2023 gender equality progress report

Subject

Policy

Description

The Aboriginal Lands Act 1970 (Vic) (the Act) was passed to grant freehold title to Aboriginal residents of the former missions at Framlingham and Lake Tyers through two land-holding Trusts. The Act established the Framlingham Aboriginal Trust (FRAT) and Lake Tyers Aboriginal Trust LTAT). The Minister for Treaty and First Peoples (Minister) is the administrator and regulator of the Act. FRAT was placed in administration by the then Minister in 2018. Funding to support administration expenses lapse on 30 June 2023. Without further investment from the Victorian Government, FRAT cannot meet its statutory obligations and allow the Minister to acquit their legal responsibilities.

Status

For review

Actions taken

The policy is targeting a specific cohort of Victorians, particularly the community of FRAT. DPC has focused on engaging all genders and gender diverse community members in the design and delivery of the program. This includes embedding targeted engagement and providing community members with contact details to make anonymous and confidential feedback.

Intersectional lens applied

The policy considers intersection between gender and Aboriginality and community. It aims to enable greater self-determination and independence by supporting FRAT to bolster governance and operational capability to support the transition to sustainable self-governance. It ensures the participation of all community members through the development of targeted and inclusive projects. Further the program will implement activities to increase workforce and governance participation, and activities to increase financial sustainability. This is expected to benefit the community by enabling sustainable income streams and employment opportunities for women, men and gender diverse community members. It will also give practical effect to the Victorian Government’s commitment to self-determination by supporting the FRAT’s economic independence from government.

Subject

Program

Description

The Programs provide Foundation and Formation services to support Traditional Owners to engage in Treaty, progress formal recognition and realise self-determination; while the Treaty Architecture is being established; and support transition of functions to First Peoples Representative Body (FPRB) / Self Determination Fund (SDF).

Foundation - Strong Roots for Our Futures resources foundational activities to build strong Traditional Owner groups of regions without formal recognition.

Formation – FNLRS provides formal recognition services to support Traditional Owners to progress formal recognition in regions.

Status

For review

Actions taken

The programs are designed to engage in a culturally and gender sensitive way. Both Strong Roots and FNLRS are delivered by teams of male and female staff and engage flexibly with individual's families and groups.

Intersectional lens applied

People with different social roles and responsibilities are involved in the program, in particular young people and Elders, men and women. The program respects men’s and women’s business, men and women may want access for different priorities and needs. It acknowledges that Elders and young people have different needs and specific cultural protocols need to be respected. It accommodates people with caring responsibilities and health issues.

Subject

Program

Description

The Victorian Government delivers a program of major Aboriginal cultural events and awards, including the Ricci Marks Awards, the Aunty Dot Peters Awards, the NAIDOC State Government Reception, the Victorian Aboriginal Honour Roll and the Victorian Aboriginal Remembrance Service. The outcome of the gender impact assessment was positive.

The GIA was positive, but also found that the program design could improve its gender diversity - for example, the Honour Roll nomination process and Ricci Marks and Aunty Dot Peters Awards application and selection processes do not support gender diverse people to participate. Conversely, the Victorian NAIDOC Committee has a good representation of women, and the 2022 Honour Roll event used the services of female-owned and operated businesses.

Status

For review

Actions taken

The Major Aboriginal cultural events and awards initiative will make the following improvements to progress positive gender diversity outcomes:

• Increase the gender diversity of event and award participants.
• Ensure balanced gender representation in decision-making panels and committees.
• Consider gender impacts and gender inclusiveness in the formulation and review of funding proposals and funding agreements.
• Consider the gender diversity of event and award suppliers and services.
• Collect gender event and award participant identity data where possible and appropriate to monitor progress.

Intersectional lens applied

Event attendees and award recipient cohorts vary significantly and therefore broad intersectionality is considered. DPC notes that the need for gender representation and inclusivity is greater for the Ricci Marks and Aunty Dot Peters Awards which are targeted at young Aboriginal people, as it is assumed that young people are more likely to identify as gender diverse than Elders. If young Aboriginal people who identify as gender diverse are not given the opportunity to apply to these awards, there will be a lack of equity in the opportunities being made available to young Aboriginal gender diverse people to fund their high school or tertiary studies, training, etc. All events and awards support people with mobility requirements to apply, and event and award documentation consider the accessibility requirements of the audience.

Subject

Program

Description

The Aboriginal Community Infrastructure Fund includes two programs:

1. The Aboriginal Community Infrastructure Program, which provides funding for Aboriginal organisations to build new community infrastructure or repair, refurbish or expand existing community infrastructure.
2. The First Mortgage and Community Infrastructure Program, which provides Aboriginal organisations that own property where the Minister for Treaty and First Peoples holds a first mortgage the opportunity to have full control of their assets and have the autonomy to grow and plan for the future.

The GIA found that women in the Aboriginal infrastructure sector are more likely to face disadvantage when applying for grants through the Fund – for example, the limited timing of grant application funding rounds are more likely to impact people who have caregiving responsibilities or who were required to home school during the coronavirus pandemic. This meant that Aboriginal organisations with more women employees were more likely to experience time pressures to submit applications.

