[English]
Ladies and gentlemen, the last time I appeared before this committee was in February of this year. My preparation for today's exchange brought to mind the study you are undertaking with respect to the red tape initiative. I find this encouraging because in my area of endeavour, system efficiency means system responsiveness, something I care about. I gather from your focus on responsiveness that we are very much on the same page.
There is no doubt in my mind that a reduction in red tape and in the number of levels of approval will enable us to get faster results for the clients we all care about. This streamlining for a more timely provision of support and services to our ill and injured personnel is great news and a welcome sign of progress.
[Translation]
As Chief of Military Personnel, I set the priorities that orient the personnel strategies of the Canadian Forces and their related operations. This year, my priorities are the following: the ill and the injured; mental health; and the modernization of individual training and education.
Over the last four years, I have been increasingly reminded of the need for the Canadian Forces and Veterans Affairs Canada not only to understand each other's culture, but also to enhance their capacity to jointly serve veterans and military personnel.
[English]
It is up to us to ensure that all initiatives and policies for the ill and injured, and in support of mental health, are jointly developed by our two institutions so as to provide Canada's men and women in uniform with a seamless transition to their new pursuits and their new lives. The Canadian Forces and Veterans Affairs Canada serve the same group of great men and women. They just do it at different times in their careers and in their lives.
It is clear that the Canadian Forces and Veterans Affairs form a family. Our commitment to Canadian Forces personnel, to the Government of Canada, and to Canadians who care about their military compatriots holds strong.
[Translation]
Since 1997, the Canadian Forces and Veterans Affairs Canada organizations have variously strengthened their working relationship. So it was that each embedded a liaison officer with the other's organization. From 1998 on, those officers have represented their home organization and served as advisors on programs, services, legislation, and on a range of challenges that Canadian Forces personnel and veterans must contend with. The liaison officer concept is a most effective channel of communication between the Canadian Forces and Veterans Affairs Canada.
[English]
In 1999 the CF-VAC steering committee was established in response to the recommendations of the Standing Committee on National Defence and Veterans Affairs report, released in October 1998. This report would in fact guide the implementation of the steering committee for the next two years, according to its initial goal of improving the quality of life of Canadian Forces personnel and Canadian veterans.
The committee achieved its goal by providing an overarching governance structure for the deployment of CF and VAC initiatives along with strategic direction and guidance for all CF-VAC committees and working groups. It was on February 1, 1999, that the first steering committee would take place.
[Translation]
The original objectives of the steering committee were to support the Government of Canada's vision for the Canadian Forces, which consists in recognizing the contributions, sacrifices and achievements of Canadian Forces personnel, veterans and their families, by meeting their evolving needs through harmonized programs and services to enable their seamless transition.
Our programs for the ill and injured military members who require assistance during reintegration are part of this objective. Our provision of continuous support during the sometimes demanding release process, which leads from military to civilian life, is also part of it.
[English]
In December 2010, our collective drive for continuous business improvements in the service of military personnel brought us to revise the steering committee's terms of reference so that we would more effectively follow the principles of governance. The new terms of reference focused more closely on decision-making and the setting of goals and priorities with concrete deliverables and clearly defined responsibilities. The aim of this revision was to channel the work of the steering committee members along the lines of their areas of responsibility and thus generate concrete outcomes for programs and services while strengthening the joint CF-VAC capacity to serve the constituencies that they oversee.
We took care to commit to an ongoing review protocol that would include the revision of the terms of reference. In this manner, as the needs of our clients changed, the steering committee was able to remain responsive to them.
[Translation]
In November 2011, Veterans Affairs Canada witnessed a significant shift take place, in that it now has a client base preponderantly made up of serving personnel and modern-day veterans rather than World War II and Korean War veterans. The steering committee discussed this change, so that in September 2012, we undertook another review of the steering committee's terms of reference. The resulting document will be completed, approved and signed for the next steering committee meeting in December 2012.
[English]
The CF-VAC steering committee reports directly to the VAC deputy minister and to the Chief of the Defence Staff through their respective co-chairs, those being VAC's ADM for service delivery and me as the chief of military personnel.
