Department of Premier and Cabinet Annual Report 2025–26

The Hon. Ben Carroll MP
Premier

Gabrielle Williams MP
Deputy Premier
Minister for First Peoples

Ingrid Stitt MP
Special Minister of State

The Hon. Paul Edbrooke MP
Minister for Multicultural Affairs

Dear Premier and Ministers,

In accordance with the Financial Management Act 1994, I am pleased to present the Department of Premier and Cabinet’s (DPC) annual report for the year ending 30 June 2026.

Chris Barrett
Secretary

21 October 2026

We have responded to the economic challenges facing the Victorian Public Service (VPS) by working closely with our colleagues in the Department of Treasury and Finance on a range of savings initiatives for VPS departments and public sector entities. This has included implementing the recommendations of the independent VPS review published in December 2025, which was led by former DPC Secretary Helen Silver AO.

As a First Minister’s department, we have played an integral role in supporting the government on a range of independent inquiries, including the Rapid Child Safety Review and Victoria’s contribution to the federal Royal Commission on Antisemitism and Social Cohesion. We have also continued to provide impartial policy and legal advice to the Premier and the ministers supported by DPC, as well as administrative support to the Cabinet.

DPC led the development of Victoria’s China Strategy: For a New Golden Era, which was launched during then Premier Jacinta Allan’s visit to China in September 2025. The strategy guides our economic and cultural engagement with China over the next five years.

The 2025–26 reporting period was a momentous one for Statewide Treaty, which formally commenced in December 2025 when the Statewide Treaty Act 2025 became law. This led to the establishment of Gellung Warl in May 2026, the independent entity leading the strengthened relationship between Victoria’s First Peoples and the State.

The State Apology to First Peoples was also delivered in December 2025 before a joint sitting of Parliament. DPC played a key role in supporting this historic occasion, as the former Premier acknowledged the impacts upon First Peoples since colonisation.

Victoria’s Multicultural Review was published in September 2025, with DPC playing a leading role in supporting the government’s response. This included preparing legislation to establish a new entity, Multicultural and Multifaith Victoria, which will consolidate the functions of the Multicultural Affairs branch in DPC and the Victorian Multicultural Commission.

We delivered a number of events of state significance in 2025–26, including multicultural events, state memorial services and state funerals. This included the State Funeral Service for Neale Daniher, the 2025 Australian of the Year, which was held at the MCG in June 2026.

DPC also commenced preparations for the 2026 caretaker period and state election by drafting and publishing the Guidelines on the Caretaker Conventions. The guidelines were published in June 2026 and apply to all Victorian public sector employees.

I welcome the release of our 2025–26 Annual Report and acknowledge the important contributions of every DPC staff member during the reporting period. I particularly acknowledge my predecessor as Secretary, Jeremi Moule, who led DPC and the Victorian Public Service from 2020 to 2026 with great distinction through a period of significant change for both the department and the VPS more broadly.

Chris Barrett
Secretary

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.

Departmental objectives

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 the 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 the Yoorrook Justice Commission’s final reports.
• Address trauma, supporting healing and address 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 during 2025–26

Premier

Hon Jacinta Allan MP

Ms Allan was appointed Premier of Victoria on 27 September 2023 and served as Victoria’s Head of Government until 28 July 2026, when the Hon. Ben Carroll MP was appointed Premier.

DPC advises and supports the Premier in leading whole-of-government policy, delivery and reform, and 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 and the Commonwealth Government.

As at 30 June 2026, DPC’s administrative offices – the Office of the Governor, the Office of the Chief Parliamentary Counsel and the Violence Reduction Unit – were part of the Premier’s portfolio.

Deputy Premier

The Hon. Ben Carroll MP

Mr Carroll was appointed Deputy Premier of Victoria on 2 October 2023 and held the role until 28 July 2026, when Gabrielle Williams MP was appointed Deputy Premier.

In addition to his DPC portfolio responsibilities, Mr Carroll served as Minister for Education and Minister for WorkSafe and the TAC. The TAC is the Transport Accident Commission.

Minister for First Peoples

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

The Hon Natalie Hutchins MP

Ms Hutchins was appointed Minister for Treaty and First Peoples on 2 October 2023 and held the portfolio until 17 December 2025.

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

The Hon Ros Spence MP

Ms Spence was appointed Minister for Treaty and First Peoples on 17 December 2025. The portfolio was renamed First Peoples on 15 April 2026. Ms Spence held the portfolio until 28 July 2026, when Gabrielle Williams MP was appointed Minister for First Peoples.

In addition to her DPC responsibilities, Ms Spence was Minister for Roads and Road Safety and Minister for Community Sport.

Special Minister of State
Minister for Multicultural Affairs

Ingrid Stitt MP

Ms Stitt was appointed Minister for Multicultural Affairs on 2 October 2023 and held the portfolio until 15 April 2026 when the portfolio was retitled to Multicultural and Multifaith Victoria. Minister Stitt held the portfolio until 28 July 2026, when the Hon. Paul Edbrooke MP was appointed Minister for Multicultural Affairs.

Ms Stitt was appointed Special Minister of State on 15 April 2026.

DPC advises and supports:

• the Multicultural Affairs portfolio to promote fairness, inclusion and participation among Victoria’s multicultural and multifaith communities, and ensure all Victorians can enjoy the benefits of a multicultural society
• the Special Minister of State portfolio to oversee integrity, accountability and transparency frameworks across the Victorian Government.

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

Minister for Men and Boys

The Hon. Paul Edbrooke MP

Mr Edbrooke was appointed Minister for Men and Boys on 15 April 2026 and held this role until 28 July 2026.

Other members of parliament

Steve McGhie MP, Cabinet Secretary

Mr McGhie served as the Cabinet Secretary between July 2022 and April 2026. DPC’s Cabinet and Governance Branch provides support to the Cabinet Secretary for the operations of the Cabinet process and coordinating the work of the Cabinet.

Tim Richardson MP, Parliamentary Secretary to the Premier; Cabinet Secretary

Mr Richardson supported the Premier’s portfolio responsibilities and was the Parliamentary Secretary between December 2024 and 15 April 2026. Mr Richardson served as the Cabinet Secretary from 15 April to 30 June 2026.

Chris Couzens MP, Parliamentary Secretary for First Peoples

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

Iwan Walters MP, Parliamentary Secretary for Multicultural Affairs and Multifaith Victoria

Mr Walters was the Parliamentary Secretary for Multicultural Affairs from December 2024 to April 2026, and Parliamentary Secretary for Multicultural and Multifaith Victoria from April to August 2026. Since August 2026, Mr Walters has been the Parliamentary Secretary for Multicultural Affairs.

Changes to the department during 2025-26

There were no machinery of government changes during 2025–26 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.

DPC’s group structure, as at 30 June 2026, is outlined on the following pages.

In 2025–26, DPC delivered its core programs and services through the following groups:

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

Other key functions of the department are:

• Delivery and Strategy
• Treaty Negotiation and Strategy.

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 fiscal policy; regional 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; skilled migration; outdoor recreation; skills and TAFE; small business; employment; tourism, sport and major events; industrial relations; international engagement; medical research; defence; data centres and artificial intelligence; transport infrastructure; public transport; roads; ports and freight; planning; precincts; building; agriculture; resources; energy; climate action; water and the environment.

First Peoples – State Relations

The First Peoples – State Relations group 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.

Public Administration

The Public Administration group supports the Victorian Government and the Secretary by providing expertise in public sector governance, strategic communications, 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). The group also leads DPC’s strategic relationship with the Department of Government Services (DGS) as the department’s shared corporate services provider.

Social Policy

The Social Policy group provides social policy advice on key services for Victorians, including: health, mental health, education, justice and policing services, emergency management, children’s services, disability services, family violence and women’s safety matters, social housing and homelessness programs, and policies and programs that build belonging and support social cohesion. The group does this in partnership with the departments responsible for these services. The group also leads and supports the Multicultural Affairs portfolio. In addition, the group maintains key relationships with the Victorian Multicultural Commission and the Violence Reduction Unit. In 2026, the group also supported the Men and Boys portfolio.

Other key functions

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 innovative approaches to resolve priority policy and delivery issues.

Treaty Negotiations and Strategy

The Treaty Negotiations and Strategy branch is responsible for progressing the Victorian Treaty process in line with Treaty legislation and the Treaty Negotiation Framework, including embedding a whole-of-government approach to Statewide Treaty implementation and Traditional Owner Treaty negotiations. The branch also administers a Treaty Education program to build understanding of Treaty across the Victorian Public Service (VPS) and oversees Treaty public communications.

DPC has obligations to its portfolio entities, which are listed in this section, under the Financial Management Act 1994, associated Standing Directions 2018 and the Public Administration Act 2004.

DPC is classified as a public service body under the Public Administration Act, along with administrative offices and the VPSC, a DPC portfolio entity.

Administrative offices

Administrative offices are established in relation to a department. DPC is responsible for the general conduct and the effective, efficient and economical management of the functions and activities of these administrative offices.

Office of the Chief Parliamentary Counsel

The Office of the Chief Parliamentary Counsel transforms policy into legislation, advises the government on its legislative program, and drafts legislation for the government and the Parliament of Victoria. The office is responsible for ensuring up-to-date public access to authorised Victorian legislation and is also the Government Printer for Victoria, responsible for publishing Victorian legislation.

Office of the Governor

The Office of the Governor provides support to the Governor of Victoria in carrying out all aspects of their official duties for the benefit of the Victorian community and maintains Government House and its grounds as a unique heritage community asset. The Governor’s role as the constitutional Head of State of Victoria includes constitutional and ceremonial duties, community and international engagement, as well as official municipal and regional visits.

Violence Reduction Unit

Established in December 2025, the Violence Reduction Unit (VRU) focuses on stopping violence before it starts. The VRU coordinates crime prevention programs and works directly with the community and young people to connect them to and find new evidence-based solutions to address the underlying causes of violence through early intervention.

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 Special Minister of State, the Minister for First Peoples, and the Minister for Multicultural Affairs in their responsibilities for the following public entities:

• Victorian Aboriginal Heritage Council
• Victorian Multicultural Commission
• Victorian Public Sector 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 their responsibilities for the Parliamentary Workplace Standards and Integrity Commission and 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 VPS. 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 DPC and head of the VPS in October 2020.

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

Jeremi has held various executive positions in the VPS 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

Marian Chapman was appointed as Deputy Secretary, Public Administration at DPC in December 2025. Prior to joining DPC, Marian held a number of Deputy Secretary roles at the Department of Justice and Community Safety (DJCS), where she led complex criminal and civil law policy and legislative reforms across the justice system. Marian served as Chief Counsel and was responsible for integrity and assurance functions as well as the operational functions of Fines Victoria and the Sheriff’s Office of Victoria.