Status

For review

Actions taken

The Aboriginal Community Infrastructure Fund initiative is making the following improvements to progress positive gender diversity outcomes:

1. Address current accessibility barriers to women and gender-diverse people applying for grants from the Aboriginal Community Infrastructure Fund. This includes:
   • Considering school holidays for future funding rounds’ open and closing dates to help gendered caregiving roles submit applications for grants equitably.
   • Encouraging gender diversity in the construction procurement carried out by Aboriginal organisations that receive grant funding for their infrastructure projects, so that more women and gender diverse people can be involved in the industry.
2. Ensure that the Aboriginal Community Infrastructure Fund assessment panels that make funding recommendations for the Minister for Treaty and First Peoples are gender diverse to avoid bias towards projects that different genders may relate strongly to.

Intersectional lens applied

The GIA considered the disproportionate impacts that the coronavirus pandemic has had on women’s workforce participation, employment and economic security, with a significant number of women being displaced. At the same time, there has been a demand for workers in male-dominated industries including construction, transport and logistics that will form part of recovery efforts and experience growth. Organisations vary drastically in size and capacity of staff to prepare and submit lengthy applications for grant funding. The Aboriginal Community Infrastructure Program application process mandates applicants to make contact with the project team to discuss project proposals, and the panel acknowledges the differences between large and small organisations and considers this in their decision to recommend projects. This assessment approach compares organisations equitably.

Subject

Program

Description

The Multicultural Community Infrastructure Fund (MCIF) program supports Victoria’s multicultural community organisations to upgrade their community facilities and the Multicultural Festivals and Events (MFE) program funds multicultural and multifaith community organisations to hold cultural festivals and events for Victorian communities.

Status

New

Actions taken

No action taken.

The estimated date of implementation of the actions in the GIA is from July 2024 – June 2025. The next opportunity to open a funding round for the MCIF program will be after July 2024, the MCIF team will have a period of several months to undertake the actions outlined in the GIA including consultation with relevant stakeholders. The first round of the 2024-25 MFE program is already due to open for application in March 2024 but necessary adjustments will be made for the second round which will open in approximately September 2024.

Intersectional lens applied

The initiative recognises that a person’s gender identity can impact their experiences. Both programs impact and reach people of different genders by supporting the social and economic wellbeing of multicultural communities in Victoria, which includes women who are at greatest need.

Victoria’s multicultural communities experience significant barriers to fully engaging in the economic and social life of our state. Royal Commissions and other inquiries into Victorian service systems have thoroughly documented these barriers, including poor accessibility of information, discrimination and exclusion from services, and stigma and discrimination that deters culturally and linguistically diverse people from accessing mainstream services. Gender and gender diversity are clearly further identity layers which community members who already identify as multicultural will also recognise and include as part of their identities – but there is limited research and data / evidence which explores these complex, multi-layered identities together.

The GIA actions recognise that both programs can do more to design, develop and implement data collection with respect to multicultural communities and a gender lens. This will help to support more evidence-based decision making around the application and assessment process and ultimately the projects supported through each program. The outcome will be improved support for gender diverse community members, especially in the context of intersectionality.

Subject

Program

Description

The programs delivered through the Support for priority newly arrived migrants initiative will have a direct and significant impact on the public through the provision of targeted and place-based responses to the unique and challenging issues faced by newly arrived persons.

The aims of the programs are to support priority newly arrived migrants, particularly those from refugee and asylum seeker backgrounds and operate based on best practice and evidence-based models across, early childhood, education, language and training, health protection and promotion, family and social support, and access to justice.

Status

New

Actions taken

No action taken.

The estimated date of implementation is July 2024 – July 2028 and subject to 2024-2025 State Budget outcomes.

Intersectional lens applied

This initiative recognises that a person’s gender identity can impact their settlement experiences and outcomes. The initiatives funded by this program focus on supporting individuals and families to through genuine engagement, delivery of targeted and culturally appropriate communications and messaging on services and building trust and partnerships with mainstream organisations to generate positive impacts for people of different genders and cultures. This includes targeted support for women and youth-led approaches that supports their leadership and addresses emerging needs.

In times of crisis there is typically a higher impact on women, in particular women from at risk migrant communities, including new arrivals, humanitarian entrants and temporary visa holders, who are overrepresented in low paid, casual, unpaid work including carrying most caring responsibilities.

Through this initiative we will reach and positively impact people of different genders by ensuring that community organisations are equipped with the capacity to promote access to culturally safe and informed settlement supports and services.

Subject

Program

Description

The Diversity on Boards initiative aims to complement the Women on Boards commitment by improving representation of the wider community on public boards.

Status

New

Actions taken

A business case was developed to seek funding for capacity building and training for board members. The VPSC received $0.5m over two years for the 'Government Boards that reflect the community they serve' initiative in the 2023-24 State Budget.

Intersectional lens applied

The Diversity on Boards initiative seeks to improve the diversity profile of Victorian Government Boards, so they better represent the communities they serve. Although gender parity (men/women) has been reached overall on public boards, people from culturally and linguistically diverse backgrounds (CALD), young people, people with disability, LGBTIQA+ people, Aboriginal people and people who live in rural and regional Victoria remain under-represented.

