Support Services

Description

Support Services covers a range of services that are classified under the outcome/ outputs structure as enabling activities. This includes services to the Minister, Repatriation Commission and Department executive, legislative and legal services, policy and systems management, corporate services and financial resource management.

Support to the Minister, Repatriation Commission and Department Executive

Parliamentary and secretariat support

Secretariat services are provided to the Repatriation Commission, meetings of the Department executive and major forums organised in conjunction with ex-service organisations (ESOs). During the year, the Commission met on 25 occasions. A number of meetings were held with key ESOs.

A range of support services is provided to the Minister and her staff. These include general administrative support for ministerial offices, provision of briefing material and coordination of replies to correspondence and parliamentary questions.

Briefing material was provided to the Minister on issues that might be raised by other Members of Parliament, ESOs, the veteran community or the media. This involved the provision of background information on policy issues, briefings for the Minister to attend events and meetings and Question Time Briefs.

Support was provided to ensure the provision of timely, quality responses to ministerial correspondence by managing the registration, distribution and coordination of responses to correspondence received by the Minister. In 2002–03, 7 258 letters to the Minister were received, a decrease of 1 316, or 15 per cent, on 2001–02. Major issues which were the subject of correspondence throughout the year were: Gold Card acceptance by general practitioners and specialists; the adequacy of benefits for those in receipt of special rate pensions (T&PI pensioners); and the Review of Veterans' Entitlements (the Clarke Review).

Support was also provided to the Minister through the investigation of requests to approve the use of the word 'Anzac' under the Protection of Word "Anzac" Regulations. During the year, the Minister received 41 letters in relation to this approval power and issued eight permits for use of the word 'Anzac'. The Minister also received one application for approval to import goods bearing the word 'Anzac' under the Customs (Prohibited Imports) Regulations 1956 but declined to issue a permit.

Media and communication activities

The Department's Media and Communication Section continues to play an important role in providing strategic communications advice to program areas and developing and implementing communication strategies for key departmental activities. The Section worked in close cooperation with the Commemorations Branch during the year, promoting commemorative activities such as the launch of the World War II Nominal Roll, and missions to Papua New Guinea marking the 60th anniversaries of the battles of the Kokoda Track, Milne Bay and the Beachheads and the dedication of memorials at Isurava and Milne Bay (See Outcome 3).

The effectiveness of such strategies was recognised in 2002–03 with the presentation of the national Public Relations Institute of Australia Golden Target award for Community Communication. This award acknowledged the success of the communication strategy for the Singapore commemorative mission in 2002, which resulted in an increase in awareness of the Fall of Singapore to 40.1 per cent of the Australian population, representing a 288 per cent increase overall.

The Section continually seeks to identify new methods to reach target audiences. To this end, for the first time, in 2003 DVA promoted Anzac Day through advertising on the White Pages Internet site and achieved excellent results—601 987 impressions were delivered and 2 649 click-through connections to the DVA web site were recorded—a 0.44 per cent response rate. The average click-through rate for online campaigns is around 0.2 per cent.

In addition to its involvement with commemorative activities, the Section also assisted program areas to communicate developments such as the Tasmanian trial of electronic forms lodgement (the NOVEL project—see Outcome 4); the release of the Australian Gulf War Veterans' Health Study (see Outcome 1); and draft legislation for the new Military Compensation and Rehabilitation Scheme (see Outcome 5). The Section also supported a number of internal communication initiatives.

The departmental newsletter, @dva, introduced in May 2002, continues to attract strong support from DVA staff and is proving a useful tool for communicating information about initiatives taking place across the Department.

Vetaffairs continues to be an important means of communicating information about the Department's policies and programs to the veteran community. Based on veteran feedback and the level of correspondence generated, the four issues of Vetaffairs published in 2002–03 were well received.

During the year, DVA prepared 150 ministerial and departmental media releases and drafted 142 speeches. A list of media releases can be found at Appendix F. All ministerial media releases and key ministerial speeches can be found on the Internet at minister.dva.gov.au.

Publications and forms

The Publications and Forms Unit produced 25 major publications during the year, as well as a range of information materials including brochures, education resource kits and posters. Major projects included books associated with major wartime and commemorative events, such as the Burma-Thailand Railway, the Australian Vietnam Forces National Memorial rededication, the war effort in Papua New Guinea, El Alamein, RAAF Art Works from the Collection of the Australian War Memorial, Stolen Years: Australian Prisoners of War, and the DVA /Australian War Memorial 2003 calendar. A more complete list of the major publications produced in 2002–03 can be found at Appendix F.