Marian has extensive public sector experience in Australia and the United Kingdom. She has also held senior roles at the Department of Treasury and Finance, including General Counsel, corporate and commercial advisory roles. Marian holds a Bachelor of Laws from the University of Melbourne.

In 2024 Marian became a Victorian Fellow of the Institute of Public Administration Australia, and was recognised in the Top 50 Public Sector Women by the Institute of Public Administration Australia (Victoria) in 2017.

Joshua Puls MVO was Deputy Secretary, Public Administration during the reporting period until December 2025.

Deputy Secretary, Economic Policy and State Productivity

Jason Loos PSM commenced as Deputy Secretary, Economic Policy and State Productivity at DPC 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 26 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 infrastructure policy and projects across Victoria.

Deputy Secretary, First Peoples – State Relations

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

Terry has been an officer of the Victorian and Australian public services for over 45 years. Previously, Terry was the Deputy Secretary,
Land Services in Victoria’s Department of Transport and Planning (DTP).

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 served on the Museums 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 development.

Terry holds a Diploma of Arts (General Studies) and a Graduate Diploma in Education (Secondary) from Latrobe University and was awarded a Distinguished Alumni medal in 2002.

Deputy Secretary, Social Policy

Dannii de Kretser was appointed as Deputy Secretary, Social Policy at DPC in December 2025, and prior to this acted in the role between October and December 2025.

Previously Dannii was Deputy CEO at Homes Victoria. She has held numerous senior roles across multiple departments, including in Human Services, Education, Justice and previously in Premier and Cabinet to lead the response to the Royal Commission into Family Violence. She has worked as a client partner supporting digital and operational transformation in the private sector.

Dannii’s public sector career started over 23 years ago supporting public housing communities as a Housing Officer. She has held senior operational, policy, strategy, and program roles across social services with a focus on improving the lives of Victorians.

Dannii holds an Executive Masters in Public Administration through the Australian and New Zealand School of Government (University of Melbourne) and a Bachelor of Arts (Honours) from Monash University. She has been recognised in the Top 50 Public Sector Women by the Institute of Public Administration Australia and has received a National Emergency Medal.

Dr Emma Cassar PSM was Deputy Secretary, Social Policy during the reporting period until October 2025.

Deputy Secretary, Children’s Portfolio Coordination

Brigid Sunderland commenced as Deputy Secretary, Children’s Portfolio Coordination at DPC in January 2025. 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 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 a 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.

Deputy Secretary, Cost of Living Coordination

Jamie Driscoll commenced as Deputy Secretary, Cost of Living Coordination at DPC in April 2026.

Prior to joining DPC, Jamie served as Deputy Chief Executive Officer at Court Services Victoria, where he led continuous improvement of service delivery and drove reforms and efficiencies across the Victorian court system.

Jamie has also held senior roles at the Department of Treasury and Finance (DTF), including as Deputy Secretary, Budget and Finance, where he oversaw the delivery of the State Budget and provided advice to government on fiscal strategy, financial management, consolidated reporting, and public sector workplace agreements. Jamie has also held senior roles across the Victorian and ACT Governments.

Jamie holds a Bachelor of Economics and a Bachelor of Laws, along with a Graduate Diploma of Legal Practice from the Australian National University, and a Master of Applied Finance from Kaplan.

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 2026, DPC’s Board of Management members were:
• Jeremi Moule, Secretary
• Marian Chapman, Deputy Secretary, Public Administration
• Dannii de Kretser, Deputy Secretary, Social Policy
• Jamie Driscoll, Deputy Secretary, Cost of Living Coordination
• Terry Garwood PSM, Deputy Secretary, First Peoples – State Relations
• Jason Loos PSM, Deputy Secretary, Economic Policy and State Productivity.

In 2025–26 the Board of Management fulfilled its mandate to provide organisational oversight and strategic direction, meeting 12 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.
• People Committee — provides leadership and support to DPC in delivering people and culture related outcomes. The committee supports the Board by overseeing implementation of initiatives that are a priority for DPC.

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 2025–26, 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 2026, the committee comprised the following members:

• Deirdre Blythe (Chair, independent member)
• Rachel Thomson (independent member)
• Michael Everett (independent member)
• Genevieve Overell (independent member)
• Marian Chapman (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

DPC is committed to maintaining a safe, healthy and supportive workplace that protects and promotes the health, safety and wellbeing of all employees. This commitment is underpinned by compliance with relevant legislation, regulations, standards and codes, and is supported by a culture of shared responsibility in which employees and leaders actively contribute to the continuous improvement of health, safety and wellbeing outcomes.

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 2025–26, DPC enhanced a range of health, safety and wellbeing initiatives to support staff.

New policies, procedures and supporting documentation were also introduced to strengthen the management of psychosocial hazards in the workplace. Risk assessments continue to be enhanced with the introduction of the Psychological Health Regulations 2025. 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 reported across DPC in 2025–26. Notifiable incidents are those required to be reported to WorkSafe Victoria under occupational health and safety legislation.

The overall incident rate increased from 0.8 per 100 FTE in 2024–25 to 1.7 per 100 FTE in 2025–26, with 9 incidents reported during the year. This increase may reflect improved awareness of psychosocial hazards and reporting processes, which may have led to increased reporting of issues that might previously not have been raised. Figure 1 shows this trend.

DPC’s performance against OHS management measures is outlined in Section 6, Appendix 3: Occupational health and safety data.

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 are committed to providing a workplace which is safe, inclusive, and respectful.

This year we introduced our Diversity, Equity and Inclusion (DEI) Strategy 2025–29 which outlines our strategic vision to create a diverse, equitable and inclusive workplaces where all people feel like they belong and are treated with dignity and respect.

The strategy builds on our previous work and aligns where possible with the department’s obligations under the Gender Equality Act 2020.

The Strategy was developed following extensive research and consultation including Executive Leadership group briefings, a desktop review of whole of Victorian Government DEI strategies and research, analysis of 2024 People Matter Survey data by diversity, a series of staff workshops and playback sessions, focus groups with staff networks (including the Combined Enablers Network) and interviews with DEI Executive Champions.

The priority diverse cohorts under the Strategy include:

• Disability Access and Inclusion
• LGBTIQA+ Inclusion
• Cultural Diversity
• Gender Equality.

The strategic vision is underpinned by five key focus areas which are:

1. Visible leadership and accountability for DEI
2. Attracting, developing, and retaining a diverse and talented workforce
3. Ensure equity in the workplace
4. Creating culturally safe and respectful workplaces
5. Measuring, monitoring and reporting on DEI strategy.

Each focus area has dedicated actions and outcomes. In line with the Corporate Shared Services function, the strategy outlines a clear governance and accountability framework for implementing the strategy.

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. As at the end of June 2026, women held 55.1% of these positions.

During 2025–26, DPC developed its new Gender Equity Action Plan which includes strategies aligned to the Commission’s gender equality indicators. The plan followed extensive consultation with various stakeholders including the Board of Management, staff, the DPC People Committee, and the Community and Public Sector Union (CPSU). It recognises that gender equality is strengthened when it reflects the diversity of our people, including Aboriginality, age, disability gender identity, race, religion, and sexual orientation and when all employees feel safe, valued, and supported.

DPC’s new Gender Equity Action Plan builds on the progress and achievements of the previous plan and has been developed in partnership with our staff and leaders. DPC is strongly committed to building an organisation where gender does not determine access to opportunity, recognition, and career progression.

Disability inclusion and employment

In early 2026, DPC launched the Diversity, Equity and Inclusion Strategy 2025–29 which sets out how we will continue to strengthen inclusion and support a culture where people feel valued and supported. In addition, in collaboration with DGS, DPC has:

• Reduced barriers to persons with a disability obtaining and maintaining employment by promoting and educating employees and managers on the Common Workplace Adjustment Policy
• Promoted other internal and external training and awareness opportunities to build confidence in recruiting, managing, and working with employees with disability
• Maintained an Executive Champion for Disability who regularly meets with members of the Enablers Network (a staff network for persons with a disability, their carers and allies) as a forum that represents the needs, interests, and concerns of employees with lived experience of a disability
• Continued to support DPC’s LGBTIQA+ staff and their allies through the DPC / DGS LGBTIQA+ Network and the work of the DPC Executive Champion for LGBTIQA+ Inclusion
• Established an Executive Champion for Cultural Diversity who sponsors the DPC Multicultural Staff Network, which brings together culturally diverse staff and allies to connect, share experiences and ideas, and help build a more inclusive workplace.

During 2025–26, DGS Corporate Shared
Services supported DPC’s commitments by:

• reviewing various policies with an
  inclusive lens
• embedding disability and other diversity considerations in manager tools, learning resources and supports.

Workforce data showed that 2.0% of DPC employees had disclosed a disability in 2025–26, compared to 2.6% in 2024–25. Separately however, the 2026 People Matter Survey reported that 10.0% 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% Aboriginal employment across the sector.

In 2025–26, DPC exceeded this target, with 3.5% of staff identifying as Aboriginal and/or Torres Strait Islander. In the 2026 People Matter Survey, 4.0% of respondents disclosed they were Aboriginal and/or Torres Strait Islander.

Workforce inclusion policy progress

The table below¹ 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. Figures are drawn from payroll data as at the end of the last full pay period in June each year.

<sup>Notes:
1. This table excludes Yoorrook Justice Commission staff.
2. DPC's representation of women at the executive level decreased primarily due to relatively higher rate of executive women choosing to leave the department for employment with another VPS employer.
3. DPC's percentage of staff with disability decreased due to unrelated individual employee departures which DPC was unable to offset through recruitment during the reporting period.
4. DPC's Aboriginal and/or Torres Strait Islander staffing levels decreased proportionally between June 2025 to June 2026, reflecting staff departures associated with organisational change processes undertaken in 2026 in DPC's First Peoples - State Relations group under clause 11 of the VPS Enterprise Agreement 2024.</sup>

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 (the Act). These include:

• Considering the care relationships principles set out in the Act when setting policies and providing services, for example:
  • A DGS Common Policy on flexible work, which ensures flexible work arrangements are embedded within DGS’ working culture (in line with requirements under the Gender Equality Act) and are available to all staff for any reason including supporting employees with family and caring responsibilities
  • Embedding a hybrid working model to support diversity, inclusion and a more equitable workplace
  • Ongoing provision of the Parental Leave Transition Support Coaching Program.
• Ensuring our staff have an awareness and understanding of the care relationship principles set out in the Act, for example:
  • Championing the Enablers Network, a network run by persons with a disability for persons with a disability, with an executive sponsor, which is open to all staff including carers and allies
  • Providing support to all employees through the Peer Support Program and the Employee Assistance Program.

