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DVA Corporate plan 2017–2021

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2 DVA CORPORATE PLAN 2017–21

ContentsSECRETARY’S INTRODUCTION 3

ANNUAL FACTS ABOUT DVA FOR 2016-17 4

ABOUT US 5

OUR MISSION 5

OUR VISION 5

OUR PURPOSE 5

OUR PORTFOLIO 5

OUR GOVERNANCE 6

OUR CULTURE 7

OUR ENVIRONMENT 9

FACTORS DRIVING CHANGE 9

HOW WE ARE CHANGING 10

FACTORS INFLUENCING OUR ENVIRONMENT 11

ENTERPRISE RISKS 13

PLAN-ON-A-PAGE 15

FUTURE STATE PLAN 16

KEY STRATEGIES 17

KEY INITIATIVES AND PRIORITIES 18

ORGANISATIONAL CAPABILITY 22

ICT STRATEGY 22

WORKFORCE STRATEGY 22

FINANCIAL STRATEGY 23

PERFORMANCE 24

2016–17 PERFORMANCE SUMMARY 24

2017–18 PERFORMANCE CRITERIA 24

PURPOSE ONE: COMPENSATION AND SUPPORT 26

PURPOSE TWO: HEALTH AND WELL-BEING 28

PURPOSE THREE: COMMEMORATIONS 33

ENABLING SERVICES 35


The Department of Veterans’ Affairs (DVA) Corporate Plan 2017–2018 has been prepared for the 2017–18 year and covers the four year period to 2020-21. It sets the direction for departmental planning, the strategies we will use to fulfil our purpose, and how our success will be measured.

DVA’s purpose is to support those who serve or have served in defence of our nation and commemorate their service and sacrifice. DVA has a long and proud history of delivering on services as we approach the 100th anniversary of the establishment of the Repatriation Commission on 4 June 2018.

This year, and the coming years, promise to be both exciting and challenging as we strive to continually adapt to the changing needs of veterans and their families, grow key partnerships with our stakeholders and keep in step with government reforms and expectations. Our planned activities in 2017–18 and beyond are aligned with DVA’s Vision of being a responsive and flexible organisation, efficiently delivering high quality, connected services to all generations of veterans and the wider veteran community.

The 2017–18 Federal Budget has delivered commitments to expand veterans benefit eligibility for mental health treatment, Gold Cards for participants in British nuclear testing and funding for the first stage of DVA’s transformation and modernisation.

A key highlight of the Budget commitment, is the Government’s funding of $166.6 million to implement the first stage of Veteran Centric Reform. This funding will give the veteran community a greater standard of service through the reform of business processes and culture, identification and implementation of government-endorsed best practice service options and targeted Information Communication Technology (ICT) redevelopment.

This Corporate Plan has been prepared consistent with the requirements under paragraph 35(1) (b) of the Public Governance, Performance and Accountability Act 2013 (the PGPA Act).

This Plan will be reviewed and adjusted each year to take account of new information, emerging issues and progress on implementing key strategies and initiatives.

Simon Lewis PSM Secretary Department of Veterans’ Affairs

SECRETARY’S INTRODUCTION


Our Purpose – to support those who serve or have served in the defence of our nation and commemorate their service and sacrifice

DVA supported:

veterans

dependants

165,071127,220

Compensation and Support

VVCScounselling sessions

number ofconditionsdetermined

We conducted

provided

had

compensationclients

clients

supported

and assisted

$6.4BILLION

Commemorations

Health and Wellbeing

Enabling Services

$5.3BILLION

94,726

57,000

169,727

8,029

22,397

273,904319,434

clients176,232

Budget

Billion$12.1

2016–17

DSHInsurance

instances of travel to treatment

Gold Health Cards

full-timeemployees

clients have a MyAccount

At Ease website visits

provided over

1.8 million

168,694

135,263

1,938

health serviceproviders

160,054

56,713

5,691,910

White Health Cards

58,705

war graves in Australia & PNG

educationalresources

website page views

$383.4MILLION

$47.2MILLION

We paid income support to

and

post-warcommemorations

ANNUAL FACTS ABOUT DVA FOR 2016-17

ABOUT US


Our MissionTo support those who serve or have served in the defence of our nation and commemorate their service and sacrifice.

Our VisionWe will be a responsive and flexible organisation, efficiently delivering high quality, connected services to all generations of veterans and the wider veteran community.

Our PurposeTo support those who serve or have served in the defence of our nation and commemorate their service and sacrifice, through:

1. Maintaining and enhancing the quality of life of clients by improving their financial wellbeing and self-sufficiency.

2. Maintaining and enhancing the quality of life of clients by improving their physical and mental wellbeing.3. Acknowledging and commemorating veterans’ service and sacrifice, and promoting an increased

understanding of Australia’s wartime history.

Our PortfolioThe Veterans’ Affairs portfolio sits within the broader Defence portfolio and comprises a number of agencies and bodies responsible for carrying out government policy and implementing programs to fulfil Australia’s obligations to war veterans, members of the Australian Defence Force and their dependants. The Veterans’ Affairs portfolio is administered under the direction of the Minister for Veterans’ Affairs. These organisations include the:

• Department of Veterans’ Affairs • Repatriation Commission • Military Rehabilitation and Compensation Commission

• Veterans and Veterans FamiliesCounselling Service

• Veterans’ Review Board • Repatriation Medical Authority

• Specialist MedicalReview Council

• Veterans’ ChildrenEducation Board

• Military Rehabilitation and Compensation Act Educationand Training Board

• Office of Australian War Graves • Australian War Memorial • Defence Service HomeInsurance Scheme

DVA is the primary agency responsible for developing and implementing programs that assist a range of clients including veterans, Australian Defence Force personnel, and their dependants by providing services, care and advice, including pensions and compensation, health care, rehabilitation, counselling services and more.

DVA provides policy advice, administrative support and staff for the Repatriation Commission and the Military Rehabilitation and Compensation Commission (MRCC). DVA administers payments and services under a range of legislation, including the Veterans’ Entitlements Act 1986 (VEA), the Military Rehabilitation and Compensation Act

2004 (MRCA), the Safety, Rehabilitation and Compensation Act 1988 (SRCA), The Defence Service Homes Act 1918 and the War Graves Act 1980.


DVA is the primary agency responsible for developing and implementing programs that assist a range of clients including veterans, Australian Defence Force personnel, and their dependants by providing services, care and advice, including pensions and compensation, health care, rehabilitation, counselling services and more.

DVA provides policy advice, administrative support and staff for the Repatriation Commission and the Military Rehabilitation and Compensation Commission (MRCC). DVA administers payments and services under a range of legislation, including the Veterans’ Entitlements Act 1986 (VEA), the Military Rehabilitation and Compensation Act 2004 (MRCA),

the Safety, Rehabilitation and Compensation Act 1988 (SRCA), The Defence Service Homes Act 1918 and the War Graves Act 1980.

Our GovernanceDVA’s governance and management framework is based on the principles of performance assurance and accountability within a risk management framework. DVA’s tier one governance bodies integrate these principles into DVA operations through strategic planning, engagement with risk, innovation, performance monitoring, and evaluation and review activities.

