Department of Premier and Cabinet Annual Report 2024-25

Our vision

DPC’s vision is to be recognised and respected leaders in whole of government policy and performance.

Our mission

DPC’s mission is to support the people of Victoria by:

• helping government achieve its strategic objectives
• providing leadership to the public sector to improve its effectiveness
• promoting collaboration across government to drive performance and improve outcomes.

Our values

DPC upholds the public sector values as enshrined in the Public Administration Act 2004 by demonstrating:

Accountability

Our employees demonstrate accountability by:

• working to clear objectives in a transparent manner
• accepting responsibility for our decisions and actions
• seeking to achieve best use of resources
• submitting ourselves to appropriate scrutiny.

Human rights

Our employees respect and promote the human rights set out in the Charter of Human Rights and Responsibilities by:

• making decisions and providing advice consistent with human rights
• actively implementing, promoting and supporting human rights.

Impartiality

Our employees demonstrate impartiality by:

• making decisions and providing advice on merit without bias, caprice, favouritism or self-interest
• acting fairly by objectively considering all relevant facts and applying fair criteria
• implementing government policies and programs equitably.

Integrity

Our employees demonstrate integrity by:

• being honest, open and transparent in our dealings
• using powers responsibly
• reporting improper conduct
• avoiding any real or apparent conflicts of interest
• striving to earn and sustain public trust
  of a high level.

Leadership

Our employees demonstrate leadership by actively implementing, promoting and supporting these values.

Respect

Our employees demonstrate respect to their colleagues, other public officials and members
of the Victorian community by:

• treating them fairly and objectively
• ensuring freedom from discrimination, harassment and bullying
• using their views to improve outcomes
  on an ongoing basis.

Responsiveness

Our employees demonstrate responsiveness by:

• providing frank, impartial and timely advice to the Victorian Government.
• providing high-quality services to the Victorian community.
• identifying and promoting best practice.

The objectives that DPC seeks to achieve over the medium term are:

Stronger policy outcomes for Victoria

• Lead whole-of-government economic and social policy delivery and reform.
• Lead the public sector response to significant state and Commonwealth issues, policy challenges and projects.
• Deliver policies and programs that promote fairness, inclusion and participation of Victoria’s culturally diverse communities.

First Peoples in Victoria are strong and self-determining

• Improve outcomes and services for First Peoples through prioritising actions to enable self-determination, including advancing Treaty, protecting and promoting cultural rights, recognising land and native title rights, and responding to and engaging with the Yoorrook Justice Commission.
• Address trauma, support healing and stop systemic injustice.
• Provide culturally safe systems and services and transfer power and resources to communities.

Improved public administration and support for the Victorian public service

• Foster and promote a high-performing public service.
• Ensure effective whole-of-government performance and outcomes and support the effective administration of government.
• Protect and promote the values of good governance, integrity and accountability across the public service to foster and maintain public trust in government.
• Maintain compliance with government advertising and communication guidelines to support effective financial management, probity, and accountability of government advertising.

Portfolio ministers

Premier

Hon Jacinta Allan MP

The Hon Jacinta Allan MP became the Premier of Victoria on 27 September 2023 and is Victoria’s head of government. DPC advises and supports the Premier to lead whole-of-government policy delivery and reform and to improve public administration.

The Premier is the main channel of communication between the Governor, as Head of State, and Cabinet, and between the Victorian Government and other state and territory governments, as well as the Commonwealth Government.

The DPC administrative offices, the Office of the Governor and the Office of the Chief Parliamentary Counsel, are also part of the Premier’s portfolio.

Contact details
1 Treasury Place
East Melbourne VIC 3002
Phone: 903) 9651 5000
Email: jacinta.allan@parliament.vic.gov.au

Deputy Premier

The Hon Ben Carroll MP

The Hon Ben Carroll MP became the Deputy Premier of Victoria on 2 October 2023.

In addition to his DPC responsibilities, Mr Carroll is the Minister for Education and the Minister for WorkSafe and TAC.

Contact details
1 Treasury Place
East Melbourne Vic 3002
Phone: (03) 9651 1233
Email: ben.carroll@parliament.vic.gov.au

Minister for Treaty and First Peoples

The Hon Natalie Hutchins MP

Ms Hutchins was reappointed as the Minister for Treaty and First Peoples on 2 October 2023, having previously served as the Minister for Aboriginal Affairs from December 2014 to December 2018.

DPC supports the Minister for Treaty and First Peoples to advance self-determination, progress Treaty and truth, and ensure the protection and recognition of cultural heritage and land rights for First Nations communities across Victoria.

In addition to her DPC responsibilities, Ms Hutchins is the Minister for Government Services, the Minister for Prevention of Family Violence and the Minister for Women.

Contact details
121 Exhibition Street
Melbourne VIC 3000
Phone: (03) 9095 4301
Email: natalie.hutchins@parliament.vic.gov.au

Minister for Multicultural Affairs

Ingrid Stitt MP

Ms Stitt was appointed as the Minister for Multicultural Affairs on 2 October 2023.

DPC advises and supports the Minister for Multicultural Affairs in promoting fairness, inclusion and participation of Victoria’s multicultural and multifaith communities, ensuring all Victorians can enjoy the benefits of a multicultural society.

In addition to her DPC responsibilities, Ms Stitt is the Minister for Mental Health and the Minister for Ageing.

Contact details
50 Lonsdale Street
Melbourne VIC 3000
Phone: (03) 9096 8587
Email: ingrid.stitt@parliament.vic.gov.au

Other members of parliament

Steve McGhie MP, Cabinet Secretary

Mr McGhie has been the Cabinet Secretary since July 2022. DPC’s Cabinet Office provides support to the Cabinet Secretary for the operations of the Cabinet process and coordinating the work of the Cabinet.

Contact details
Email: Stephen.McGhie@parliament.vic.gov.au

Tim Richardson MP, Parliamentary Secretary to the Premier

Mr Richardson supports the Premier with her portfolio responsibilities and has been Parliamentary Secretary since December 2024.

The Hon Nick Staikos MP served as Parliamentary Secretary to the Premier for the first part of the 2024–25 financial year.

Contact details
Email: tim.richardson@parliament.vic.gov.au

Chris Couzens MP, Parliamentary Secretary for First Peoples

Ms Couzens has been the Parliamentary Secretary for First Peoples since June 2022.

Contact details
Email: christine.couzens@parliament.vic.gov.au

Iwan Walters MP, Parliamentary Secretary for Multicultural Affairs

Mr Walters has been the Parliamentary Secretary for Multicultural Affairs since December 2024.

Contact details
Email: iwan.walters@parliament.vic.gov.au

Changes to the department during 2024-25

There were no machinery of government changes during 2024–25 that impacted DPC.

Internal organisational changes were implemented during the year to better align functions with DPC’s strategic priorities and to support the effective delivery of programs and services. Key changes included the establishment of the Children’s Portfolio Coordination function, created to support and drive the reform agenda for Victorian children and their families.

In addition, responsibility for the Housing Statement Implementation function ceased within DPC, with delivery and coordination transferring to the Department of Transport and Planning (DTP) to support whole-of-government implementation.

Two group name changes were also made to reflect updated responsibilities. DPC’s Cabinet, Legal and Governance group was renamed Public Administration, and the Social Policy and Intergovernmental Relations group was renamed Social Policy.

DPC’s group structure, as at 30 June 2025, is outlined on the following pages.

In 2024–25, DPC delivered its core programs and services through the following four groups:

• Public Administration
• Economic Policy and State Productivity
• First Peoples – State Relations
• Social Policy.

The Office of the Secretary includes other key functions:

• Delivery and Strategy
• Treaty Negotiation and Strategy
• Children’s Portfolio Coordination.

Public Administration

The Public Administration group supports the Victorian Government and the DPC Secretary by providing expertise in public sector governance, strategic communication, protocol, intergovernmental relations, and legal and legislative advice. The group also provides whole-of-government leadership and coordination across these areas. Its work places a particular focus on the institutions and systems of Westminster government, including the operation of Cabinet and the Victorian Executive Council. The group maintains key relationships with the Office of the Governor, the Parliament of Victoria, the Office of the Chief Parliamentary Counsel, the Victorian Electoral Commission (VEC) and the Victorian Public Sector Commission (VPSC).

Economic Policy and State Productivity

The Economic Policy and State Productivity group leads the provision of economic policy advice to the Premier. The group collaborates with relevant departments and agencies to ensure a coordinated, whole-of-government approach to policy and projects in the areas of economic development, including in fiscal policy; regional and suburban development; local government; regulatory reform; consumer affairs; gambling and racing; WorkSafe and TAC; insurance; government services; community sport; creative industries; economic growth and jobs including trade and investment; industry and advanced manufacturing; outdoor recreation; skills and TAFE; small business and employment; tourism, sport and major events; industrial relations; international engagement; medical research; transport infrastructure; public transport; roads; planning; precincts; agriculture; resources; energy, climate action; and water and the environment.

First Peoples - State Relations

First Peoples – State Relations is responsible for an extensive program of nation-leading work in the areas of cultural rights, land justice, self-determination, Treaty and truth with First Peoples. The group recognises Victoria’s First Peoples as the self-determining drivers of Aboriginal affairs in Victoria and is committed to building ongoing, just and respectful relationships between self-determining First Peoples and the State.

Social Policy

The Social Policy group is responsible for providing the Premier with advice on social policy matters, including health; mental health; alcohol and other drugs; education; justice; emergency management; and families, fairness and housing. The group also leads and supports the delivery of the Multicultural Affairs ministerial portfolio.

Office of the Secretary

Treaty Negotiations and Strategy

The Treaty Negotiations and Strategy Branch is responsible for negotiating Statewide Treaty with the First Peoples' Assembly of Victoria on behalf of the State and embedding a whole-of-government approach to Statewide Treaty and Traditional Owner Treaties in line with Treaty legislation and the Treaty Negotiation Framework. The branch also administers a Treaty Education program to build understanding of Treaty across the Victorian Public Service and oversees Treaty public communications.