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 2026 are:

Key initiatives

In 2025–26, DPC delivered the following key initiatives in support of the departmental objective for Stronger Policy Outcomes for Victoria.

Output: Economic policy advice and support

Provide advice on current and future economic challenges and opportunities, including to support the implementation of the government’s Fiscal Strategy, whole-of-government savings and efficiencies initiatives, and Economic Growth Statement

In 2025–26, DPC continued to work closely with 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, industrial and economic growth opportunities, employment, training and skills, higher education, consumer affairs, local government, industrial relations, building reform, and transport policy and infrastructure delivery.

In 2025–26 DPC worked with DTF on government's commitments in the Economic Growth Statement to reduce regulatory burden for businesses by $500m by 2030 and to halve the number of business regulators by 2030. DPC has worked with DTF on a number of regulatory consolidations including establishment of Safe Food Victoria on 1 July 2026, absorbing Recycling Victoria into the Environment Protection Authority on 1 July 2026, moving the regulatory functions of Parks Victoria into the Conservation Regulator in June 2026 and transferring Mine Land Rehabilitation Authority functions to Department of Energy, Environment and Climate Action (DEECA) on 1 April 2026.

Support reform of the government’s budgeting and financial management framework, and encourage efficient government operations, including through the digitising of government services

DPC worked closely with DTF to support the passage of the Financial Management Legislation Amendment Act 2025, which strengthens the financial accountability of departments and agencies and reinforces the government’s focus on fiscal sustainability and accountability. The Act amends the Financial Management Act 1994.

DPC worked with DGS to support centralisation of IT services, and the delivery of new products and services through Service Victoria.

Provide 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 2025–26, DPC worked with DGS to deliver government’s key commitments for consumer reforms through the Consumer Legislation Amendment Bill 2026, introduced into Parliament in early June 2026. The Bill will improve outcomes for Victorian renters and increase protections for residents of residential parks; increase transparency and availability of information for consumers in the property market and increase professionalism in the sector; improve the experience of Victorians living in owners corporations, particularly those experiencing financial hardship; and strengthen consumer protections and modernise regulations related to motor car trading.

DPC also worked closely with DJCS to strengthen powers to address the sale of illicit tobacco, including the introduction of closure powers.

Provide 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, support delivery of the government’s environmental and agricultural priorities and maintain the sustainable use of Victoria’s natural resources in a changing climate

DPC has worked with DEECA to progress implementation of Victoria’s Renewable Energy Transformation Agreement with the Commonwealth Government to deliver renewable energy investment in the state.

DPC has also supported DEECA to progress the development of the offshore wind industry in Victoria and provided support to the Premier as a shareholder of the State Electricity Commission.

DPC has also worked closely with DEECA to support the release of key government policy documents, including the:

• Victoria’s Climate Change Strategy
  2026–2030 and second set of five-year emissions reduction sector pledges for
  2026–2030, released in November 2025
• Gas Substitution Roadmap update, released in December 2025
• Victorian Energy Jobs Plan, released in June 2026
• Guide for consumers ‘Your Energy, Your Savings: Understanding Victoria’s energy transition and how you can benefit’, released in June 2026.

In 2025–26 DPC continued to provide 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 DEECA and DTF to provide up to $146.5 million for drought support. This funding has been critical to help farmers and communities prepare, respond and recover from drought.

Support delivery of the government’s transport infrastructure program and coordinate a range of reforms to improve mobility around the state, and 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 program during 2025–26 including the opening of the Metro Tunnel and West Gate Tunnel. DPC continues to provide advice on the Suburban Rail Loop, North East Link and Melbourne Airport Rail projects.

DPC continued to monitor and provide advice to government on infrastructure delivery challenges, including material cost increases and labour supply shortages. DPC has also continued to work with DTP to support the implementation of the new public transport ticketing contract, management of contracts for delivery of new public transport rolling stock and the re-contracting of operations and maintenance for Melbourne’s Metropolitan train franchise.

In 2025–26, DPC monitored the implementation of Victoria’s Housing Statement and associated initiatives. These initiatives are being delivered by relevant ministers and their portfolio departments. DPC monitored housing completion data and worked with DTP to support delivery of the Train and Tram Zone Activity Centre program and the Planning Amendment (Better Decisions Made Faster) Act 2026. DPC also worked with relevant stakeholders to implement the government’s building reform program, including development and passage of the Building and Plumbing Administration and Enforcement Act 2026, and associated regulations.

DPC also supported DGS to deliver the commitment in Victoria’s Housing Statement
to establish a Portable Rental Bond Scheme allowing renters to transfer their existing bond to a new rental agreement, ensuring renters don't pay a double bond when they want to move rental properties. DPC worked with DGS on design of an efficient, fair and financially sustainable scheme. The scheme launched on
1 July 2026 following legislative and regulatory changes and system deployment.

Support delivery of the government’s industry and innovation agenda, including driving investment in jobs, and providing advice to deliver the government’s skills and workforce priorities

DPC supported delivery of the Economic Growth Statement, the Premier’s Business Council and the Premier’s Business Forums which were held between September to December 2025. DPC worked closely with DJSIR and DTF in the establishment and operationalisation of Innovation Victoria – a single agency for entrepreneurs, founders and investors that consolidates Breakthrough Victoria and LaunchVic. DPC also worked closely with the Department of Jobs, Skills, Industry and Regions (DJSIR), DTF and other departments to deliver a range of modern industry policies and announcements, including the AI Mission Statement and the Sustainable Data Centre Action Plan. DPC continued working with DJSIR on delivering and monitoring work in the health and medical research, mRNA, defence, data centres and artificial intelligence spaces.

In 2025–26 DPC also worked closely with DTF and DJSIR to respond to local skills and workforce needs, progress reforms to improve Victoria’s Skills and TAFE system, and create job opportunities through small business, employment, and migration initiatives. DPC supported implementing the National Skills Agreement including several Centres of Excellence, 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.

In 2025–26, DPC developed the government's work from home legislation, including wide consultation, analysis of the survey on the reforms, and preparation of legislation for introduction into Parliament.

DPC also worked closely with DTF to improve workers’ rights in the workplace through reforms regarding the use of non-disclosure agreements relating to sexual harassment in workplaces, and progress work to protect workers from risks introduced by Artificial Intelligence (AI).

Advise, deliver and facilitate engagement with international stakeholders in Victoria and overseas, particularly by the Premier, Deputy Premier and the Governor, that promote trade and investment, continue to build the state’s vibrant multicultural fabric and achieve other priority whole-of government objectives

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
2025–26, this included the release of Victoria's China Strategy: For a New Golden Era, informed by extensive consultation across government, industry, and community and an official visit by the Premier. DPC also supported follow-on activities associated with Victoria’s India Strategy: Our Shared Future 2025–30 (released in 2024–25).

These whole-of government strategies outline a strategic framework guiding Victoria's engagement with key international partners. DPC also facilitated engagement in Victoria and overseas between international dignitaries and senior Victorian leaders, including the Premier, Deputy Premier, and Governor of Victoria.

Output: Social policy and intergovernmental relations

Support the delivery of key social policy reforms to improve outcomes for Victorians

In 2025–26, DPC supported the independent Rapid Child Safety Review and reform of the child safety system. It worked with the Department of Families, Fairness and Housing, the Department of Education (DE), DGS and independent bodies including the Social Services Regulator and the Commission for Children and Young People to progress recommendations from the independent Rapid Child Safety Review and deliver recommended reforms. This included new legislation, expanded powers for the Social Services Regulator and a new independent early childhood regulator.

In 2025–26, DPC supported the Forum for Truth and Recognition to deliver its report. This was a key commitment arising from the response to the Board of Inquiry into historical child sexual abuse in Beaumaris Primary School and certain other government schools. Following the Forum for Truth and Recognition’s Final Report, DPC supported the Government’s response to the Forum’s recommendation, including preparing for the Parliamentary Apology to victims and survivors of historical child sexual abuse in Victorian government schools.

DPC supported DFFH to introduce the Supporting Stable and Strong Families scheme. This new whole of public sector model creates shared responsibility for departments to improve outcomes for at-risk children, young people, care leavers and families.

DPC continued to support Victoria’s social housing agenda, including through the Big Housing Build, and through work to secure funding from the Commonwealth for more social and affordable housing.

Support the Department of Health to deliver key commitments to improve the health and wellbeing of Victorians.

DPC has continued to support the Department of Health deliver key commitments to improve the health and wellbeing of all Victorians. Highlights in 2025–26 included supporting the Department of Health to:

• open the new Footscray Hospital on 18 February 2026 and the Peninsula University Hospital (formerly Frankston Hospital) on 20 January 2026
• open three new Community Hospitals in Craigieburn, Cranbourne and Mernda between August and November 2025
• refine and release the refreshed Victorian Palliative and End of Life Care Framework 2026–36 during National Palliative Care Week, which was in May 2026
• develop legislative amendments to the Voluntary Assisted Dying Act 2017 to remove unnecessary barriers to accessing Voluntary Assisted Dying services, improve clarity for practitioners, strengthen safety measures and make the system fairer and more compassionate
• develop the new Health Safeguards for People Born with Variations in Sex Characteristics Act 2026, which will prevent permanent non-consensual treatments that can be deferred, to avoid harm for people with variations in sex characteristics
• release the Specialist Care Reform Blueprint, to make sure Victorians get the specialist care they need, faster and closer to home
• release the Bridging the Gender Pain Gap reportfollowing the Inquiry into Women's Pain, alongside actions to address key recommendations, including the rollout of 'green whistle' pain relief for IUD procedures, development of a statewide Women's Pain Standard, and establishment of a dedicated children and adolescent pain clinic at the Royal Children's Hospital from 2026.

DPC also supported VIDA Health to progress major infrastructure projects including the new Melton Hospital which is now in construction and on track for completion in 2029, and the Austin Hospital completing early works and commencing main works in January 2026.

Worked with the Department of Education to deliver key education and early childhood policy reforms

In 2025–26, DPC continued to support the delivery of key education policy reforms, strengthening the education system for children and young people. These reforms included:

• supporting DE to continue negotiations for a new Victorian Government Schools Agreement, Victorian Early Childhood Teachers and Educators Agreement and Early Education Employees Agreement.
• continuing 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, delivering more hours of Four-Year-Old Kinder across rural and regional areas and to priority cohorts, delivering Free Kinder for families with three and four-year-olds, and delivering new government owned and operated early learning and childcare centres in the communities where they are needed most.
• supporting whole-of-government system design for new Thriving Kids supports for children under eight with developmental delay and autism.

During the reporting period, DPC also continued to support the Children’s Portfolio Coordination to provide strategic policy and project coordination for initiatives supporting children aged 0 to 12 and their families. This included helping launch a new digital version of the green book.