As a decision-making body that was established to strengthen the working relationship between VAC and the CF, the steering committee continues to provide strategic direction and oversee VAC and CF initiatives that affect their clienteles of VAC and the Canadian Forces.
The committee consists of two co-chairs and a forum of 12 senior leaders who come from both organizations and the Royal Canadian Mounted Police.
These institutions are represented by senior leaders and directors whose mandates includes the care of veterans, ill and injured and deceased CF personnel, and their families.
[Translation]
The committee members are constantly seeking ways to improve services and to ensure that the committee's decisions are relevant and support Canadian Forces personnel and veterans who are ill or injured, or who require assistance during their transition period.
The steering committee meets twice a year—once in Charlottetown and once in Ottawa. The agenda we establish is reflective of the progress that has been made, and the program and service developments of our respective organizations.
[English]
I submit to you that the CF-VAC steering committee is indeed a successful partnership and a model of collaboration that benefits our diverse and deserving clientele of military personnel and veterans.
My colleague, and someone who I often refer to as my “professional cousin”, Mr. Hillier of Veterans Affairs, will speak to the joint priorities established between the Canadian Forces and Veterans Affairs and some of the other accomplishments that stem from the exchanges of the steering committee.
Thank you, Mr. Chair.
:
Thank you, Admiral Smith and Mr. Chair.
My name is Keith Hillier, and I am the assistant deputy minister of service delivery at Veterans Affairs Canada. It's my pleasure to be here with my colleague to discuss the DND/VAC joint steering committee that I co-chair on behalf of Veterans Affairs Canada.
Admiral Smith has explained the terms of reference, mandate, membership, and overall governance regarding the steering committee. My role this afternoon will be twofold.
First, I wish to speak a bit more about the steering committee and explain why and how we arrived at the designated joint priorities, because this list of initiatives makes up the main efforts of the committee on an annual basis.
[Translation]
Second, I wish to speak about significant activities in both organizations that can be traced back to the work done by the steering committee.
[English]
Mr. Chair, when it comes to addressing all the issues and concerns brought before the joint steering committee, it is an unfortunate reality that neither organization is sufficiently resourced to action each and every idea and every initiative. We must carefully weigh all potential initiatives against the current commitments. As well, both organizations have individual mandates and priorities and, although highly related, the fact is that VAC and the CF both have different jobs to do and different missions in support of the people of Canada.
That being said, it makes a great deal of sense, as the admiral has already stated, to coordinate the efforts of VAC and the CF wherever possible. Doing so helps to avoid duplication and ensures that we care for and support our men and women in uniform, our veterans, and their families to the highest standards possible.
[Translation]
It was necessary to prioritize the work in order to maximize the steering committee's ability to shape and influence the coordinated efforts of the two organizations.
[English]
In 2010, the steering committee took a close look at what we were doing and identified some key initiatives, such as continuity of care, electronic health records, family support, mental health, and research. These eventually became the joint priorities as established and agreed upon by all members of the committee and under the authority of the two chairs. It is important to understand that this was not a checklist in the sense that we would finish the first item before we started the second item. Rather, it is a list of concurrent initiatives that involve the cooperative efforts of both organizations.
Similarly, there is no set number of priorities. The list is as long as it needs to be. That said, not everything can be a priority, or the list becomes meaningless. Therefore, some general thoughts were expressed in terms of how to ensure that the chosen priorities are of sufficient significance.
Generally, there must be an impact upon the members of the Canadian Forces and the veteran population. They must be major initiatives in the sense that the oversight of the steering committee is required to provide guidance and direction. They must be realistic, achievable, and identifiable initiatives, with measurable and defined goals.
[Translation]
Both organizations will be required to allocate resources to managing the priority.
[English]
Once we establish the list of priorities, the admiral and l, as co-chairs, assign each priority to one of our directors general to ensure it is coordinated and staffed. The committee is updated on the progress of every priority at every committee meeting, and no item is removed from the list until it has been satisfactorily completed. In this way, each and every priority is moved forward in an accountable and transparent manner, and both organizations have complete visibility on its progress.
Mr. Chair, I would now like to speak about the significant activities that have resulted from the hard work and discussions of the steering committee.