Delivery and Strategy

The Delivery and Strategy branch tracks and supports delivery of priority government initiatives and works with policy branches to support strategic policy development of cross-portfolio issues. The branch comprises Delivery Tracking, which monitors implementation of government priority initiatives and commitments and supports identification and resolution of risks and blockages; and Strategy, a project-based team that works closely with DPC’s policy branches and delivery agencies, employing consulting and strategy approaches to resolve priority policy and delivery issues.

Children’s Portfolio Coordination

Children’s Portfolio Coordination (CPC) supports the government’s reform agenda for children aged 0 to 12 and their families. CPC provides policy and project coordination across a range of portfolios, including: Children (Maternal and Child Health, Early Childhood Education and Child Protection and Family Services) as well as Education (Schools); Disability; Health; Mental Health; and Government Services.

Public entities and special bodies

DPC also supports its ministers in their responsibilities for the following public entities and special bodies.

Public entities - includes statutory authorities, state-owned enterprises, state-owned corporations and formally constituted advisory boards that perform functions outside of the VPS. DPC supports the Premier, the Minister for Treaty and First Peoples, and the Minister for Multicultural Affairs in their responsibilities for the following public entities:

• Parliamentary Workplace Standards and Integrity Commission
• Victorian Aboriginal Heritage Council
• Victorian Multicultural Commission
• VITS Language Loop.

Special bodies — operate with a high degree of independence from government departments and are created under separate legislation. DPC supports the Premier in her responsibilities for the VEC, a special body which includes the Electoral Boundaries Commission.

DPC is led by the Secretary who reports to the Premier and serves as the head of the Victoria Public Service. The department is managed by a senior executive group comprising the head of each of DPC’s groups. The administrative office heads are also key senior executives within the DPC portfolio.

Secretary

Jeremi Moule was appointed as Secretary of the Department of Premier and Cabinet and head of the Victorian Public Service (VPS) in October 2020.

Prior to this role, he was the Deputy Secretary, Governance Policy and Coordination at the Department of Premier and Cabinet, a position he held since August 2018.

Jeremi has held various executive positions in the Victorian Public Service over a 20-year period, was the CEO of a registered training organisation and started his working life as a journalist. He has worked extensively in regional Victoria, where he also lives.

He holds a journalism degree from the University of South Australia and is a Graduate of the Australian Institute of Company Directors.

Deputy Secretary, Public Administration

Joshua Puls MVO commenced as Deputy Secretary, Public Administration in August 2023.

Josh’s previous role in the Victorian Government was Official Secretary to the Governor of Victoria between 2016 and 2022. Prior to this appointment, Josh was Executive Director of the Cabinet Office in DPC, after having overseen the Anzac Centenary when he was Director of DPC’s Veterans Branch.

Josh holds qualifications in law, arts, education and theology as well as the degree of Executive Master of Public Administration from the Australia and New Zealand School of Government and the University of Melbourne. He has a Certificate IV in Teaching English to Speakers of Other Languages and is a Graduate of the Australian Institute of Company Directors.

Deputy Secretary, Economic Policy and State Productivity

Jason Loos PSM commenced as Deputy Secretary, Economic Policy and State Productivity in June 2023.

Jason was previously Deputy Secretary at the Department of Treasury and Finance, where he was responsible for providing strategic commercial, financial and risk management advice to the Victorian Government.

Jason has over 25 years’ experience in the commercial structuring and delivery of infrastructure projects, including extensive experience in delivering Public Private Partnerships and the corporate governance oversight of significant Victorian Government business enterprises.

Jason has a Master of Business Administration from RMIT and an honours degree in economics from Monash University.

Jason is a Graduate of the Australian Institute of Company Directors and in 2023 was named a Victorian Fellow of the Institute of Public Administration Australia.

In 2024, Jason was awarded the Public Service Medal for his significant contribution to the infrastructure policy and projects across Victoria.

Deputy Secretary, First Peoples – State Relations

Terry Garwood PSM commenced as Deputy Secretary, First Peoples - State Relations in July 2023.

Terry has been an officer of the Victorian and Australian public services for over 40 years. Previously, Terry was the Deputy Secretary,
Land Services in Victoria’s Department of Transport and Planning.

Terry has been responsible for health, aged care, disability services, child protection, public housing programs, freight and logistics, and Aboriginal affairs in a variety of senior executive roles.

Terry has served on the Museum Board of Victoria for 9 years and the Centenary of Federation Committee for 5 years and is a Fellow of the Institute of Public Administration Australia. He was appointed as a Director of the Ports Victoria Board on 1 October 2022.

Terry was awarded the Public Service Medal in 2018 for distinguished public service. He was also inducted into the Victorian Aboriginal Honour Roll in 2018 recognising his leadership, passion and commitment to community.

Deputy Secretary, Social Policy

Dr Emma Cassar PSM returned to her role as Deputy Secretary, Social Policy in March 2025 following her secondment to the Commonwealth Department of Home Affairs.

Emma has more than 25 years’ experience in both local and international roles spanning government, private and non-profit organisations.

Emma commenced her career as a forensic psychologist with Corrections Victoria in 1999. She went on to become General Manager at several male and female prisons in Victoria and held senior executive roles in both the not-for-profit and private sectors, including Partner at KPMG. She returned to the Victorian public sector in 2018 and has made a significant contribution in her roles as Corrections Victoria Commissioner and Commissioner COVID-19 Quarantine Victoria.

Following a transition to DPC in 2023, she was seconded as Associate Secretary, Immigration, in the Department of Home Affairs.

Emma holds a Doctorate in Forensic Psychology from the University of Melbourne.

Brigid Sunderland was Deputy Secretary, Social Policy and Intergovernmental Relations during the reporting period until January 2025.

Dannii de Kretser was Acting Co-Deputy Secretary, Social Policy and Intergovernmental Relations during the reporting period from 16 October to 3 January 2025. Dannii was also the Acting Deputy Secretary, Social Policy and Intergovernmental Relations during the reporting period from 17 January to 10 March 2025.

Deputy Secretary, Children’s Portfolio Coordination

Brigid Sunderland commenced as Deputy Secretary, Children’s Portfolio Coordination in January 2025, having previously been Deputy Secretary of Social Policy and Intergovernmental Relations. Brigid has had an extensive public sector career with a strong emphasis on social policy and service delivery reform and outcomes.

Prior to joining DPC, Brigid was Secretary of the Department of Families, Fairness and Housing (DFFH) and before that served in executive positions in the Department of Justice and Community Safety (DJCS).

Brigid has previously held senior positions in both the public and private sectors including the Commonwealth Attorney-General’s Department. Prior to joining the public sector, Brigid practised as a lawyer in several international and Australian law firms.

Brigid holds degrees in Law and Political Science and Master of Public Policy and Management. In 2017 she was named one of the Top 50 Public Sector Women by the Institute of Public Administration Australia (Victoria) and in 2022, a Victorian Fellow of the Institute of Public Administration Australia.

Chief Parliamentary Counsel, Office of the Chief Parliamentary Counsel

Jayne Atkins commenced as the Chief Parliamentary Counsel of the Office of the Chief Parliamentary Counsel (OCPC) on 19 January 2022. From 2013 she was Deputy Chief Parliamentary Counsel and Subordinate Legislation Manager, having joined OCPC in March 1991 after 4 years at the State Trustees as a solicitor. Jayne has over 30 years' experience drafting bills and drafting, settling and advising on subordinate legislation, where she has a particular interest.

Official Secretary of the Office of the Governor

Jonathan Burke commenced as the Official Secretary of the Office of the Governor in August 2022. Jonathan’s experience spans the government, not-for-profit and tertiary education sectors. His government experience includes several appointments in DPC and DJCS.

Jonathan has served four Governors of Victoria, including as Deputy Official Secretary and now, Official Secretary.

He holds degrees in Arts and Law from Monash University and has an Executive Master of Public Administration from the Australia and New Zealand School of Government (ANZSOG) and the University of Melbourne.

Board of Management

The Board of Management comprises DPC’s senior-level executive officers who:

• provide organisation oversight
• provide strategic direction
• ensure DPC is operating in a fiscally and environmentally sustainable manner
• ensure DPC is meeting changing community needs and government priorities.

As of 30 June 2025, DPC’s Board of Management members were:

• Jeremi Moule, Secretary
• Emma Cassar, Deputy Secretary, Social Policy
• Terry Garwood PSM, Deputy Secretary, First Peoples – State Relations
• Jason Loos, Deputy Secretary, Economic Policy and State Productivity
• Joshua Puls MVO, Deputy Secretary, Public Administration
• Brigid Sunderland, Deputy Secretary, Children’s Portfolio Coordination.

In 2024–25 the Board of Management fulfilled its mandate to provide organisational oversight and strategic direction, meeting 11 times.

The Board of Management has the following committees:

• Budget and Finance - acts as an advisory body for DPC’s Board of Management and provides strategic oversight of DPC’s budget and finances and identifies priorities and challenges. The committee promotes DPC’s drive for improved financial sustainability through the effective oversight and allocation of financial resources.
• Self-determination and Reform - supports DPC to progress the significant reform underway in the Treaty and First Peoples portfolio. The committee also performs a key role in improving internal systems, policies and processes to enable self-determination, including facilitating action in line with whole-of-government commitments

Audit and Risk Committee

The Audit and Risk Committee provides independent assurance and advice on the effectiveness of DPC’s financial management systems and controls, performance, stability, compliance with laws and regulations and risk management. It also oversees the department’s internal audit program.

The committee reports to DPC’s Secretary and is established in line with the Standing Directions under the Financial Management Act.

During 2024 - 25, the committee met five times to acquit its legislative charter obligations to the Secretary by:

• monitoring the quality of reporting on financial performance
• reviewing the quality of DPC’s annual financial report and report of operations and providing attestations to the Secretary
• monitoring the outcomes of the external audit process of the annual financial report
• monitoring DPC’s responses to the outcomes of VAGO performance audits
• appraising the effectiveness and efficiency of DPC’s systems and controls for financial management, performance and sustainability
• reviewing processes designed to ensure that DPC complies with the requirements of the Financial Management Act, Standing Directions and instructions, including updates on the resolution of any reported non-compliances
• endorsing the internal audit plan, monitoring delivery of the internal audit program and reviewing reports on completed internal audit reviews
• monitoring progress on completion of recommendations arising from internal and external audit activity
• monitoring the effectiveness of DPC’s risk management program.