Support the ongoing implementation of recommendations from the Royal Commission into Victoria’s Mental Health System, as well as the progression of alcohol and other drug-system reforms

In 2025–26, DPC continued to support the ongoing implementation of mental health reform initiatives from the Royal Commission into Victoria’s Mental Health System. The 10-year reform journey from the Royal Commission has reached the five-year mark and has helped to build a system that delivers timely, community-based care for all Victorians.

Key achievements for DPC in 2025–26 included supporting the Department of Health’s landmark mental health and alcohol and other drugs services and reform, such as:

• operationalising seven new Mental Health and Wellbeing Locals supporting Victorians experiencing mental ill health or psychological distress
• continuation of the Statewide Action Plan, including implementation of the Victorian Take-Home Naloxone Program.

Support the Department of Justice and Community Safety with key reforms in the justice system, respond to emergencies and strengthen the disaster resilience and safety of all Victorians.

In 2025–26, DPC continued to support implementation of reforms across the Victorian justice system, including strengthened youth offences and additional police and Protective Service Officers. DPC also supported the increase in justice system capacity in response to strengthened bail laws, to address the increases in accused adults and young people on remand.

In December 2025, the Violence Reduction Unit was established as an Administrative Office of DPC to tackle and prevent violent youth crime through early intervention.

DPC also supported the Victorian Government’s response to the antisemitic terror attack in Bondi in December 2025, including:

• supporting the introduction of legislation to strengthen firearms laws as agreed at National Cabinet
• helping in the appointment of the Commissioner for Preventing and Countering Violent Extremism
• acceleration of implementation of a civil anti-vilification scheme.

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. 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

Tackle racism, promote multiculturalism and celebrate diverse communities to help build belonging for Victorians

In 2025–26, DPC continued to implement Victoria's anti-racism strategy 2024–29, which sets out a five-year plan for preventing racism and faith-based discrimination in our state.

The Anti-Racism Taskforce has continued to provide expert guidance on the strategy's implementation.

Under Victoria's anti-racism strategy, DPC has supported delivery of whole-of-government flagship actions, including:

• administering the Local Anti-Racism Initiatives Grants Program, distributing $2.44 million over 2024–25 and 2025–26 to support grassroots responses to racism through activities across art, media, sport and education
• a statewide anti-racism campaign in community sport, launched in June 2026
• a program to build the capacity of frontline police to take human-rights centred approaches when engaging with First Peoples and multicultural communities
• an anti-racism scheme to build the capability of workplaces to be culturally safe and inclusive, led by the Victorian Equal Opportunity and Human Rights Commission.

In 2025–26, DPC also continued to implement funding to support community-led initiatives to combat antisemitism and Islamophobia.

DPC chaired the Local Escalation and Help Group, bringing together members of the Jewish Community, Victorian Government agencies and Victoria Police. The group met seven times during the reporting period, creating a direct communication channel between the Jewish community and the public service (including Victoria Police) on critical issues.

DPC also convened the Multicultural and Multifaith Law Reform Consultative Committee to provide advice on relevant legislative reform across all portfolios.

During the year DPC commenced implementation of actions arising from Victoria’s Multicultural Review. This included consultation with over 380 community members, sector representatives and advisory forums on the development of Victoria’s first Multicultural Strategy, and the Multicultural Victoria Amendment Bill 2026.

DPC administered a range of grant programs that strengthen and promote multiculturism in Victoria including established programs such as the Multicultural Festivals and Events program, the Multicultural Seniors Support program and the Multicultural Infrastructure and Security program.

In response to Victoria’s Multicultural Review, DPC has launched the Multicultural Capacity Building Program, providing funding to multicultural community organisations to strengthen their capacity and continue to create positive change for communities.

The list of allocations to multicultural community organisations can be found in Section 6, Appendix 4.

Progress towards achieving
the objective

The objective indicators, 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 2025–26, 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:

• Advice supported the development of the Government response to the Independent Review of the Victorian Public Service.
• DPC advice supported the government to respond to the national fuel crisis, including appointing a State Energy Controller and amendments to the Fuel Emergency Act 1977.
• 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:
• the renewed, five-year National Health Reform Agreement, agreed at National Cabinet on 30 January 2026, that will see increased funding to Victorian hospitals.
• a renewed, five-year agreement from 2025–26 on Family, Domestic and Sexual Violence Responses to continue critical frontline services
• the amendments to the National Firearms Agreement, agreed at National Cabinet in August 2026, to improve public safety by strengthening the safe and responsible possession and use of firearms.
• DPC coordinated Victoria’s engagement with the Royal Commission on Antisemitism and Social Cohesion, including leading key governance forums, supporting responses to Notices and supporting hearings.
• During the January 2026 bushfires, DPC supported arrangements to ensure the provision of resources for relief and recovery programs to affected communities, businesses, wildlife and parklands.
• Facilitated senior officials-level exercises of key emergency management functions.
• Advice supported the centralisation of IT services under DGS.

DPC’s advice to the Government also supported the Victorian response to the H5N1 bird flu outbreaks in 2025 and 2026 and coordination with other states, territories and the Commonwealth.

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

DPC coordinated intergovernmental negotiations relating to health and disability reforms. On 30 January 2026, National Cabinet agreed to a Heads of Agreement on the National Health Reform Agreement, NDIS reforms and Foundational Supports.

^{1 Australian Bureau of Statistics (2024–25 financial year) Australian National Accounts: State Accounts (Catalogue number 5220.0; Table 1: Gross State Product, Chain volume measures and current prices; Series ID: A2336356T), ABS website, accessed 5 August 2026.
2 2026–27 Victorian Budget Paper No. 2 — Strategy and Outlook (Table 2.1: Victorian economic forecasts)
3 Australian Bureau of Statistics Labour Force, Australia (Catalogue 6202.0; Table 003: Labour force status by Sex, Victoria; Series ID: A84423349V), ABS website, accessed 5 August 2026.}

Objective indicator: Decrease experiences of discrimination

Throughout 2025–26, 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:

• 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.
• Chairing 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, and supporting the Victorian African Communities Committee.
• 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.

Despite this work, multicultural and multifaith communities and First Peoples continue to experience racism, discrimination and substantial barriers to full social and economic participation.

The antisemitic terror attack in Sydney in December 2025 deeply impacted the Victorian Jewish communities’ sense of safety. The Islamophobia Register’s Islamophobia in Australia 2023–24 Report highlights that Islamophobia is at the highest rates ever recorded. Local and global events have intensified these experiences, leading to strained interfaith and intercultural connections.

In 2025–26 DPC continued to deliver multi-year funding the Government committed as part of the 2024/25 State Budget to:

• Tackle racism and discrimination to build a safer, fairer and more inclusive state. This included grants to tackle racism at the local level, a new anti-racism campaign for community sport, a program to prevent racism in workplaces and anti-racism training for frontline police.
• Support vital community-led measures to combat antisemitism and Islamophobia.

This objective focuses on improving 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 supporting ongoing monitoring and implementation of Yoorrook Justice Commission recommendations. It provides culturally safe systems and services and transfers power and resources to communities. It also focuses on delivering Victoria’s Treaty process through the implementation of the first Statewide Treaty, including the establishment of Gellung Warl, and preparing for Traditional Owner and ongoing Statewide Treaties.

Key intiatives

In 2025–26, DPC delivered the following key initiatives in support of the departmental objective that FirstPeoples in Victoria are Strong and Self-determining.

Output: Self-determination policy and reform advice and programs

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

In 2025–26, DPC funded and 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. These included funding 10 Aboriginal Community Controlled Organisation-led sector strengthening projects developed by Ngaweeyan Maar-oo and its member organisations.

Coordinate 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

In partnership with Ngaweeyan Maar-oo, the Koorie Caucus of the Partnership Forum on Closing the Gap, 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 four meetings of the Partnership Forum in 2025–26.

In 2025–26, DPC continued working with Ngaweeyan Maar-oo to develop Victoria’s new Closing the Gap Implementation Plan, due for release in 2026. The plan outlines coordinated, whole-of-government actions over the next five years to drive progress on Closing the Gap.

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

In 2025–26, DPC delivered the Victorian Government Aboriginal Affairs Report 2025 which was tabled in Parliament on 18 June 2026. The Report tracks the Government’s progress against commitments under the Victorian Aboriginal Affairs Framework (the Framework), the Self-Determination Reform Framework and the National Agreement on Closing the Gap. The Report demonstrates that performance against the Framework’s 111 measures is varied. Compared to the last reporting period, 24 measures improved, 26 worsened and 8 were stable. There were 30 measures that did not have updated data available, and 23 were unable to be categorised (for example, because the measure is descriptive). Over the longer term, 30 measures have improved, 19 have worsened and 7 remain stable. Thirty-one measures did not have data available and 24 were unable to be categorised.

Support strong policy outcomes for Traditional Owners that promote self-determination and advance Traditional Owner rights

In 2025–26, DPC led work towards implementing recommendations from the First Principles Review of the Traditional Owner Settlement Act 2010 (TOS Act). DPC engaged with the First Peoples’ Assembly of Victoria, consulted with Traditional Owner groups and updated the State’s TOS Act agreement templates, to advance Traditional Owner rights.

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

In 2025–26, DPC continued to fund the First Nations Legal and Research Services (FNLRS) to work with Traditional Owners to achieve legal recognition and prepare for Treaty negotiations.

FNLRS supported Traditional Owners in four areas of Victoria without any legal recognition – mid north-west, central north, northeast and far east Gippsland.

Key activities throughout this period included FNLRS:

• organising numerous meetings and materials to strengthen Traditional Owner groups’ knowledge base and empower their decision-making about Country, culture and community
• producing research reports to inform strong collective identity and connection to culture, with a particular focus on preparing reports needed for native title applications
• providing legal advice and other logistical support, to help advance native title processes
• delivering Treaty-related engagement, communication, and administrative-support activities, consistent with a role FNLRS agreed with Treaty Authority, Self-Determination Fund, and First Peoples Assembly of Victoria.

Support the Minister for First Peoples to respond to native-title claims made in the Federal Court of Australia

In 2025–26, the State of Victoria was the first respondent to the following native title determination applications in the Federal Court:

• Barapa Barapa peoples #1 and #2
• Boonwurrung people
• Carl Rowan
• Dhudhuroa, Waywurru, and Ngurai Illum people
• Eastern Maar/Gunditjmara people (Area C)
• First Peoples of the Millewa-Mallee
• Mid North West Nations
• Taungurung people
• Wamba Wemba people
• Wadawurrung people
• Wuwundjeri Woi-wurrung people.

The First Peoples of the Millewa-Mallee claim was determined by consent on 18 July 2025, with the Federal Court recognising that the First Peoples of the Millewa-Mallee hold native title over Crown land and waters in the north-western corner of Victoria along and south of the Murray River.

