Departmental cultural diversity plans

Cultural diversity plans (CDPs)

Vision
DE’s CDP identifies 4 focus areas for the department’s culturally sensitive services:
early childhood participation
student learning and wellbeing
intercultural capability in schools
workforce diversity and professional learning.
The focus areas bring together the department’s work under current strategic reforms. These aim to improve outcomes for children and young people with multicultural and multifaith backgrounds.
Goals
DE’s CDP has 4 objectives that reflect the focus areas:
early childhood participation –improved participation in early childhood education for culturally diverse children, families and carers
student learning and wellbeing – foster a culturally safe and equitable school education system
intercultural capability in schools – build the intercultural capability of school leaders, teachers and students
workforce diversity and professional learning – support cultural diversity, equity and inclusion in our early childhood, school education and corporate workforces, and promote professional learning.
Governance and ownership
DE’s Culture, People and Integrity Committee and Executive Board oversee the CDP.
DE has an action register to track actions on the CDP’s focus areas. Each CDP action includes a measure of progress for CDP services. DE also considers these collectively against the focus areas and objectives.
Cultural competence training
DE promotes cultural diversity in its workforce and leadership, in accordance with equal opportunity and diversity practices across the VPS.
The department provides information and resources to help staff to build their knowledge and capability about cultural diversity. This includes an intranet page and online resources to foster cultural competency and tackling racism at work. These resources outline suggested actions, inclusive language techniques for communicating across cultures and information about DE’s e-learning courses.
In 2023–24, the department became a member of Diversity Council Australia.
In addition to ongoing internal training, DE now provides even more events and resources to support staff to create respectful, safe and inclusive workplaces.
DE’s professional development programs, such as its corporate mentoring program, have diversity and inclusion as a key success factor. This program includes diversity and inclusion in training sessions for both mentors and mentees. It highlights the extra hurdles in career development that people from minority groups may experience. It also promotes culturally safe and sensitive conversations in mentoring relationships.
DE provides training for staff and leaders to build their confidence and capability with diversity and inclusion. The department’s Respectful Workplaces Program provides e-learning modules as part of its induction program for all new staff (in corporate and schools). Staff also complete these modules regularly after induction. The modules cover:
respectful workplaces
human rights and responsibilities
equal opportunities
workplace bullying
DE values.
All staff have access to additional modules covering topics including:
sexual harassment
leading a respectful workplace
addressing concerns, complaints, and serious behaviours (for managers)
inclusive recruitment
anti-racism – provided by the Australian Human Rights Commission.
DE provides face-to-face training sessions on cultural competence. These include:
active bystander training
anti-racism empowerment
human rights training
Aboriginal cultural awareness
Aboriginal cultural safety.
As demand for highly skilled early childhood and school education professionals continues to rise, DE is implementing workforce initiatives to support diversity, inclusion and equity. These initiatives will continue to evolve over the life of the CDP to respond to complex needs across policy and practice.
Decision-making processes and program evaluation
DE works directly with community stakeholders and organisations to conduct program and policy development. The department expects that program areas will consult directly with multicultural community stakeholders and organisations during this process.
Internally, the department consults with staff networks to gain lived experience insights. This helps us make decisions about policies and projects. These networks include network member meetings, community of practice meetings and Culture, People and Integrity Committee meetings.
During 2023–24, African Australian Network members attended a performance and development planning information session in September 2024. Network members provided feedback, which resulted in the redevelopment of resources to address negative behaviours in the workplace. A revised guide to support staff to respond to microaggressions will be released in 2025.
The department also engaged with the Women of Colour Network, which provided feedback about how the department can support women from under-represented groups. This resulted in a series of career development workshop tailored for women of colour. The workshops will be delivered from February to April 2025.
Vision
DEECA is creating a culture that embraces individual differences in all forms. It fosters innovation and inclusion. This supports:
liveable, inclusive and sustainable communities and thriving natural environments
all staff to achieve their full potential and work in a flexible way that meets their needs
a community charter that emphasises the diversity and inclusion values of building enduring and genuine partnerships.