As of 30 June 2025, the committee comprised the following members:

• Andrew Whittaker (Chair, independent member)
• Rachel Thomson (independent member)
• Michael Everett (independent member)
• Joshua Puls (departmental member).

Executive Remuneration Committee

DPC’s Executive Remuneration Committee’s role is to ensure that a consistent and rigorous approach is taken to setting and adjusting executive remuneration across DPC. The committee reviews all appointments to executive roles within DPC, manages the executive officer cap for DPC and ensures fairness and budget considerations are considered in determining the remuneration of DPC executives.

The specific responsibilities of the committee are to:

• manage DPC’s Senior Executive Service remuneration
• ensure the remuneration of all DPC executives is appropriate to DPC business needs and is in line with DPC’s executive gender pay principles, and recommend adjustments to assure transparency and fairness
• ensure that DPC has sustainable executive staffing levels that are appropriate to DPC business needs and meet labour sustainability cap targets within its funding envelope
• ensure all processes and information related to recruitment and executive remuneration adhere to the public sector values, particularly concerning merit, equity and transparency
• report to the VPSC annually (and on request) details of executive employment in DPC and its portfolio entities.

Occupational health and safety management

DPC is committed to operating in a safe and responsible manner that protects and promotes the health, safety and wellbeing of staff. The commitment includes compliance with relevant laws, regulations, standards and codes, and fostering an environment where staff contribute to the continuous improvement of workplace health and safety.

Aligned with the Victorian Public Service Leading the Way strategy, DPC fosters a culture of high safety standards that supports a holistic and inclusive approach to staff physical and mental wellbeing.

DPC continues to strengthen a supportive and robust safety culture that promotes both physical and psychosocial safety within the workplace for all employees.

As part of this culture, DPC places particular focus on psychological safety by identifying and reducing psychosocial hazards and risks in the workplace.

During 2024-25, DPC implemented a range of health, safety and wellbeing initiatives to support staff. A comprehensive review of all related policies and procedures was undertaken to address any identified gaps.

New policies, procedures and supporting documentation were also introduced to strengthen the management of fatigue, workload and workplace emergency management requirements. In addition, DPC promoted mental wellbeing through targeted initiatives and training, supported by its employee assistance program provider, Converge International.

Incident management

There were no notifiable incidents across DPC in 2024–25. Notifiable incidents are those that must be reported to WorkSafe Victoria under occupational health and safety legislation.

Reported incidents decreased by 86.5 per cent per 100 FTE staff in 2024–25, with four incidents reported. This is demonstrated in the chart below. This represents 26 fewer incidents compared with the previous year. The four incidents reported included injuries, ‘near misses’ and detected workplace hazards.

Commitment to public sector values and workforce integrity

The Public Administration Act established the VPSC to enhance public sector efficiency, effectiveness and capability while advocating for professionalism and integrity. In alignment with the VPSC’s employment standards, DPC has implemented policies and practices that ensure fair treatment, provide career opportunities and facilitate the early resolution of workplace issues.

DPC actively educates employees on avoiding conflicts of interest, handling offers of gifts and addressing misconduct. The department is committed to upholding principles of merit and equity in staff appointments. Recruitment processes are designed to ensure that all applicants are assessed fairly and consistently against key selection criteria and other relevant accountabilities, without discrimination.

Employees are also accurately classified in workforce data collections. For a detailed breakdown of DPC’s workforce data, refer to Section 6, Appendix 2: Workforce data.

Workforce inclusion policy

DPC is committed to building a genuinely inclusive workforce that better reflects the diversity of the communities it serves, and reports on the progress of these initiatives below. The Department of Government Services (DGS) supports DPC in developing, implementing, monitoring and reporting on aspects of DPC’s commitments under workforce inclusion.

Gender equality

DPC recognises the importance of gender diversity within its workforce and is committed to strategies that promote opportunities for all employees, including those who identify as gender diverse. Aligned with the principles of Safe and Strong: A Victorian Gender Equality Strategy, DPC has set a target of at least 50 per cent women in executive-level roles. As at 30 June 2025, women held 57.9 per cent of these positions.

In compliance with the Gender Equality Act 2020, DPC has a Gender Equality Action Plan 2021–2025 that outlines strategic initiatives to advance gender equality, address intersectional inequalities and promote a workplace culture that values diversity and inclusion. DGS Corporate Shared Services supports DPC’s commitments by maintaining membership of the Champions of Change Coalition, applying gender principles in executive remuneration decisions, and embedding gender and broader diversity considerations into manager tools, learning resources and supports.

Disability inclusion and employment

In line with the Getting to Work: Victorian Public Sector Disability Employment Action Plan 2018–2025, DPC has set a target of 12.0 per cent employment of people with disabilities by 2025. This goal is supported by DPC’s Disability Access and Inclusion Plan 2021–2025, which outlines initiatives to attract, support, and promote people with disability through inclusive recruitment, retention, and career development practices.

During 2024–25, DGS Corporate Shared Services supported DPC’s commitments by:

• continuing to support the VPS Enablers Network for staff with disability, and for carers and allies
• reviewing various policies with an
  inclusive lens
• embedding disability and other diversity considerations in manager tools, learning resources and supports.

Despite these efforts, DPC fell short of the 12.0 per cent target in 2024–25, with 2.0 per cent of employees disclosing a disability in the workforce data, a decrease from 2.6 per cent of employees disclosing a disability in the workforce data in 2023–24. Separately however, the 2025 People Matter Survey reported that 10.0 per cent of staff identified as having a disability. This discrepancy is likely due to the anonymity of survey responses. DPC remains committed to fostering a culture where staff feel comfortable sharing diversity information to better inform future workplace inclusion strategies.

Aboriginal and Torres Strait Islander staff inclusion and employment

DPC is committed to improving the recruitment and retention of Aboriginal and Torres Strait Islander staff by fostering a culturally safe workplace, strengthening cultural capability and providing flexible and progressive career opportunities. Barring Djinang is the Victorian public sector’s five-year Aboriginal employment strategy, which sets a target of 2.0 per cent Aboriginal employment across the sector.

In 2024–25, DPC exceeded this target, with 3.5 per cent of staff identifying as Aboriginal and/or Torres Strait Islander.

Workforce inclusion policy progress

The table below outlines DPC’s progress against key workforce inclusion targets, relating to gender profiles at the executive level, employment of people with disability, and employees who identify as Aboriginal and/or Torres Strait Islander.

Compliance with the Carers Recognition Act

DGS Corporate Shared Services supports DPC in taking practical measures to meet obligations under the Carers Recognition Act 2012. These include applying the care relationship principles set out in the Act when developing policies and delivering services such as:

• ensuring flexible work arrangements are embedded as part of DPC’s working culture, consistent with the Gender Equality Act requirements, and are available to all staff, including those with family and caring responsibilities
• embedding a hybrid working model to support diversity, inclusion and a more equitable workplace
• providing the Parental Leave Transition Support Coaching Program.

Compliance with the Act is also undertaken by promoting staff awareness and understanding of the care relationship principles. This is achieved through initiatives such as the VPS Enablers Network - run by people with disability for people with disability, with an executive sponsor and open to all staff including carers - along with support available through the Peer Support Program and the Employee Assistance Program.

This section outlines DPC’s key achievements over the past year, aligned with our overarching departmental objectives. The initiatives highlighted are primarily drawn from the DPC Corporate Plan 2024–28 and are grouped by output to demonstrate how each contributes to the delivery
of our objectives.

This section also reports on performance against departmental objective indicators, providing insight into DPC’s overall effectiveness in delivering services.

Departmental objectives, indicators and outputs

DPC’s medium-term objectives, objective indicators and linked outputs as of 30 June 2025 are:

Output: Economic policy advice and support

Provided advice on current and future economic challenges and opportunities, including supporting development of the government’s Economic Growth Statement, the government’s budgeting and financial management, and efficient government operations, including the digitising of government services

In 2024–25, DPC continued to work closely with the Department of Treasury and Finance (DTF) and other departments to support delivering the government’s five-step fiscal strategy and policy priorities in a challenging economic climate. This included advising on budget and fiscal strategy, industry and economic growth opportunities, employment, training and skills, higher education, consumer affairs, local government, industrial relations, building reform, and transport policy and infrastructure delivery.

Alongside DTF, DPC actively supported the development of Victoria’s Economic Growth Statement, which outlines key reform opportunities that will prepare the Victorian economy for the opportunities and challenges that are presented by the global economy. More broadly, DPC has played a continued role in supporting the government to navigate current and future economic challenges and take advantage of the opportunities presented to Victoria.

DPC remains committed to advising government in support of its priorities to improve financial sustainability, manage economic pressures and ensure all Victorians have an opportunity to prosper. DPC also worked closely with DGS to support the delivery of digital government services and cyber security services across the Victorian public sector, and the integration of artificial intelligence into public sector operations. This included the Secretary issuing the Administrative Guideline — The Safe and Responsible Use of Generative AI in the Victorian Public Sector. Additionally, DPC worked closely with the Department of Justice and Community Safety (DJCS) and other departments to support delivery of the government’s tobacco business licensing scheme and establishment of Tobacco Licensing Victoria.

Provided advice to support the efficient operation of markets, while maintaining appropriate protections for consumers

DPC has worked with other government departments to improve the design of government regulations to protect consumers, while minimising the costs to businesses and the community. In 2024–25, DPC supported the delivery of Victoria’s Housing Statement reforms to protect renters’ rights. This included commencing Rental Dispute Resolution Victoria in June 2025 to provide a one-stop-shop for renters, agents and rental providers to resolve tenancy disputes over rent, damages, repair and bonds.

The Consumer and Planning Legislation Amendment (Housing Statement Reform) Bill 2024 passed Parliament in March 2025, bringing in a suite of reforms to increase renter protections such as stopping all types of rental bidding, giving renters more time when they receive a notice of rental increase or notice to vacate, and banning no fault evictions. These will come into effect in November 2025.