The unit also produces a range of forms, both printed and online versions, which are reviewed regularly. In 2002–03, the unit conducted a review of forms production, and warehousing arrangements for forms and publications. This review collected data about all DVA forms, enabled obsolete forms to be identified and culled and identified the range and volumes of forms required during the coming two years. The warehousing component of the review also identified small savings available by culling out-of-date forms and publications stored at the warehouse.

Work has commenced on preparations to re-tender DVA's national warehouse and distribution service, as the current contract expires at the end of November 2003.

Library services

A review of National Office library services, and the closure of the New South Wales and Victorian State office libraries, resulted in the change to a predominantly electronic library service, to be known as Library@dva, available to DVA staff nationally. The library's physical collection has been reduced substantially, but archival and historical material is being retained in hard copy. Staff will be able to use the DVA Intranet to access electronic sources of information, including the library catalogue and external databases, and will use electronic forms to request articles and reference services. Library@dva is expected to be fully operational in late 2003. These new arrangements will provide better access to library services for all DVA staff.

Records management

Work continued on the development of a Records Disposal Authority for the Compensation and Support Division. A draft was approved by the Repatriation Commission before submission to the National Archives of Australia (NAA) for review. Discussions have been held with NAA to address feedback it has provided on the draft.

With the expiry of an agreement with NAA for DVA's use of records storage and office accommodation at NAA's Cannon Hill (Queensland) records facility, negotiations have taken place to develop new arrangements that will involve DVA contributing towards the cost of capital works and fit-out. A draft memorandum of understanding was developed for implementation during 2003–04.

There has been a marked increase in the demand for advice on records management policy and procedures as State offices prepare for changes to office accommodation including moving to new premises.

Staff training sessions on the use of the Department's electronic record keeping system, the Integrated Document Management System (IDMS) continued during the year. A presentation designed to promote understanding of records management concepts was also delivered to staff. There is a continuing focus on assisting business areas to integrate electronic document management into their work practices.

Records and Mail Management Project

The Records and Mail Management Project (RAMMP) was established to improve the Department's delivery of records and mail management services. The project was established following market testing of the mail and file management functions during 2001–02, including a comprehensive tender process. Although the tender process did not result in a contracted outcome, it provided the Department with additional information on processes and cost structures which are of considerable value as DVA continues to reform its in-house mail and record management activities.

During 2002–03, RAMMP developed a National DVA Mail Room Services Statement of Requirement. This is being used as a basis for internal reform and greater consistency of mail services, following the decision not to proceed to an outsourced arrangement for these services.

DVA also commenced development of a strategy to improve the management of its paper records to meet business needs and records storage requirements over the next five years. The Executive will consider the strategy paper and costings early in 2003–04.

DVA is a member of a Joint Working Party (JWP), with Defence and NAA to explore the scope of developing joint short, medium and longer-term storage solutions for hard copy (mainly paper) service and ex-service records, with an emphasis on a whole-of-government approach. The Australian Government holds around 217 kilometres of such records between the three agencies.

A key task of the JWP was to undertake extensive data collection of the three agencies' joint holdings of service, ex-service and related corporate records and storage facilities to identify the scope for development of some joint storage options. The JWP reported to the Chief Executives of the three agencies in March 2003, recommending that:

• Defence and DVA implement a regional hub approach through the development of specific proposals for joint storage arrangements in their regional facilities, starting with record storage facilities at Queanbeyan (NSW) and Dandenong (Victoria);
• these proposals consider opportunities to rationalise records management functions and costs
  in these facilities (eg a joint sentencing and disposal program); and
• NAA provide technical expertise to Defence and DVA to further develop joint storage arrangements.

The JWP will continue to meet in 2003–04 to further develop specific joint Department of Defence/DVA storage proposals.

Policy, legislation and systems management

Legal services

Legal services are provided to the Minister, Repatriation Commission and all areas of the portfolio. The Legal Services Group helps ensure that legislative priorities on veterans' entitlements are effected and that departmental programs are developed and administered according to law.

The following legislation was enacted during 2002–03:

Veterans' Affairs Legislation Amendment (2002 Budget Measures) Act 2002, No. 72, 2002
(Assented to 6 September 2002)

This Act made various amendments to the Veterans' Entitlements Act 1986 (VEA) to give effect to the 2002–03 Budget measures. The major measures provided for the indexation of ceiling rate income support supplement and service pension and the backdating of income support supplement in certain circumstances.