Goals
The goals of DEECA’s diversity and inclusion strategy are to: 
improve service delivery and decision making through strong, inclusive leadership, and training and development opportunities
foster attitudes and practices that better support diversity and inclusion 
create opportunities to recruit and retain staff from diverse groups in the community 
use an intersectional lens to develop diversity and inclusion initiatives that address systemic barriers to social cohesion and equity.
Governance and ownership
The People and Culture Division consults broadly on decisions relating to the diversity and inclusion strategy. This includes changes to department policies, procedures and processes.
Departmental stakeholders include: 
DEECA’s staff-led networks 
People and Culture’s leadership team and Stewardship Committee 
the Workforce People Partners Working Group  
the Executive Board.
The Manager, Diversity and Inclusion, drives key commitments in the Diversity and Inclusion Strategy.
Two voluntary staff-led networks, Multicultural@DELWP and DEECA’s Women of Colour Network, inform and progress the diversity and inclusion strategy and its related action plans.
For an intersectionality lens, DEECA also consults with other staff-led networks, including: 
Place of Pride 
All Abilities Network 
Emerging Professionals Network 
Aboriginal Staff-led Network 
Women in STEM.
The department consults with broader VPS-wide networks.
Cultural competence training
DEECA delivered the following initiatives to support increased cultural competence:
diversity and inclusion learning opportunities for new staff through the new starter induction program
Charter of Human Rights training and resources for all staff through the VEOHRC
the DEECA Women of Colour network mentoring program
safe and respectful training for all staff including the Charter of Human Rights and diversity and inclusion principles
navigating recruitment e-learning to embed knowledge of bias, discrimination, inclusion and diversity throughout the recruitment and onboarding process
the Multicultural@DEECA staff-led network
SBS inclusion and cultural competency training modules for all staff.
Decision-making processes and program evaluation
DEECA’s Community Charter helps the department build better relationships with stakeholders and communities, including:
local councils 
catchment management authorities 
water corporations 
the building industry 
environment groups. 
The department uses local networks, processes, tools and resources to improve interactions and engagement in policy planning and delivery of programs and projects. 
The charter reflects the department’s unique relationship with First Peoples as rights holders and embodies a strong commitment to self-determination. This requires the department to be culturally capable and safe and recognise and embrace Aboriginal decision making. 
DEECA’s Engage@DEECA framework enables: 
more confident and effective engagement 
stronger relationships with multicultural communities 
more informed decision making. 
The current framework is being reviewed. Once complete, the review will bring the framework in line with the whole of VPS engagement framework. 
Public engagement framework 
Engage Victoria is guided by the Victorian Public Engagement Framework (PEF), which was developed by Digital Victoria in consultation with the Victorian public.
The PEF strengthens engagement practice in Victoria. It provides principles, a how-to guide and measurement for community engagement evaluation. It was endorsed by the Public Sector Administration Committee in October 2021 and is being progressively rolled out across departments and agencies.
DEECA’s Community Charter helps the department build better relationships with stakeholders and communities by leveraging local networks, processes, tools and resources. This improves interactions and engagement in policy planning. It also informs delivery of programs and projects.
DEECA’s Engage@DEECA framework enables:
more confident and effective engagement
stronger relationships with multicultural communities
more informed decision making.
The current framework is being reviewed. Once complete, the review will bring the framework in line with the VPS-wide engagement framework.
The department has also developed an internal gender equality action plan and conducts external facing gender impact assessments as part of key diversity and inclusion initiatives. These initiatives adopt a strong intersectional lens, considering multicultural perspectives and initiative impacts.
Vision
DFFH’s CDP vision is:
We will be a proactive leader in diversity and inclusion.
We will empower people to express their identity and belong.
We will remove structural and systemic barriers so that everyone can reach their full potential in a safe, equitable and respectful workplace.
We will create a department that embodies inclusive leadership, celebrates diversity of thought and reflects the diversity of the communities we serve so we can better support them.
