review and Appeal |
| Issue written decisions within the service standard of six weeks following the hearing. | Ongoing | Ongoing |
Priority: Improved Program Delivery
- Description
- Enhance program delivery through innovation and the use of technology to improve the redress process experience for applicants.
- Priority Type
- Ongoing
1 Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the Report on Plans and Priorities or the Departmental Performance Report.
Key Supporting Initiatives
| Planned Initiatives | Start Date | End Date | Link to Department's Program Alignment Architecture |
|---|---|---|---|
| Maximize the use of technology to provide high quality service and achieve operational efficiency. | Ongoing | Ongoing | Review and Appeal |
| Continue to gather feedback from applicants about their review hearing experience to identify improvement opportunities. | April 2013 | Ongoing | |
| Enhance the training and ongoing development program for Board Members. | Ongoing | Ongoing | |
| Increase publication of Board decisions online to improve understanding of the reasons for the decisions. | October 2015 | Ongoing | |
| Publish the review hearing calendar to inform applicants and stakeholders. | To be determined | To be determined |
Priority: Communication
- Description
- Ensure applicants and all Canadians have information they need on the Board's mandate, program and redress process.
- Priority Type
- Ongoing
Key Supporting Initiatives
| Planned Initiatives | Start Date | End Date | Link to Department's Program Alignment Architecture |
|---|---|---|---|
| Continue to inform and engage with Veterans' organizations and stakeholders about the Board's program, and obtain their feedback. | Ongoing | Ongoing | Review and Appeal |
| Develop and publish new information resources for applicants. | Ongoing | Ongoing | |
| Focus on plain language in all communications with applicants. | Ongoing | Ongoing |
Priority: Accountable Management
- Description
- Focus on management, transparency and accountability to provide an effective and efficient program for applicants and their families.
- Priority Type
- Ongoing
Key Supporting Initiatives
| Planned Initiatives | Start Date | End Date | Link to Department's Program Alignment Architecture |
|---|---|---|---|
| Implement action plans from audits and evaluations of the Board's program. | Ongoing | Ongoing | Review and Appeal |
For more information on organizational priorities, see the Minister's mandate letter on the Prime Minister of Canada's website.
Risk Analysis
Key Risks
| Risk | Risk Response Strategy | Link to Program Alignment Architecture |
|---|---|---|
| Fluctuating volume and nature of applications |
|
An independent and fair appeal process for disability pension, award and allowance decisions made by Veterans Affairs Canada |
| Availability of Members who are fully-trained and ready to hear cases |
|
The Board's operating environment is primarily influenced by the unpredictability of both the nature and volume of applications it receives. There are continuing pressures to shorten the appeal process and provide plain language decisions to applicants. These pressures need to be balanced with the reality that cases are increasingly complex in nature. The main factors affecting the Board's capacity to conduct hearings are the availability of fully-trained Members and the unpredictability of the time required by applicants and representatives to prepare their cases for hearings.
The Board's priorities are to schedule timely hearings for applicants and to work with the representatives to expand hearing opportunities. The ongoing feedback from review hearing applicants will continue to guide improvements. The Board will continue to equip Members to deal with an increasing number of cases involving complex medical and legal matters.
Planned Expenditures
| 2016-17 Main Estimates | 2016-17 Planned Spending | 2017-18 Planned Spending | 2018-19 Planned Spending |
|---|---|---|---|
| 10,921,149 | 10,921,149 | 10,921,149 | 10,921,149 |
| 2016–17 | 2017-18 | 2018–19 |
|---|---|---|
| 102 | 102 | 102 |
| Strategic Outcome(s), Program(s) and Internal Services | 2013-14 Expenditures | 2014-15 Expenditures | 2015-16 Forecast Spending | 2016-17Main Estimates | 2016-17 Planned Spending | 2017-18Planned Spending | 2018-19 Planned Spending |
|---|---|---|---|---|---|---|---|
| Strategic Outcome: An independent and fair appeal process for disability pension, award and allowance decisions made by Veterans Affairs Canada | |||||||
| Review and Appeal | 11,458,088 | 11,423,299 | 11,127,900 | 10,921,149 | 10,921,149 | 10,921,149 | 10,921,149 |
| Subtotal | 11,458,088 | 11,423,299 | 11,127,900 | 10,921,149 | 10,921,149 | 10,921,149 | 10,921,149 |
| Internal Services Subtotal | Internal Services to support the operations of the Veterans Review and Appeal Board are provided under a Memorandum of Understanding (MOU) with Veterans Affairs Canada. See Section II. | ||||||
| Total | 11,458,088 | 11,423,299 | 11,127,900 | 10,921,149 | 10,921,149 | 10,921,149 | 10,921,149 |
Over the planning period 2016-17 to 2018-19, the Board's planned spending is relatively unchanged. With continued efficiencies in its operations, the Board will continue to deliver excellent service to Veterans.