Veterans' Affairs Legislation Amendment (No. 1) Act 2002, No. 73, 2002
(Assented to 6 September 2002)

This Act made various minor and technical amendments to the VEA. It also made a number of consequential and technical amendments to other Acts to correct misdescribed amendments and as a consequence of the introduction of the income support supplement in the VEA in 1994.

Veterans' Affairs Legislation Amendment (No. 2) Act, 2002, No. 74, 2002
(Assented to 6 September 2002)

This Act made various amendments to the VEA to address minor anomalies, make consequential amendments and clarify policy. The changes included removing an inequity from the compensation recovery provisions, making consequential amendments to the recovery of lump sum compensation provisions and extending eligibility for the Pension Loans Scheme.

Veterans' Affairs Legislation Amendment (No. 1) Act, 2003, No. 26, 2003
(Assented to 11 April 2003)

This Act made various amendments to the VEA to address a number of minor anomalies, to clarify aspects of the Act and to align provisions of the Act with social security law. The changes included minor amendments to the pension bonus scheme, commutation provisions relating to income streams, alignment of the provisions for the treatment of lump sum compensation with those in the social security law and provisions to enable the backdating of partner service pension in certain circumstances.

Consequential amendments were made to the VEA by the Family Law Legislation Amendment (Superannuation) (Consequential Provisions) Act 2002, No. 121, 2002
(Assented to 2 December 2002)

Strategic and corporate planning

Corporate Plan 2003–04

DVA's Corporate Plan 2003–04, issued in May 2003, sets out the Department's business directions and service delivery strategies for the coming financial year. It provides a coherent framework that informs and sets a context for the Department's planning and reporting processes and its approach to risk management. The plan was developed following a corporate risk assessment process, extensive consultation with senior managers and IT strategic planning.

Business improvement and project management support

Continuous improvement

Continuous improvement (CI) is an integral and significant component of DVA's performance management strategy. It comprises two levels:

Small step CI

Small step CI is a structured, team-based approach to change. The application of CI principles enables local work groups to identify opportunities for improving their business operations. The National CI Committee (NCIC) monitors the progress of small step CI. During 2002–03, business areas reported 241 CI activities to the NCIC.

As part of the small step CI process, the Secretary presents the National Better Practice Award twice a year to formally recognise achievement. This award seeks to encourage and reward work teams that develop innovative solutions.

During 2002–03, the Secretary's awards for continuous improvement were presented to:

• Dealing With Veterans Serving Custodial Sentences project team, Tasmania State office—November 2002;
• Internal Communication Review project team, Queensland State office—November 2002; and
• Veterans Exhibiting Difficult and/or Confusing Behaviours project team, Western Australia State office—May 2003.

Big step CI

This level of CI activity is focused on major projects or business re-engineering activities. The Executive Management Group monitors progress at this level. The major activity undertaken during 2002–03 involved further developments in the Electronic Document Management Project, the Quality Assurance Sampling Assessment and Reporting System, and the Departmental Management Information System.

Protective security

DVA's protective security function is managed by the National Fraud Control Unit, which handles policy support, coordination, and development of DVA protective security measures. The function reports to the Protective Security Committee, which is a sub-committee of the National Audit and Fraud Committee.

A Protective Security Policy has been developed based on a risk assessment of protective security measures within DVA and an assessment of the Department's compliance with the standards set by the PSM2000.

This assessment indicated that the Department maintained a reasonable level of protective security, with opportunities for improvement in a number of areas in order to meet the Australian Government's standards. Subsequently, the DVA Protective Security Manual has been developed to incorporate the results of the assessment and define a framework for DVA's protective security operations.

Business analysis and statistical information

The provision of timely, relevant and accurate statistical and business information is an integral part of DVA's management information system. Quarterly statistical publications are provided for key aspects of the veteran and defence force communities. Other services include the provision of statistical advice to business areas.

The 'geo-coding' of all beneficiaries was a major initiative during the year. The spatial data gathered can be linked to all the information available on the veteran client population to enable a more comprehensive analysis of veteran profiles—in particular, the relationship with service providers. The maintenance of veteran population projections is a vital ingredient in DVA's planning process. The methodology, which provides client number estimates, has been substantially enhanced to meet demands for higher levels of accuracy. To ensure that the demographic models of DVA's client population are based on the most appropriate statistical basis, the Australian Government Actuary was asked to review the models and report on the assumptions underlying the forecasting methodology and their overall reliability. The report is expected in July 2003.