Goals
DFFH’s CDP goals ensure:
DFFH’s leadership profile, governance structures and workforce reflect the community’s diversity, and all employees are accountable for creating an inclusive workplace
the department empowers the voices of its diverse workforce, values diversity of thought and creates a workplace where all employees are supported to develop and progress their careers
diverse people’s lived experience is core to policy, programs and services, to improve business practices and outcomes for the diverse communities it serves
culturally safe actions are embedded into systems and practices as the norm
work environments are accessible and safe, with prevention, early intervention and suitable responses to discrimination and inappropriate behaviours
DFFH has transparency, accountability, and measurable targets to achieve its CDP outcomes.
Governance and ownership
DFFH has established an Equality, Diversity, and Inclusion Committee to focus on organisational diversity and inclusion in the department. This includes gender equality.
The committee:
oversees the department’s Diversity and inclusion framework and Gender equality action plan
holds the department to account for undertaking coordinated action
monitors progress on equality, diversity and inclusion and acts if progress is not being made
provides a report to the DFFH Board annually against relevant outcomes, strategies and measures
authorises changes to the Diversity and inclusion framework and implementation plan, in consultation with its diverse staff community of practice.
The committee comprises staff with lived experience of diversity and an accountable executive member who informs and influences decisions.
Cultural competence training
All departmental staff must complete the mandatory Workforce Diversity, Equity and Inclusion and Aboriginal Cultural Safety e-learning training. This course builds staff understanding and knowledge of diversity, including for:
Aboriginal peoples
people with disabilities
people from culturally diverse backgrounds
lesbian, gay, bisexual, trans, gender-diverse, intersex, queer and asexual (LGBTIQA+) employee communities.
Staff receive unconscious bias training in both e-learning and instructor-led formats.
Anti-racism training is mandatory for staff who lead others. It is delivered by an instructor.
All executives have a diversity performance outcome in their personal development plans to improve diversity and inclusion across the department.
The following projects were completed in 2023–24 to support cultural competence at DFFH:
staff language allowance, in alignment with the VPS enterprise agreement for 2024 to recognise the cultural and linguistic skills we need to deliver better services to our communities
LGBTIQA+ grievance officers and confidential contacts with lived experience who provide dedicated support to staff
manager’s guide to onboarding diverse staff
6-session employee network capability training with a micro-certification for all our employee networks to strengthen governance and build skills
launch of DFFH Women of Colour Network
instructor-led autism and ADHD at work for managers and team leaders, and disability confidence training for all staff across the department.
Decision-making processes and program evaluation
DFFH supports consumers, carers, communities and people from multicultural backgrounds to make decisions about their health and wellbeing through policies, guidelines and approaches. This includes:
consulting with stakeholders on policy and program design
developing in-language resources
ensuring translators are provided where required
supporting bicultural workers to engage with communities
building the capacity of departmental staff to better engage diverse communities.
The department’s diverse staff community of practice meets bimonthly to provide an ongoing voice for diverse employees. The community of practice includes representatives with lived experience from DFFH’s diverse workforce who serve on the Equality, Diversity, and Inclusion Committee. Nominated representatives report to the committee on risks and issues around the progress of the framework and its implementation plan.
The department also launched its Women of Colour Network to create a safe and inclusive space for women of colour to contribute to policies and programs that better meet the needs of communities.
The department provides employment pathways for refugees and people seeking asylum, particularly through the CareerSeekers Internship initiative. This initiative brings people from diverse communities into the public service. After the program, 75% of participants secure ongoing employment at the department or in the health and human services sector. They provide valuable lived experiences that inform decision making.
The department also provided internships for graduates from Western Chances to provide opportunities for young people in the workforce.
Vision
DH’s vision is that Victorians are the healthiest people in the world. To achieve this, the department has implemented its new Multicultural health action plan 2023–27. The vision of this plan is to ensure multicultural communities can access culturally competent healthcare and experience equitable health outcomes. 