The Retirement Villages Amendment Bill passed Parliament in May 2025, introducing stronger protections for Victorians living in a retirement village. These protections come into effect in May 2026.

The Residential Tenancies Amendment (Minimum Energy Efficiency Standards) Regulations 2025 will make rental homes safer and more comfortable to live in, save renters hundreds of dollars a year on their energy bills, and cut emissions. These reforms will be phased in from March 2027. New standards were also introduced for blind cords for all rentals, and heating requirements for rooming houses to take effect from 1 December 2025 — these are the homes of some of our most vulnerable Victorians.

Provided advice to deliver a renewable energy transition and achieve emissions reduction across the economy to reach the government’s target of net zero emissions by 2045; supported delivery of the government’s environmental and agricultural priorities; and maintained the sustainable use of Victoria’s natural resources in a changing climate

In 2024–25 DPC established and provided secretariat support to the Premier’s Drought Response Taskforce. This advisory group led consultation and engagement with drought impacted farmers, communities, councils and stakeholders, and provided advice to government. With advice from the Taskforce, DPC worked closely with the Department of Energy, Environment and Climate Action (DEECA) and DTF to support the government’s release of $144 million for drought support. This funding has been critical to help farmers and communities prepare, respond and recover from drought.

DPC also worked with VicGrid on the development and release of the 2025 Victorian Transmission Plan that maps out transmission projects and proposed renewable energy zones required to support the renewable energy transition over the next 15 years.

Other achievements in 2024–25 against this initiative include:

• Supported DEECA to release the Offshore Wind Energy Implementation Statement 4, released in April 2025. This provides updates on the procurement approach for offshore wind in Victoria, associated legislative and regulatory reform, supply chain and local supply supports, and plans for associated transmission and ports.
• Worked with DEECA and the State Electricity Commission to deliver 100 per cent renewable electricity to around 4,000 Victorian Government sites (including schools, hospitals and museums) from 1 July 2025.
• As part of the Victorian Transmission Investment Framework, DPC supported the development and introduction to Parliament of legislation to transfer the planning responsibility for Victoria’s shared network from the Australian Energy Market Operator to VicGrid.
• Collaborated with DEECA to deliver commitments from the Gas Substitution Roadmap, including introducing Building Electrification regulations and the Minimum Energy Efficiency Standards and expanding the Victorian Energy Upgrades program to include induction cooktops. These programs and reforms will support electrification in both rental properties and owner-occupied homes.
• Supported DEECA and cross-government coordination of biosecurity preparedness activities and responses to emergency animal and plant disease outbreaks.
• Worked with DEECA and other key departments to advocate for Victoria’s interests in water recovery in the Murray-Darling Basin, including through participation in the Victorian Basin Communities’ Interdepartmental Committee.

Supported delivery of the government’s transport infrastructure program and coordinated a range of reforms to improve the safety, liveability and sustainability of Victoria’s built environment, including implementation of Victoria’s Housing Statement

DPC continued to monitor the implementation of the government’s transport infrastructure agenda in 2024–25, including the Metro Tunnel, West Gate Tunnel, Suburban Rail Loop and North East Link projects. DPC has provided advice to government on delivery challenges that have impacted infrastructure delivery including material cost increases and labour supply shortages. DPC has also worked with DTP in the operation of transitioned major transport service contracts, including the new public transport ticketing contract and the Melbourne tram franchise. In addition, DPC has been working with DTP to support the re-contracting of operations and maintenance for Melbourne’s train franchise.

In 2024–25, DPC has coordinated and monitored the implementation of Victoria’s Housing Statement and associated initiatives. Initiatives identified in the Housing Statement are being delivered by relevant ministers and their portfolio departments. DPC monitored housing completion data and worked with relevant departments to support delivery of the Activity Centre pilot program, streamlining planning approvals and the completion of Plan for Victoria. DPC also worked with relevant stakeholders to progress the government’s building reform program.

Supported delivery of the government’s industry and innovation agenda, including driving investment in commercialisation and jobs outcomes, providing advice to deliver the government’s skills and workforce priorities and provided oversight and advice relating to the delivery of the government’s Regional Package

DPC, alongside DTF, has worked closely with the Department of Jobs, Skills, Industry and Regions (DJSIR) to refresh priorities and approaches for industry, innovation and business. In 2024–25 this included mobilising the Premier’s Business Council, monitoring and oversight of investment attraction and business supports through the Victorian Jobs and Investment Fund, and monitoring initiatives being delivered across government under the Economic Growth Statement and the Regional Package.

DPC has worked with DJSIR on delivering and monitoring significant projects, particularly in the defence, health and life sciences sectors. Major projects have included the BioNTech mRNA Facility at La Trobe University, Hanwha Defence in Avalon East, Moderna mRNA Facility at Monash University, and work related to AUKUS, space, quantum, artificial intelligence, data centres and other defence efforts.

In 2024–25 DPC also worked closely with DTF and DJSIR to respond to local skills and workforce needs, and progress reforms to improve Victoria’s Skills and TAFE system. This has included supporting implementation of the National Skills Agreement, maintaining an effective Free TAFE for priority courses initiative and responding to critical skills and workforce needs. DPC has provided strategic guidance on how Victoria’s Skills and TAFE system can better support workforces in government priorities, such as clean energy, care economy and housing.

Advised, delivered and facilitated engagement with international stakeholders in Victoria and overseas, particularly by the Premier, Deputy Premier and the Governor, that promote trade and investment, and continued to build the state’s vibrant multicultural fabric

DPC supported whole-of-government cooperation with key international partners to promote trade, investment, cultural, and people-to-people ties that benefit all Victorians. In
2024–25, this included the development and release of Victoria’s India Strategy: Our Shared Future 2025–30 and development of Victoria's China Strategy: For a New Golden Era, informed by extensive consultation across government, industry, and community. These whole-of-government strategies outline a strategic framework guiding Victoria's engagement with key international partners. DPC also facilitated engagement between international dignitaries and senior Victorian leaders, including the Premier, Deputy Premier, and Governor of Victoria.

DPC also collaborated with civil society partners, particularly Asia Society Australia and the Australia-India Institute, to enhance Victoria’s connections to, engagement with, and knowledge of Asia.

Output: Social policy and intergovernmental relations

Supported the delivery of critical social policy reforms to improve outcomes for Victorians accessing housing and social services, including the Big Housing Build, reform in the children and families system and continued implementation of family violence reforms

In 2024–25, DPC continued to advance the safety and wellbeing of Victorian children and families, supporting their life trajectories through stable housing and across strong communities.

In September 2024, the Premier announced the Victorian Redress Scheme for victims of historical abuse and neglect in institutional settings. Under the Redress Scheme, victims of historical institutional abuse have access to a payment, counselling services and individual restorative engagement services. The Redress Scheme commenced receiving applications in December 2024.

DPC supported the commencement of the Social Services Regulator on 1 July 2024 and has worked across government to support the expansion of the Social Services Regulator.

Throughout 2024–25, DPC continued to lead the negotiation of Foundational Supports with the Commonwealth, including working across government on initial design to inform negotiations. Foundational Supports were recommended by the recent NDIS Review as a set of supports outside the NDIS for people with a disability. Additionally, DPC has worked across departments to respond and implement recommendations from the Royal Commission into Violence, Abuse, Neglect and Exploitation
of People with Disability.

DPC also continued to support the delivery of significant reforms to increase social and affordable housing supply. DPC engaged in key governance forums to ensure appropriate monitoring and oversight of the Big Housing Build, which is increasing social housing supply by 10 per cent. In 2024–25, DPC also supported advice and monitoring of the High-Rise Redevelopment project, a commitment to redevelop all of Melbourne’s 44 high-rise housing estates as part of Victoria’s Housing Statement. This project will also boost social housing across the sites by 10 per cent.

In 2024-25, DPC continued to support implementation of reforms delivered under the Strengthening Women’s Safety Package to address high rates of violence against women. This package builds on work undertaken to implement recommendations of the Royal Commission into Family Violence.

Supported the Victorian Government to deliver key commitments to improve the health and wellbeing of Victorians, including the record health-infrastructure pipeline, and health-system reform and performance

DPC has continued to support delivery of the government’s key commitments to improve the health and wellbeing of all Victorians. Highlights in 2024–25 included:

• supporting the establishment of Hospitals Victoria within the Department of Health to oversee and support the sustainability of Victoria’s hospital sector
• supporting the Department of Health to secure funding to prepare for the opening of the New Footscray Hospital and Peninsula University Hospital, as well as continued investment in other new, expanded and redeveloped hospital infrastructure projects such as Latrobe Regional Hospital
• continuing support for the ongoing delivery of key commitments in women’s health including the rollout of additional women’s health clinics, and delivery of public fertility care for Victorian families
• supporting implementation of a pilot for community pharmacists to provide treatment for straight forward urinary tract infections, common skin conditions, and to reissue contraceptive prescriptions, and the expansion of the pilot to become a permanent part of the health system.
• supporting system-wide improvements to support timely emergency care and patient flow through hospitals, including through the expansion of the Victorian Virtual Emergency Department and implementation of the Timely Emergency Care Collaborative to support best practice across the system
• continued support for ongoing investments in Victoria’s health workforce, including supports for nurses and midwives through the Registered Undergraduate Student of Nursing or Midwifery positions, nurse practitioner development and investment in resources for rural and regional nursing workforce
• continued support for constructive discussions with the Commonwealth on reforms to Australia’s health system, including funding for Priority Primary Care Centres, implementation of aged care reforms and ongoing negotiations for the next National Health Reform Agreement.

Supported the Victorian Government to deliver critical education policy reforms, including negotiating the new Better and Fairer Schools Agreement and implementing Best Start, Best Life reforms alongside the continued roll out of Three-Year-Old Kindergarten

Throughout 2024–25, DPC continued to support the implementation of the Victorian Government’s response to the Board of Inquiry into historical child sexual abuse in Beaumaris Primary School and certain other government schools and preparation for the establishment of a statewide truth-telling and accountability process. Ms Angela Connors was appointed as Chair of the Forum for Truth and Recognition in June 2025.