During 2002–03, DVA continued its strategic partnership with the Australian Institute of Health and Welfare for the provision of high level statistical consultancy and advice.

Human resource management

DVA undertook a major process to identify the key people management priorities that will assist in delivering business outcomes. Line managers from across the organisation worked with HR staff to develop the HR Strategic Priorities 2003—2006. The priorities, which interact with each other, are:

• workforce planning (including succession management);
• learning and development;
• change management;
• communicating about HR;
• knowledge management;
• performance management;
• recognition and reward; and
• HR reporting.

The first three were identified by line areas as the highest priorities for 2002–03, as they were likely to have the greatest impact across the organisation. Project teams have been established to undertake workforce planning and to develop a workforce directions statement. A working party will undertake the National Learning Strategy. The change management project has developed a framework to assist managers and staff through change processes. The level of analysis available through HR reporting processes has improved over the year, providing more complex and sophisticated information for managers and the HR Strategic Priorities working groups.

More detailed information about these and other human resource management activities can be found in the Our People chapter.

Information technology

The Information Management Unit (IMU), with a working complement of 147 permanent staff and 97 contractors as at 30 June 2003, continues to use innovative approaches and emerging technology products and services to provide cost effective support for DVA's business operations.

During the year, DVA paid approximately $31.4 million (excluding GST) to IBM Global Services Australia (IBM GSA) for IT infrastructure services and approximately $14.4 million (excluding GST) to other IT suppliers.

During the early part of the year, the Department commenced a review of options for future IT services under the guidance of the Information Management Steering Committee. The review team, with independent industry assistance, took into account DVA's experience with the contract, future business needs, industry needs, technology directions and the experiences and costs faced by other large Australian Government and private sector organisations. A benchmarking exercise established that the current contract continued to provide value for money comparable to other, more recent, Australian Government and private sector IT contracts.

Following the review, the Department began negotiations with IBM GSA with a view to taking up an option to extend its IT contract while incorporating changes to better service DVA's future business needs. The renewed agreement was signed on 9 August 2002, extending the contract that expired in February 2003 to 12 February 2006 at a cost of approximately $100 million, including GST, for the three year period. Included in the new agreement was the implementation of a number of complex technical projects to transition to a new voice and data operating infrastructure and service culture.

Implementation of new infrastructure

More than 13 major projects were identified as essential to establish the new voice and data operating environment, including:

• an upgrade to a new mainframe computer and LINUX operating environment;
• improvement to the data communications and voice services, including the local area
  network and wide area network and the establishment of a National Operations Centre;
• establishment of a server farm using Citrix MetaFrame, in which applications would be published to improve the standard operating environment;
• migration of the desktop environment to a 'thin client' machine configuration;
• establishment of a new printing support service;
• migration of desktop infrastructure server and data files;
• consolidation of application servers;
• improvement to monitoring and reporting of IT performance and services;
• improvement to existing messaging functionality on the Exchange server;
• improvement to security, including backup and disaster recovery;
• liaison and roll-out of transition activities;
• integration of transition with business as usual activities; and
• removal of the System Network Architecture server environment.

Corporate systems

File management

The conversion of State office hard copy client file metadata from the File Location System (FLS) into the Integrated Document Management System was completed in May 2003. Approximately 2.8 million client files were converted, bringing the total number of records in the IDMS to approximately five million. This completed the first phase of work towards decommissioning the FLS and included the introduction of a batch processing environment that automatically transfers all FLS data changes to the IDMS each week night. Line staff will continue to use the FLS for locating and tracking client files until mainframe interfaces to the FLS are replaced with interfaces to the IDMS. The cost of this work, which will facilitate the full decommissioning of the FLS, is being investigated.

Departmental Management Information System—DMIS

Achievements in DMIS during this year have been significant. Business areas have benefited through access to better quality data and the availability of additional data marts including:

• a private hospital data mart that saved weeks of effort to prepare data required for Contract Price Reviews and detailed analysis of the data;
• a pharmacy data mart that provides efficiency gains in preparation of reports for the Repatriation Pharmaceutical Reference Committee and which will provide insights into usage patterns of drug prescribing and consequent costs;
• the DOLARS data mart, which improved accuracy and reduced the delay in producing reports, especially at the end of financial year; and
• the initial Veterans' Home Care data mart built on preliminary work used to evaluate the effectiveness of the program, which will greatly improve ongoing analysis and reporting.