Goals
There are 6 improvement goals in the department’s plan:
invest in targeted policies, programs and services that improve health equity
design and deliver accessible and culturally competent mainstream policies, programs, and services
provide language services and accessible communications
strengthen community engagement, capacity building and lived experience representation
enhance cultural competency through workforce capability and inclusive leadership
build evidence-based approaches through data, research and evaluation.
Improvement goals are interconnected. Collective advancement across all goals will improve health outcomes for multicultural communities and achieve the department’s vision.
Governance and ownership
The department’s Executive Board is responsible for overseeing the Multicultural health action plan
2023–27. This includes ensuring the plan is embedded in the department’s core business.
Cultural competence training
DH implements workforce strategies that aim to build a diverse workforce that reflects the community they serve. These strategies also aim to create a positive, inclusive and culturally safe workplace that is a comfortable and productive environment for all staff.
All departmental staff must complete e-learning on workforce diversity, equity and inclusion. This course increases understanding and knowledge, including for:
Aboriginal people
people with disabilities
people from culturally diverse backgrounds
LGBTIQA+ communities.
Staff can also receive e-learning and face-to-face unconscious bias training.
Five cultural competency education sessions are available to DH staff. These cover topics that reflect the Multicultural health action plan 2023–27, including:
providing language services, accessible communications and translation
strengthening community engagement, capacity building and lived experience
enhancing cultural competency through workforce capability.
Decision-making processes and program evaluation
Multicultural communities shape the programs and policies that impact them as consumers, carers and communities. DH does this by:
consulting stakeholders on policy and program design
developing in-language resources
ensuring interpreters are provided where required
supporting bicultural workers to engage with communities
building the capacity of departmental staff to better engage diverse communities.
DH also facilitates the CALD Health Advisory Group, which met quarterly in 2023–24. The group provides:
advice on public health policy, research, programs and services, as well as current and emerging issues impacting culturally and linguistically diverse communities
advice and support on emergency preparedness, response and social recovery efforts
support for key public health messages and advice on communication and engagement with culturally and linguistically diverse communities.
Vision
The action plan’s vision is to:
foster a culturally diverse and inclusive workplace that reflects the sectors and communities we work with
provide inclusive service delivery to culturally diverse clients and communities that fosters greater inclusion in Victoria’s economy.
Goals
The action plan has 3 goals:
Leadership: Our leaders will champion the CDP to foster engagement at all levels. We will all support cultural diversity through ownership at all levels.
Information building: We will build our understanding of internal cultural diversity. We will build our understanding of the cultural diversity of the communities we work with.
A culturally diverse workforce: We will support opportunities to grow cultural diversity at all levels of the organisation. Our workforce will reflect the communities we work with.
Governance and ownership
The Executive Director, People and Culture, in Corporate Services oversees the CDP.
The CDP is part of the department’s Diversity, Equality and inclusion framework. The framework’s progress is monitored and reviewed by the Diversity, Equality and Inclusion Committee, a subcommittee of the Executive Board.
Cultural competence training
All staff are encouraged to develop their cultural competence through professional development opportunities.
In 2023–24, staff had access to cultural competence training opportunities including:
a cultural competence eLearning program on the DJSIR learning management system
a suite of cultural diversity online courses from LinkedIn Learning
presentations and panel discussions organised by DJSIR’s staff-led People of Colour Network.
All departmental hiring managers must complete online unconscious bias training before conducting job interviews.
Decision-making processes and program evaluation
DJSIR’s CDP requires that all business areas consult with the community when evaluating programs and services. We do this by:
consulting with culturally diverse communities and advisory boards when making decisions about programs, policies and services that directly affect culturally diverse communities
using available demographic and service data on cultural diversity to support decision making for programs, policies and service delivery
embedding cultural diversity considerations when designing, implementing, and evaluating policies, programs and services.
Vision
A justice and community safety system that is inclusive, equitable, culturally responsive and values people from multicultural and multifaith communities.