DVA’s governance framework reflects the importance of collaborative partnerships in shaping the Department’s overall performance results. This results in a tailored governance framework that is fit for purpose and able to be adjusted to meet DVA’s changing needs. For example representatives from the Australian Defence Force are members of the Military, Rehabilitation and Compensation Commission.

The Executive Management Board is the primary tier one governing body for the Department; its membership incorporates the Secretary and his senior leadership team. Common membership across the Executive Management Board, the Repatriation Commission and the Military Rehabilitation and Compensation Commission ensures an ongoing relationship between the policy and operational facets of the Department.

The tier one committees are supported by subcommittees that focus on various aspects of performance, accountability and risk.

DVA departmental governance framework


Repatriation Commission

Military Rehabilitation and Compensation

Commission

Military Rehabilitation and Compensation

Commission Subcommittee

Deputy Commisioners’

Forum

Executive Leadership

Group

Audit and Integrity Subcommittee

Financial Statements Subcommittee

T I E R O N EStrategic planning and performance monitoring

TIER

ON

E Senior leadership forum

sPo

licy a

nd le

gisla

tion

Executive Management Board

People Committee

Business Management Committee

T I E R T W O Strategy execution

Working Groups Reference Groups

T I E R T H R E EOperational support

Secretary of the Department of Veterans’ Affairs

Audit and Risk Committee

DVA/DHS Partnership Committee

Primary governance entities

Our CultureDVA is committed to focussing on culture as part of the department’s vision to be a client focused, responsive and connected organisation, while also recognising the need to preserve approaches that are already working well and that are important to clients and staff. We promote a sense of belonging in an inclusive, and respectful workplace which conducts business in line with our values and the Australia Public Service (APS) values. We are also committed to working with other government agencies to build our ability to transform and modernise our services. DVA will ensure:

• clients, staff and stakeholders have an understanding of the proposed impacts of change, are offered opportunities to contribute and have their concerns and issues are considered.

• staff undertake skills development and succession planning, while still delivering business as usual, and contribute to change initiatives.

• our leaders are united to drive and support change by encouraging innovation, curiosity, honesty and integrity.



OUR ENVIRONMENT

Factors driving changeThe environment in which DVA operates is continually changing, and so too are the needs and expectations of our clients. DVA has supported veterans and their families for almost a century. DVA’s client base has changed significantly in the past two decades, driven primarily by the duration and nature of recent and current military conflicts and the continuing decrease in the number of older veterans. With this shift, there are more complex client health needs and changing expectations as to how clients and stakeholders wish to conduct business with DVA. This is a key driver of DVA’s transformation.

Fundamental to the success of this transformation is DVA’s relationship with the Department of Defence. DVA and Defence continue to work together to support current and former Australian Defence Force (ADF) members as they move out of service and into the next stage of their lives.

DVA and Defence have worked closely to develop information exchange opportunities and expand the remit of the Early Engagement Model (EEM). The EEM identifies, engages and offers support to ADF members from the time they enlist. In doing so, it aims to reduce the time taken to claim and process claims and enables DVA to establish a relationship with members as early as possible. As the EEM develops, registration will expand to include other events, such as when a member has qualifying service or is seriously wounded, injured or ill.

DVA supports over 290,000 clients. Around 170,000 are 65 years of age or above, around 150,000 of which are widows or dependants over the age of 79. We expect our total client population to be around 243,000 by 2020. The numbers quoted above are our ‘clients’ – those veterans, widows and dependants that are currently receiving support from DVA. However, 450,000 people have served in the ADF since the Vietnam War – we only know one out of three of this cohort. For those who have served since 1999, we only know one out of five.

Additionally, there is a broader reform agenda across the Australian Public Service (APS) to make it more productive, inclusive and diverse and better able to meet the expectations of the Australian Government and taxpayers. Reforms, such as the Digital Transformation Agenda, Shared and Common Services Programme, Public Management Reform Agenda, Welfare Payments Infrastructure Transformation and Streamlined Grants Administration have, and will continue to, influence DVA at the strategic, organisational and operational level.

DVA is working in partnership with other agencies across government, including Defence, the Department of Human Services, the Commonwealth Superannuation Corporation and others, to leverage their skills, experience, systems and business processes. Through these relationships, DVA is expanding capability to provide better, more modern services to veterans and their families.

We will remain responsive to these environmental changes and work closely with clients, our partners and stakeholders to ensure that services remain relevant, accessible and effective. The key strategies illustrated in this Plan outline how we will drive change in this environment.


How we are changingThe 2016 Client Satisfaction Survey (the Survey) was conducted by ORIMA Research, an independent research company. A representative sample of 3,002 DVA clients from all Australian states and territories, age demographics and client types participated. The Survey asked participants about their experience with DVA’s services over the previous 12 months. The results showed that 83% of veterans are satisfied with DVA overall and that older veterans remain more satisfied with DVA’s service delivery – 92% , compared to younger veterans under 45 years whose satisfaction rating was 49%. The Survey results will inform DVA’s efforts to transform the delivery of services to veterans and their families, with a particular focus on addressing the concerns of younger veterans.

DVA is currently undergoing a transformation program, as part of Veteran Centric Reform (VCR), to become a more client-focused and responsive organisation, efficiently delivering high-quality, connected services to all generations of clients. Digital reforms and system modernisation will underpin improvements to our service delivery. The way we do business and interact with clients and stakeholders will be improved and administrative burdens will be decreased. By keeping pace with the Whole-of-Government (WoG) Digital Transformation Agenda we will position DVA as a client focused, responsive and connected department.

Through VCR, DVA will reform business processes and culture, identify and implement government-endorsed best practice service options and continue a targeted ICT redevelopment. The goal of this work is to provide:

• simpler, better, digitally enhanced experiences for clients when they interact with DVA

• an easy and successful process of transitioning from the ADF

• early intervention and preventive health care, enabling veterans to live healthy and more productive lives

• access to early treatment for physical and mental health issues, to prevent these problems becoming more acute later in life

• an ICT platform that mitigates risk and improves DVA’s service delivery.

In parallel with the VCR occurring in DVA, the Veterans and Veterans Families Counselling Service (VVCS) continues to evolve and adapt its practice to ensure that it continues to remain the leading provider of community mental health services to the veteran and ex-service community and their families, with a particular focus on addressing the concerns of younger veterans.

The factors which are influencing our operating environment and how we will address these are outlined in the table on the next page.

Factors influencing our environment


Our client demographics are changing

Our Veterans’ Entitlements Act 1986 (VEA) client numbers are expected to halve over the next decade. In the same period, it is expected our Military Rehabilitation and Compensation Act 2004 (MRCA) and Safety, Rehabilitation and Compensation Act 1988 (SRCA) client numbers will steadily rise. We will continually focus on developing contemporary policies and improving our delivery of services to ensure the focus remains on rehabilitation and mental health wellbeing in line with the changing client demographics.

Assisting those with mental health needs is critical

The Veteran Mental Health Strategy ten-year framework (2013–2023) will ensure DVA remains responsive to the needs of existing clients while continuing to reposition itself in the context of contemporary veterans and their families, ensuring the best possible outcomes for individual mental health and wellbeing. This is further enhanced by the implementation of the Social Health Strategy 2015–2023.