Subject

Program

Description

The Victorian African Communities Action Plan (VACAP) 2018-2028 is a key pillar of the Victorian Government’s commitment to supporting the social and economic participation of Victoria’s diverse African communities. The ten-year plan was developed in 2018 by the African Ministerial Working Group, focusing on the key areas of business, employment, education and training, health and wellbeing, inclusion and empowerment, leadership, and cohesion and connection. Several initiatives are delivered under the Action Plan that aim to respond to the range of barriers experienced by Victorians of African heritage.

Status

For review

Actions taken

Actions have been taken to ensure VACAP programs have a positive gender impact through:

• Supporting the social and economic wellbeing of women of African heritage
• Enabling participation of the Victorian African Communities Committee, more than half of whom are women
• Shaping initiatives with a targeted focus on young women and girls
• Supporting pre-established and trusted early intervention and community-based supports that address many of the causes of gender-based inequities within African communities, including in relation to education and economic independence.

Intersectional lens applied

VACAP initiatives aim to facilitate equitable service access for individuals from all sectors of Victoria’s African communities. The initiatives are designed to provide flexible supports that address the intersecting barriers experienced by Victorians of African heritage.

In addition, flexible contract arrangements enable funded organisations to address the emerging and varying needs of community members. VACAP initiatives, in line with the objectives of the Action Plan, adopt an intersectional approach to both program design and implementation. The initiatives are tailored in consultation with funded organisations, who are best placed to engage with and understand the complex needs of communities. Funded organisations are supported to deliver targeted early intervention, wrap-around supports that integrate an inclusive and intersectional approach to program delivery.

Subject

Policy

Description

The Victorian Anti-Racism Strategy will be launched in 2024 as a state-wide roadmap to address and prevent racism and faith-based discrimination.

The Strategy is a jointly led initiative between the Minister for Multicultural Affairs and the Minister for Treaty and First Peoples.

Status

New

Actions taken

No actions taken.

The estimated date of implementation for actions within the GIA is 2024 - 2029, subject to 2024-25 State Budget outcomes.

Intersectional lens applied

The development of the Strategy and its proposed actions have been informed by research and consultations conducted with a diverse range of individuals and organisations, including multicultural women's organisations.

The Strategy will consider the intersection between gender and experiences of racism and discrimination, recognising that First Peoples and multicultural women and gender-diverse people feel the effects of racism differently, with some experiencing unique barriers to accessing supports. Specific proposed actions have been included within the Strategy to address these barriers and empower women and gender-diverse people in culturally safe and supported ways.

Proposed actions have also been developed through consideration of other unique experiences of racism and discrimination, including for First Peoples and multicultural women with disability, LGBTIQA+ women, and older women, ensuring activities delivered under this policy are accessible to all people.

Strategy

Establish the role of an Executive Champion for Gender Equality who takes responsibility for championing and driving gender equality strategies and initiatives at DPC.

Status

Complete

The role of the Executive Champion for Gender Equality at DPC was established in March 2022. The DPC Secretary nominated Deputy Secretary, Cabinet, Communications and Corporate, Vivian Allimonos as the Executive Champion for Gender Equality to champion and drive gender equality strategies and initiatives at DPC. However due to Machinery of Government changes, the role of the Executive Champion for Gender Equality became vacant in January 2023. The vacant role was filled by the appointment of a new Executive Champion for Gender Equality by the DPC Secretary in October 2023.

Evaluation of success

The Executive Champion for Gender Equality participated in an all staff forum dedicated to Executive Champions in April 2022. The Executive Champion also launched DPC's Gender Equality Action Plan alongside the Commissioner for Gender Equality in the Public Sector in October 2022. While DPC will engage with the new Executive Champion for Gender Equality in early 2024 this strategy is considered complete.

Responsible

DPC Board of Management

Strategy

Establish a Diversity and Inclusion Committee comprising representatives from each Group to drive the implementation of the Gender Equality Action Plan (and Diversity and Inclusion action plans) and to ensure an intersectional approach.

Status

Complete

DPC developed a terms of reference to support the establishment of a Diversity, Equity and Inclusion (DE&I) Committee in October 2022 which was approved by the DPC Secretary in December 2022. The purpose of the DE&I Committee is to guide the development of DPC's DE&I strategies and action plans including the Gender Equality Action Plan in a coordinated way that gives consideration to intersectionality. DPC briefed Executive/Senior Leadership Groups on the purpose of the committee during May/June 2023 and asked for their support to nominate employees to participate in the DE&I Committee as Group representatives. In August 2023 DPC commenced a series of briefing sessions with the nominated Group representatives to build their capacity to drive DE&I and gender equality initiatives within their Groups.

Evaluation of success

Each of the 6 groups that make up DPC participated in the DE&I committee briefing sessions and supported the nomination process to identify Group representatives to participate in the committee. Two representatives at the VPS5 and 6 level within each Group were nominated to participate in the committee. DPC held two briefing sessions with Group representatives to support them to build their capacity to drive DE&I and gender equality initiatives within their Groups. The next meeting will be scheduled for March 2024. While the activities of the DE&I committee will be ongoing, this strategy is considered complete.