Goals
There are 6 goals under DJCS’s Multicultural and multifaith action plan:
Improving data – improve our collection and analysis of client and staff experiences to ensure evidence-based reform of systems, structures and practices, and improve outcomes for people from multicultural and multifaith communities.
Building capability and capacity – enhance departmental capability and capacity to create a more inclusive and equitable culture and environment for clients and staff.
Equitable pathways to career development and leadership – support career pathways and opportunities for progression and development for staff from multicultural and multifaith communities.
Creating a safer, empowering, and inclusive culture – build an organisational culture and justice and community safety system where people from multicultural and multifaith communities feel safe, respected, included
and valued.
Partnering with communities to build stronger policies and programs – partner with communities in a robust and appropriate way to ensure policies, programs and services are designed and delivered in a way that delivers the intended outcomes.
Cultural responsiveness and inclusion are built into all programs and services – build inclusive and culturally responsive programs, services, and systems so the department achieves its intended outcomes for clients from multicultural and multifaith communities.
Governance and ownership
DJCS’s Inclusion and Intersectionality team (which is part of the People, Safety, Culture and Communications Group) is responsible for implementing the action plan. The team works with business units to develop, monitor and report on activities in the plan.
DJCS has a new executive-level governance body to monitor implementation across all diversity and inclusion strategies. This ensures intersectionality is embedded in the department’s practices. The Deputy Secretary of People, Safety, Culture and Communications chairs all related meetings.
Cultural competence training
All role-specific training (such as induction programs, mandatory e-learning and professional development programs) includes cultural competency and awareness training. Topics include cultural diversity and human rights awareness.
Other available learning includes unconscious bias and building multicultural relationships.
Learning programs are promoted via the monthly Justice learning newsletter, in people-leader communications and can be assigned by leaders to their staff or requested by staff via the department’s Learning Management System.
Decision-making processes and program evaluation
DJCS has an engagement framework that supports its commitment to a just and safe Victoria. The framework is a strategic and practical guide for staff that outlines how, when and why the department engages with its stakeholders.
It ensures the department engages with its stakeholders in a consistent, meaningful, effective and inclusive way.
The framework reflects the department’s commitment to embedding partnerships in the design, delivery and evaluation of the Victorian justice and community safety system.
Vision
DPC’s workforce is genuinely inclusive and reflects the diversity of the communities it serves. The Department of Government Services’ (DGS) Corporate Shared Services supports DPC to develop, implement, monitor and report on DPC’s commitments under workforce inclusion.
DPC is committed to diversity, inclusion and equity to ensure that all people:
are treated with dignity and respect
have equitable access to employment opportunities and outcomes
can participate in all aspects of work life
can achieve their full potential.
Goals
Across the various diversity and inclusion plans, the department aims for:
visible leadership and accountability for diversity and inclusion
attracting, developing, and retaining a diverse, gender-balanced and talented workforce
creating a safe (including culturally safe), respectful and inclusive workplace
facilitating and promoting a flexible and accessible workplace
measuring, monitoring, and reporting on diversity and inclusion.
Governance and ownership
The DPC Board of Management oversees diversity, equity and inclusion.
The Board of Management appoints executive champions for all key priority areas including:
gender
disability
LGBTIQA+.
Cultural competence training
The DGS People and Culture team that services DPC provides diversity and inclusion training programs to help employees to:
understand their rights and responsibilities to create an inclusive environment free from discrimination and harassment, and to identify discrimination and exclusion in the workplace 
understand the complex and varied experiences of diverse communities 
identify and address unconscious bias and their effect on work practices and decisions 
understand and embed the Victorian Charter of Human Rights in their work
understand and embed Aboriginal cultural safety and self-determination in their work. 
Decision-making processes and program evaluation
DPC engages with various networks including:
Aboriginal Staff Network
Combined Enablers Network (DPC, DGS and DTF)
LGBTIQA+ Network (DPC and DGS).