DMIS will also undergo a major infrastructure upgrade to provide more cost-effective use of hardware and software. On completion of this upgrade during 2003–04, a better basis for future DMIS operations will be established. This will enable the introduction of additional data marts for Medical and Allied Health, Mental Health, Community Nursing, Compensation Business Processes and Veterans' Home Care.

During the year, a prototype project known as the Health Executive Decision Support System was completed. The prototype has the potential to provide high level access to key departmental performance measures derived automatically from DMIS data.

The DMIS project is entering its final year in completing the technical infrastructure required for ongoing production of data marts of interest to DVA business areas. Preliminary use of DMIS data is already delivering business benefits and the potential for further benefits increases with the delivery of each data mart.

Ministerial Diary System—Mobile X

This system was implemented for the start of the new parliamentary session on 4 February 2003. The system has proved invaluable for staff administering the Minister's appointments diary and contacts list at Parliament House and electorate office.

Personnel and Human Resources Information System

A detailed investigation on the viability of implementing the Department of Defence's PMKeys system commenced. A threat and risk assessment was completed on the current data communication connection between DVA and the Department of Defence to determine the risk mitigation strategies that may be required to ensure the continued reliability, availability and security of the proposed operation.

Compensation and income support systems

Compensation Claims Processing System

Enhancements were made to the Compensation Claims Processing System (CCPS) during the year to improve maintainability and processing efficiency. The replacement of the underlying Database Management System unique to this system was the major change.

Disability pension date of effect

The 2000-01 Budget introduced a proposal titled, Change date of effect for grants and variations of Compensation Payments. As a result of the work successfully completed in the last two reporting periods, additional changes were made to refine the CCPS, including an increase in the proportion of cases that could be automatically processed through to payment without staff intervention.

Online concessions confirmations

A new process was implemented to provide Centrelink with data to verify eligibility and improve service to concession providers. The process reduces the need for concession providers to contact two organisations to establish eligibility when concessions are claimed.

Data matching

Foreshadowed in last year's Annual Report was DVA's requirement to track and report all data matching cases. This was to be achieved by providing information on the status of all data matching cases from registration, investigation and process actions, through to referral of cases to the Director of Public Prosecutions. The system, implemented in October 2002, promotes a consistent and coordinated approach to the recording and reporting of cases, assists with internal benchmarking and identifies best practice. The implementation also introduced the secure transfer of data electronically between the data matching agency and DVA.

Change of address

Changes were introduced at the end of 2002 to standardise the recording of addresses for the veteran community. These changes ensure consistency with Australia Post designations and enable the use of bar codes that are recognisable by Australia Post. The simplification of the processes involving inter-State transfers has achieved efficiencies when transferring payments, cards and entitlements from one State to another.

Document generation

System enhancements were applied to document generation functions during the year. These included:

• completion of an improved feature for reprinting previously sent advices. This has significantly reduced turn-around time in processing information;
• new formats for income support advices resulting in a more concise and readable advice letter; and
• redevelopment of the correspondence rules and paragraph system to be more user-friendly and compatible with Windows 2000.

The enhancements provided flexibility, responsiveness to State offices and improvement of daily and quarterly advice to pensioners, increasing their understanding and thereby reducing pensioner initiated reviews.

Departmental review system

Work commenced to streamline and semi-automate processes for risk-based reviews of income support pensions and provide detailed statistical management information on review activities and outcomes. Implementation of this system is expected during 2003–04.

Improvements to eligibility and treatment entitlement recording

Enhancements commenced to improve mainframe functions that handle the recording of eligibility and treatment entitlement. The changes involve migration of functionality to more versatile and flexible processing systems and the use of integrated workflow processes to nominate transactions. The result of these improvements will allow staff to process claims in a logical and complete manner.

Replacement of a graphical user interface

A decision by the software vendor to discontinue support for the graphical user interface suite of the ObjectStar database development environment required the redevelopment of the front-end screen presentation for the Pension Information Processing System, Hearing Eligibility and Review System and the Health Care Plans system.

Defence Service Homes

A significant program of enhancements to the Subsidy and Insurance application was implemented to improve productivity and meet changed business needs. These enhancements included a revised chart of accounts to meet new actuarial and financial reporting requirements.