This determination was the first time the Federal Court had recognised native title along the Murray River in Victoria and also the first recognition of exclusive possession native title rights in Victoria. The First Peoples of the Millewa-Mallee determination brings Victoria in line with other Australian jurisdictions in recognising exclusive possession native title rights, the highest form of native title recognition available under the Native Title Act.

Recognition and Settlement Agreements (RSAs) under the TOS Act seek to formally acknowledge the rights of Traditional Owners and to establish a framework for the settlement of claims outside of the court system

In 2025–26, DPC continued to implement four existing RSAs with Dja Dja Wurrung, Taungurung, Gunaikurnai, and the Wotjobaluk, Jaadwa, Jadawadjali, Wergaia, and Jupagulk Peoples.

In 2025–26, DPC supported the Government to:

• reach agreement with the Wotjobaluk, Jaadwa, Jadawadjali, Wergaia, and Jupagulk People on an expanded RSA settlement agreement, including a Land Use Activity Agreement
• reach agreement with the Gunaikurnai People on an expanded RSA settlement agreement, including a Natural Resource Agreement
• continue negotiations for new or revised RSAs with Dja Dja Wurrung, Eastern Maar, Gunditjmara and Taungurung peoples.

Lead the whole-of-government response to the Yoorrook Justice Commission (Commission), Australia’s first formal truth-telling inquiry into historical and ongoing injustices experienced by First Peoples in Victoria since colonisation

In 2025–26, DPC continued to play a central role in coordinating the whole-of-government response to the Commission. The Commission concluded in June 2025 with the delivery of its final interim report, Yoorrook for Transformation, and final report and official public record, Yoorrook: Truth be Told. DPC continued to support the State’s commitment to truth-telling by:

• Coordinating whole-of-government consideration and action in response to the Commission’s final reports and recommendations.
• Supporting community engagement with the Commission’s final report and official public record, Yoorrook: Truth Be Told. The Victorian Government funded the distribution of more than 250 printed copies to libraries across the state, and over 130 copies to the First Peoples’ Assembly of Victoria, Aboriginal Community Controlled Organisations and Traditional Owner groups.

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

In 2025–26, DPC continued to administer the Aboriginal Lands Act 1970 on behalf of the Minister for First Peoples, which regulates and administers the Framlingham and Lake Tyers Aboriginal Trusts.

DPC supported the Trusts to strengthen their governance arrangements and shareholding systems and, in doing so, meet the new standards introduced through implementation of the Phase One recommendations of the 2021 Independent Review. In addition, DPC engaged with Trust shareholders on Phase Two recommendations, which focus on further enhancing governance arrangements.

In 2025–26, DPC oversaw funding agreements to enable the Trusts to provide services to shareholders and residents and to meet statutory obligations under the Aboriginal Lands Act 1970. The agreements supported the delivery of municipal and essential services for the Trusts’ residents, including access to clean drinking water, maintenance of roads, bushfire management, and waste management.

DPC also oversaw a project to replace the Lake Tyers Aboriginal Trust’s jetty. The jetty is critical emergency services infrastructure in a highly bushfire prone area. The new jetty also supports greater access to Lake Tyers, enabling cultural and ecological monitoring to be carried out. At the Framlingham Aboriginal Trust, DPC oversaw a project to deliver critical wastewater and stormwater infrastructure upgrades, which is nearing completion.

Lead Treaty negotiations on behalf of the State of Victoria in line with Treaty legislation and the Treaty Negotiation Framework

In 2025–26, DPC continued to lead Statewide Treaty negotiations on behalf of the State of Victoria with the First Peoples’ Assembly of Victoria Ltd (Assembly). Negotiations in 2025 focused on delivery of a Statewide Treaty Bill to evolve the Assembly Ltd into an ongoing representative body for First Peoples. The Statewide Treaty Bill was introduced into the Victorian Parliament on 9 September 2025 and passed both Houses of Parliament on 30 October.

The Statewide Treaty Act 2025 was given Royal Assent on 13 November 2025. The Statewide Treaty was signed by the Victorian Government and the Assembly on the same day.

On 12 December 2025, DPC supported delivery of ‘Victoria's Treaty: It's Here’, a ceremonial signing and public event at John Cain Arena to celebrate the commencement of the Statewide Treaty.

The Statewide Treaty signals a new relationship between the Victorian Government and First Peoples, based on respect, trust and integrity.

Represent the State in Traditional Owner Treaty negotiations with First Peoples’ Treaty Delegations. Delegations comprise all Traditional Owners seeking to negotiate a Treaty over the area of land and waters identified

Under the Treaty Negotiation Framework, Victoria’s Treaty process includes both an overarching Statewide Treaty and Traditional Owner Treaties. In 2025–26, six Traditional Owner Groups have been registered on the Treaty Authority’s Negotiations Register and four have progressed to the second stage of notifying their intent to form a First Peoples’ Treaty Delegation.

In response to these entries onto the Negotiations Register and in accordance with clause 13.1(a) of the Treaty Negotiation Framework, DPC is leading work on behalf of the State to commence early preparations towards complying with Minimum Standards required to enter into Traditional Owner Treaty negotiations. Accordingly, DPC is working to notify the relevant government departments and bodies as these notifications from the Treaty Authority are received.

Lead whole-of-government engagement to ensure a coordinated and focused approach to Statewide and Traditional Owner Treaties

Throughout Statewide Treaty negotiations, DPC led a coordinated whole-of-government approach, includingclear governance structures and authorisation pathways to ensure Treaty negotiations could progress efficiently, and all parts of the government were engaged to respond to Treaty negotiations.

In the second half of 2025–26 as the focus has shifted to Statewide Treaty implementation,DPC has continued to lead coordination across government, working with Victorian Government departments and Victoria Police to ensure policies and reform proposals align with Treaty, and support early engagement with the First Peoples’ Assembly of Gellung Warl.

Support, monitor and report on the implementation of Treaties post-agreement

In 2025–26, initial work by DPC following the passage of the Statewide Treaty Act 2025 has focused on establishing the processes, systems and guidance required to support the implementation of Statewide Treaty commitments and new obligations in the legislation. This includes:

• supporting the Assembly as they operationalise Gellung Warl from 1 May 2026
• processes to support the tabling of Statements of Treaty Compatibility from 1 May 2026
• supporting Gellung Warl to establish a new First Peoples Infrastructure Fund from 1 July 2026
• supporting the transition of the State’s program of First Peoples’ events to be delivered by Gellung Warl from 1 July 2026
• supporting the relevant Victorian government departments to prepare for the implementation of Immediate Statewide Treaty Reforms, in line with Schedule B of the Statewide Treaty.

On 9 December 2025, DPC supported former Premier Allan to deliver a formal apology to First Peoples in the Victorian Parliament, acquitting a commitment in the Statewide Treaty and a recommendation of the Yoorrook Justice Commission.

Support the Minister for First Peoples to inform the Victorian public about the Treaty process

DPC continues to lead the Victorian Government’s public communications and engagement on Treaty to ensure Victorians have access to up-to-date and accurate information on Treaty. This includes public communications, online resources, and engagement with local councils, community, and industry.

In 2025–26, DPC:

• supported the release of three Joint Statements and other media releases to keep the Victorian public informed on the progress of Treaty negotiations
• continued to deliver its program of information sessions about the Treaty process with local government, community and business leaders, including in Bendigo, Swan Hill, Ballarat, Ringwood and Metropolitan Melbourne partnering with Reconciliation Victoria, and online with the Victorian Farmers Federation and the Victorian Chamber of Commerce and Industry
• maintained the Treaty Victoria website as a central source of information on Victoria Treaty process and negotiations.

Build understanding of Treaty across the Victorian Public Service through a Treaty Education Program

DPC’s Treaty Education Program is aimed at enhancing Treaty literacy across the Victorian public service. As of June 2026, DPC has supported 580 employees of the VPS to undertake at least one of the Understanding Treaty micro-credentials delivered by the University of Melbourne.

Throughout 2025–26,DPC’sTreaty Education program has been updated to reflect the newVictorian Treaty context, including a suite of learning opportunities tailored to different levels of experience and responsibility. Participants have reported increased confidence in engaging with Treaty-related work and a stronger understanding of how Treaty intersects with their roles.

Recognise the achievements of Aboriginal Victorians and celebrate the diversity of Aboriginal culture in Victoria through Aboriginal cultural events and awards

The First Nations cultural events and awards program celebrates the achievements and honours the sacrifices of First Nations people; promotes and celebrates examples of excellence among First Nations communities; provides practical and meaningful opportunities for First Nations communities, the broader Victorian community and the Victorian Government to recognise and celebrate First Nations cultures and histories in Victoria; and strengthens the Victorian Government’s relationship with First Nations Victorians from across the state.

In 2025–26, the Victorian Government delivered four First Nations cultural events and awards, including the Victorian Aboriginal Honour Roll, recognising 10 First Nations leaders for their important contributions to the State; Ricci Marks Awards, recognising the achievements and aspirations of three young First Nations award recipients; the Victorian Aboriginal Remembrance Service, honouring First Nations service men and women; and the NAIDOC State Reception, celebrating First Peoples’ cultures, communities and voices.

The Victorian Government also supported the Victorian NAIDOC Committee to deliver a program of events for NAIDOC Week, including the Victorian NAIDOC Awards, NAIDOC Pride Event, NAIDOC Flag Raising Ceremony and the NAIDOC March.

Under the Statewide Treaty, the responsibility for delivering First Peoples’ recognition and events is transferring to Gellung Warl from 1 July 2026.

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 2025–26, 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 2025–26:

• recorded 1,133 Aboriginal places on the Victorian Aboriginal Heritage Register, bringing the number of Aboriginal places and objects recorded to just over 43,500
• made decisions on 66 cultural heritage management plans and nine amendments to plans prepared in parts of Victorian where there is no Registered Aboriginal Party
• issued 10 cultural heritage permits
• made decisions on 57 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 2025–26 DPC also supported cultural heritage management by:

• Supporting Registered Aboriginal Parties (RAPs) to carry out their functions under the Aboriginal Heritage Act, including delivering:
  • sixteen capacity development projects to Traditional Owner organisations to support their protection and management of Aboriginal cultural heritage
  • training in identifying and recording archaeological sites and Aboriginal cultural places
  • Geographic Information Systems training sessions for Registered Aboriginal Parties across the state
  • stone tool identification workshop, providing Aboriginal participants with the skills to identify and record 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 99 investigations into reports of non-compliance with the Aboriginal Heritage Act across Victoria and subsequent enforcement actions.

