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Managing 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 oversighted by the independent Audit & Risk Committee. 

No. Enterprise Risks Mitigations include
1 The ability of DVA to effectively engage and manage its stakeholder environment might impact its ability to service clients.
  • Implementing DVA transformation agenda including, increased online access, productive partnerships to continue to meet veteran and community expectations; and new research programs to be used for the identification of future trends or service requirements.
2 The ability to respond to and meet the requirements of Government.
  • Work with the broader Australian Public Service (APS) to address the whole-of-government reform agenda.
3 The ability to make the right budget choices to facilitate appropriate response to change. 
  • Work with the relevant Commonwealth entities to seek Cabinet authority to support reform initiatives and secure funding for critical change programs.
4 The ability of DVA to manage the initiation and completion of the appropriate reform activities.
  • Establish and maintain performance and reporting frameworks to monitor reform implementation to ensure benefits are realised. 
  • The Executive team will manage change according to a proven change management framework and will seek specialist advice as required. 
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. 
  • Implement the new workforce strategy to enable DVA to manage its changing environment and challenges, through increasing capability for staff to be flexible, innovative and adaptive.
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; and 
    • maintain 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.
  • Deliver on the whole-of-government APS reform agenda.
  • Strict adherence to project governance including the benefits realisation framework, and increased focus on intra / inter departmental communication.
  • Establish and maintain performance and reporting frameworks to monitor partnering arrangements to ensure consistency across agreements and operations to ensure benefits are realised. 
  • Manage change according to a proven change management framework and seek specialist advice from experts as required. 


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