Early rehabilitation will promote wellbeing

The contemporary cohort of veterans has different needs, often focusing on life and career after Defence service. DVA’s rehabilitation program responds to these needs by promoting wellness, independence and quality of life.

Early and ongoing access to rehabilitation is important and recent Budget (2017-18) initiatives including the Accelerated Access to Rehabilitation pilot and Streamlined Access to Incapacity Payments, support this approach.

Early client engagement will improve client outcomes

In collaboration with Defence, the Early Engagement Model (EEM) identifies, engages and supports ADF members as early in their careers as possible. This will help provide members with access to health care services and promote early intervention, prevention and treatment.

More complex health needs will place greater demands and expectations on programs

To assist in better understanding the health and wellbeing of veterans and their families, the Department will continue to have a strong focus on research. DVA is committed to ensuring that a geographically diverse range of providers participate in the arrangements for provision of general and specialist medical and allied health services to DVA clients, to enhance their physical and mental wellbeing.


A growing generational divide means knowledge of Australia’s wartime history may be lost

Domestic and overseas commemorative activities will continue to promote the significance of acknowledging and commemorating our service men and women. Continuing to involve young people in our commemorations, by delivery of a reading at commemorative events, acting as volunteers or attending as a school or community group, will encourage more young people from diverse backgrounds to engage with these services. The communications strategies supporting each commemoration will reach wider audiences through cross promotion through partner organisations such as the Australian War Memorial. These activities combined will drive interest and increase knowledge about our wartime history in younger demographic groups.

A need to address DVA’s ageing ICT environment.

Committing to giving staff updated, modern systems to replace the ageing ICT environment, will enable them to more easily do their jobs and provide excellence in client service, to better serve those who serve, in a client-focused, connected, and responsive manner.

Digital transformation is needed to underpin changes to our service delivery

Digital services and digitisation of paperwork will reduce administrative burdens, improve processing times, and change the way we do business and interact with our clients. These reforms will allow us to serve our clients more efficiently, in a connected, holistic manner, improving their access to services that will enhance their wellbeing and quality of life.

Our stakeholder expectations are changing

Keeping pace with APS transformation and the DHS overhaul of the welfare payment systems is vital to position DVA as a client-focused, responsive, and connected department, to meet the future policy needs of Government, as well as community expectations. In this way, we will continue to enhance our clients’ quality of life by improving the way we deliver our services.

Fiscal constraint across government

Current government budget repair policies will require DVA to continue to explore opportunities to re-engineer business and funding processes, to allow the Department to meet its strategic outcomes of being client-focused, responsive, and connected.

Enterprise Risks


DVA promotes a positive, proactive risk culture that considers both threats and opportunities, and encapsulates all the required elements of the Commonwealth Risk Management Policy to assist in mitigating risk. The successful achievement of DVA’s purpose requires the effective management of its enterprise risks.

These eight enterprise risks, listed below, are reviewed regularly and are subject to change as emerging risks may be identified and mitigations are updated and reassessed for relevance. The risk oversight process ensures that our departmental purposes are not compromised. Of the eight enterprise risks identified, almost all have a potential direct impact on our client service delivery arrangements if not mitigated. If access by our clients to our services is compromised by allowing unmitigated enterprise risks to eventuate, then our ability to offer early intervention, prevention and treatment and improve our clients’ quality of life via financial support and health and other services will be impeded, and DVA’s purpose will not be achieved in full. For this reason, each enterprise risk has a risk assurer and risk owner at the senior executive level and regular monitoring and reporting occurs by DVA’s tier one governance committee structure.

Additionally, business unit risks are factored into annual business plans and are managed by the relevant Senior Responsible Officers (SROs). The fraud risks and mitigations are addressed within the DVA Fraud Control Plan 2015 - 2017. Management of DVA’s enterprise risks is ultimately overseen by the independent Audit and Risk Committee.

Enterprise Risks Mitigations include

1. The ability of DVA to effectively engage and manage its stakeholder environment might impact its ability to service clients

• Co-design approach to DVA’s transformation agenda to help DVA better understand the client environment.

• Provide stakeholder support and information programs to articulate DVA’s expectations of our partners/ stakeholders in supporting our clients.

• Engage a communications/media expert to develop a communication strategy aimed at risk mitigation and pro-active messaging.

2. The ability to respond to and meet the requirements of Government

• Align the DVA strategic planning framework with desired outcomes of government.

• Effective governance framework to oversee decisions are consistent with priorities of government.

3. The ability to make the right budget choices to facilitate appropriate responses to change

• Work with the relevant Commonwealth entities to seek Cabinet authority to support reform initiatives and secure funding for critical change programs. Implement an effective Portfolio Project Management framework.

4. The ability of DVA to manage the initiation and completion of the appropriate reform activities

• A dedicated transformation taskforce to focus on planning and implementing transformational work.

• Maintain close whole of government relationships with key stakeholders in reform work.


Enterprise Risks Mitigations include

5. The ability to deliver appropriate, successful, dignified and solemn commemorative activities.

• Develop commemorative specific communication plans that support effective media partnerships and stringent governance arrangements.

6. The ability to identify, recruit, retain, develop and refresh a skilled workforce

• A workforce strategy to enable DVA to manage its changing environment and challenges, through increasing capability for staff to be flexible, innovative and adaptive.

• Finalisation and implementation of a DVA culture change program.

7. The ability to maintain / develop ICT and business capability – the processes and systems to deliver current and future services

• Implement the ICT strategy to:– support reform solution and implementation arrangements;– enable the whole-of-government ICT and digital services strategies; andmaintain existing systems, until such time they can be replaced.

8. The ability to capitalise on strategic partnering arrangements with other entities, including Commonwealth Government entities

• Strong governance structures and stakeholder engagement framework to drive consistency across agreements and operations.

• Review of the head agreement and schedules for the partnership with Department of Human Services.


PLAN-ON-A PAGE

Towards 2021 – Future State PlanSeamless Transition

from ADFSimpler Faster Access Partnering for Efficiency Tailored for Coordinated

SupportCircumstances Driven

Services

Key StrategiesClient Focussed Responsive Connected

Key Initiatives Key Priorities

Purpose 1 Purpose 2 Purpose 3Compensation and Support

• Deliver income support and allowances• Deliver disability support• Deliver assistance to widow/ers and dependants• Deliver other compensation• Deliver the children’s education scheme• Deliver income suport and compensation under

the MRCA and SRCA

Health and Wellbeing

• Provide access to general medical consultations and services

• Provide access to hospital services• Provide access to pharmaceutical benefits• Provide access to community care and support• Provide counselling and other health services• Provide access to health, rehabiliation and

other care services under MRCA and SRCA

Commemorations

• Provide war graves and individual commemorations

• Deliver commemorative activities including the Anzac Centenary and the Century of Service

ENABLING SERVICES

• Provide a professional, engaged and flexible workforce• Deliever sound finance management• Provide reliable, responsive, accessible and cost effective digital services• Partner with other Commonwealth agencies including Defence, Health, Human Services and Social Services• Engage with stakeholders including Ex-Services Organisations and providers• Undertake a program of strategic research

Organisational Capability ICT Strategy Workforce Strategy Financial Strategy


Seamless transition from ADF

Circumstances driven services

Partnering for efficiency

Simpler and faster access

Tailored and coordinated support

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Future state

Seamless Transition from ADF Client payments and services will be in place before the member separates from the ADF. Transition services, including tailored solutions for health and rehabilitation, employment, education and relocation of the veteran and family members, will be fully engaged before separation and will continue via integrated support from Government and community based providers and organisations.