Alignment of Spending with the Whole-of-Government-Framework
Alignment of 2016-17 Planned Spending with the Whole-of-Government Framework xiv (dollars)
| Strategic Outcome | Program | Spending Area | Government of Canada Outcome | 2016-17 Planned Spending |
|---|---|---|---|---|
| An independent and fair appeal process for disability pension, award and allowance decisions made by Veterans Affairs Canada | Review and Appeal | Economic Affairs | Income Security and Employment for Canadians | 10,921,149 |
| Spending Area | Total Planned Spending |
|---|---|
| Economic Affairs | $10,921,149 |
| Social Affairs | |
| International Affairs | |
| Government Affairs |
Departmental Spending Trend
2015-16 Departmental Spending trend
Planned spending in 2016-17 through 2018-19 is relatively unchanged due to the stable nature of the Board's operations.
Text version
Description of the 2016-17 RPP departmental spending trend graph
The image is a bar graph. It shows the spending trend by fiscal years from 2013-14 to 2018-19.
The fiscal years are devised into four sections:
- Sunset Programs - Anticipated
- Statutory
- Voted
- Total
The following are the numbers by fiscal year for the Sunset Programs - Anticipated:
- For fiscal year 2013-14 the amount is 0.
- For fiscal year 2014-15 the amount is 0.
- For fiscal year 2015-16 the amount is 0.
- For fiscal year 2016-17 the amount is 0.
- For fiscal year 2017-18 the amount is 0.
- For fiscal year 2018-19 the amount is 0.
The following are the numbers by fiscal year for the Statutory section:
- For fiscal year 2013-14 the amount is 1,435,388.
- For fiscal year 2014-15 the amount is 1,342,611.
- For fiscal year 2015-16 the amount is 1,435,800.
- For fiscal year 2016-17 the amount is 1,469,993.
- For fiscal year 2017-18 the amount is 1,469,993.
- For fiscal year 2018-19 the amount is 1,469,993.
The following are the numbers by fiscal year for the Voted section:
- For fiscal year 2013-14 the amount is 10,022,700.
- For fiscal year 2014-15 the amount is 10,080,688.
- For fiscal year 2015-16 the amount is 9,692,100.
- For fiscal year 2016-17 the amount is 9,451,156.
- For fiscal year 2017-18 the amount is 9,451,156.
- For fiscal year 2018-19 the amount is 9,451,156.
The following are the numbers by fiscal year for the Total section:
- For fiscal year 2013-14 the amount is 11,458,088.
- For fiscal year 2014-15 the amount is 11,423,299.
- For fiscal year 2015-16 the amount is 11,127,900.
- For fiscal year 2016-17 the amount is 10,921,149.
- For fiscal year 2017-18 the amount is 10,921,149.
- For fiscal year 2018-19 the amount is 10,921,149.
Estimates by Vote
For information on the Veterans Review and Appeal Board's organizational appropriations, consult the 2016-17 Main Estimates.
Section II: Analysis of Program(s) by Strategic Outcome
Strategic Outcome
- Strategic Outcome:
- An independent and fair appeal process for disability pension, award and allowance decisions made by Veterans Affairs Canada
Performance Measurement
| Performance Indicators | Targets | Date to be Achieved |
|---|---|---|
| Percentage of Board decisions overturned by the Federal Court | Less than 2% of Board decisions are overturned by the Federal Court | March 31, 2017 |
Program
Program: Review and Appeal
Description : The Veterans Review and Appeal Board's program delivers the independent review and appeal process for disability pension and disability award decisions made by Veterans Affairs Canada. It provides two levels of appeal for Veterans, Canadian Armed Forces members, Royal Canadian Mounted Police applicants, and their families who are dissatisfied with their disability pension, disability award, and critical injury benefit decisions. The Board conducts hearings and issues written decisions. The Board's other key functions include hearing reviews and appeals of special award decisions made by Veterans Affairs Canada relating to attendance allowances, exceptional incapacity allowances and clothing allowances; hearing the final level of appeal for War Veterans Allowance decisions; and adjudicating compassionate award applications.
| 2016-17 Main Estimates | 2016-17 Planned Spending | 2017-18 Planned Spending | 2018-19 Planned Spending |
|---|---|---|---|
| 10,921,149 | 10,921,149 | 10,921,149 | 10,921,149 |
| 2016-17 | 2017-18 | 2018-19 |
|---|---|---|
| 102 | 102 | 102 |
| Expected Results | Performance Indicators | Targets | Date to be Achieved |
|---|---|---|---|
| Applicants are provided with a fair appeal process | Average score of cases measured against criteria for fair hearings and quality decisions on a 1-to-3 scale | 2 | 31 March 2017 |
| Percentage of decisions issued within the published service standard | 80% | 31 March 2017 |
Planning Highlights
- Provide timely, respectful hearings and fair, plain-language decisions to applicants.