In 2024–25, DPC continued to support the delivery of the government’s critical education policy reforms, strengthening the education system for children and young people. These reforms included:

• supporting the successful launch the $400 School Saving Bonus for every student enrolled at a government school and eligible families at non-government schools
• supporting the finalisation of the statewide rollout of the Disability Inclusion program, with all government schools now participating in the reform
• continuing to support the Victorian Government’s significant investment in school capital projects, including delivering 100 new schools by 2026
• ongoing support to deliver scholarships to support secondary teaching degree students and more flexible working options for school leaders and principals
• support the Department of Education to enhance options for students to complete their secondary schooling and move into rewarding and in-demand post-school pathways, including through the Victorian Certificate of Education Vocational Major, the Head Start school-based apprenticeship and traineeship program, and other flexible learning options.

During 2024–25 DPC continued to inform the design and ongoing implementation of the Best Start, Best Life early childhood education agenda. This includes rolling out universal Three-Year-Old Kinder across Victoria, as well as delivering Free Kinder for families with 3- and 4-year-olds.

As part of this reform, DPC continued to support the establishment of 50 government-owned and operated Early Learning and Childcare Centres in areas of unmet demand. The first four childcare centres opened in 2025, and the next 14 centres are on track to open in 2026.

Supported the ongoing implementation of recommendations from the Royal Commission into Victoria’s Mental Health System, to deliver a reformed and integrated mental health and wellbeing system with community at its core, as well as the progression of critical alcohol and other drug-system reforms

In 2024–25, DPC advanced mental health reform by supporting the delivery of key recommendations from the Royal Commission into Victoria’s Mental Health System, helping to build a system that delivers timely, community-based care for all Victorians.

Key achievements for DPC in 2024–25 included supporting the government’s landmark mental health and alcohol and other drugs services and reform, such as:

• Releasing the Victorian Suicide Prevention and Response Strategy 2024–34 (Recommendation 26 of the Royal Commission) including:

  - supporting several suicide prevention programs for Victorians disproportionally impacted by suicide

  - co-chairing the Suicide Prevention and Response Victorian Secretaries Board-Subcommittee (Recommendation 46 of the Royal Commission) which oversees development, implementation, promotion, monitoring and evaluation of the strategy.

• The government’s historic $95.1 million Statewide Action Plan to reduce drug harms, including establishing new outreach services for people who use drugs in the CBD, St Kilda and Footscray and a new program to expand community pharmacotherapy supports.
• Victoria’s first drug checking trial across 10 music festival events and work to establish a fixed testing site in Fitzroy which opened in August 2025.

Advocated for Victorian interests in intergovernmental relations and worked collaboratively with other jurisdictions and the Commonwealth Government on National Cabinet priorities, including addressing gender-based violence, disability reform and the negotiation of significant intergovernmental agreements for schools, health, land-transport infrastructure and energy transition

In 2024–25, DPC continued to lead advice to the Premier and senior departmental officials to support their participation at National Cabinet, the Council for the Australian Federation, and other senior officials’ forums. In the reporting period, DPC supported Victoria’s engagement with the Commonwealth and other jurisdictions at more than 90 intergovernmental meetings.

DPC also provided strategic intergovernmental advice, advocating for Victoria’s priorities to maximise benefits to the Victorian community. Key areas of focus for 2024–25 included long-term health and disability arrangements, education funding, housing and gender-based violence.

During the year, DPC also co-led with South Australia, on behalf of states and territories,
work to address gender-based violence by strengthening national approaches and promoting best practice across jurisdictions, including in risk assessment and responses
to sexual assault.

Finally, DPC supported departments and ministers in negotiating significant intergovernmental agreements to secure appropriate Commonwealth investment. This included a one-year extension of the National Health Reform Agreement Addendum, the National Access to Justice Partnership agreement, and the Land Transport Infrastructure agreement.

Supported the Victorian Government to design and deliver key reforms to improve outcomes for children and their families

DPC established the Children’s Portfolio Coordination (CPC) function in January 2025 to provide strategic policy and project coordination for initiatives supporting children aged 0 to 12 and their families. CPC works across government to strengthen alignment and delivery of reforms that promote child wellbeing and development.

DPC chaired and provided secretariat support for the Children’s Interdepartmental Committee, bringing together Maternal and Child Health services, Early Childhood Education, Children and Family services, Education, Disability, Health and Mental Health, and Government Services. Through this forum, DPC has supported cross-government collaboration and policy coherence.

DPC has also led research and analysis on issues affecting Victorian families, identifying opportunities for reform and providing evidence-based ideas. This work is informing the delivery of services and initiatives.

Ensured strategic-decision makers are supported in their efforts to undertake key reforms to the justice system and strengthen the disaster resilience and security of all Victorians, including through implementing the recommendations of state and national reviews and inquiries

In 2024–25, DPC continued to support implementation of reforms across the Victorian justice system, including changes to bail laws, strengthened anti-vilification laws, and new and improved laws to address organised crime. DPC supported work to expand Victoria Police powers to search for weapons, introduce a ban on machetes, develop measures to tackle extreme, dangerous and violent demonstrations and introduce a new offence capturing where individuals ‘post and boast’ about serious crimes on social media.

DPC also supported government to increase justice system capacity in response to strengthened bail laws, to address the expected increases in adult and youth offenders on remand. Increased capacity includes opening almost 1,000 additional adult prison beds (such as at the new Western Plains Correctional Centre) and a further 88 beds at the Cherry Creek and Parkville youth justice centres. DPC also supported the passage of significant reforms in the youth justice system, such as the Youth Justice Act 2024, which seeks to reduce re-offending and improve community safety.

In ensuring the safety of Victorians, DPC facilitates the Foreign Interference Community of Practice which builds capacity across the Victorian Government regarding foreign interference, mis and disinformation and cyber threats. During 2024–25 the Commonwealth Department of Home Affairs Office of Community Cohesion briefed Victorian departments on their work managing foreign interference risks.

DPC also engages frequently with the Commonwealth and other jurisdictions on counterterrorism, social cohesion and challenges from the global security environment. DPC held regular discussions with the Counter Foreign Interference Coordination Centre (CFICC), the (VEC) and Local Government Victoria to advance the State’s resilience on this issue, particularly in the lead up to the 2024 local government elections.

DPC also continued to provide protective security measures for government personnel through coordinating security clearance vetting for VPS personnel, and the Member of Parliament Residential Security Program.

Output: Multicultural affairs policy and programs

Tackled racism, promoted multiculturalism and celebrated diverse communities to help build safe, fair, inclusive and resilient Victorian communities

In 2024–25 DPC launched Victoria's Anti-Racism Strategy 2024–2029. The strategy provides a five-year plan for preventing and addressing race and faith-based discrimination in Victoria, and strengthening outcomes for First Peoples, multicultural and multifaith Victorians.

The Anti-Racism Taskforce, co-chaired by Sheena Watt MP and Iwan Walters MP, played an integral role in developing the strategy and continues to provide expert guidance on its implementation.

DPC’s implementation of the strategy actions will continue in 2025–26.

DPC will continue to coordinate whole-of-government efforts to improve outcomes for children and their families and support the Victorian Government’s consideration of future reform opportunities.

Progress towards achieving the objective

The objective indicator, associated data sets and descriptions below show how the following outputs contribute to DPC’s ‘Stronger policy outcomes for Victoria’ departmental objective:

• Economic policy advice and support
• Social policy and intergovernmental relations
• Multicultural affairs policy and programs.

Objective indicator: Advice contributes to the achievement of government policies and priorities relating to economic and social outcomes, intergovernmental relations, and emergency management

Throughout 2024–25, DPC’s policy advice to the Premier, Cabinet, portfolio ministers, and key governing boards and committees continued to shape the government’s agenda in the medium- to long-term:

• Through the release of Victoria’s India Strategy: Our Shared Future 2025–30 and ongoing work to refresh Victoria's China Strategy: For a New Golden Era, DPC has worked closely with departments, civil society, the Commonwealth, and international partners to renew our engagement priorities and establish new partnerships across many portfolios and geographies.
• Advice supported the development of additional initiatives that support housing growth, increasing access to housing for those who need it most. These were announced by government in October 2024.
• The new Social Services Regulator commenced operation on 1 July 2024, with further phases of consolidating regulatory functions continuing to be implemented.
• Advice supported the announcement and establishment of the Victorian Redress Scheme for victims of historical abuse and neglect in institutional settings.
• DPC supported the announcement of cost of living and food relief initiatives to support Victorians experiencing hardship.
• DPC also continued efforts to support victim survivors of family violence, and to strengthen prevention of family violence through delivering the Strengthening Women’s Safety Package.

• DPC played a key role supporting Victoria’s negotiation of, and agreement to, several high value intergovernmental agreements with the Commonwealth. Of particular note were:

  - a one-year extension to the National Health Reform Agreement, signed on 3 February, which will extend hospital funding arrangements until 30 June 2026 whilst negotiations continue for long-term health and disability arrangements

  - a renewed, five-year agreement from 2025–26 on Family, Domestic and Sexual Violence Responses to continue critical frontline services

  - the Heads of Agreement for the Better and Fairer Schools Agreement, signed on 30 January 2025, which will help support Victoria’s school system

  - the National Access to Justice Partnership agreement, signed on 22 November 2024, which will provide approximately $680 million to support Victorians experiencing vulnerability and financial disadvantage to access legal assistance.

• During the Western Victorian bushfires (December 2024 to February 2025), DPC supported government arrangements to ensure the provision of resources for relief and recovery programs to affected communities, wildlife and parklands

DPC’s advice to government also supported the Victorian response to the avian influenza outbreaks in 2024 and coordination with other states, territories and the Commonwealth.

And finally, in 2024–25 DPC supported the successful reforms implemented to transform the Emergency Services Telecommunication Authority to Triple Zero Victoria, ensuring a sustainable and high-quality triple zero service to all Victorians.

DPC’s progress towards this objective indicator is also demonstrated through the following economic data.