Circumstance Driven Services A consolidated view of client information will ensure eligible clients are provided with payments and services based on individual circumstances as they arise, and without the need for a claim. ADF service records will map to risk profiles within legislatively derived rules bases to automate the determination of payments and services, where appropriate.

Partnering for EfficiencyPayments and services will be delivered nationally to clients and providers via an integrated whole-of-government framework. Service delivery design will be client-

centric and collaborative, involving clients, providers and Government.

Partnerships with community-based organisations and other levels of government will be fostered and leveraged to deliver the most cost effective and appropriate services. Co-locating with other organisations will occur to increase service effectiveness and reduce costs.

Simpler and Faster AccessDigital services will provide for faster provision of payments and will connect clients with services from Government and providers. Simplified access will reduce the need for third party representation. DVA will review and seek to amend legislation to better align and support change to enable automated determinations.

Tailored and Coordinated SupportA flexible whole-of-life approach will ensure clients can access all necessary and reasonable supports, as and when required. High care needs clients will be identified before crises occur, and their immediate and ongoing needs will be addressed in a timely and effective manner. Compliance and service standards will be assured through appropriate system design and provision of training and other support to providers.

FUTURE STATE PLAN


KEY STRATEGIES

Client Focussed Responsive ConnectedWe will think of the whole person and their family when considering client needs.We will better deliver compensation and rehabilitation support with a strong focus on the accuracy and timeliness of claims processing.We will sensitively acknowledge service and sacrifice through the delivery of commemorative programs.

We will listen to feedback and act on it to implement the services clients need.We will tailor and customise service delivery to respond to emerging needs.

We will work with Defence, Ex-Service Organisations, providers and other stakeholders to achieve the best health and wellbeing outcomes for our clients.We will work with clients and stakeholders to co-design cohesive client-centric services.

We will communicate clearly and simply.We will base our policies and programs on understanding client needs and experiences through research and evidence.

We will be flexible in the way we manage our approach to service delivery.We will be quick to adapt to change.

We will design effective policies and programs and ensure they are linked across business areas.We will work across boundaries to ensure seamless, connected service delivery.

We will be a rewarding place to work with empathetic, capable and conscientious staff who put clients first.We will support staff with efficient IT systems so they serve clients better.We will support staff to deliver client-centric services by providing opportunities for ongoing learning and development.

We will think of fresh ways of doing business and managing our money.We will be more responsive by simplifying policies, processes and systems.

We will provide access to online services and support clients in using them.We will take advantage of whole of Government initiatives and leverage expertise of others to design and deliver services.

ORG

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We will know we are succeeding when:

• we are known for putting our clients first and delivering the services they need

• clients have received their full entitlement in a timely manner

• clients have the support and access to health treatment and services they need to optimise their wellbeing and self sufficiency

• rehabilitation has enabled clients to achieve their full capacity

• we deliver and support commemorative programs that appropriately recognise those who serve

• we retain and recruit capable staff who are proud to work at DVA, who are motivated and who have the right tools and development opportunities to support them to do their job well.


To realise efficient client services, connect with veterans, and be responsive to individual circumstances, DVA needs a simplified, transformed operating model and re-engineered business processes, starting with transition from the ADF to civilian life, through to rehabilitation and employment and beyond. Our initiatives and priorities discussed below describe the major change program essential to delivering on our key strategies of being a client-focused, responsive and connected organisation.

The Veteran Centric Reform Program will transform DVA’s business process and culture, identify and implement government-endorsed best practice service options and continue a targeted ICT redevelopment.

Veteran Centric Reform will deliver:

• simpler, better, digitally enhanced experiences for veterans when they interact with DVA;

• early intervention and preventive health care, enabling veterans to live healthy and productive lives;

• access to early treatment for physical and mental health issues to prevent these problems becoming more acute later in life; and

• an ICT platform to improve DVA’s service delivery and mitigates risks, aligning it with broader government reforms.

The goal of this transformation is to change DVA from an organisation that focuses on claims to one that places veterans and their families at the centre of everything it does. This program represents the most comprehensive upgrade to DVA systems, processes and technology ever undertaken.

Key Initiatives priorities for the next 12 months

Veteran Centric Reform Our transformation agenda remains a priority.Implement phase one of the business case to streamline DVA business processes.Develop a further business case to extend the implementation of services and replace legacy systems to enable us to become more client-focused, responsive and connected.

Veterans are at the core of our work; we are transforming to be better connected, more client-focused and more responsive to the needs of the veteran community.$166.6 million for Veteran Centric Reform will deliver: • simpler, better, digitally enhanced experiences for veterans when they

interact with DVA. • early intervention and preventive health care, enabling veterans to

live healthy and productive lives.• access to early treatment for physical and mental health issues to

prevent these problems becoming more acute later in life.• an ICT platform to improve DVA’s service delivery and mitigates

risks, aligning it with broader government reforms by leveraging the Department of Human Services’ ICT capabilities, particularly improvements driven by the Welfare Payment Infrastructure Transformation Program.

KEY INITIATIVES AND PRIORITIES



Digital transformation and Government reformsDVA is working with the Digital Transformation Agency (DTA) to help ensure that our client services are easier to access, simpler to use and quicker to transact. By adopting the Digital Service Standard, DVA is building its capability to better meet client needs and ensure we support the whole-of-government Digital Transformation Agenda. DVA has performed seven assessments against the Standard with one of these reports being published on the DTA website.

• Continuing integration of the Digital Service Standard (DigSS) into new projects.

• DVA to build DigSS assessor capability.• Project teams embed assessors early in their multi-disciplinary team

from Discovery: the ‘in-flight’ approach. • DVA to build capabilities in Agile methodology. More projects to

adopt the Agile approach using multi-disciplinary teams.

Organisational redesign for optimal service and efficiencyBuild a more holistic approach to our organisational design by improving the way DVA operates across its Divisions and Branches, to ensure DVA can better serve its clients and respond to government priorities.

DVA is undertaking significant change that will transform our business and organisation over the coming years. To support this change, the Department has been reviewing options for a new structure that aligns with the objectives of Veteran Centric Reform (VCR) agenda, to create a logical pathway for the DVA of the future. The first phase of redesign was implemented on 1 July 2017, with subsequent phases currently being considered. To make sure all changes impacting DVA are managed in a consistent way, a Change Management Unit (CMU) was established to provide a focal point for structuring and implementing change initiatives so change is delivered effectively a consistent methodology. DVA has put in place an overarching change strategy that incorporates the following elements:• Executive commitment and leadership – A DVA Leadership

Compact has been developed as a statement of intent by senior leaders to actively model, promote and support change and good leadership. In addition, senior leaders are active in a range of Staff Reference Groups, with a focus on valuing staff, communication and collaboration.