Responsible

People and Culture (Diversity & Inclusion)

Strategy

At least twice per year, communicate DPC’s commitment to gender equality and progress towards achieving workplace gender equality including key issues, challenges, and achievements.

Status

Ongoing

DPC has undertaken a range of communication activities to support the departments commitment and progress towards achieving workplace gender equality. In May 2022 DPC held a forum open to all staff to hear from, and direct questions, to the Gender Equality, Disability and LGBTIQA+ Executive Champions. In October 2022, the Executive Champion for Gender Equality launched DPC's Gender Equality Action Plan alongside the Commissioner for Gender Equality in the Public Sector. The Executive Champion outlined DPC's obligations under the Gender Equality Act 2020, DPC’s commitment to Gender Equality, achievements against the previous Gender Equality Action Plan and key areas of focus for the new plan.

Evaluation of success

The Executive Champions all staff forum and the launch of the Gender Equality Action Plan was well attended by DPC employees. DPC will continue to communicate DPC’s commitment to gender equality and progress towards achieving workplace gender equality through all staff communications, forums and annual reporting to the DPC Board of Management.

Responsible

Strategic Communications, Engagement and Protocol (Internal Communications)

Strategy

Develop and implement gender equality professional development for Executives and Managers.

Status

Void/Cancelled

This activity has been reviewed and is recommended for removal from the plan to allow continued effort on the activities that are in progress and gaining positive results.The activity can be reconsidered at a later date. DPC will however focus on developing its Manager Hub, a one stop shop to supporting people managers to confidently navigate key stages of the employee lifecycle. The hub will integrate gender equality data, information and resources to support managers to apply a gender equality lens when navigating the employee lifecycle.

Evaluation of success

This strategy appeared in DPC's Gender Equality Action Plan but has been reviewed and is recommended for removal from the plan to allow continued effort on the activities that are in progress and gaining positive results.The activity can be reconsidered at a later date.

Responsible

People and Culture (Diversity & Inclusion)

Strategy

Develop a Gender Equality toolkit and resources for Managers.

Status

In progress

DPC started to develop a Manager Hub in May 2023. The Manager Hub is a one-stop-shop to support people managers to confidently navigate key stages of the employee lifecycle including recruitment, onboarding, employee safety and well-being, managing and engaging employees, employee performance and development, and offboarding. The hub will integrate gender equality data, information and resources to support managers to apply a gender equality lens when navigating the employee lifecycle.

Evaluation of success

Further information on progress and evaluation of success against actions related to this strategy will be considered in the 2025 progress report.

Responsible

People and Culture (Diversity & Inclusion)

Strategy

Strive for a target of 50 per cent of women at the Board, maintain a target of 50 per cent of women at Executive levels.

Status

Ongoing

DPC is committed to the Victorian Governments target to have an equal representation of women in senior leadership positions, with at least 50% of women appointed to executive roles. As at 30 June 2023, DPC exceeded the 50% target for female executives at DPC, with 63% of executives at DPC identifying as women. In line with the Victorian Government’s Women on Boards commitment, DPC has also achieved the target of 50% representation of women on the DPC Board of Management.

Evaluation of success

DPC has consistently exceeded the Victorian Governments target for equal representation of women in senior leadership positions, with at least 50% of women appointed to executive roles since 2017. The percentage of women in executive roles at DPC has increased from 51% in 2017 to 63% in 2023. DPC has also achieved an increase in the number of women represented on the DPC Board of Management with 50% of the Board comprising women in 2023 compared to 43% in 2021. DPC will continue to monitor the representation of women in senior leadership positions.

Responsible

• People and Culture (Diversity & Inclusion)
• DPC Executives

Strategy

Review Executive recruitment policies and processes and consider actions to attract a more diverse range of applicants to senior leadership roles.

Status

Not started

Due to Machinery of Government changes, the planned activities related to this strategy have been delayed and have not yet commenced. The implementation of this strategy will be considered as part of the program of work scheduled for year three and four of DPC's Gender Equality Action Plan.

Evaluation of success

Progress and evaluation of success against actions related to this strategy will be considered in the 2025 progress report.

Responsible

People & Culture (Recruitment & Workforce Services)

Strategy

Develop and promote a program of activities and events championed by the Executive Champion for Gender Equality to raise awareness of gender equality and to showcase the experiences and achievements of women from a diverse range of backgrounds.

Status

Void/cancelled

This activity has been reviewed and is recommended for removal from the plan to allow continued effort on the activities that are in progress and gaining positive results.The activity can be reconsidered at a later date. DPC will however focus on communicating DPC’s commitment and progress towards achieving gender equality through actions related to strategy 1.3.

Evaluation of success

This strategy appeared in DPC's Gender Equality Action Plan but has been reviewed and is recommended for removal from the plan to allow continued effort on the activities that are in progress and gaining positive results.The activity can be reconsidered at a later date.

Responsible

• Executive Champion for Gender Equality
• Strategic Communications, Engagement and Protocol (Internal Communications)

Strategy

Conduct an annual gender pay equity audit and develop and implement strategies and actions to reduce the gender pay gap (as part of the annual workplace gender audit).