Other activities in 2025–26 under this initiative included:

• driving a proactive enforcement and compliance strategy, preventing the occurrence of offences under the Aboriginal Heritage Act 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.

Delivering reforms to the cultural heritage system to provide more certainty earlier in the process and protect Aboriginal cultural heritage

Reforms delivered in 2025–26 include:

• Protecting Aboriginal cultural heritage through the Strategic Aboriginal Heritage Assessment program. Mapping cultural heritage during the early planning phase will enable identification of sensitive areas from the start.
• Expanding the number of places available in the Certificate IV in Aboriginal Cultural Heritage Management in 2026 and 2027. Expansion of the Certificate IV program will increase the heritage advisor and RAP workforce capacity.
• Funding for a new role in government to serve as a ‘front door’ providing guidance and assistance for developers using the cultural heritage system.
• Delivery of clear guidelines on standards and processes, to provide more certainty about Cultural Heritage Management Plans across Victoria.

Support Aboriginal organisations to build, repair, refurbish or expand community infrastructure.

The Aboriginal Community Infrastructure Program (ACIP) funds First Nations organisations to build new community infrastructure; repair, refurbish or expand existing infrastructure; or undertake infrastructure planning and design activities for future infrastructure to improve service delivery and meet the needs of First Nations people in Victoria.

In 2025–26, the Victorian Government announced funding for 13 First Nations organisations through Round 8 of the ACIP, worth a total of $4.9 million. Notably, six of the organisations were first-time ACIP recipients.

The ACIP also supported 13 First Nations organisations to complete their ACIP projects in 2025–26. Examples of completed capital works and upgrades and repairs and minor works projects in 2025–26 include:

1. Goolum Goolum Aboriginal Cooperative

Goolum Goolum Aboriginal Cooperative (Goolum Goolum) redevelopment of Horsham’s former roller-skating rink to become their Dalki Ghuli Community Hub. Dalki Ghuli is a place where community can gather and connect at the café, or attend a broad range of integrated social services, from an early years playgroup to programs for families and Elders. The design of Dalki Ghuli celebrates Country and culture, and includes versatile community meeting and activity spaces, an outdoor play space, office amenities for staff, and a commercial kitchen to support the café and Goolum Goolum’s catering offerings.

2. Worawa Aboriginal College

Worawa Aboriginal College renovated their Professional Learning Institute in Healesville to improve functionality and better meet the accessibility needs of visitors and Elders. Works included upgrades to the main conference room, creation of new accessible toilets, a new food preparation space, accessible entry ramps, and expansion of the rear decking with new substructure and stairs. The Professional Learning Institute is designed to honour those who ‘walked the land’, and provides structured learning for organisations, schools and other groups to celebrate and build awareness and knowledge of First Nations cultures and perspectives.

3. Connecting Home Limited

Connecting Home Limited upgraded and refreshed the footprint of their Epping workplace to enhance the delivery of culturally safe, wrap-around services for Stolen Generations survivors. The building works included installation of a lift, refurbishment of their first-floor offices and meeting rooms, as well as new accessibility features and adjustments to improve privacy for clients.

4. Mallee District Aboriginal Services

Mallee District Aboriginal Services refurbished their all-mob community kitchen and café in Mildura to create a welcoming and culturally safe space where community can connect, gather and eat nutritious food. The works included a full kitchen reconfiguration and re-fit, as well as the installation of a new cool room, air conditioning, storage, benches and bi-fold windows. The upgrades have increased the supply of meals, catering and refreshments, and have enabled more training and employment opportunities for community.

ACIP Round 8 was the last funding round administered by the State. Under the Statewide Treaty Agreement, the responsibility for delivering infrastructure investment for First Nations organisations is transferring to Gellung Warl from 1 July 2026.

Support the Victorian Aboriginal Heritage Council to progress and fulfil its statutory functions.

In 2025–26, DPC continued to support the Victorian Aboriginal Heritage Council to fulfil its statutory functions under section 132 of the Aboriginal Heritage Act.

Within this reporting period, the council received 16 reports of Ancestral Remains discoveries under section 17 of the Act. Following last year’s reinterment of 15 Ancestors within RAP Country, the Council has progressed conversations with four RAPs seeking to progress the return of their Ancestors back to Country. The Council repatriated 14 Ancestors back to Traditional Owners of East Arnhem Land and is in conversations with one other Traditional Owner group of the region.

The Council approved grants of up to $250,000 each to six RAPs totalling $1.3 million to support activities on Country that seek to protect and conserve Aboriginal cultural heritage. Funding for the grants was sourced from the Aboriginal Cultural Heritage Fund.

The Council progressed the Review of the Care and Return of Ancestral Remains Within Australia project currently being overseen by the Caring for and Returning Ancestral Remains Governance Committee, a subcommittee of the Indigenous Heritage Chairs of Australia and New Zealand forum. The project includes a review of the legislation in each jurisdiction as it relates to the care, management and return of Ancestral Remains.

The Council has now appointed 12 RAPs covering 77.5% of Victoria. Statutory approvals for the remainder of Victoria remains the responsibility of DPC.

Progress towards achieving the objective

The objective indicator, associated data sets and descriptions below show how the following outputs contribute to DPC’s First Peoples are Strong and Self-determining departmental objective:

• Self-determination policy and reform advice and programs
• Traditional owner engagement and cultural heritage management programs.

Throughout 2025-26, 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:

• Upholding commitments to self-determination and equitable outcomes through work on the Victorian Aboriginal Affairs Framework 2018–2025 and the National Agreement on Closing the Gap.
• Coordinating the Victorian Government’s response to the Yoorrook Justice Commission’s final reports and recommendations.
• Reporting on the Government's progress against the Victorian Aboriginal Affairs Framework through the Victorian Government Aboriginal Affairs Report.
• Protecting Victoria’s significant Aboriginal cultural heritage by managing the regulatory, enforcement and approval processes under the Aboriginal Heritage Act.
• Signing and implementing Australia’s first Treaty in the Statewide Treaty.

Objective indicator: First Peoples in Victoria have increased control over decisions that impact their lives

Key initiatives

In 2025–26, DPC delivered the following key initiatives in support of the departmental objective of Improved Public Administration and Support for the Victorian Public Service.

Output: Executive government advice and services

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

In 2025–26, DPC’s key achievements included:

• Leading development of a package of electoral reforms including the Electoral Amendment Act 2026, Electoral Further Amendment Act 2026 and the Electoral Amendment (Miscellaneous Matters) Act 2026, which collectively implemented a political donations, disclosure and state funding regime, and abolished Group Ticket Voting in Victoria.
• Supporting the development and introduction of the Equal Opportunity Amendment (Work from Home) Bill 2026 and the passage of the Multicultural Victoria Amendment Act 2026, as well as other legislative and regulatory reform projects across DPC.
• Advising on corporate and employment law matters, including the shared services arrangement between DGS and DPC and contractual arrangements for state funerals.
• Advising the department and the Premier in relation to inquiries under the Inquiries Act 2014, such as the establishment of the Royal Commission on Antisemitism and Social Cohesion, the Board of Inquiry into the McCrae landslide, and the Rapid Child Safety Review.

Provide 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 2025–26, 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.

Provide advice and guidance to improve Victoria’s parliamentary integrity and standards regime

In 2025–26, DPC continued to provide guidance and advice on parliamentary standards, including shadowing the Parliamentary Workplace Standards and Integrity Commission. DPC also supported the ongoing administration of the Ministerial Code of Conduct, including regular reporting obligations and ministerial and parliamentary secretary induction and training sessions.

Provide guidance and advice on public sector executive workforce policies to ensure consistent and transparent executive employment and remuneration practices across the public sector

In 2025–26, DPC continued to provide guidance and advice to ensure consistent and transparent executive employment and remuneration practices across the Victorian Public Service and public entities.

DPC reviewed and updated the standard employment contract and handbooks for public sector executives. The new contracts reflect best practice and support employers to maintain a high-performing executive workforce.

DPC also continued to support the Premier and Secretary in managing their employment powers and responsibilities for public service body heads.

Provide expert whole-of-government governance advice on the operation of Victorian public sector entities, best practice governance arrangements and Victorian Government board appointments

In 2025–26, DPC facilitated updates to the Premier’s Appointment and Remuneration Guidelines, including new guidance on appointing and remunerating single officer roles, such as Commissioners, Inspectors General and other statutory officer holders. The new guidance helps foster consistency, fairness and transparency across government in appointing single officer roles.

To assist best practice public entity governance, DPC implemented a review and revitalisation of its public website on creating and reviewing Victorian public entities. The revised website provides comprehensive guidance on critical considerations in establishing new entities, such as understanding appropriate legal structures and applying whole-of-government legislation and policies.

Advocate for Victoria’s interests in intergovernmental relations, and work collaboratively with other jurisdictions and the Commonwealth Government on Victorian, state and territory, and National Cabinet priorities

In 2025–26, DPC continued to lead advice to the Premier and senior departmental officials to support Victoria’s participation in National Cabinet, the Council for the Australian Federation, and other senior officials’ forums. During the reporting period, DPC facilitated Victoria’s engagement with the Commonwealth and other jurisdictions through more than 100 intergovernmental meetings.

DPC also provided strategic intergovernmental advice to advance Victoria’s priorities and maximise outcomes for the Victorian community. Key areas of focus in 2025–26 included health and disability reform, fuel security and firearms reform initiatives.

Finally, DPC supported departments and ministers in negotiating significant intergovernmental agreements to secure appropriate Commonwealth investment including record funding for hospitals under the National Health Reform Agreement.

Lead and advise 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 government advertising, in 2025–26, DPC ensured government advertising campaigns complied with the Victorian Government Communication Guidelines and relevant legislation. DPC provided best practice advice to government on the development of advertising campaigns, media buying, campaign evaluation, and communicating with diverse and regional audiences.

During 2025–26, DPC developed a new whole-of-government social media operational policy. The policy and associated guidelines were subsequently published in August 2026. The policy and guidelines provide best-practice guide advice for how departments and agencies moderate social-media content, as well as a new governance framework.

Strategic communications and media relations support was provided to all areas of the department and to DPC ministers on a range of priorities, including:

• The investigation of alleged incidents in childcare centres and the Rapid Child Safety Review and Victorian Government response.
• Victoria’s Multicultural Review and the Victorian Government’s response.
• Consultation on work from home reforms.
• The establishment of the Violence Reduction Unit.
• The continuation of the cost-of-living campaign and new campaign on the redeployment of Protective Service Officers.