• Communication – DVA’s transformation communication strategy provides leaders with a consistent approach to communicating the advantages and imperatives for change. DVA also provides workshops, collaboration sites, mailboxes and information events to inform and encourage staff to contribute to change.

• Cultural change – DVA transformation also includes developing and implementing strategies and activities that focus on the desired culture necessary for successful change. While DVA staff are committed to veterans and their families, some improvements have been identified as part of our ongoing focus on culture. The new DVA cultural vision has been promoted within DVA.

• Training for leaders and employees who experience a change in their roles – DVA will ensure leaders and employees affected by change are supported with appropriate training and development opportunities.



Strengthening partnerships and stakeholder engagementDVA is working to strengthen partnerships with Commonwealth agencies, ex-service organisations and representatives, and health and rehabilitation providers to improve policy and program development, community activities and identify emerging issues.

• Using the Defence Links Steering Committee and associated Information Management Working Group to ensure there is a coordinated approach to VCR.

• DVA is scoping improved and expanded arrangements with partners to deliver services to veterans and their families

• Work with the Department of Health to ensure that DVA programs are integrated into the wider aged care reforms and the NDIS arrangements and that pathways to aged care and disability services are clear to members of the veteran community.

• Build on existing relationship with the Australian Institute of Health and Welfare through a three-year strategic partnership to develop population-level insights into the health and welfare of veterans.

• Continue strengthening partnerships with DVA/Defence/DCO/Comsuper e.g. Transition Taskforce – Transition Trial at Gallipoli Barracks to achieve a seamless transition from ADF.

• Continue engaging with all relevant stakeholders to promote DVA support and assistance, and connect with new and potential clients.

• Work with ESOs and representatives to correct misinformation to ensure clients are encouraged and comfortable to engage with DVA.

• Foster engagement with health providers through regular Health Consultative Forums with peak organisations and communications with individual health providers.

A Strong Focus on Mental Health Maintain a strong focus on early intervention DVA encourages people to seek help early if they are worried about how they are feeling or coping. This promotes earlier and more successful recovery.

• Continue to strengthen and enhance the community mental health service, with a focus on increased client-centricity in the Veterans and Veterans Families Counselling Service (VVCS) service offering, by:

• Continue to implement the Veteran Mental Health Strategy 2013–2023 and the Veteran Social Health Strategy 2015–2023.

• Continue to focus on suicide prevention including implementing the Government’s response to the National Mental Health Commission’s review.

• Continue to focus on providing e-mental health resources for health professionals and clients

• Update the Health Professional and client facing At-Ease website and mobile applications.

• Continue to implement, monitor and review programs to ensure content and information is clinically relevant and evidence-based.

• Continue to use social media as a platform for engagement of the ex-service community.

• Improving support to widow/ers and dependants of deceased contemporary veterans.

• Continue to build the evidence base, in particular for veteran homelessness and suicide, to ensure that programs and policies support effective intervention at the point it is most needed. – harnessing enabling technologies, with ongoing upgrades to

VVCS’ secure, online client information system, which gives the service the capacity to interact with its 1,200 clinicians nationally;.

– implementing a trial of the eHealth technology in the VVCS NSW/ACT region;

– trial a community support team including a lived experience peer; – continuing to build the evidence base for the most effective

treatment of military trauma through a comprehensive research agenda, including consideration of the impact of moral injury and the efficacy of online video counselling;

– modernising its group program suite to be more responsive to the needs of contemporary clients; and

– continuing to apply and enhance its family inclusive approach that enables therapeutic interventions to address the broader mental health impacts on the family that can stem from ADF service.



A strong focus on rehabilitationDVA’s rehabilitation policy is responding to veterans’ needs by focusing on life and career after Defence.

Key priorities include:• broadening the application of contemporary psychosocial support

and helping veterans who are able to access further education and/or become job-ready and find civilian employment; and

• early and ongoing access to rehabilitation through the Accelerated Access to Rehabilitation Pilot and Streamlined Access to Incapacity Payments.

Implementation of the Prime Minister’s Veterans’ Employment ProgramDVA is working with industry to implement the Program which aims to raise awareness of the unique skills and experience that veterans can bring to the civilian workplace and to promote greater employment opportunities for veterans in the private sector.

• Deliver the inaugural Prime Minister’s Veterans’ Employment Awards event.

• Implement the Ex-service organisation industry register.• Continue to assist the Industry Advisory Committee on Veterans’

Employment.• Continue to promote the Prime Minister’s Veterans’ Employment

Program and the benefits for businesses in employing veterans.• Work with other Australian Public Service (APS) agencies to ensure

delivery of APS initiatives.

Commemorations • Complete the delivery of the Centenary of Anzac Program 2014–2018• Delivery of International and Domestic events• 75th Anniversary of the Battle of Milne Bay, 25 August 2017• 70th Anniversary of Australian Peacekeepers and Peacemakers,

14 September 2017• Centenary of the Battle of Polygon Wood, Passchendaele, 26

September 2017• 75th Anniversary of the Battle of El Alamein and the culmination

of the North Africa campaigns, 23 October 2017• 100th Anniversary of the Battle of Beersheba, 31 October 2017• 75th Anniversary of the Kokoda and the Beachheads,

2 November 2017• 25th Anniversary of arrival of 1RAR task group in Somalia,

10 January 2018• Dawn Service and Lone Pine Service, 25 April 2018• Centenary of the Battle of Villers-Bretonneux, 25 April 2018• 75th Anniversary of the Battle of the Atlantic, 1 May 2018• 50th Anniversary of the Battles at Fire Support Bases Coral and

Balmoral, 13 May 2018• Refurbishing and rebuilding memorials as necessary• Continue the Government’s program to commemorate those who

have died as a result of war

Other priorities • Continue to digitise mail and records.• Develop and deliver a demand driven funding model that will support

DVA’s future operational funding.• Continue to develop our Strategic Workplace Plan.


ORGANISATIONAL CAPABILITY

ICT Strategy The ICT Strategic Plan is an interpretation of the Corporate Plan to guide the ICT group in delivering technology solutions to build future capability across DVA for clients, the organisation and the DVA culture.

The ICT Guiding Principles are:

Simple, user-focused systems

• We will focus on providing intuitive, easy to use client-focussed systems which make it easy for DVA to deliver its services, and convenient for clients to access them anytime, anywhere, on any device.

• We will focus on delivering fewer, more modern systems.

Work Collaboratively

• Collaborate with DVA business, Whole of Government and the private sector to ensure ICT solutions benefit DVA’s clients, business and staff.

• We will continue to manage the Government’s common and shared services program.

Make Evidence Based Decisions

• Consult with DVA business and other relevant stakeholders to ensure future ICT improvements are based on evidence. Invest in areas that will provide the highest user experience and DVA productivity returns.

Workforce Strategy The Workforce Strategy is designed to ensure we can achieve DVA’s cultural vision for transformation by detailing our approach to shaping, developing and supporting our workforce. It outlines how we will strive to know our clients, be future focused, walk the talk, be capable and empowered to deliver, and be connected and work together.