Vision
Inclusion is embedded into our workplace culture so that we feel a sense of belonging to DTP, are empowered to contribute fully to the organisation’s success and so that we represent the rich and diverse needs of the Victorian community.
Goals
Goals include:
leader awareness/participation – our leaders attend awareness-raising initiatives such as training and events
employee understanding – our employees recognise bias, stereotypes, exclusion and inappropriate behaviour and feel confident to take effective bystander action
employee engagement – people who identify as belonging to one of our five priority diversity groups are equally engaged as the overall workforce
workforce composition – our workforce reflects the diversity of the Victorian community
absenteeism, resignations, promotions, seniority – the proportion of employees from our 5 priority diversity groups mirrors the overall trends for the department
zero tolerance towards bullying and discrimination – a decrease in number of bullying and discrimination complaints (both formal and informal) made over the duration of the strategy
benchmarking results – our rankings in national benchmarking indexes improve over the duration of the strategy (such as the AWEI, the Australian Network on Disability’s Access & inclusion Index, Diversity Council of Australia’s (DCA) Inclusion@YourWork Index) 
community perception – DTP is seen as an employer of choice for people from our five priority diversity groups and DTP’s services are relevant and responsive to the needs of the Victorian community
intersectional lens – work towards employees applying an intersectional lens to their work (for example, an audit of our website reveals that the information is accessible to those with disability in addition to those who speak a language other than English).
Governance and ownership
The Inclusion and Organisational Development branch partners closely with a variety of internal stakeholders to assist in implementing and tracking progress against DTP’s aim of creating a more inclusive and diverse workplace culture. During 2023–24, DTP reported to an Inclusion and Diversity Council. This helped to accelerate the strategy's impact and to work collaboratively to address problems and remove individual, organisational and systemic barriers. 
Cultural competence training
From July 2020 onwards, core foundation training called ‘Inclusion fundamentals and unconscious bias’ has been delivered to DTP employees. This 5-hour training includes modules on:
unconscious bias
bystander action and inclusive leadership
fostering cultural humility
cultural awareness
the impact of racism on culturally diverse staff in the workplace.
DTP encourages staff to complete e-learning modules on cultural competency. The Cultural Diversity e-learning module covers key topics, including:
cross-cultural communication – navigating conversations and interactions with individuals from diverse cultural backgrounds
cultural adaptation – understanding how cultural differences influence behaviour and learning how to adapt
population trends and their impact in Australia – exploring demographic shifts and their implications for society and the workplace.
Employees have other training opportunities through LinkedIn Learning courses that complement internal programs, such as:
cultivating cultural competency
supporting allyship and anti-racism at work.
These modules provide foundational knowledge to build more inclusive and respectful work environments.
Decision-making processes and program evaluation
Community engagement is designed and implemented to be inclusive of multicultural communities that are affected by departmental decisions. DTP uses the International Association of Public Association’s spectrum of public participation and a range of engagement methods including:
social media
website project updates
surveys
community meetings
consultation committees
translator services.
In developing workforce-focused policies, processes, and programs, feedback and contributions are sought from the CaLD Employee-led Network (Employee Resource Group, ERG) to ensure the final products are informed by those with lived experience.
Vision
DTF’s Diversity and inclusion framework 2021–2025 embeds a diverse and inclusive culture across the department that reflects the diversity of the Victorian population.
Goals
The framework complements other whole-of-Victorian Government initiatives including the Getting to Work disability employment plan and the Barring Djinang Aboriginal employment plan.
The framework has 6 goals:
acknowledge the Traditional Owners of the land across Victoria, value self-determination for Aboriginal people and support reconciliation
remove barriers so people with a disability can fully participate and excel
promote a culture of gender equity, diversity and respect where people of all genders are supported to succeed
ensure the LGBTIQA+ community is visibly recognised and included
celebrate cultural, religious and linguistic diversity, and create a workforce that reflects the diverse Victorian community we serve
enable people of all ages to participate and pursue career development opportunities.
Governance and ownership
The framework is overseen by DTF’s People Committee, which reports to the DTF Board.
