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Approach to service delivery

The Department of Veterans' Affairs (DVA) is at an important juncture in its 100-year history as it seeks to transform itself into an organisation to meet the needs of the veteran community in the future. The department is focused on ensuring that it serves all veterans and their families in the way that suits them and caters to their specific circumstances.

Principles

Our approach to service delivery is guided by the following principles.

Putting veterans and veterans' families first

DVA ensures that processes, practices and methods of engagement are based on the needs of veterans and their families, and reflect the way that they want to access services and seek help from DVA.

Co-designing policies and services with veterans and their families

Through forums, surveys and other mechanisms, DVA ensures that veterans and key stakeholders are part of the design of new policies, programs and access arrangements.

Focusing on wellness, not illness

DVA's focus on wellness in transition and rehabilitation builds veterans’ capabilities to engage productively in new employment and maintain their quality of life. A whole-of-life 'wellbeing' model provides engagement and reinforcement from the point of enlistment.

Developing the understanding of the impact of military service, including the impact on families

DVA is capturing information to build understanding of veterans' experiences and the experiences of their families. Understanding these experiences puts DVA in a better position to improve its services. Sharing this information with Defence helps to ensure that strategies are in place to reduce risk and the impact of service, where appropriate.

Leveraging services and capabilities from other agencies

Many organisations provide services to veterans and their families. DVA is committed to working with other government entities and service providers to provide a holistic service offering to veterans and their families.

Tailoring and personalising services for individuals

Rather than relying on one-size-fits-all models and processes, DVA learns from its interactions with veterans and their families to adapt case management processes and customise and tailor its delivery to meet the unique needs of each veteran and their family.

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Learning from others, including veterans and the veteran community

DVA is becoming a 'learning agency', where its initial position is to learn from others, including veterans and their families and members of the broader veteran community. New ways of engaging and delivering services are emerging as DVA learns more about veterans' experiences.

Evolving and modernising services and streamlining processes

DVA's service delivery model needs to change to reflect contemporary practices and the needs and expectations of veterans and their families. This work has started through the Veteran Centric Reform program, and more will happen in coming years to embed a culture that truly supports veterans' needs.

Empowering staff to achieve the best possible outcomes for veterans and their families

DVA must move from a process-driven, risk-averse delivery framework to one which allows staff greater flexibility in achieving positive outcomes for veterans and their families. Processes which presently paralyse effective outcomes or encourage staff to reject claims need to be overhauled to improve DVA's culture and outcomes for veterans and their families.

Re-engaging with stakeholders

Re-engaging with veterans and their families and other stakeholders — including ex-service organisations, other service providers and those veterans who do not seek DVA’s help — is critical. Central to this is finding ways that DVA can share its challenges, including those in the policy and legislative environment, and achieve broad agreement on key reforms. New ways to better communicate need to be grasped, and mutual trust will only be reached if DVA first trusts veterans and their families and the stakeholders who support them.

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Service Charter

The DVA Service Charter:

  • describes the service that people can expect from DVA, including the Department’s standards and service delivery commitments
  • provides guidance about people’s rights in dealing with the Department
  • outlines how people can provide feedback about their experiences with DVA to assist the Department to continuously improve service delivery.

The DVA Service Charter is available from the Department's website.

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Indigenous Veterans' Strategy

Through the Indigenous Veterans' Strategy, DVA identifies and connects with Indigenous veterans and their dependants to ensure that they know of and can access DVA services and benefits. The strategy also supports activities to commemorate and raise awareness of Indigenous veterans' contribution to the nation through military service.

DVA developed the strategy with an understanding of the cultural impediments that may prevent Indigenous veterans from accessing their DVA entitlements, and with knowledge of the diversity of Aboriginal and Torres Strait Islander cultures.

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