Objective indicator: Decrease experiences of discrimination

Throughout 2024–25, DPC’s policy advice to the Premier, Cabinet, portfolio ministers, and key governing boards and committees continued to shape the government’s agenda in the medium- to long-term by:

• Launching and commencing implementation of Victoria’s Anti-Racism Strategy 2024–29, with oversight and guidance from the Anti-Racism Taskforce.
• Continuing to support community-led initiatives to tackle Islamophobia and antisemitism.
• Supporting Local Anti-Racism Support Networks, as part of the government’s response to the Inquiry into Anti-Vilification Protections.
• Establishing the Local Escalation and Help group, bringing together key Jewish community leaders and local and state government representatives to discuss key issues impacting Victoria’s Jewish community.
• Enabling the delivery of targeted initiatives under the Victorian African Communities Action Plan, including culturally responsive support for employment, mental health, alcohol and drugs and education.
• Delivering a whole-of-government settlement network to ensure immediate and tailored supports for individuals and families fleeing humanitarian crises and arriving in Victoria.
• Supporting Victoria’s engagement with the Commonwealth and other jurisdictions on key matters impacting Victoria’s refugee, asylum seeker and migrant communities, including through whole-of-government submissions to the Commonwealth’s 2025–26 Humanitarian Settlement Program.
• Facilitating intergovernmental policy reform on language services to strengthen equitable access to government supports for culturally and linguistically diverse Victorians.

DPC’s contribution to this objective indicator is also demonstrated through the following data

Key initiatives

DPC delivered the following key initiatives in 2024–25, contributing significantly to the achievement of the departmental objective: ‘First Peoples in Victoria are strong and self-determining’.

Output: Self-determination policy and reform advice and programs

Supported strong policy outcomes for First Peoples that promote self-determination and address injustice, by driving whole-of-government policy and reform in the Treaty and First Peoples portfolio

In 2024–25, DPC worked closely with Ngaweeyan Maar-oo, the Koorie Caucus of the Closing the Gap Partnership Forum (Partnership Forum), to action key commitments under the National Agreement on Closing the Gap, including scoping a combined Place-Based Partnership and Community Data project and funding Aboriginal Community Controlled Organisation sector strengthening projects developed by Ngaweeyan Maar-oo.

Coordinated implementation across government of the National Agreement on Closing the Gap, including supporting the Partnership Forum on Closing the Gap as the Victorian Government’s formal shared decision-making forum

DPC has continued to support the Partnership Forum as the Victorian Government’s formal shared decision-making forum for delivering commitments under the National Agreement on Closing the Gap. This included supporting three meetings of the Partnership Forum in 2024–25.

In 2024–25, DPC continued working in partnership with Ngaweeyan Maar-oo to develop Victoria’s new Closing the Gap Implementation Plan. Due for release by mid-2026, the plan will outline coordinated, whole-of-government actions over the next five years to drive progress on Closing the Gap

Advanced Aboriginal self-determination and improved outcomes in line with commitments made by the Victorian Government

In 2024–25, DPC delivered the Victorian Government Aboriginal Affairs Report 2024, which considered how the government is tracking against commitments to improve outcomes for Aboriginal Victorians against the Victorian Aboriginal Affairs Framework, the Victorian Government Self-Determination Reform Framework and the Victorian Closing the Gap Implementation Plan 2021–2025.

Overall, performance against the Victorian Aboriginal Affairs Framework remains mixed with outcomes improving significantly against some measures, but remaining stable or worsening against others. Over the shorter term, 23 measures improved, 23 worsened and 16 were stable - 28 measures did not have updated data available and 21 were unable to be categorised. Over the longer term, 34 measures improved, 25 worsened and 4 were stable - 28 measures did not have updated or comparative data available and 11 were unable to be categorised.

Prepared to embark on the next phase of the landmark Treaty process and commence Treaty negotiations with First Peoples in Victoria

In 2024–25, the State and the First Peoples’ Assembly of Victoria (Assembly) have continued to make significant progress towards Treaty in Victoria, building on the strong foundations of the Treaty Authority, the Self-Determination Fund and the Treaty Negotiation Framework.

The Victorian Government and the Assembly made history on 21 November 2024 with the opening of negotiations for Australia’s first Treaty, marked with a ceremony at Darebin Parklands on Wurundjeri Woi Wurrung Country.

Since November, the Assembly and the Victorian Government have made significant progress towards a Statewide Treaty agreement. The Victorian Government is represented at the negotiation table by senior Department of Premier and Cabinet executives. Negotiations have focused on achieving practical change and securing a foundation for Treaty in Victoria that recognises a renewed relationship between the State of Victoria and its First Peoples.

In May 2025, the Dja Dja Wurrung Traditional Owner Group became the first group registered on the Treaty Negotiations Database, marking progress towards the beginning of local Traditional Owner Treaty negotiations.

The Victorian Government is committed to the transparency of the Treaty process and, with the Assembly, has issued Joint Statements to update the public on Statewide Treaty negotiations. In 2024–25, the Victorian Government hosted 13 Treaty Information sessions with more than 750 local leaders across the State to build understanding and awareness about Treaty. A new Treaty Victoria website has been launched to provide information about Victoria’s Treaty. This can be accessed at: www.treatyvictoria.vic.gov.au

Recognised the achievements of Aboriginal Victorians through Aboriginal cultural events and awards

In 2024–25, the Victorian Government supported the delivery of significant First Nations cultural events and awards. Key initiatives included the Victorian Aboriginal Honour Roll, recognising nine First Nations leaders for their contributions to the State; the Victorian Aboriginal Remembrance Service, honouring First Nations servicemen and women; the Ricci Marks Awards recognising the achievements and aspirations of four young First Nations award recipients; and the NAIDOC State Reception, celebrating First Peoples’ achievements.

The Victorian Government also supported the Victorian NAIDOC Committee to deliver a range of events for NAIDOC Week, including the Victorian NAIDOC Awards, NAIDOC Flag Raising Ceremony, NAIDOC Pride event, NAIDOC March and the NAIDOC Gala Ball. NAIDOC week 2025 marked a milestone of 50 years of honouring and elevating First Nations’ voices, culture, history, and resilience.

Output: Traditional owner engagement and cultural heritage management programs

Drove and supported strong cultural heritage management and protection under Victoria’s Aboriginal cultural heritage system

In 2024–25, DPC continued to support the protection and management of Victoria’s Aboriginal cultural heritage. DPC administers the regulatory, enforcement and approval processes of the cultural heritage management system under the Aboriginal Heritage Act 2006.

The following statutory activities were delivered in 2024–25:

• recorded 1,005 Aboriginal places on the Victorian Aboriginal Heritage Register, bringing the number of Aboriginal places recorded to more than 42,000
• made decisions on 35 cultural heritage management plans and six amendments to plans prepared in parts of Victoria where Traditional Owners have not been formally recognised
• issued 11 cultural heritage permits
• made decisions on 88 preliminary Aboriginal heritage tests, providing developers and land users with certainty about whether a cultural heritage management plan is required for a proposed activity.

In 2024–25 DPC also supported cultural heritage management by:

• Supporting Registered Aboriginal Parties (RAPs) to carry out their functions under the Aboriginal Heritage Act, including delivering:

  - several GIS training sessions for RAPs across the state

  - Sixteen capacity development projects to Traditional Owner organisations to support their protection and management of cultural heritage

  - training in identifying and recording archaeological sites and Aboriginal cultural places

  - a stone tool identification workshop, providing Aboriginal participants with the skills to identify and record Aboriginal stone tools and artefacts.

• Delivering the Certificate IV in Cultural Heritage Management through a partnership with La Trobe University and administering two workshops with Aboriginal people interested in pursuing a career in Aboriginal cultural heritage management.
• Supporting two RAP forums, providing RAPs with opportunities to share knowledge and improve protection outcomes for Aboriginal cultural heritage across the state. DPC also continued to provide advice and support to RAPs carrying out their duties under the Aboriginal Heritage Act

DPC has undertaken its enforcement and compliance responsibilities during the reporting period. This included:

• completing 166 investigations into reports of non-compliance with the Aboriginal Heritage Act across Victoria
• one prosecution for harming Aboriginal cultural heritage and supporting the regulatory agency in issuing two fines for interference with an archaeological site (being an Aboriginal place).

Other activities in 2024–25 under this initiative included:

• supporting Traditional Owners and government to protect Aboriginal cultural heritage at the landscape level through the Strategic Aboriginal Heritage Assessment program
• driving a proactive enforcement and compliance strategy, preventing the occurrence of offences under the Aboriginal Cultural Heritage Act 2006 and supporting improved ongoing compliance and protection of Aboriginal cultural heritage
• supporting Traditional Owners to better protect Victoria’s most significant Aboriginal cultural heritage places, such as progressing the development of Ongoing Protection Declarations at significant Victorian cultural landscapes, as well as the ongoing management of places with existing Ongoing Protection Declarations.

Supported non-formally recognised Traditional Owner groups to access the independent legal and research services required to gain recognition and activate rights

In 2024–25, DPC continued to work with First Nations Legal and Research Services (FNLRS) and Traditional Owners to achieve legal recognition and prepare for Treaty negotiations. The agreement gives effect to the commitment of the 2023–24 State Budget initiative — Traditional Owner Formal Recognition Support Services — and enables forward planning by FNLRS in this important work. The agreement focuses FNLRS’ support for Traditional Owners in four areas of Victoria without any legal recognition — mid north-west, central north, northeast and far east Gippsland.

Supported the Minister for Treaty and First Peoples to respond to native title claims made in the Federal Court of Australia

In 2024–25, the State of Victoria was the first respondent to the following native title determination applications in the Federal Court:

• Boonwurrung
• Eastern Maar/Gunditjmara (Area C claim)
• First Peoples’ Millewa-Mallee
• Wamba Wemba
• Wadawurrung
• Dhudhuroa, Waywurru and Ngurai Illum.

Negotiated and implemented agreements between the State and Traditional Owner Groups, under the Traditional Owner Settlement Act 2010

In 2024–25, DPC continued work to implement four existing Recognition and Settlement Agreements (RSAs) under the Traditional Owner Settlement Act with Dja Dja Wurrung, Taungurung, Gunaikurnai and the Wotjobaluk, Jaadwa, Jadawadjali, Wergaia and Jupagulk People of the Wotjobaluk Traditional Owners.