We will monitor our progress and recognise success through several programs and processes that will guide our people, including (but not limited to):

Future Focussed

• A Departmental Workforce Plan—addressing the changes required to deliver the Veteran Centric Reform transformation agenda, and the long term success of DVA.

Walk the Talk

• Leadership—the Leadership Compact forms the basis for supporting change and developing our transformational leadership capability.


Capable and Empowered to Deliver

• Learning and Development—targeted opportunities that highlight the formal training, on-the-job and relationship-based learning, and self-guided e-learning experiences on offer. The range of learning experiences highlighted will adapt to suit the changing needs of DVA.

• Talent Acquisition—appropriate application of recruitment, secondment and contingent workforce processes, in line with the long term workforce requirements that DVA needs.

• Performance Management – reform the current policy and develop a more streamlined and usable process.

Connected and Working Together

• Diversity—ensuring diversity of culture, backgrounds, gender and thought is valued and supported through entry programs, recognition, support and flexible working arrangements.

Knowing our Clients

• Communication—put our workforce and clients at the centre of all changes, ensuring we understand the source of an issue before developing solutions. There will be a transparent and common understanding of the expectations our workforce operates under.

Financial Strategy The 2017-21 Financial Strategy sets out the financial direction for the Department. It outlines a strategy to assist the Department in meeting its objectives. The strategy is supported by the DVA Financial Plan that guides the implementation of the financial strategies.

This Financial Strategy looks at strategies and investment initiatives to maintain DVA’s financial sustainability. This strategy will also assist in meeting the Government’s commitment to maintain a separate and appropriately funded agency.

The Department will use a number of key financial enablers to assist DVA achieve its strategic outcomes which include:

• Financial Strategies

• Financial Considerations

• Budgeting Principles

• Guiding Principles.


PERFORMANCE

2016–17 Performance SummaryOutcome for Purpose 1 – Compensation and Support

While there is always room for continuous improvement, strong outcomes have been achieved in relation to Outcome 1 performance areas. In particular, improving the timeliness of claims processing continues to be a key strategy in the Department’s ongoing commitment to our clients to ensure more efficient service. Improved business practices will enable efficiencies to be gained in delivery of services, and the continued focus on meeting quality performance measures will confirm that clients are receiving the entitlements and services to which they are entitled.

Outcome for Purpose 2 – Health and well-being

DVA remains committed to ensuring clients have timely access to high-quality health care and rehabilitation services, in partnership with providers, and to maintaining and developing services that support a level of independence. DVA continues to review and improve business practices to ensure programs are delivered efficiently and effectively.

Outcome for Purpose 3 – Commemorations

Based on stakeholder feedback and other performance criteria, it is evident that in 2016–17, the Department continued to perform solidly in the area of commemorative and educative activities. These activities served to increase the community’s understanding of Australia’s wartime history and ensure this knowledge is not lost to future generations. This in turn, enhances the quality of life of our clients and their families in ensuring the ongoing recognition of their service and sacrifice.

Enabling Services

DVA’s programs are delivered with the support of its workforce, financial management function, ICT services, partnerships with key Commonwealth and stakeholder organisations and research that enables improved client support and service.

DVA has achieved or partially achieved all of its enabling services targets in 2016–17. The Department has: provided client services through a professional and engaged workforce; achieved an operational surplus; and ensured that its ICT platform availability has been delivered with minimal interruptions.

Partnerships with key Commonwealth agencies have been productive and beneficial. Stakeholder engagement was reassessed this financial year through a review of the National Consultation Framework (NCF). The NCF has been strengthened with the inclusion of the Female Veterans Policy Forum and the reinstatement of the Operational Working Party enabling DVA to reach more members of the ex-service community.


2017–18 Performance CriteriaDVA has an integrated planning, budgeting and reporting process. This Plan:

• is aligned to our outcomes, strategies, and priorities;

• is aligned to the Portfolio Budget Statements (PBS); and

• informs the workforce, ICT and financial strategies.

The Department’s PBS for 2017-18 set out our three outcomes, their programs and the performance indicators used to monitor achievements against the deliverables. The performance indicators from the PBS have been included in the Plan and have been aligned to our purposes, strategies and activities to demonstrate how success will be measured.

All the PBS measures have been listed in this plan and additional qualitative measures have been added to provide a holistic view of how success will be measured to achieve DVA’s purposes. The measures will evolve over time to reflect any significant change in strategy, operating environment, activities or Government priorities in order to better represent DVA performance.


P U R P O S E O N E

COMPENSATION AND SUPPORT

Maintain and enhance the quality of life of clients by improving their financial wellbeing and self-sufficiency through access to income support, compensation and other support services, including advice and information about entitlements.

176,232 INCOME SUPPORT BENEFICIARIES

TOTAL BUDGET FOR 2017–18 IS $5.9 BILLION

OF THIS $2.3 BILLION In income support

OF THIS $1.6 BILLION In disability pensions

OF THIS $1.5 BILLION In war & defence widow pension

OF THIS $0.5 BILLION In other support

DVA is committed to providing client-focused, responsive and connected services to clients in the most strategic, sustainable and efficient manner. DVA is determined to improve the time taken to process compensation claims, respond to changes in the veteran community and provide flexibility as demographics change.

Performance Indicators Key activities and their performance indicators are listed below.

Program 1.1: Deliver income support and allowances

Income support provides a regular means-tested payment for eligible veterans and their dependants with limited means. While the veteran population is reducing in size, the activities undertaken within Program 1.1 are becoming more complex due to the increasing sophistication of clients’ personal financial arrangements and circumstances, which are reviewed regularly.

No. Measure Target PBS Measure

2017

-18

2018

-19

2019

-20

2020

-21

1.1.1 Measurement: The number of days within which 50% of cases will be processed (days)

Claims: 30 PIRs: 10

Yes

1.1.2 Quality: Correctness rate >95% Yes


Program 1.2: Deliver disability support

Provides compensation in the form of disability pensions and ancillary benefits to clients for the tangible effects of war or defence service.


2017

-18

2018

-19

2019

-20

2020

-21

1.2.1 Measurement: The number of days within which 50% of claims will be finalised (days)

100 Yes


Program 1.3: Deliver assistance to Defence Widow/ers and their dependants

The war widow(er)’s pension is part of a compensation package made in recognition of the special circumstances to compensate a widowed partner of a veteran, where there was a connection between the veteran’s death and service, and eligible children are provided with financial support.


2017

-18

2018

-19

2019

-20

2020

-21


30 Yes

1.3.2 Quality: Correctness rate 95% Yes


Program 1.4: Deliver other compensation

Delivers other allowances and assistance to clients under the Veterans’ Entitlements Act 1986 (VEA) and related legislation including home support loans, funeral benefits, prisoner of war ex gratia payments and payments on behalf of Commonwealth and allied countries. Assistance is also provided to the ex-service community via Building Excellence in Support and Training (BEST) grants and the Training and Information Program (TIP).