- Issue written decisions within the service standard of six weeks following the hearing.
- Work with representatives to expand hearing opportunities within the hearing calendar.
- Work with Veterans' organizations and stakeholders to identify new opportunities for outreach and information sharing.
- Publish more decisions to increase transparency in the Board's decision-making.
- Integrate technology into the Board's operations to establish efficient and time-saving processes.
- Focus on consistency in decision-making through ongoing training, quality management structures and performance feedback.
- Continue to participate in audits and evaluations and strengthen management practices.
- Allocate resources to priorities and focus on internal processes to ensure efficient program delivery.
Internal Services
Description : Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. Internal services include only those activities and resources that apply across an organization, and not those provided to a specific program. The groups of activities are Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.
VAC provides some internal services to the Board under a Memorandum of Understanding (MOU). This service relationship has been in place since the Board was created in 1995 and continues to capitalize on the efficiencies presented by the Portfolio Department providing internal services to a small Portfolio member.
| 2016-17 Main Estimates | 2016-17 Planned Spending | 2017-18 Planned Spending | 2018-19 Planned Spending |
|---|---|---|---|
| Internal Services to support the operations of the Veterans Review and Appeal Board are provided under a Memorandum of Understanding (MOU) with Veterans Affairs Canada. | |||
| 2016-17 | 2017-18 | 2018-19 |
|---|---|---|
| Internal Services to support the operations of the Veterans Review and Appeal Board are provided under a Memorandum of Understanding (MOU) with Veterans Affairs Canada. | ||
Planning Highlights
- The Board will work within the MOU for Internal Services developed with Veterans Affairs Canada
Section III: Supplementary Information
Future-Oriented Condensed Statement of Operations
The Future-Oriented Condensed Statement of Operations provides a general overview of the Veterans Review and Appeal Board's operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management.
Because the Future-Oriented Condensed Statement of Operations is prepared on an accrual accounting basis, and the forecast and planned spending amounts presented in other sections of the Report on Plans and Priorities are prepared on an expenditure basis, amounts may differ.
A more detailed Future-Oriented Statement of Operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on the Veterans Review and Appeal Board's website.
Future-Oriented Condensed Statement of Operations For the Year Ended March 31, 2016 (dollars)
| Financial information | 2015-16 Forecast Results | 2016-17 Planned Results | Difference (2016-17 Planned Results minus 2015-16 Forecast Results) |
|---|---|---|---|
| Total expenses | 12,545,462 | 12,369,149 | (176,313) |
| Total revenues | 0 | 0 | 0 |
| Net cost of operations before government funding and transfers | 12,545,462 | 12,369,149 | (176,313) |
The planned spending for Veterans Review and Appeal Board as reported on a modified-cash basis for 2016-17 is $10,921,149. This amount has been adjusted by estimated amounts for services provided without charge (i.e. accommodations, government payments to employee insurance plans, etc.), to arrive at a future-oriented total expense of $12,369,149 for 2016-17.
Supplementary Information Tables
The supplementary information tables listed in the 2016–17 Report on Plans and Priorities can be found on the Veterans Review and Appeal Board's website.
Tax Expenditures and Evaluations
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Tax Expenditures and Evaluations publication. The tax measures presented in that publication are the responsibility of the Minister of Finance.
Section IV: Organizational Contact Information
Veterans Review and Appeal Board
161 Grafton Street
P.O. Box 9900
Charlottetown, Prince Edward Island C1A 8V7
Canada
- Website:
- http://www.vrab-tacra.gc.ca
Appendix: Definitions
- Appropriation:
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures:
- Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
- Departmental Performance Report:
- Reports on an appropriated organization's actual accomplishments against the plans, priorities and expected results set out in the corresponding Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.
- full-time equivalent:
- 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.
- Government of Canada outcomes:
- A set of 16 high level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.
- Management, Resources and Results Structure:
- A comprehensive framework that consists of an organization's inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
- non-budgetary expenditures:
- Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
- performance:
- 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.
- performance indicator:
- A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
- performance reporting:
- The process of communicating evidence based performance information. Performance reporting supports decision making, accountability and transparency.
- planned spending:
- For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures 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 RPPs and DPRs.
- plans:
- 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.
- priorities:
- Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).
- program:
- A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
- Program Alignment Architecture:
- A structured inventory of an organization's programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
- Report on Plans and Priorities:
- Provides information on the plans and expected performance of appropriated organizations over a three year period. These reports are tabled in Parliament each spring.
- results:
- 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:
- 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.
- Strategic Outcome:
- A long term and enduring benefit to Canadians that is linked to the organization's mandate, vision and core functions.
- sunset program:
- A time limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
- target:
- 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:
- Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.
- whole-of-government framework:
- Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government wide, high level outcome areas, grouped under four spending areas.