The new Veterans Charter provided Veterans Affairs Canada with a full package of benefits and services that can be tailored to the individual needs of each transitioning veteran and his or her family. This care and support includes rehabilitation services, mental health supports, case management services, disability compensation, monthly financial benefits, practical help finding a job, and health care benefits.
The department has also established a range of programs and services to complement the help available through the new Veterans Charter. It is important to note that all these, while released under the Veterans Affairs Canada banner, were discussed and coordinated at length with our partners at the Canadian Forces.
I will now highlight some more recent measures adopted to improve and increase support for our men and women in uniform, our veterans, and their families.
Through cutting red tape initiatives, we are streamlining the department to eliminate unnecessary layers of bureaucracy. We're reducing paperwork and we are introducing new technologies.
[Translation]
As well, the benefit browser is now available to help veterans more quickly and easily find online information on the benefits, services and programs suited for them.
[English]
We have also simplified our forms, which is making it easier for veterans and transitioning CF men and women in uniform to understand, apply for, and access benefits, services, and programs. There is better and earlier coordination between the Canadian Forces and VAC, particularly at the joint personnel support unit and the occupational stress injury support clinics across Canada.
[Translation]
Finally, “My VAC book” now provides veterans with quicker and more convenient access to information on the available programs and services.
[English]
We are also making improvements to the way we deliver services. For example, VAC and DND have worked together to continue the switch to electronic records, which allow us to share more accurate information in a secure and timely manner. In partnership with Service Canada, more than 600 new points of service are available to veterans across Canada.
In order to enhance case management services, we have launched an integrated action plan for case management, rehabilitation, and mental health. We are updating our offices to make them more inclusive and reflective of the CF veteran population—in other words, to make them veteran-friendly.
Another area of activity is the creation of new career opportunities. For example, Helmets to Hardhats Canada is bringing union, private sector, and public sector resources together to match veterans with employment opportunities in the construction industry. Priority access to the public service is intended to be extended to allow veterans more time to seek employment opportunities in the federal public service.
We will also continue to conduct the research that informs our efforts. This includes the life after service study, which has provided both organizations and our study partners with a much greater understanding of how to design, implement, and deliver policies, programs, and business processes that best meet the needs of ill and injured personnel. The next step in this research is a study specific to reservists to further enhance our understanding of the experience and needs of veterans transitioning to civilian life.
We have also recognized the importance of building cultural awareness. We started this by providing VAC employees with “CF-101 for Civilians”, a course designed by DND to raise awareness about the military ethos, military life, and chain of command. To date, more than 92% of all VAC employees have completed this course.
Base visits have been another important part of our ongoing and ambitious outreach strategy. Various cultural awareness projects are increasing VAC's employees' awareness of and sensitivity to the Canadian Forces and its traditions. Just last week, 25 Canadian Forces personnel were in Charlottetown for a three-day interactive exchange with VAC program and policy directors.
In closing, Mr. Chair, a main objective of the CF-VAC steering committee is to strengthen VAC and CF capacity to serve veterans, ill and injured CF personnel, and their families. The accomplishments we've noted today, with many more to come, will get us to our goal of a clear and timely and consistent service experience for veterans and their families.
Thank you again for this opportunity to address the committee.
Merci beaucoup.
:
Thank you, Mr. Chairman.
Thanks to all of you—to you, Admiral, and to the folks you brought as well, for your service to our country and to our veterans here.
Sir, on page 4 of your presentation, you indicated in the fourth paragraph that the committee would consist of the two chairs and 12 senior leaders from VAC, CF, and the RCMP, institutions represented by senior leaders, directors, etc., but I didn't notice anyone there from any veterans organizations like the Legion, the Army, Navy and Air Force Veterans in Canada, etc.
The reason I ask is that in today's Quorum Wayne Johnston, who's a current soldier and founder of Wounded Warriors, says “Veterans Affairs continues to be eyed with deep distrust by soldiers”.
Would it not be advisable, if the intent is to help the injured and ill and their families, not to necessarily have a government and military-backed type of organization?
I'm very pleased, by the way, about the coordination that's taking place between the two, and I think it's a very good start, but would it not be helpful to have members of the veterans committee on that committee as well?