2017

-18

2018

-19

2019

-20

2020

-21

Funeral Benefits

1.4.1 Measurement: The number of days within which 50% of claims

will be processed (days)

10 Yes


Defence Home Loans

1.4.3 Measurement: The number of days within which 50% of claims

will be finalised (days)

18 Yes


Program 1.5: Deliver the children education scheme

Under the Veterans’ Children Education Scheme and the Military Rehabilitation and Compensation Act Education and Training Scheme (MRCAETS), education allowances are paid to eligible children of ADF members who have died or been severely injured as a result of service. The schemes provide financial assistance, student support services, guidance and counselling for eligible students undertaking primary, secondary and tertiary full time study within Australia.


2017

-18

2018

-19

2019

-20

2020

-21


28 Yes


1.5.3 Quality: (Client satisfaction): Percentage of responses to the annual Education Schemes Satisfaction Survey indicating that clients thought the support provided helped the student reach their academic potential

>75% Yes

1.5.4 Quality (Achieving the Schemes’ Outcomes): Percentage of the Education Schemes’ clients progressing through each level of their education or career training

>85% Yes

Program 1.6: Deliver income support and compensation under MRCA and SRCA

Provides compensation to clients under the Safety, Rehabilitation Compensation Act 1988 (SRCA), the Military Rehabilitation and Compensation Act 2004 (MRCA) and related legislation. The SRCA (and MRCA for injuries since 1 July 2004) provides coverage for injured ADF members to support their return to health, work and independence. There is also compensation for eligible dependants, and MRCA health care and other ancillary benefits.


2017

-18

2018

-19

2019

-20

2020

-21


Liability & PI: 100 Incapacity: 50

Yes



P U R P O S E 2

HEALTH

Maintain and enhance the physical wellbeing and quality of life for clients through health and other care services that promote early intervention, prevention and treatment, including advice and information about health service entitlements.

DVA will continue to focus on rehabilitation and mental health, with a strong emphasis on early intervention to improve clients’ prospects of recovery. To assist in better understanding the health needs of veterans, the Department will continue to have a strong focus on research over the next four years and beyond. The average age of veterans/clients is reducing and their health needs are increasingly complex, requiring a coordinated tailored and customised approach to DVA services. DVA is committed to the provision of these services in a holistic, client-focused manner to help delay entry into residential aged care and maximise independence, improving self-sufficiency and quality of life.

TOTAL BUDGET FOR 2017–18 IS $4.9 BILLION

OF THIS $1.1 BILLION In residential care

OF THIS $0.8 BILLION In private hospital services

OF THIS $0.8 BILLION In general medical consultations

OF THIS $0.7 BILLION In public hospital services

OF THIS $0.3 BILLION In pharmaceutical benefits

OF THIS $0.2 BILLION In travel for treatment

OF THIS $0.2 BILLION In rehabilitation aids and appliances

OF THIS $0.1 BILLION In community nursing

OF THIS $0.1 BILLION In client home care

135, 263 GOLD HEALTH CARDS

1.8 MILLION INSTANCES OF TRAVEL TO TREATMENT

Performance IndicatorsThe key activities and their performance indicators are listed below.


Program 2.1: Provide access to general medical consultations and services

Provide access to general and specialist medical and dental services to clients. DVA has arrangements in place with medical and dental practitioners in both the public and private sectors to deliver a comprehensive range of services throughout Australia, provided in hospitals, providers’ rooms and clients’ homes. To ensure that DVA clients are able to access necessary services, DVA will either pay for clients to travel to the nearest service provider or pay a provider to travel to other locations to provide services to DVA clients.


2017

-18

2018

-19

2019

-20

2020

-21

2.1.1 Ensure arrangements are in place for the access to and delivery of quality general and specialist medical and dental services for DVA Health Card holders.• Number of clients accessing services versus the number

who have registered a complaint in relation to un-met access and/or quality.

>99% Yes

2.1.2 Maintain a schedule of general and specialist medical and dental services to meet the health care needs of DVA Health Card holders and maintain consistency with trends in the delivery of health care services.• Number of listed services assessed versus the number of

approved unlisted services.

>97% Yes

Program 2.2: Provide access to hospital services

Provide access to inpatient and outpatient hospital services for DVA clients through arrangements with private hospitals, day procedure centres and mental health hospitals, as well as all public hospitals operated by the state and territory governments.


2017

-18

2018

-19

2019

-20

2020

-21

2.2.1 Ensure arrangements are in place for the access to and delivery of quality private and public hospital services for DVA Health Card holders.• Number of clients accessing services versus the number


>99% Yes

Program 2.3: Provide access to pharmaceutical benefits

The Repatriation Pharmaceutical Benefits Scheme provides clients with access to a comprehensive range of pharmaceuticals and wound dressings for the treatment of their health care needs, including items available to the broader Australian community under the Pharmaceutical Benefits Scheme.



2017

-18

2018

-19

2019

-20

2020

-21

2.3.1 Ensure arrangements are in place for the access to and delivery of quality pharmaceutical services for DVA Health Card holders.• Number of clients accessing services versus the number


>99% Yes

Program 2.4: Provide access to community care and support

Manages community support and residential care programs for clients, including the Veterans’ Home Care program and the Community Nursing program, which aim to support people to remain independent in their homes and improve their quality of life and health. Program 2.4 also provides subsidies and supplements for DVA clients living in residential care facilities.


2017

-18

2018

-19

2019

-20

2020

-21

2.4.2 Ensure arrangements are in place for the access to and delivery of quality community care services for DVA Health Card holders.• Number of clients accessing services versus the number

who have registered a complaint in relation to un- met access and/or quality.

>99% Yes

Program 2.5: Provide counselling and other health services

Provides a wide range of mental and allied health care services, including counselling and referral services for clients. The program also supports DVA clients with funding for aids and appliances, and travel for treatment.


2017

-18

2018

-19

2019

-20

2020

-21

Access to Services

2.5.1 Ensure arrangements are in place for the access and delivery of quality mental and allied health services for DVA Health Card holders.• Number of clients accessing services versus the number


>99% Yes

2.5.2 Maintain a schedule of services to meet the health care needs of DVA Health Card holders and maintain consistency with trends in the delivery of health care services.• Number of listed services accessed versus the number of

approved unlisted services

>97% Yes

Travel



2017

-18

2018

-19

2019

-20

2020

-21

2.5.3 Target percentage of claims for reimbursement processed within the Service Charter timeframe (28 days)

100% Yes

2.5.4 Degree of complaints about arranged travel relative to the quantity of bookings

<0.05% Yes

Veterans and Veterans Families Counselling Service (VVCS)

2.5.5 Percentage of clients in receipt of an episode of care, who access a VVCS clinician (centre based or outreach) within two weeks of intake and assessment occurring

>65% Yes

2.5.6 Client Satisfaction >80% Yes

Veterans’ Vocational Rehabilitation Scheme

2.5.10 Clients with successful return to work >50% Yes

Program 2.6: Provide access to health and other care services under MRCA and SRCA

Arranges for the provision of rehabilitation, medical and other related services under SRCA, the MRCA and related legislation. The services include payment for medical treatment, rehabilitation services, attendant care and household services.