Status

Ongoing

DPC conducted a gender pay equity audit in 2021 as part of the Commission's Workplace Gender Audit. As a result of the 2021 audit, DPC highlighted a median annualised base salary gender pay gap of 3.9% at the Senior Executive (SES2) level. In response to this pay gap, DPC developed a set of gender pay equity principles and guidelines to support Executive contract negotiations and remuneration review. The guidelines outlined a set of criteria for undertaking a pay equity review for executives including reviewing the existing pay gap within relevant executive salary bands, and if there are occupational differences, examining if ‘like-for-like’ roles have been identified within or across Groups to ensure male and female salaries for ‘like’ roles are comparable.

Evaluation of success

The gender pay equity principles and guidelines were applied to an executive remuneration review conducted during the first half of 2022. The review recommended salary calibration and proposed revised total renumeration packages for a number of executives. The median annualised base salary gender pay gap within the SES2 band has reduced from 3.9% in 2021 to 1.9% in 2023. DPC however recognises that renumeration reviews are just one strategy for reducing the gender pay gap, and additional analysis of factors that drive the gender pay gap and strategies to sustain efforts to reduce the pay gap will be required.

Responsible

People and Culture (Diversity & Inclusion)

Strategy

Engage with women at DPC to examine views on the structural and individual factors that impact gender pay equity and identify actions for reviewing gender bias and discrimination in renumeration decisions.

Status

Not started

Due to Machinery of Government changes, the planned activities related to this strategy have been delayed and have not yet commenced. The implementation of this strategy will be considered as part of the program of work scheduled for year three and four of DPC's Gender Equality Action Plan.

Evaluation of success

Progress and evaluation of success against actions related to this strategy will be considered in the 2025 progress report.

Responsible

People and Culture (Diversity & Inclusion)

Strategy

Develop a set of gender pay equity principles and guidelines to support Executive contract negotiations and remuneration review.

Status

Complete

DPC developed a set of gender pay equity principles and guidelines to support executive contract negotiations and remuneration review following an annual gender pay equity audit undertaken in 2021. The guidelines outlined a set of criteria for undertaking a pay equity review for executives including reviewing the existing pay gap within relevant executive salary bands, and if there are occupational differences, examining if ‘like-for-like’ roles have been identified within or across Groups to ensure male and female salaries for ‘like’ roles are comparable.

Evaluation of success

The gender pay equity principles and guidelines were applied to an executive remuneration review conducted during the first half of 2022. The review recommended salary calibration and proposed revised total renumeration packages for a number of executives. The median annualised base salary gender pay gap within the SES2 band has reduced from 3.9% in 2021 to 1.9% in 2023. DPC however recognises that renumeration reviews are just one strategy for reducing the gender pay gap, and additional analysis of factors that drive the gender pay gap and strategies to sustain efforts to reduce the pay gap will be required. While DPC will continue to monitor the Executive gender pay gap, this strategy is considered complete.

Responsible

• People and Culture (Diversity & Inclusion)
• People and Culture (Recruitment & Workforce Services)

Strategy

Provide information and support to hiring managers and people managers to apply gender pay equity principles when considering VPS salary negotiations and offers.

Status

Not started

Due to Machinery of Government changes the planned activities related to this strategy have been delayed and have not yet commenced. The implementation of this strategy will be considered as part of the program of work scheduled for year three and four of DPC's Gender Equality Action Plan and will build on the work undertaken to develop gender pay equity principles and guidelines to support executive contract negotiations and remuneration reviews.

Evaluation of success

Progress and evaluation of success against actions related to this strategy will be considered in the 2025 progress report.

Responsible

• People and Culture (Diversity & Inclusion)
• People and Culture (Recruitment & Workforce Services)

Strategy

Review end-to-end recruitment and selection policies and processes and develop actions to ensure hiring practices are inclusive to all staff and free from unconscious bias.

Status

In progress

DPC undertook a review of its key recruitment policies during May-June 2023 including the departments Recruitment and Selection, Labour Hire and Pre-employment Screening policies. In collaboration with the Australian Network on Disability, DPC applied an inclusive lens to the review and identified opportunities to ensure the departments recruitment and selection policies are inclusive to all people. DPC will continue to review key stages of the recruitment and selection processes including job advertisements, position descriptions and interview processes.

Evaluation of success

The review of DPC's key recruitment policies identified opportunities to strengthen departments approach to inclusive recruitment and hiring practices. The recruitment policy now has a greater focus on the principles of merit and equity, gender pay equity principles, flexible working, application of special measures and accessibility. DPC will continue to review its end-to-end recruitment and selection policies and processes to ensure they are inclusive of all people.

Responsible

• People and Culture (Diversity & Inclusion)
• People and Culture (Recruitment & Workforce Services)

Strategy

Implement unconscious bias training for hiring managers and those on interview panels to help mangers better understand and eliminate bias from recruitment and selection processes.