Provide advice on protocol matters to the public service and deliver events of major state significance

In 2025–26, 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 included:

• Victoria’s Australia Day public events as part of the National Australia Day Council program
• delivery of Victoria’s Treaty: It’s Here event to mark the commencement of Australia’s first treaty
• state services to honour the lives of:
  • The Honourable Brian James Dixon
  • Mr Allan Moffat OBE
  • The Hon. Robert Knowles AO
  • The Hon. Norman Henry Lacy
  • Mr Neale Daniher AO
• celebrating multicultural and multifaith communities at the:
  • Premier's Diwali State Reception 2025
  • Year of the Horse - Premier's Celebration Gala 2026
  • Victorian Iftar Dinner 2026
  • Vaisakhi Volunteer Appreciation Reception 2026
  • Victorian Christian Communities Dinner 2026

DPC provided protocol support to the Victorian Government for the:

• Victorian State Vigil at St Paul’s Cathedral on the National Day of Mourning for the Victims of the Bondi Terrorist Attacks.
• Visit to Australia by the President of the State of Israel, His Excellency Mr Isaac Herzog.
• Visit to Australia by Their Majesties The King and Queen of Denmark.

Deliver a whole-of-government communications strategy to support Victoria’s path to Treaty

In 2025–26, activities in the strategy were designed to inform Victorians about Treaty, supporting audiences who are interested in Aboriginal Affairs to engage, prevent and address misinformation and foster understanding and respect for Aboriginal Victorians and culture.

The strategy focused on proactive digital engagement through tools such as the Treaty Victoria email program, an expanded and regularly updated website, enhanced social media activity, Joint Statements, coordinated media opportunities and shareable stakeholder communications products. This approach ensures that stakeholder engagement remains impactful, inclusive, and aligned and responsive to the evolving needs of the process and audiences.

The public communications campaign has worked to ensure Victorians have information about the foundations for Treaty-making, the Treaty negotiation process and the benefits of Treaty, and will continue to build awareness and understanding following the public release of the Statewide Treaty and passage of legislation through Parliament.

Deliver a whole-of-government communications strategy to improve access to information for people with disability

DPC led a program of work to build accessible communications capability and capacity across the VPS, which included the development of a whole-of-Victorian Government accessible communications policy. In 2025–26, the Victorian Government Accessible Communications Policy was published on the Victorian Government website, which aims to ensure all Victorians can access and understand government information.

Oversee the government’s Regional Press Policy, Regional Advertising Policy and Multicultural Advertising Policy to ensure all Victorians have relevant and timely access to information

DPC oversaw government compliance with a range of advertising policies in 2025–26, to ensure all Victorians have access to relevant and timely information, including supporting local and regional newspapers.

DPC reviewed all Victorian Government advertising campaigns undertaken in
2025–26 to ensure they included a minimum 15 % expenditure on regional and rural media and a minimum 15% expenditure on multicultural media.

Supports the Governor of Victoria in all aspects of their role for the benefit of Victoria

The Office of the Governor continued to support the Governor of Victoria, Her Excellency Professor the Honourable Margaret Gardner AC, across her constitutional, ceremonial, community and international duties.

Activities in 2025–26 included hosting a Games on the Green Cricket Day for school students, the signing of the Statewide Treaty Bill, the Australia and Malaysia Foreign Minsters’ Bilateral meeting, launch of the Australian Performing Arts Museum and events for the Emergency Services Foundation, Victorian Farmers affected by drought and the Centenary of the Royal Australian Corps of Signals.

Engagement with regional Victoria included official visits to Mount Alexander and Macedon Ranges; Moira, Greater Shepparton and Benalla; Bendigo; Yarra Valley, Glenelg and South Grampians; Yarriambiack and Horsham. Additional regional visits included bushfire affected communities in Harcourt and Castlemaine; as well as communities across the shires of Mithcell, Strathbogie, Mansfield and Murrindindi. In addition, the Governor visited areas affected by flash flooding events in Colac Otway and Surf Coast shires.

The Governor’s international duties included official visits to Malaysia and Indonesia focusing on a range of priority sectors including infrastructure development, educational and cultural exchange and healthcare. The Governor also visited Victoria’s largest two-way trading partner, China to promote stronger economic and cultural engagement, including with Victoria’s oldest and newest sister-state relationships in Jiangsu province and Sichuan province; where the Governor participated in celebrations to mark the official 10-year anniversary.

Official visitors received at Government House included the Vice Governor of Aichi Prefecture, Japan; the Foreign Secretary and Defence Secretary, United Kingdom; Vice President of the Republic of El Salvador, Her Royal Highness The Princess Royal and Sir Tim Laurence, Their Majesties King Frederik X and Queen Mary of Denmark, Dame Susan Langley DBE, Lady Mayor of London; His Excellency Mr Isaac Herzog, President of the State of Israel; the Ambassadors of China, Italy, Lebanon, Philippines, Ireland, Afghanistan, Denmark, and to the United Arab Emirates and the Association of Southeast Asian Nations (ASEAN); as well as the High Commissioners for Bangladesh, Canada, India, Kenya.

Output: Public sector administration advice and support

Enhance public sector integrity and governance capability

DPC unifies government’s efforts to promote good governance and effective public administration. The department maintains whole-of-Victorian-government guidance and provides advice that fosters high-quality decision-making and policy-making, government integrity and accountability, and trust in public institutions.

Key DPC achievements in 2025–26 include:

• administering whole-of-government guidelines, including the Appointment and Remuneration Guidelines, to support good governance in non-departmental entities
• publishing the updated Appointment and Remuneration Guidelines to strengthen the integrity of appointments and ensure a fair and consistent approach across non departmental entities
• supporting ongoing administration of the Ministerial Code of Conduct, including quarterly publications of ministerial diaries and the publication of the Ministerial Register of Interests and the Ministerial Register of Gifts, Benefits and Hospitality.
• providing guidance and advice on public sector executive workforce policies to ensure consistent and transparent executive employment and remuneration practices across the public sector.

Output: Chief Parliamentary Counsel Services

Build capacity in legislative drafting to provide drafting and legislative services to implement the government’s legislative program, support Parliament and to provide public access to Victorian legislation

In 2025–26, the Office of the Chief Parliamentary Counsel (OCPC) drafted a variety of legislation to implement major government policy initiatives and reforms. OCPC drafted 60 government bills in the reporting period, including the passage of the Statewide Treaty Act 2025. Other legislation included bail and justice legislative reforms, significant amendments to legislation relating to childcare services and education and to dangerous goods and environmental legislation. In addition, 193 statutory rules were drafted and made.

OCPC continued to provide drafting services to Parliament throughout 2025–26 to facilitate the passage of Victorian Government legislation, the preparation of House amendments and the drafting and introduction of Private Members’ Bills. The demand for drafting services from opposition, non-government parties and independent members of parliament has continued to increase compared to previous years.

OCPC has continued to focus on building the office's drafting capacity to ensure that it can continue to meet expectations and demands into the future.

Progress towards the objective

The objective indicator, associated data sets and descriptions below show how the following outputs contribute to DPC’s Improved Public Administration and Support for the Victorian Public Service departmental objective:

• Executive government advice and services
• Public sector administration advice and support
• Chief Parliamentary Counsel services
• State electoral roll and electoral events.

Objective indicator: Support for Cabinet, committee members and Executive Council is valued and informs decision making

Throughout 2025–26, DPC’s policy advice to the Premier, Cabinet and its committees, and Executive Council has supported decision-making through augmenting departmental submissions, identifying risks and their management, and linking related work.

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

Throughout 2025–26, 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 supporting the efficient development of campaign creative and media buying across government and providing strategic advice on communicating with all Victorians, including diverse and regional audiences.

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

Objective indicator: Victoria’s electoral system is supported by an accurate and secure electoral roll, electoral services and conduct of fair and impartial elections

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

Objective indicator: Provision of high-quality legislative drafting and publication services

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

Objective indicator: Advice contributes to the achievement of government policies and priorities relating to public sector governance

Throughout 2025–26 DPC’s policy advice to the Premier, Cabinet, portfolio ministers, and key governing boards and committees has continued to support the government’s agenda in the medium- to long-term.

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

Output changes

DPC did not make any changes to its output structure in 2025–26.

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 - 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 delivering strategic, timely and comprehensive analysis and advice on social policy and intergovernmental relations 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 — 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 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 — exceeds 5 per cent or $50 million (cost measures only) variance

This output contributes to:

• providing strategic, timely and comprehensive support to Cabinet and Cabinet committees
• providing support to the Governor and maintaining Government House and its collections as a heritage asset of national importance
• delivering analysis and advice to support evidence-based decision making across the public sector
• providing whole-of-government community engagement and communications activity.

Results legend

✓ Performance target achieved or exceeded i a desirable way

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

This output provides advice and support on issues relevant to public sector administration, governance, service delivery and workforce matters. It also addresses matters of public sector professionalism and integrity. This includes conducting related research, data collection and analysis, and reporting and disseminating findings.

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 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

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 — 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

DPC’s five-year financial summary

The following table summarises DPC’s financial results for 2025–26, 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 is noted in the table below.

^{1 The net decrease in income and expenditure in 2025–26 is primarily driven by a reduction in overall operating activity following the decommissioning of the Yoorrook Justice Commission in June 2025, offset by increased election activities, accommodation recognised as free of charge and grant inflows. There were no significant year-on-year movements in assets or liabilities in 2025–26.
2 The increase in 2024–25 income and expenditure was due to increased election activities. The assets and liabilities decreased due to the timing of payments associated with the operational infrastructure charge payable to DGS and payments associated with the Multicultural Affairs functions that transferred from DFFH in the prior year.
3 The decrease in 2023–24 income and expenditure was due to a decrease in the overall level of operations. The 2022–23 result included the first six months of activity for major functions that transferred to DGS as part of machinery of government changes effective from 1 January 2023, as well as increased election activities. The assets and liabilities increased due to the timing of payables associated with the Multicultural Affairs functions that transferred from DFFH.
4 The increase in 2022–23 income and expenditure were due to expenses incurred by the Victorian Electoral Commission associated with the 2022 state election. The assets and liabilities decreased because of the transfer of functions from DPC due to machinery of government changes effective from 1 January 2023.
5 The increase in 2021–22 income and expenditure was mainly due to new government initiatives delivered during the year, including digital vaccination certification, the business licensing initiative and the development of the Digital Victoria Marketplace. In addition, there was an increase associated with 2022 state election readiness. Assets increased due to the revaluation of property, plant and equipment following a formal valuation. Departmental liabilities increased due to higher employee leave liabilities and provisions for early retirement packages announced during the year.}

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 loss result from operations of $1.5 million in 2025–26. The result is primarily due to the timing of trust funds operations, where funds received and recognised in prior year were spent during 2025–26.

The sources of income available to DPC during 2025–26 are demonstrated in Figure 2. DPC’s main source of income in 2025–26 was from government appropriations, which accounted for 91% of income. The balance was derived from resources received free of charge, government grants, and services.