Health systems

HOTSPUR

A system to improve the reconciliation of public hospital data in Tasmania, South Australia and Queensland, known as the Public Hospital Reconciliation and Data System (HOTSPUR), commenced. This will enable more efficient electronic file transfer of hospital data, faster validation and correction of the Casemix data supplied by State Departments of Health, more automated calculation of the value of services as specified in each MoU and comprehensive reporting. Coverage of the remaining States is expected to follow.

Veteran Nursing Electronic System

After the successful operation over several years of a standalone computer-based claims package for use in selected community nursing practices, a replacement, the Veteran Nursing Electronic System, is under development. This system has the potential to achieve significant economies for community nursing organisations dealing with DVA through faster and more reliable claims processing and will provide DVA with improved information for use in policy development.

Veterans' Home Care

Significant systems effort and infrastructure improvements were implemented during the year to improve the operation of Veterans' Home Care (VHC). These enhancements will reduce outages for assessment agencies and service providers, provide better operational reports, improve functionality and complete processing required for collection and payment of GST on VHC services.

RAPTOR

The year also saw the successful implementation of the first stage of development of the Rehabilitation Appliances Program support system (RAPTOR) to allow electronic invoicing for the supply of rehabilitation appliances. Work is in progress to take the system to the next stage to enable electronic ordering and prior approvals systems.

e-business support and government online

To assist the Department to fulfil is obligations under the Government's Online Strategy policy objectives, a number of developments were undertaken during the period.

Secure Online Communication System

The Secure Online Communication System (SOCS) was completed and is now in use. SOCS provides the infrastructure necessary to prepare DVA's secure communications capability for the Government's future directions in e-business, in particular the Better Service, Better Government strategy. The SOCS system is the platform upon which DVA Secure Services (DVASS) operates. DVASS applications currently include NOVEL and Secure Mail, with several applications under development.

Business Authentication Framework Working Group

The Business Authentication Framework Working Group (BAF) is one of a number of working groups formed across Australian Government agencies to facilitate agency compliance with Australian Government requirements. This working group oversees the development of tools to help agencies verify the online identity of business clients using secure government e-commerce applications.

BAF aims to provide a relatively low cost, early-to-market, shared authentication framework for government agencies. DVA's e-business team became a member of the BAF working group during the year.

e-business capability

DVA has made a considerable investment in infrastructure necessary to support its e-business capability through the:

• establishment of an Internet gateway; and
• development of a corporate e-business environment that facilitated the online delivery of VHC, with other services coming online in the 2003–04 financial year.

Several projects outlined in DVA's Online Action Plan will use this web-based technology with some having the potential to provide the capability for external users to enter data or information directly into DVA processing systems. Further, the Health Division is currently examining a range of projects that utilise Internet technology for interchange of electronic data with automatic upload/transfer into the Departmental Management Information System or DVA processing systems.

Such projects have the potential to significantly increase the demand on the current e-business platform and the amount of traffic over DVA's Internet connection and its local area network. Therefore, DVA continues to address two key areas:

• management of user access to DVA systems, both internal and external, through initiatives such as a directory database of all third parties dealing with DVA; and
• ensuring the robustness and reliability of its e-business infrastructure by monitoring the effectiveness of an upgrade that occurred during the year.

Internet and Intranet

Continuous support was provided for DVA's Internet and Intranet services that provide staff with current data, information and reports.

Staff reliance on the Internet as a major research tool continues to grow within DVA. Work has commenced on enhancing the infrastructure so that priority access can be given to certain key
work-related sites during times when traffic over the Internet is heavy, eg use of SCALEplus, the official web site for Australian legislation.

A review of DVA's primary web site has commenced to reflect the diverse interests of its users, including its expansion as a medium for transacting business with DVA. The review will also look
at issues of general usability, design and maintenance.

During the year, DVA examined the reliability and performance of its web site infrastructure and recommended upgrades to improve overall performance. If the recommendations are accepted it will be necessary to obtain funding to upgrade the web server over the coming years.

The review of the Department's main corporate Intranet site, DiVA, has been expanded to include a review of the entire Intranet including State and National office sites. The review and updating of content and recasting of content management and security arrangements is well advanced. Analysis of longer-term business requirements has also commenced.

Web site

In August 2002, DVA developed and implemented an accessibility policy to ensure all its web sites meet the World Wide Web Consortium (W3C) accessibility standards.