Status

Complete

In February 2023, DPC procured the Special Broadcasting Service (SBS) to provide unconscious bias training. The provision of the training was delayed due to delays in the procurement process. The purpose of the training was to help employees understand the assumptions and bias that we all carry, and how this can affect the decisions we make, about hiring, salary and remuneration, career development, performance and progression, and more. While the training focussed on people with disability, the sessions also examined how assumptions and unconscious bias affect women, non-binary and gender diverse people. Participants were also given the opportunity to participate in an unconscious bias e-learn module following the training.

Evaluation of success

DPC held two half-day unconscious bias training sessions in May 2023 and an additional two half-day sessions in December 2023 as part of International Day of People with Disability. A total of 65 employees attended the sessions across the department. While DPC has a two year contract with SBS and plans to run further sessions in 2024, this action is considered complete.

Responsible

People and Culture (Diversity & Inclusion)

Strategy

Monitor career development and promotion data to understand if gender and / or diversity bias exists and consider actions to redress imbalance (as part of the annual workplace gender audit).

Status

Ongoing

DPC monitored career development and promotion data as part of the workplace gender audit in 2021 and 2023. The data in 2021 indicated that while a higher number of women were awarded higher duties, promoted and participated in career development training at DPC, women largely received these opportunities in the lower VPS classification levels (VPS1-5) and men at the higher VPS classification levels (VPS6-7). While this continues to be a trend in 2023, the proportion of women receiving promotions at the higher classification levels (VPS6-7) has however increased since 2021.

Evaluation of success

DPC will continue to monitor career development and promotion data and seek to better understand the barriers women face to accessing career development and promotion opportunities particularly in the higher VPS classification levels. Further information on progress and evaluation of success against actions related to this strategy will be considered in the 2025 progress report.

Responsible

People and Culture (Diversity & Inclusion)

Strategy

Identify and implement mentoring, career progression and leadership development opportunities to support women’s career transition and progression from mid-senior VPS roles.

Status

In progress

DPC has started to identify opportunities to support women’s progression from VPS5 to VPS6 and above roles. This has included securing funded places within the VPS5 Women in Colour Leadership Program and the Barring Djinang Career Development Program in July 2023. The Women of Colour Leadership Program is a foundational leadership program for women of colour at the VPS5 level who aspire to progress into management or leadership roles. The Barring Djinang Career Development Program is an eight-month career development opportunity for Aboriginal and/or Torres Strait Islander employees at the VPS4-6 level. DPC also promoted the opportunity for women to participate in the Joan Kirner Emerging Women’s Leadership Program. DPC is currently promoting the opportunity to participate in a Women of Colour Mentoring program.

Evaluation of success

DPC secured funded places for two women of colour to participate in the VPS5 Women in Colour Leadership Program. The program was delivered between October and November 2023 and comprised two all-day in person workshops, two online small group coaching sessions, and an online community sensemaking session. DPC also secured one funded spot for one Aboriginal and/or Torres Strait Islander woman to participate in the Barring Djinang Career Development Program. The program will run from September 2023 to May 2024. Further information on progress and evaluation of success against this strategy will be considered in the 2025 progress report.

Responsible

People and Culture (Learning & Development)

Strategy

Ongoing commitment to encourage more women into leadership roles through the continued delivery of external leadership and development programs.

Status

Ongoing

DPC has continued its commitment to support more women into leadership roles through the ongoing funding and delivery of its annual external leadership and development programs. These programs have included funding the Women’s Leadership Program, the Williamson Leadership Program, the ANZSOG Executive Master of Public Administration Program and the Women of Colour Executive Leadership program. DPC also recently promoted the opportunity for Aboriginal and/or Torres Strait Islander employees to participate in the Barring Djinang Leadership Program.

Evaluation of success

A total of two women participated in the Women’s Leadership Program in 2022. One woman participated in the Williamson Leadership Program in 2023. One woman participated in the ANZSOG Executive Master of Public Administration Program in 2023. One woman participated in the Women of Colour Executive Leadership program in 2023. Further information on progress and evaluation of success against this strategy will be considered in the 2025 progress report.

Responsible

People and Culture (Learning & Development)

Strategy

Identify groups and occupations where there is an under or overrepresentation of women or men and consider strategies to redress this imbalance (as part of the annual workplace gender audit).

Status

Ongoing

DPC has started to monitor groups and occupations where there is an under or overrepresentation of women or men as part of workplace gender audits undertaken in 2021 and 2023. The 2021 data indicated that women at DPC were over-represented in social policy areas including First Peoples State Relations and Social Policy and Intergovernmental Relations and under-represented in Digital Victoria. The audit also revealed a higher proportion of men occupied Management roles while women were overrepresented in Clerical and Administrative roles.

Women continue to be overrepresented in the First Peoples State Relations and Social Policy and Intergovernmental Relations. Women are also overrepresented in the new Cabinet, Legal and Governance group. On the other hand women are underrepresented in Economic Policy and Social Productivity and the Office of the Secretary. A higher proportion of men continue to occupy Management roles and an equal proportion of men and women continue to occupy Professional roles. The proportion of men working in Clerical and Administrative roles however has increased.