RSAs seek to formally acknowledge the rights of Traditional Owners and establish a framework for the settlement of land and natural resource claims outside the court system.

In 2024–25, DPC continued negotiations to enhance the RSAs with:

• the Gunaikurnai People
• Dja Dja Wurrung People
• Wotjobaluk, Jaadwa, Jadawadjali, Wergaia and Jupagulk People.

DPC continued negotiations for an RSA with the Eastern Maar People.

Additionally, DPC commenced preparatory work to commence RSA negotiations with the Gunditjmara people.

Led the implementation of the government’s response to the First Principles Review recommendations to deliver on Traditional Owners’ aspirations in relation to land, waters and natural resources under the Traditional Owner Settlement Act

In 2024–25, DPC led the government’s response
to the First Principles Review of the Traditional Owner Settlement Act. DPC convened an interdepartmental committee to consider the policy reform, legislative reform, stakeholder engagement and financial impact analysis required to advance implementation of the 29 Review recommendations supported in full or
in principle by the Victorian Government.

In 2024, DPC entered into a $0.374 million funding agreement with the First Peoples’ Assembly of Victoria to partner with the Victorian Government on implementation of the Review. The Assembly convened the First Principles Review Implementation Committee, with a membership of Traditional Owners and staff from Traditional Owner Corporations, to advise on key products and provide collective Traditional Owner oversight of the state’s implementation of Review recommendations.

Led the whole-of-government response to the Yoorrook Justice Commission, the nation’s first truth-telling inquiry into historic and ongoing systemic injustices committed against Aboriginal Victorians since colonisation

In 2024–25, DPC continued to play a central role in coordinating whole-of-government engagement with, and response to, the Yoorrook Justice Commission (the Commission). The Commission concluded on 24 June 2025 with the delivery of its final report to the Governor and the First Peoples’ Assembly of Victoria. DPC supported the state’s commitment to genuine, transparent, and proactive engagement with the Commission, including by:

• Leading the development of the Victorian Government Implementation Progress Report: Yoorrook for Justice. Released in October 2024, this report outlined the actions the Victorian Government took in response to Yoorrook for Justice, and its 46 recommendations, to address systemic injustice in the criminal justice and child protection systems.

• Provision of information to the Commission between September 2024 and April 2025, including by:

  - supporting the production of 76 documents in response to 13 Notices to Produce issued by the Commission

  - providing secretariat support to coordinate the state’s response to the Commission through a whole-of government working group and interdepartmental committee, including members of all departments and Victoria Police.

• Supporting the development and passage of the Inquiries Amendment (Yoorrook Justice Commission Records and Other Matters) Act 2025 to empower the Commission to declare records of First Peoples’ evidence it received as closed or restricted from public access for 99 years. The legislation enabled the Commission to ensure that First Peoples’ choices about access to and use of their personal evidence will continue to be upheld after the end of the Commission. The Act passed the Legislative Assembly on 28 November 2024 and the Legislative Council on 18 February 2025 and received Royal Assent on 25 February 2025.
• Coordinating the State’s procedural fairness review of the Commission’s third interim report and final report.
• Working closely with the Commission to plan and coordinate arrangements for a Parliamentary Reception to celebrate the work of the Commission and the conclusion
  of its inquiry.

The Commission delivered its final interim report, Yoorrook for Transformation, and its final report, Truth be Told, to the Governor and First Peoples’ Assembly in June 2025. Yoorrook for Transformation contains 100 recommendations for reform relating to land, education, housing, access to records, health, and economic and political life. Truth be Told contains an official public record based on First Peoples’ experiences of systemic injustice since the start of colonisation in Victoria. DPC will be coordinating a state response to the Commission’s final reports.

Supported First Peoples organisations to build, repair, refurbish or expand community infrastructure

In 2024–25, the Victorian Government made 21 grants to First Nations organisations through the Aboriginal Community Infrastructure Program (ACIP) worth a total of $11.23 million (excl. GST).

The ACIP supported 15 First Peoples organisations in 2024–25 to complete construction works or planning activities under the ‘Repairs and minor works’, ‘Capital works and upgrades’ and ‘Project Planning’ categories.

Examples of completed capital works and upgrades and repairs and minor works projects in 2024–25 include:

1. Ngwala Willumbong Aboriginal Corporation $1.6 million

Ngwala Willumbong Aboriginal Corporation constructed a new communal facility at its Yitjawudik Men’s Recovery Centre in Toolamba
to support the delivery of alcohol and other drug services. The facility includes gathering spaces for clients and families, a commercial kitchen and dining area, administrative and reception areas, and other amenities to support staff and outreach workers in delivering services.

2. Winda-Mara Aboriginal Corporation $1.5 million

Winda-Mara Aboriginal Corporation’s health service redevelopment constructed an integrated health service facility in Heywood to provide culturally safe health services for the local First Nations community. The new facility includes general practice, nurse and treatment stations, and consulting spaces for specialists to provide mental health and wellbeing, optometry and other health services.

3. Bunjilwarra Youth Healing Service $1.45 million

Bunjilwarra Youth Healing Service refurbished their culturally safe residential facility to better meet the needs of the young people in their care. The refurbishment expanded a creative arts learning space, including new activities rooms, and remodelled the layout of the administration building to create functional, dedicated spaces for staff and case workers. Bunjilwarra is delivered as a partnership between the Victorian Aboriginal Health Service and Youth Support and Advocacy Service.

4. Bendigo and District Aboriginal Cooperative $0.286 million

Bendigo and District Aboriginal Cooperative’s ‘Bringing our Spiritual Home Back to Life’ project included restoring verandahs and footings, replacement of windows with double glazing, levelling the internal courtyard, installation of new decking and reviving existing garden beds with native plantings. The suite of upgrades has made the facility more appealing and welcoming, and better meets the cultural expectations of the community.

In addition, in 2024–25, seven First Peoples organisations commenced construction on projects and five First Peoples organisations commenced project planning activities. The ACIP team within Local Government Victoria in DGS (which administers ACIP grants on DPC’s behalf), conducted 38 site visits to meet with grant recipients and inspect their infrastructure projects at various stages of development.

Delivered the Munarra Centre for Regional Excellence in accordance with self-determined decision-making processes

The Munarra Centre for Regional Excellence was officially opened in August 2024 by the Minister for Treaty and First Peoples and the Parliamentary Secretary. The centre delivers First Peoples-led education, employment, health and wellbeing programs. Located in the Shepparton Sports Precinct and featuring the Aboriginal flag on its roof, the campus celebrates First Nations culture and knowledge, and demonstrates self-determination in action, with Elders and the local community leading every stage of its design and development.

The project was the largest ever awarded by the Victorian Government to a First Peoples-owned and operated company, TVN On-Country. The Victorian Government invested $30.2 million, alongside a $6.65 million University of Melbourne contribution. During construction, the project exceeded eight social procurement targets, created 12 new jobs, and provided expanded opportunities for First Peoples.

Since its opening the project has won multiple awards:

• Australian Institute of Architecture, 2025 Victorian Architecture Award for Education
• Australian Institute of Architecture, 2025 Victorian Architecture Regional Prize
• Australian Institute of Landscape Architecture, 2025 Victorian Landscape Architecture Award for Health and Education Landscapes
• Architecture Australia, 2025 Award for Social Impact
• Master Builders Victoria, 2025 Northern Region Commercial Builder of the Year award for commercial projects over $20 million.

It has also been shortlisted for the 2025 World Architecture Festival and featured in Architecture Australia, Australia’s most widely read and highly respected architectural magazine, capturing Australian architecture for over 100 years.

Supported self-governance and self-determination at the Lake Tyers and Framlingham Aboriginal Trusts

The Aboriginal Lands Act 1970 grants freehold title over two former reserves — Framlingham and Lake Tyers Aboriginal Trusts. The Minister for Treaty and First Peoples has administration responsibility for the Act.

In 2024–25, the government invested $10.2 million (ex GST) to support essential services at the Trusts including:

• Continuing operations and the provision of municipal and essential services. This investment supports the delivery of municipal and essential services to satisfy the basic human rights of the trusts’ residents, including access to clean drinking water, maintenance of roads, bushfire management, and routine waste management.
• Commencing work upgrading wastewater infrastructure at the Framlingham Aboriginal Trust and replacing the jetty at Lake Tyers Aboriginal Trust.

Key initiatives

DPC delivered the following key initiatives in 2024-25, contributing significantly to the achievement of the departmental objective: ‘Improved public administration and support for the Victorian Public Service’.

Output: Executive government advice and services

Provided legal and policy advice to support the Premier, DPC’s ministers and the department more broadly

Key achievements of DPC’s Office of the General Counsel in 2024–25 included:

• Advised on the drafting and passage of the Constitution Amendment (SEC) Act 2023, the Parliamentary Workplace Standards and Integrity Act 2024, the Inquiries Amendment (Yoorrook Justice Commission Records and Other Matters) Act 2025, the Aboriginal Land Legislation Amendment Act 2024 and the Statute Law Repeals Act 2025, the drafting and introduction to Parliament of the Statute Law Revision Bill 2025, as well as supported DPC policy areas on other legislative and regulatory reform projects.
• Advised on corporate and employment law matters including the shared services arrangement between DGS and DPC.
• Advised DPC and the Premier in relation to inquiries under the Inquiries Act 2014, such as the establishment of the Formal Review into Victorian Government Bodies’ Engagement with Construction Companies and Construction Unions, the Board of Inquiry into the McCrae landslide and the government’s engagement with the Yoorrook Justice Commission, the first formal truth-telling process into historical and ongoing systemic injustices experienced by First Peoples
  in Victoria.

Provided clear, timely and practical guidance, expertise and support to our stakeholders in relation to Cabinet, Parliament, legislation, Executive Council and ministerial correspondence-related matters

In 2024–25, DPC provided expert guidance to support Cabinet, Parliament, Executive Council and ministerial correspondence matters. This included providing administrative support to the Cabinet, the Premier and DPC ministers, as well as other departments and the ministry where needed. DPC also provided high-quality administrative support for the Governor in relation to Executive Council matters.