2017

-18

2018

-19

2019

-20

2020

-21

2.6.5 Timeliness: The percentage of rehabilitation assessments that were made within 30 days of referral for assessment

90% Yes

2.6.6 Quality/Quantity: Percentage of new incapacity payees who have undergone a rehabilitation assessment within 30 days of the incapacity payment determination

90% Yes

2.6.7 Quality/Quantity: Percentage of clients where rehabilitation goals were met or exceeded

90% Yes

PPIs 2.6.5, 2.6.6 and 2.6.7 were new performance measures introduced in the 2016-17 Portfolio Budget Statement. As new PPIs, they are currently being reviewed for their appropriateness and relevance in light of changes to ongoing system and business processes.

P U R P O S E 3

COMMEMORATIONS


Acknowledgement and commemoration of those who served Australia and its allies in wars, conflicts and peace operations through promoting recognition of service, preservation of Australia’s wartime heritage and official commemorations.

DVA provides opportunities for the Australian community to appreciate and acknowledge the role played by Australians in wars and conflicts since federation. DVA will continue to promote public interest in commemorative activities, in particular, by leading the third year of the Anzac Centenary Program 2014–2018 and delivering the Spirit of Anzac Centenary Experience travelling exhibition to 23 locations. DVA will build on the increased public interest in Australia’s wartime heritage and promote awareness and appreciation of significant wartime anniversaries, the passing of the generation of veterans of the Second World War, the new generation of veterans of contemporary conflicts, and the current Anzac Centenary commemorative period.

Performance IndicatorsThe key activities and their performance indicators are listed below.

Program 3.1: War Graves

Acknowledges and commemorates the service and sacrifice of the men and women who served Australia and its allies in wars, conflicts and peace operations by providing and maintaining official commemorations, maintaining existing national memorials overseas and constructing new overseas memorials as determined by Government.


2017

-18

2018

-19

2019

-20

2020

-21

3.1.1 Maintenance is undertaken in accordance with CWGC published standards.Performance is measured through periodic inspections.

100% of inspected graves comply Yes

Pro-posed 3.1.1

The condition of graves that are the primary place of official commemoration and sites of collective official commemoration that are maintained by OAWG meets CWGC standards.

Complaints received relate to 10 or less graves or sites of collective commemoration

Yes

Note: It is intended to discontinue the current measure for Activity 3.1.1 at the end of 2016-17. This measure will be replaced in 2017-18 by measure (Proposed 3.1.1). This proposed new measure will more accurately reflect feedback received directly from the community.

TOTAL BUDGET FOR 2017–18 IS $62.3 MILLION

OF THIS $26.3 MILLION In veterans’ commemorative activities

OF THIS $22.2 MILLION In war graves care & maintenance

OF THIS $8.8 MILLION In Anzac Centenary activities

OF THIS $5.0 MILLION In other activities

319,434 POST-WAR COMMEMORATIONS

Program 3.2: Commemorative activities

Acknowledge and commemorate the service and sacrifice of the men and women who served Australia and its allies in wars, conflicts and peace operations, through solemn and dignified commemorative services.



2017

-18

2018

-19

2019

-20

2021

-21

3.2.1 Events are delivered safely, on schedule and within budget

The number of safety incidents reported is less than 1% of those attendance100% of events are delivered on time and with less than a 5% variation in actual expenditure compared to budget

Yes

3.2.2 Government is satisfied with quality The Minister for Veterans’ Affairs confirms the Government’s satisfaction with the quality of each event

Yes

TOTAL BUDGET FOR 2017–18 IS $374.4 Million

Enabling ServicesFacilitate the delivery of services to business lines through innovative, seamless, efficient and effective use of resources to support organisational capability.


Performance indicatorsDVA will demonstrate our performance through the following measures:

Enabling 4.1: Provide a professional, engaged and flexible workforce

DVA’s workforce strategy describes DVA’s planned approach to shaping and developing our workforce to access the capabilities we will need to achieve our vision. By developing our staff we will increase our capability and capacity to achieve our purpose. Our fully trained, motivated and high performing staff will then be able to deliver a high standard of support to all clients.


2017

-18

2018

-19

2019

-20

2020

-21

4.1.1 APS workforce is affordable and within budget Achieved No

4.1.2 Workforce strategy is in place and reviewed regularly to meet operational requirements1

Achieved No

4.1.3 Workforce is engaged and actively participates with attendance rates consistent with like APS agencies2

>95% No

4.1.4 Workforce actively participates in Performance Agreements under the Performance Feedback Scheme

>90% No

1 The measure above has been updated to reflect that this measure will be assessed every two years.

2 The DVA Corporate Plan 2016-2020 showed a target of >95% for this measure. DVA’s assessment has shown that this target is not an optimal

measure of success. The target has been changed to achieve.

Enabling 4.2: Deliver sound financial management

Sound financial management, governance and control practices will enable DVA to achieve financial sustainability and assist in meeting service delivery requirements and the Government’s commitment.


2017

-18

2018

-19

2019

-20

2020

-21

4.2.1 The Strategic Financial Plan is in place, and it is reviewed and updated regularly1

Achieved No

4.2.2 Unqualified financial statements Achieved No

4.2.3 Continue to monitor the financial performance of the Department to ensure sustainability

Achieved No

1 In the DVA Corporate Plan 2016–2020, this measure referred to the Strategic Financial Plan which has been replaced by the Financial Strategy. This

provides an overarching Financial Strategy which is supported by a Financial Plan. The measure above has been updated to reflect this change.

Enabling 4.3: Provide reliable, responsive, accessible and cost effective digital services

Digital services are a key enabler for DVA business, both for client access and the provision of service. DVA is working to transform our legacy systems to improve clients’ interactive experience and the timeliness of claims processing and


delivery of services to clients.


2017

-18

2018

-19

2019

-20

2020

-21

4.3.1 ICT Platform availability >98% No

Enabling 4.4: Partner with other Commonwealth agencies including Defence, Health and Human Services

DVA’s partnerships with other Commonwealth agencies are essential to provide the best possible services to clients. DVA is working with Defence to improve whole-of-life client activities and the Department of Human Services (DHS) to leverage whole-of-government ICT capabilities.


2017

-18

2018

-19

2019

-20

2020

-21

4.4.1 Governance arrangements are established and reviewed in accordance with respective agency agreements.

Achieved No

Enabling 4.5: Engage with stakeholders including ex-service organisations and Defence

DVA consults with the ex-service and defence communities on a range of matters such as policy and program development, community activities and emerging issues. This also includes informing and educating clients, providers, ESOs and other stakeholders as well as seeking and acting on their feedback.

Consultation with the ex-service community is primarily achieved through the National Consultation Framework (NCF) – a group of forums that bring together key stakeholders including ex-service organisations and other government agencies.


2017

-18

2018

-19

2019

-20

2020

-21

4.5.1 Consultative fora are established with ESOs and Defence communities and reviewed in accordance with the NCF Framework.

Achieved No

Enabling 4.6: Manage a program of strategic research

DVA coordinates and manages the development of research, through the Applied Research Program (ARP). The ARP provides best practice research about the health and wellbeing needs of Australia’s veteran community and ways to improve DVA’s services and care. DVA continually monitors and assesses the approach to research to improve the availability and quality of evidence


2017

-18

2018

-19

2019

-20

2020

-21

4.6.1 Research has been undertaken in accordance with the Applied Research Program (ARP)

Achieved No

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