The priorities that we established for this year really speak to several areas. The primary one, I would submit, would be the continuity of care. We're looking to ensure that as people transition from the Canadian Forces to other pursuits in their lives, there is as seamless a handshake as possible as they go from an organization that they have served for the better part of their lives, in many cases, to other pursuits.
That continuity of care—whether it be attendant care post-release, travel assistance, dental services, the spectrum of care from a health care perspective, vocational rehabilitation, or transition services—and trying to make sure that those areas are well understood from a policy and program perspective, while acknowledging that they won't ever be identical, are key aspects. Certainly from my four and a half years associated with the committee, I would submit that they're the most enduring and significant of examples.
However, we also collaborate on, as I mentioned, the exchange of electronic health records while respecting the Privacy Act. That's not always self-evident. You'd think it would be relatively easy between government departments, but for the right reasons, there are stringent regulations in place that make sure we have to do that properly.
We've collaborated extensively on the issue of mental health. That's in terms of both clinical treatment and non-clinical treatment, through the operational stress injury clinics and our own equivalent inside the forces, which are referred to as the operational trauma stress and support clinics.
I'll just mention that I was at an OSI clinic in London, Ontario, last week in the Parkwood Hospital. They're doing great work in terms of reaching out to veterans.
We do that at the strategic level, and then we follow it up and watch what happens at the tactical level. We've also had agreement in mental health in terms of common service providers.
I would close my part of this response by saying that we collaborate extensively on research as well. Mr. Hillier mentioned the life after service study and the mortality study, as well as the joint priorities that we provide to the Canadian Institute for Military and Veteran Health Research.
We also, as another priority, collaborate extensively on commemoration and remembrance. I have a department of heritage and history that works for me, and Veterans Affairs has a commemoration cell. We work very closely on, but not limited to, Remembrance Week, on how we might celebrate the service of military people.
:
Mr. Chair, I'd like to respond to that by saying that first of all, part of access to the case manager is easier access to a more modern telephone system to facilitate that.
Second, I just want to make some clarifications with regard to case management and with regard to Prince Edward Island.
Yes, the Government of Canada announced that the Charlottetown office would be one of eight offices closed. I want to share a clarification, Mr. Chair, if I may. What I say for Charlottetown relates to all eight offices. Veterans will still have access to the department through our call centres, My VAC Account, Service Canada locations, and the 24-hour crisis line. The local peer support coordinators will be there. Veterans will continue to have access to their case managers by phone or by home visit. If a veteran wishes to meet with a case manager, whether it be in an office, at the veteran's home, or at the local Tim Hortons, the case manager will go there.
We will continue to provide nursing visits and occupational therapy visits. We will continue to provide treatment authorization, and the veterans will still have access to the operational stress injury clinic that serves their area.
As I've testified before this committee before, the changing demographics of veterans require that in some offices we add individuals. Other offices will remain relatively stable over the next four to five years, some will get smaller, and some will close, but even in the areas where we're closing the bricks and mortar, the services to the veterans, including home visits by case managers, will continue.
:
First of all, as I noted, the minister will be coming forward with an action plan that will go beyond what the Auditor General has suggested.
With regard to the transition, I'd like to point out that with regard to the work of the Auditor General and all the recommendations, which we accept, there has been a certain maturity over this period of time. You will note that the period covered in this report goes back to 2006-2007, and I would like to believe we've made some progress in that area, specifically with regard to how it works.
I'll talk about individuals who are being medically released from the Canadian Forces, which is a small percentage. As was noted in the Auditor General's report, it's a very small number.
We offer a transition interview to those members of the Canadian Forces before they leave, and generally within 60 days of somebody leaving the Canadian Forces, our case manager joins in, so there's a period of time of co-case management so that when the person decides that they are no longer wearing a uniform, they don't have to start all over again with Veterans Affairs Canada. In fact, they can start their rehabilitation program with Veterans Affairs Canada, if that's what's necessary. We can ensure that medical and treatment authorizations are in place.
There's actually a degree of familiarization, so before the Canadian Forces case manager says goodbye and reminds you that you're now moving out to civilian life, they get to know their VAC case manager for a period of time and, hopefully, garner a level of trust with that case manager.