Evaluation of success

DPC will continue to monitor groups and occupations where there is an under or overrepresentation of women or men and identify strategies to redress this imbalance. Progress and evaluation of success against planned actions related to this strategy will be considered in the 2025 progress report.

Responsible

People and Culture (Diversity & Inclusion)

Strategy

Raise awareness of workplace gendered segregation and the impact gender stereotypes can have on women in the workplace.

Status

Void/cancelled

This activity has been reviewed and is recommended for removal from the plan to allow continued effort on the activities that are in progress and gaining positive results.The activity can be reconsidered at a later date. DPC will however focus on strategies to address gender imbalance and gender segregation through strategy 3.6.

Evaluation of success

This strategy appeared in DPC's Gender Equality Action Plan but has been reviewed and is recommended for removal from the plan to allow continued effort on the activities that are in progress and gaining positive results.The activity can be reconsidered at a later date.

Responsible

Strategic Communications, Engagement and Protocol (Internal Communications)

Strategy

Review DPC’s Family Violence policies, processes and supports to ensure they are victim-centric and reflect sector best practice.

Status

Not started

Due to Machinery of Government changes, the planned activities related to this strategy have been delayed and have not yet commenced. The implementation of this strategy will be considered as part of the program of work scheduled for year three and four of DPC's Gender Equality Action Plan.

Evaluation of success

Progress and evaluation of success against planned actions related to this strategy will be considered in the 2025 progress report.

Responsible

• People and Culture (Diversity & Inclusion)
• People and Culture (Health, Safety & Wellbeing)

Strategy

Continue to communicate that family violence is a workplace issue through raising awareness and promoting family violence policies, resources and supports available to employees experiencing family violence.

Status

Not started

DPC has existing family violence policies, resources and supports available to employees experiencing family violence. However due to Machinery of Government changes, the planned communication activities to implement this strategy have been delayed and have not yet commenced. The implementation of these activities will be considered as part of the program of work scheduled for year three and four of DPC's Gender Equality Action Plan.

Evaluation of success

Progress and evaluation of success against planned actions related to this strategy will be considered in the 2025 progress report.

Responsible

Strategic Communications, Engagement and Protocol (Internal Communications)

Strategy

Explore options to review and refresh family violence training for all Executives, managers, and Family Violence Contact Officers to assist them to support employees experiencing or impacted by family violence.

Status

Not started

Due to Machinery of Government changes, the planned activities related to this strategy have been delayed and have not yet commenced. The implementation of this strategy will be considered as part of the program of work scheduled for year three and four of DPC's Gender Equality Action Plan.

Evaluation of success

Progress and evaluation of success against planned actions related to this strategy will be considered in the 2025 progress report.

Responsible

• People and Culture (Diversity & Inclusion)
• People and Culture (Health, Safety & Wellbeing)

Strategy

Continued promotion of a zero-tolerance approach to sexual harassment, bullying, violence and discrimination via ongoing reporting of People Matter Survey results to the DPC Board of Management and consistent and ongoing messaging from the Secretary and Board of Management.

Status

Ongoing

DPC has monitored employee experience of sexual harassment, bullying, violence and discrimination via annual participation and reporting of People Matter Survey results to the DPC Board of Management and briefings to Executive/Senior Leadership Groups. In November 2022, DPC in partnership with the Behavioural Insights Unit, ran a workshop on positive and respectful workplace behaviours. This workshop focused on encouraging positive and respectful workplace behaviours and aimed to understand staff experiences of negative workplace behaviours. Staff were also invited to complete an online form to anonymously share their experiences and any ideas for improving the employee experience at DPC in relation to positive and respectful workplace behaviours. A report was provided to the DPC Secretary to discuss with the DPC Board of Management, including recommendations for actions arising from the workshop.

Evaluation of success

The positive and respectful workplace behaviours workshop in November 2022 was well attended by DPC employees. The themes arising from the workshop included the relationship between workload and stress and how this can negatively impact workplace behaviour, the importance of making space within team discussions to explicitly set out appropriate behaviour and team norms in line with the VPS values, the role of a bystander in calling out negative behaviours and supporting staff experiencing negative behaviours and the need to raise awareness of DPC’s Complaints and Dispute Resolution Policy and Procedure and Review of Actions processes. DPC will continue to promote a zero-tolerance approach to sexual harassment and other negative workplace behaviours and progress and evaluation of success against planned actions related to this strategy will be considered in the 2025 progress report.

Responsible

• Strategic Communications, Engagement and Protocol (Internal Communications)
• DPC Board of Management

Strategy

Senior leaders and managers personally role model appropriate and respectful workplace behaviour and take a lead in respectfully challenging and responding to negative behaviours (as measured via People Matter Survey results).

Status

Ongoing

DPC monitored how senior leaders and managers personally role model appropriate and respectful workplace behaviour and take a lead in respectfully challenging and responding to negative behaviours through the results of the departments People Matter Survey in 2021, 2022 and 2023. These results were reported to the DPC Board of Management and Executive/Senior Leadership Groups on an annual basis.