Cultural competence training
All staff complete mandatory training on ensuring fair workplaces, preventing sexual harassment, code of conduct, human rights, and disability awareness as part of their corporate induction.  
The department supports its staff to participate in VPS employee-led networks, which give employees an opportunity to connect with peers across the public service and improve cultural capabilities.
Decision-making processes and program evaluation
DTF consults with key stakeholders from diverse backgrounds to monitor and evaluate programs.
Vision
DGS provides a diverse, equitable and inclusive workplace where all people feel like they belong – regardless of Aboriginality, age, disability, ethnicity, gender identity, race, religion, sexual orientation, or other attributes.
DGS treats all people with dignity and respect. This includes equitable access to employment opportunities and outcomes, participating in all aspects of work life, and achieving their full potential.
Goals
The roadmap outlines the department’s commitment to a safe, diverse, equitable and inclusive working environment that:
acknowledges the Traditional Owners of the land across Victoria, values self-determination for Aboriginal people, provides a culturally safe work environment, and supports reconciliation
removes barriers so that people with disability, and their carers, can fully participate and reach their full potential
promotes a culture of gender equity, diversity and respect where people of all genders are supported to succeed
ensures that the LGBTIQA+ community is visibly recognised and included
celebrates cultural, religious and linguistic diversity, and creates a workforce that reflects the diversity of the Victorian community that we serve
enables people of all ages, and with various caring responsibilities, to participate and pursue career development.
Inclusion and accessibility are at the heart of everything the department does. This includes:
visible leadership and accountability
attracting, retaining, and developing a diverse and culturally safe workforce
ensuring equity in the workplace
creating a respectful, inclusive, and safe workforce
measurement, progress and reporting.
Governance and ownership
The DGS Deputy Secretary Corporate Shared Services has oversight of the roadmap, and the DGS Board of Management has responsibility for its progress.
Progress is monitored using DGS employee data and annual People Matter Survey data.
Reporting on progress is undertaken via:
DGS Board of Management
DGS Annual Report
Public Accounts and Estimates Committee
the Commission for Gender Equality in the Public Sector under the requirements of the Gender Equality Act
the Victorian Secretaries Board via a consolidated report coordinated by the VPSC on progress against Getting to Work: Victorian Public Sector Disability Action Plan
the Self-Determination Reform Framework.
Cultural competence training
DGS provides opportunities to help employees to:
understand their rights and responsibilities to create an inclusive environment free from discrimination and harassment, and to identify discrimination and exclusion in the workplace
understand their role in and strategies for creating a diverse and inclusive workplace
understand the complex and varied experiences of diverse communities
identify and address unconscious bias and their effect on work practices and decisions
understand and embed the Victorian Charter
of Human Rights in their work.
These opportunities are available via mandatory elearning, department and VPS-wide webinars, Charter of Human Rights training program, Employee Hub and Manager Hub content, and relevant LinkedIn Learning courses.
In partnership with the Victorian Human Rights and Equal Opportunities Commission, DGS ran the Charter of Human Rights (the Charter) Education Program for employees in 2024, which included:
Commissioner briefing for the Board of Management
intensive training tailored for legal staff
briefings for executive leaders on their responsibilities under the Charter
promoting the VPS Charter webinar series for all employees, which considered the Charter in relation to specific topics, such as children’s rights and LGBTIQA+ rights
mandatory eLearning on the Charter of Human Rights.
Decision-making processes and program evaluation
DGS consults with employees, leaders and other stakeholders in the development of DEI initiatives.
In the next phase of establishing the DEI function, strategy, policy and process framework, the department is engaging in broad consultation to better understand the experience and needs of the diverse workforce. This consultation includes senior leaders, staff networks, employees, managers, and analysis of employee experiences of different cohorts where possible via results of the annual People Matter Survey.
DGS staff networks include the:
First Peoples Staff Network
Enablers Network (DPC, DGS and DTF)
LGBTIQA+ Network (DPC and DGS).

Updated 19 June 2025