Figure 2. Sources of income ($ million)

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

Figure 3. Expenses ($ million)

Financial position — balance sheet

DPC’s net assets remained broadly consistent in 2025–26, with no significant change compared with 2024–25.

Cash flows

DPC recorded a net cash inflow from operating activities of $8.6 million in 2025–26, an increase of $13.7 million compared with 2024–25. The increase was primarily due to the timing of trust fund receipts associated with the Community Support Fund, which supports commitments to Victoria’s multicultural communities, and the timing of liabilities settled during the financial year.

Subsequent events

Refer to the section on subsequent events at Note 8.12 in DPC’s financial statements.

Capital projects / asset investment programs

During 2025–26, 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, Chris Barrett, the 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.

Chris Barrett
Secretary
Department of Premier and Cabinet
Melbourne

18 September 2026

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

1 July 2026

Consultancy expenditure

In 2025–26 there were six consultancies engaged with a total approved value at $10,000 or greater.

The total expenditure incurred during 2025–26 in relation to these consultancies was $0.346 million (excluding GST).

Details of consultancies (valued at $10,000 or greater)

Details of consultancies under $10,000

In 2025–26 there were three consultancies engaged with a total approved value of less than $10,000. The total expenditure incurred during 2025–26 in relation to these consultancies was $16,032 (excl. GST).

Government advertising expenditure

During 2025–26, there were three 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 2025–26 is listed in Section 6, Appendix 4: Grants and transfer payments.

Information and communications technology expenditure

For the 2025–26 reporting period, DPC had total information and communications technology (ICT) expenditure of $12.05 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 2025–26.

Reviews and studies expenditure

During 2025–26, there were four reviews and studies undertaken. The total expenditure incurred during 2025–26 was $179,286 (excl. GST). 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 2026 and financial position of the department at 30 June 2026.

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 18 September 2026.

Anthony Bale
Chief Financial Officer
Department of Premier and Cabinet

Melbourne
18 September 2026

Chris Barrett
Secretary
Department of Premier and Cabinet

Melbourne
18 September 2026

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.

^{1 The department has recognised cash payments for the principal portion of lease payments as financing activities; cash payments for the interest portion as operating activities consistent with the presentation of interest payments and short-term lease payments for leases and low-value assets as operating activities.}

The accompanying notes from part of these financial statements.

^{1 This comprises of capital funding on-passed to portfolio agency, Victorian Electoral Commission - $11.1 million (2025- $6.5 million).
2 This comprises the derecognition of the Parliamentary Workplace Standards and Integrity Commission following the transfer of responsibility for operational and financial management support to the Department of Parliamentary Services pursuant to a ministerial decision.}

1. About this report

The Department of Premier and Cabinet
(the 'department') is a government department of the State of Victoria (the 'state') established pursuant to an order made by the Premier under the Administrative Arrangements Act 1983. It is an administrative agency acting on behalf of the Crown.

The principle address of the department is:

Department of Premier and Cabinet
1 Treasury Place
Melbourne VIC 3002

A description of the department's operations and its principle activities are included in the Report of Operations, which does not form part of these financial statements.

Basis of preparation

These financial statements are in Australian dollars and the historical cost convention is used unless a different measurement basis is specifically disclosed in the note associated with the item measured on a different basis.

The accrual basis of accounting has been applied in preparing these financial statements whereby assets, liabilities, equity, income and expenses are recognised in the reporting period to which they relocate, regardless of when cash is received or paid.

Consistent with the requirements of Australian Accounting Standards Board (AASB) 1004: Contributions, contributions by owners (that is, contributed capital and its repayment) are treated as equity transactions and , therefore, do not form part of the income and expenses of the department.

Additions to net assets that have been designated as contributions by owners are recognised as contributed capital. Other transfers that are in the nature of contributions to or distributions by owners have also been designated as contributions by owners.

Judgements, estimates and assumptions are required to be made about financial information being presented. The significant judgements made in preparing these financial statements are disclosed in the notes where amounts affected by those judgemnts are disclosed. The significant judgement applied to value property, plant and equipment is disclosed in Note 5.5 and Note 5.5.1 of the financial statements. Estimates and associated assumptions are based on professional judgements derived from historical experience and various other factors that are believed to be reasonable under the circumstances. Actual results may differ from these estimates.

Revisions to a accounting estimates are recognised in the period in which those estimates are revised and in future periods that are affected by the revision. Judgements and assumptions made by management in applying Australian Accounting Standards that have significant effects on the financial statements ad estimates are disclosed in the notes to which they relate.

These financial statements cover the department as an individual reporting entity and include all its activities. The results of the portfolio entities are not consolidated in the department's financial statements because they prepare their own financial reports. The department's portfolio results (Including the portfolio entities) are included in the Annual Report, Appendix 1: Budget portfolio outcomes, which does not form part of the financial statements and is not subject to audit by the Victorian Auditor-General's Office.

Pursuant to section 53(1)(b) of the Financial Management Act 1994, the results of the following entities are reported in aggregate as part of the department's financial statements:

• The Victorian Multicultural Commission was established under the Multicultural Victoria Act 2011.
• The Parliamentary Workplace Standards and Integrity Commission was established on 31 December 2024 under the Parliamentary Workplace Standards and Integrity Act 2024. It is included in the comparative figures to this report until 30 June 2025, after which responsibility for operational and financial management support transferred to the department of Parliamentary Services pursuant to a ministerial decision.

The administered activities of the department are separately disclosed in Note 8.8 Administered Items. The department remains accountable for administered items but does not recognise these in its financial statements.

Compliance information

These general-purpose financial statements have been prepared on a going concern basis in line with the Financial Management Act 1994 and applicable Australian Accounting Standards including interpretations issued by the AASB. They are presented in a manner consistent with the requirements of AASB 1049: Whole of Government and General Government Sector Financial Reporting.

Where appropriate, those Australian Accounting Standards paragraphs applicable to not-for-profit entities have been applied. Accounting policies selected and applied in these financial statements ensure the resulting financial information satisfies the concepts of relevance and reliability, thereby ensuring the substance of the underlying transactions or other events is reported.

Machinery of government changes

Transfers of net assets arising from administrative restructurings are treated as distributions to or contributions by owners. Transfers of net liabilities arising from administrative restructurings are treated as distributions to owners.

Rounding of amounts

All amounts in the financial statements have been rounded to the nearest $1,000 unless otherwise stated. Figures in the financial statements may not equate due to rounding.

Other accounting policies

Material accounting policies that summarise recognition and measurement basis used and relevant to an understanding of these financial statements, are provided throughout the notes to the financial statements.

2. Funding of our services

2.1. Income that funds the delivery of services

Appropriations

Once annual parliamentary appropriations are approved by the Treasurer, they become controlled by the department and are recognised as income when applied for the purposes defined under the relevant legislation governing the use of the appropriation.

The department receives the following forms of appropriation:

• Output appropriations — Income for the outputs (i.e. services) the department provides to the government is recognised when those outputs have been delivered and the relevant minister has certified delivery of those outputs in line with specified performance criteria.
• Special appropriations — Income related to special appropriations is recognised when the amounts appropriated for that purpose are due and payable by the department.

2.2. Summary of compliance with annual parliamentary and special appropriations

2.2.1 Summary of annual appropriations

The following table discloses the details of the various annual parliamentary appropriations the department received for the financial year.

In accordance with accrual output-based management procedures, ‘provision of outputs’ and ‘additions to net assets’ are disclosed as ‘controlled’ activities of the department. Administered transactions are those that are undertaken on behalf of the state over which the department has no control or discretion.

^{1 Under section 30, the department may transfer an amount from one appropriation item to another in the current year. All expenses and obligations to which any section 30 transfer is applied must be reported in the financial year in which the transfer was made.
2 Section 32 constitutes the approved carryover of unapplied appropriations from the prior year to be applied against outputs in the current year.
3 Variances in controlled output appropriations in 2026 controlled relates to unapplied appropriations carried over from 2025–26 to 2026-27 for delivery next year. This mainly relates to Self‑determination policy and reform advice and programs output, Multicultural affairs policy and programs output and Social Policy functions.}

2.2.2. Summary of special appropriations

The following table discloses the details of compliance with special appropriations.

3. Cost of delivering our services

3.1 Grant expenses

Grant expenses are contributions of the department's resources to another party for specific or general purposes where there is no expectation that the amount will be repaid in equal value (either by goods or services). Grant expenses also include grants paid to entities within the department's portfolio.

Grants can either be operating or capital in nature. Grants can be paid as general-purpose grants, which refers to grants that are not subject to conditions for their use. Alternatively, they may be paid as specific purpose grants, which are paid for a particular purpose and have conditions attached to their use.

Grant expenses are recognised in the reporting period in which they are paid or payable. Grants can take the form of money, assets, goods or services.

3.2. Employee expenses

Employee expenses comprise all costs related to employment including wages and salaries, superannuation, fringe benefits tax, leave entitlements, redundancy payments, WorkCover premiums and other on-costs.

The amount recognised in the comprehensive operating statement in relation to superannuation includes employer contributions for members of both defined benefit and defined contribution superannuation plans that are paid or payable during the reporting period.

3.3. Other operating expenses

Other operating expenses generally represent the day-to-day running costs incurred in normal operations and are recognised as expenses in the reporting period in which they are incurred. It also includes bad debts expense from transactions that are mutually agred.

4. Output information

4.1. Departmental outputs

The department supports the ministerial portfolios of Premier, Deputy Premier, Multicultural Affairs, and First Peoples.

Departmental outputs during the financial year ended 30 June 2026 and their objectives are summarised below.

Economic policy advice and support

This output contributes to delivering strategic, timely and comprehensive analysis and advice on economic policy to support government decision making.

Social policy advice and intergovernmental relations

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

Multicultural affairs policy and programs

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.

Self-determination policy and reform advice and programs

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; and work to reform government to enable self-determination, as well as undertaking outcomes-focused reporting across the portfolio.

Traditional owner engagement and cultural heritage management programs

This output supports the governments'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.

Executive Government advice and services.

This output contributes to providing strategic, timely and comprehensive support to Cabinet and Cabinet Committees, providing support to the Governor and maintaining Government House and its collections as a heritage asset of national importance, delivering analysis and advice to support evidence-based decision making across the public sector and providing whole of government community engagement and communications activity.

Public sector administration advice and support

This output provides advice and support on issues relevant to public sector administration, governance, service delivery and workforce matters. It also addresses matters of the public sector professionalism and integrity. this includes conducting related research, data collection and analysis, and reporting and disseminating findings.

Chief Parliamentary Counsel services

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.

4.2. Changes in departmental outputs

There were no changes made to output groups in 2025–26 financial year.

4.3. Department outputs – controlled income and controlled expenses