In the approved 2008-2011 Audit and Evaluation Plan, Veterans Affairs Canada (VAC) identified the Residential Care Program at Camp Hill Veterans Memorial Building (CHVMB) for audit. The Chief Audit Executive of VAC engaged Audit Services Canada (ASC) to plan and conduct the audit. CHVMB is a part of the Queen Elizabeth II Health Sciences Centre under the Capital District Health Authority (CDHA) of the Province of Nova Scotia. It is the largest Veterans facility in the Atlantic Region providing, under contract with VAC, long-term beds on a priority access basis to eligible Veterans under VACs Residential Care Program. This audit focused on VACs controls to manage CDHAs delivery of the Residential Care Program at CHVMB.

Veterans Affairs Canada (VAC) provides a wide range of health care benefits and services to eligible program recipients as specified under the authority of the Veterans Health Care Regulations. These entitlements are made available under the Treatment Benefits Program and Veterans Independence Program (VIP). The objective of these programs is to ensure program recipients are provided, according to their treatment eligibility, with reasonable and timely services that the Department considers to be an appropriate response to their assessed health needs. This audit was recommended for Deputy Minister approval by VAC’s Departmental Audit Committee on September 17, 2010. The objectives of the Federal Health Claims Processing System (FHCPS) Service Provider Audit were as follows: 1. To assess the adequacy of the service provider registration process; 2. To assess the adequacy of the requirements for service providers; 3. To determine compliance with service provider requirements; 4. To assess the efficiency of the appointment of service providers.

The audit of health related travel began in May 2009. The objectives of the audit were to assess compliance with governing regulations and policy; to assess the adequacy and accuracy of management information; and, to assess the control framework and test controls and verification processes. The scope of the audit included all aspects of processing health related travel claims, including remuneration of an escort, to ensure that control frameworks are in place, the process complies with governing authorities and required management reporting is accessible and useful.

Vocational Rehabilitation Services is a component of the Veterans Affairs Rehabilitation Program. It provides vocational assistance services and benefits to eligible Veterans who have a health problem, and their families, to assist them in their re-establishment to civilian life. Vocational services and benefits include vocational assessments, employability skills, training, career exploration, job placement and follow-up support. The purpose of the audit was to provide assurance that financial controls were working as intended, to deliver results in accordance with related authorities. This is the first audit of Vocational Rehabilitation since its inception in 2006.

Healthcare professional service contractors are individuals with “significant training, qualifications and expertise in a professional field.” With the support of Public Works and Government Services Canada, these contractors are used to obtain expert knowledge and to complement the existing workforce. At Veterans Affairs Canada (VAC), these healthcare professional service contractors review or conduct assessments of Veterans' health needs for services or benefits as well as provide consultation with VAC staff. During the 2012/13 fiscal year, there were 55 healthcare professional service contracts for Occupational Therapists, Nurses, Doctors and a Dentist, excluding those at Ste. Anne’s Hospital. The purpose of the audit was to provide assurance that the departmental activities relating to healthcare professional service contracts were conducted in compliance with VAC procedures, and Treasury Board (TB) policies and regulations. Overall governance and the payment process were also assessed. Fieldwork was conducted from April to July 2013.

Veterans Affairs Canada has 60 points of service or responsibility centres, including regional and district offices that provide a wide range of services and programs. District offices provide direct service for programs, with regional offices providing functional direction and oversight. The three largest points of direct service are the Quebec, Halifax and Edmonton district offices which combined serve almost one-third of participants in the Rehabilitation Program. All three District Offices have approximately three client service teams and a varied mix of program participants. This audit was the second of two phases and was developed at the request of senior management to assess the internal controls surrounding the delegated authorities, the adequacy of the management control framework and to identify opportunities to improve efficiency. The first phase of the cyclical audit which was completed October 2010, focussed on operations in the Quebec District Office. This site was chosen because new delegated authorities were being piloted there. The audit team used the results from the Quebec audit to focus and inform the planning for the second phase, which focussed on operations in the Halifax and Edmonton district offices.

Evaluation reports The department periodically conducts evaluations of Global Affairs Canada priorities, programs and projects. Evaluation serves as a practical management tool for reviewing performance of programs and activities. The information gathered through an evaluation helps improve the design as well as the implementation of upcoming programs and initiatives. A report is generated for each evaluation conducted.

The Long Term Care Program works in cooperation with provinces/territories, health authorities and long term care facilities to financially support eligible Veterans in an appropriate long term care setting. Veterans Affairs Canada provides funding for qualified Veterans who occupy a contract bed or those in a community bed. As of March 31, 2011, there were 9,376 recipients of funding support from Veterans Affairs Canada in non-departmental institutions across Canada. 2,782 recipients were in contract beds and 6,594 were in community beds. These numbers are forecasted to decline between 2012 and 2020 when there will be a decline in demand for Long Term Care. Forecasts estimate that there will be 5,780 Veterans in long term care in five years (2016-2017). The purpose of this audit was to provide assurance that the management control framework governing the Long Term Care Program is effective and the internal controls surrounding the program are adequate and functioning well. The scope included Long Term Care recipients in community beds and contract beds governed by a Memorandum of Understanding with provincial health authorities, from April 1, 2010 to March 31, 2011.

As required by the Treasury Board Directive on Travel, Hospitality, Conference and Event Expenditures, this report provides information on travel, hospitality and conference expenditures for Global Affairs Canada.

The evaluation of the Veterans Independence Program was conducted in accordance with the Veterans Affairs Canada Multi-Year Risk-Based Evaluation Plan 2015-20. The evaluation covers the time period from April 1, 2010 to March 31, 2015, and was conducted between June 2015 and January 2016. The objective of the Program is to assist eligible recipients to remain in their homes and communities as long as possible by providing financial assistance towards services which support and promote independence and health. Depending on circumstances and health needs, the Program can contribute to services such as housekeeping, grounds maintenance, personal care, access to nutrition, and health and support services. When home care is no longer practical, the Program assists Veterans to remain in their communities through financial support for intermediate care in community facilities (i.e., nursing home care). The evaluation focused on the housekeeping and grounds maintenance components of the Program because: * these two components combine for 77% of total program expenditures; and * significant changes were made to the method of payment for these components during the period of the evaluation.