Led and advised Victorian Government departments and agencies on best practice and setting standards in advertising and research, governance, strategic communications, media strategy and insights

As part of its strategic governance and central advisory role for all government advertising campaigns, in 2024-25 DPC ensured adherence to the Victorian Government Communication Guidelines and relevant legislation, supported
the consistent development of campaign creative and media buying across government, and provided strategic advice on communicating
with diverse and regional audiences.

Communications support was provided
across the department and to DPC ministers
on a number of priorities, with key support provided for:

• the establishment of the Board of Inquiry
  into the McCrae landslide
• the launch of Victoria’s Anti-Racism Strategy 2024–2029
• consultation on the Commonwealth Government’s proposed changes to social media age limits
• Victoria’s India Strategy: Our Shared Future 2025–30
• the Housing Statement update and Victoria’s Housing Forum — ‘More homes for Victorians’
• the launch of priority advertising campaigns for housing and cost of living.

Provided advice on protocol matters to the public service and delivered events of major state significance

DPC provided strategic advice and oversight of the protocol policies and functions of the Victorian Government, along with the delivery of state significant events.

Events and state services delivered in 2024–25 include:

• Victoria’s Australia Day public events as part of the National Australia Day Council program
• opening ceremony of Treaty negotiations in Victoria
• homecoming event for Olympians and Paralympians in partnership with the Australian Olympic Committee, Paralympics Australia and the City of Melbourne

• state services to honour the lives of:

  - Mr Stefan Romaniw OAM

  - The Honourable Barry Pullen

  - The Honourable John Delzoppo OAM

  - Mr Neale Fraser AO MBE

  - The Honourable Dr Race Mathews.

• celebrating multicultural and multifaith communities at the:

  - Premier’s Diwali State Reception 2024

  - Reception to Celebrate Victoria’s Diverse Christian Communities

  - Victorian Iftar Dinner.

DPC provided protocol support to the Victorian Government for:

• the death of His Holiness Pope Francis and the Solemn Pontifical Mass for the repose
  of the soul of Pope Francis
• His All-Holiness Ecumenical Patriarch Batholomew’s visit to Victoria as a Guest
  of Government

This section details the outputs delivered by DPC, with the performance measures and associated costs for each output. It presents the actual performance results against output targets over the year ending 30 June 2025.

Explanations about DPC’s performance against output performance measures are provided where there are variances of more than 5 per cent between targets and results.

Output changes

DPC did not make any changes to its output structure in 2024–25.

This output contributes to the delivery of strategic, timely and comprehensive analysis and advice on economic policy to support government decision-making.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance

This output contributes to delivering strategic, timely and comprehensive analysis and advice on social policy to support government decision making. It also contributes to the strategic coordination of emergency management strategies and planning across the Victorian public sector.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance

◯ Performance target not achieved — within 5 per cent or $50 million (cost measures only) variance

This output provides policy advice on multicultural affairs and social cohesion in Victoria, including settlement coordination for newly arrived migrants and refugees and delivers a range of programs to directly support Victoria’s multicultural communities. It also supports Victoria’s whole-of-government approach to multiculturalism. The output includes monitoring of government departments’ responsiveness to Victorians from culturally, linguistically and religiously diverse backgrounds.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance

This output supports the Victorian Government’s commitment to self-determination for First Peoples and to improving long-term social and economic outcomes. This includes progress towards Treaty; engaging with the Yoorrook Justice Commission; and work to reform government to enable self-determination, as well as undertaking outcomes-focused reporting across the portfolio.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance

This output supports the government’s commitment to protecting Aboriginal cultural rights, including supporting Traditional Owners and First Peoples organisations to deliver self-determined initiatives for their communities. This includes the protection and management of Aboriginal cultural heritage and strengthening Aboriginal community organisations.

Results legend

✓ Performance target achieved or exceeded in a desirable way

◯ Performance target not achieved — within 5 per cent or $50 million (cost measures only) variance

■ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance

This output contributes to the provision of strategic, timely and comprehensive support to Cabinet and Cabinet committees. This output also contributes to the provision of support to the Governor and maintenance of Government House and its collections as a heritage asset of national importance; the delivery of analysis and advice to support evidence based decision making across the public sector; and the provision of whole of government communications strategy and compliance with government advertising and communication guidelines.

Results legend

✓ Performance target achieved or exceeded in a desirable way

◯ Performance target not achieved — within 5 per cent or $50 million (cost measures only) variance

■ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance

This output provides advice and support to relevant stakeholders, including the public service, on issues relevant to public sector administration, Parliament, executive officer remuneration, governance, service delivery and workforce matters, as well as to public sector professionalism and integrity. It includes related research, determinations, data collection, reporting and dissemination of information.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance

This output provides bills for introduction in Parliament, including providing quality and timely legislative drafting services; hard copy and electronic publication of Acts and statutory rules; and maintaining a database of Victorian legislation and legislative information at www.legislation.vic.gov.au.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance

This output provides a high-quality electoral system that supports democracy in Victoria through administering an accurate and secure electoral roll, electoral services to ensure fair and equitable representation, the conduct of fair and impartial elections and encouraging greater participation in civic life through education and awareness activities and improving ease of access.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance

The following table summarises DPC’s financial results for 2024–25, with comparative results for the preceding four reporting periods. The results are prepared on the same basis as DPC’s financial statements in Section 4. A summary of the significant changes in DPC’s financial position are noted in the table below.

Overview and administrative arrangements

This section presents an overview of DPC’s financial results, detailing its operational and budgetary objectives. It includes an analysis of DPC’s operating results and financial position, highlighting significant factors that affect DPC’s financial information.

The results and information have been prepared on the same basis as DPC’s financial statements, which are available in Section 4 of this report.

Financial performance - operating statement

DPC recorded a net surplus result from operations of $1.5 million in 2024-25. The result is primarily due to the timing of trust funds operations, where funds received during 2024-25 will be expended in future years.

The sources of income available to DPC during 2024-25 are demonstrated in the chart below. DPC’s main source of income in 2024-25 was from government appropriations, which accounted for 94% of income. The balance was derived from resources received free of charge, government grants, and services.

The chart below shows the distribution of DPC’s expenses in delivering the department’s services.

Financial position - balance sheet

DPC’s net assets increased in 2024-25 due to a higher valuation of buildings and movements in working capital during the financial year.

Cash flows

DPC has a net cash outflow from operating activities of $5.1 million in 2024-25, a decrease of $9.1 million compared with 2023-24. The decrease is mainly due to the timing of trust fund receipts from the Community Support Fund to deliver commitments to Victoria’s multicultural communities, and the settlement of outstanding liabilities from the prior year.

Subsequent events

Refer to the section on subsequent events at Note 8.11 in DPC’s financial statements.

Capital projects / asset investment programs

During 2024–25, DPC did not have any capital projects, reaching practical or financial completion, that met the disclosure threshold of $10 million or greater.

Attestation for compliance with Ministerial Standing Direction 5.1.4

Department of Premier and Cabinet

I, Jason Loos, the Acting Secretary of the Department of Premier and Cabinet, certify that the Department of Premier and Cabinet has no Material Compliance Deficiency with respect to the applicable Standing Directions under the Financial Management Act 1994 and Instructions.

Jason Loos PSM
Acting Secretary
Department of Premier and Cabinet
Melbourne

24 September 2025

Victorian Multicultural Commission

I, Vivienne Nguyen, the Chairperson of the Victorian Multicultural Commission, certify that the Victorian Multicultural Commission has no Material Compliance Deficiency with respect to the applicable Standing Directions under the Financial Management Act 1994 and Instructions.

Vivienne Nguyen AM
Chairperson
Victorian Multicultural Commission
Melbourne

15 May 2025

Consultancy expenditure

In 2024-25 there were 10 consultancies engaged with a total approved value at $10,000 or greater.

The total expenditure incurred during 2024-25 in relation to these consultancies was $0.46 million (excluding GST).

Government advertising expenditure

During 2024-25, there were two government advertising campaigns with total media spend of $100,000 or greater (exclusive of GST). The details of each campaign are outlined below.

Grants and transfer payments

DPC has provided assistance through grants and transfer payments during the reporting period. The financial assistance provided in 2024-25 is listed in Section 6, Appendix 4: Grants and transfer payments.

Information and communications technology expenditure

For the 2024-25 reporting period, DPC had total information and communications technology (ICT) expenditure of $12.1 million, with details shown below.

ICT expenditure refers to DPC’s costs in providing business-enabling ICT services. It comprises BAU ICT expenditure and non-BAU ICT expenditure:

• Non-BAU ICT expenditure relates to extending or enhancing DPC’s current ICT capabilities.
• BAU ICT expenditure is all remaining ICT expenditure, which primarily relates to ongoing activities to operate and maintain the current ICT capability.

Major contracts

DPC is required to disclose, in accordance with the requirements of government policy and accompanying guidelines, all contracts greater than $10 million entered into during the financial year.

DPC did not enter into any new contracts greater than $10 million during 2024-25.

Reviews and studies expenditure

During 2024-25, there were seven reviews and studies undertaken with a total cost of $0.27 million. Details of individual reviews and studies are outlined below.

The attached financial statements for the Department of Premier and Cabinet have been prepared in accordance with Direction 5.2 of the Standing Directions of the Minister for Finance under the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards including Interpretations, and other mandatory professional reporting requirements.

We further state that, in our opinion, the information set out in the comprehensive operating statement, balance sheet, cash flow statement, statement of changes in equity and accompanying notes, presents fairly the financial transactions during the year ended 30 June 2025 and financial position of the department at 30 June 2025.

At the time of signing, we are not aware of any circumstance that would render any particulars included in the financial statements to be misleading or inaccurate.

We authorise the attached financial statements for issue on 24 September 2025.

Anthony Bale
Chief Financial Officer
Department of Premier and Cabinet

Melbourne
24 September 2025

Jason Loos PSM
Acting Secretary
Department of Premier and Cabinet

Melbourne
24 September 2025

The accompanying notes form part of these financial statements.

The accompanying notes form part of these financial statements.

The accompanying notes form part of these financial statements.

The accompanying notes form part of these financial statements.