During 2002–03, DVA appointed a metadata officer to develop a metadata scheme for the site. This has now been implemented, bringing the site into line with GOLS requirements and improving the accessibility of information, particularly by enabling improved discoverability through the Government Portals framework.

Support and management of the following departmental web sites was also undertaken:

• www.dva.gov.au
• www.vrb.gov.au
• www.dsh.gov.au
• www.veteransreview.gov.au
• minister.dva.gov.au

Two new web sites—the World War II Nominal Roll site, www.ww2roll.gov.au, and the Alcohol Management Project site, www.therightmix.gov.au, were also developed and launched during 2002–03.

During the year, Internet usage policy and technical facilities were implemented to minimise the risk of staff misusing the services and to report inappropriate usage to the Executive.

Infrastructure support and services

At the beginning of the financial year, DVA issued a restricted tender to the two Defence Signals Directorate accredited Internet service providers to consolidate all external data communications connections through the DVA corporate gateway. Based on criteria defined in the Commonwealth Procurement Guidelines, a three-year contract was awarded to 90East.

The project has reduced the overall cost of Internet services and allowed more rigid management of a diverse set of connections, including a significantly increased level of security on our external connections.

The first new project to take advantage of the corporate gateway is a secure connection to Security Mailing Service (SMS) in Sydney to support DVA's mail-out services. This connection will eventually be used to transmit quarterly advice and other postal traffic. Further consolidation is to take place later this year with connection to the Department of Defence and Centrelink.

Another initiative this year was the replacement of the existing dial-up remote access service with the OPI Trust service. This service provides staff with secure, authenticated access to the Department's local area network applications from anywhere in the world.

The Department continued to make use of the intra-Commonwealth optic fibre network by connecting the National office to the Tuggeranong Data Centre, which houses the Department's main computing equipment including its future server farm, and other sites at Deakin and Canberra City.

Technical support was also provided to help establish appropriate voice and data technology infrastructure for new office sites at Woden and Deakin ACT, Queensland and Victoria, allowing them to connect to the data communications network and access DVA systems and core applications.

DVA also undertook a number of consolidation initiatives including reviews of the Department's database platform strategy to rationalise the existing six database platforms and to recommend a strategy for the future. The review recommended:

• retaining DB2 on the mainframe and Windows environments as one of two strategic platforms into the future;
• retaining SQL Server on the Windows environment as the second strategic platform;
• retaining Oracle on the midrange environment as long as Defence Service Homes
  remains part of DVA's responsibilities;
• phasing out new system development on the IMS and ObjectStar database platforms;
• progressively moving existing IMS and ObjectStar legacy data to the DB2 and SQL Server data stores; and
• migrating the Compensation Claims Processing System plus several smaller SQL-based systems to SQL Server and discontinuing the use of SQL Base, with the licenses to be relinquished.

As part of its ongoing support of corporate systems and functionality, a proactive program of work was successfully completed during the year on:

• Electronic transmission of cheque data to SMS—The Department's cheque data has traditionally been sent to SMS for printing and posting on cartridge. This data is now encrypted and sent by file transfer protocol from the mainframe across a secure connection provided by 90 East.
• Request processor—The Object Method (OM) Call Processor was implemented to support automatic transactions between client applications and database environments. It also supports SQL Server, the Australia Post Postal Address File, address database (IQ Rapid). The technologies already exist to include interfaces into TRIM and DB2.
• Integrated Payments System (IPS) performance improvements—The primary focus was to significantly reduce the run-time for the IPS fortnightly payments processes and revisions to the daily payments processing.
• OM & Delphi Frameworks—OM & Delphi Frameworks were further refined for the Change of Address and Simplified Transfers project. These frameworks use object oriented principles to provide functionality and significantly increase reuse. They also provide the ability to give projects a consistent interface.
• Workflow for REPEAT—A generic workflow was built on the OM & Delphi frameworks to assist the REPEAT system to provide integrated processes for recording and updating eligibility for the Gold Card, Repatriation Pharmaceutical Benefits Card, Commonwealth Seniors Health Card and Qualifying Service.

Quality certification

In March 2003, Standards Australia International Global Assurance Services conducted a surveillance audit of the Quality Management System held by IMU against the requirements of ISO9001:2000. The international standard certification was retained as a result of continuous program improvements to the system, systematic process reviews and audit inspections. An external triennial audit examining all aspects of IMU operations and requirements of the standard audit is scheduled to take place in early 2004.

 

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