Evaluation of success

The 2023 People Matter Survey indicates that, 92% of men, 90% of women and 78% of those who identify as non-binary or prefer not to say agreed their manager treats employees with dignity and respect. The 2023 survey results also indicate that, 94% of men, 87% of women and 80% of those who identify as non-binary or prefer not to say agree DPC encourages respectful workplace behaviours. While a high percentage of employees by gender agree DPC encourages respectful workplace behaviours, staff have less confidence that DPC takes steps to eliminate bullying, harassment and discrimination, 73% men, 65% women and 54% non-binary/prefer not to say. The degree of confidence in the department to encourage respectful workplace behaviours has also decreased by gender since 2021. DPC will continue to monitor and report on how senior leaders and managers role model and respond to negative behaviours.

Responsible

DPC Executives and Managers

Strategy

Build employee confidence to report sexual harassment, violence, bullying and discrimination through ongoing review and evaluation of DPC’s inappropriate workplace behaviour policies, processes and reporting mechanisms (as measured via People Matter Survey results).

Status

In progress

DPC undertook a review of its Sexual Harassment in the Workplace policy in May 2023. The policy outlines DPC's commitment to providing a safe, flexible and respectful environment for staff and clients that is free from all forms of sexual harassment and sets out the legal responsibilities and obligations for DPC and its staff. DPC also reviewed and updated its Complaint and Dispute Resolution policy and procedure. This document sets out the process that should be followed in circumstances where an employee has concerns about the behaviour or conduct of another person or persons in connection with the workplace including inappropriate workplace behaviours. DPC also monitored employee confidence to report sexual harassment, violence, bullying and discrimination through its annual People Matter Survey results in 2021, 2022 and 2023. These results were reported to the DPC Board of Management and Executive/Senior Leadership Groups on an annual basis.

Evaluation of success

DPC receives little to no formal reports of sexual harassment and other negative behaviours in the workplace, which may be due to underreporting of sexual harassment and other negative behaviours. The 2021 People Matter Survey indicated that 2% of men, 2% of women and 1% of employees who identify as non-binary or prefer not to say experienced sexual harassment in the previous 12 month period. This compares to the 2023 survey in which 2% of women, 1% of men and 5% of staff who identify as non-binary or prefer not to say reported experiencing sexual harassment during the survey period. Although a high percentage of employees by gender agree DPC encourages respectful workplace behaviours, staff have less confidence that DPC takes steps to eliminate bullying, harassment and discrimination: 73% of men, 65% of women and 54% of employees who identify as non-binary or prefer not to say. The degree of confidence has also decreased by gender since 2021. DPC will continue to review and evaluates its policies, processes and reporting mechanisms to build employee confidence to formally report negative behaviours. Further information on progress and evaluation of success against this strategy will be considered in the 2025 progress report.

Responsible

• People and Culture (Diversity & Inclusion)
• People and Culture (Health, Safety & Wellbeing)

Strategy

Regular DPC training for all staff and contractors around gender equality and appropriate and respectful behaviours in the workplace including sexual harassment, violence, bullying and discrimination.

Status

Ongoing

DPC requires all employees to complete an 'Our Professional Obligations and Respectful Behaviours' and 'Preventing Sexual Harassment in the Workplace' e-learn modules as part of their induction process and every two years from their commencement date. The professional obligations and respectful behaviours module helps employees to understand the frameworks that set the standards of behaviours expected of all employees and contractors. The preventing sexual harassment in the workplace module steps employees through a number of scenarios to assist employees to understand their professional obligations and legal responsibilities in relation to preventing sexual harassment in the workplace. DPC has also provided internal Respectful Behaviours in the Workplace sessions to branches on request.

Evaluation of success

A total of 841 employees participated in the Our Professional Obligations and Respectful Behaviours eLearn module between 1 July 2021 and 30 June 2023. A total of 849 employees participated in the Preventing Sexual Harassment in the Workplace eLearn module during the same two year reporting period. DPC provided two internal Respectful Behaviours in the Workplace sessions during 2023. A further two sessions are planned in early 2024. Further information on progress and evaluation of success against planned actions related to this strategy will be considered in the 2025 progress report.

Responsible

People and Culture (Health, Safety & Wellbeing)

Strategy

Ensure senior leaders and people managers visibly role model flexible / hybrid working (including when staff return to workplaces in line with public-health advice).

Status

Ongoing

DPC has started to monitor the uptake of flexible working arrangements by senior leaders across the department using an online Flexible Working form developed in March 2022. This form allows employees to request a change to hours, work schedule or flexible working arrangement. All employees including senior leaders have the option to request a flexible working arrangement including compressed hours, flexible start and finish times, time fraction change and flexible work location. The accompanying flexible working policy notes the importance of managers and executives modelling the flexible working principles set out in the policy to all employees. This includes starting from a position of flexibility and through leading by example by supporting and championing flexible working for everyone.

Evaluation of success

The analysis of flexible work arrangements undertaken as part of the 2023 workplace gender audit indicates that 72% of senior leaders have a flexible work plan and flexible work arrangements in place. Of the senior leaders with flexible work plans, 59% are women and 41% men. The main type of flexible work arrangement utilised by senior leaders is working remotely. More women than men have other types of flexible working arrangements in place including working part-time working and more hours over fewer days. The 2023 People Matter Survey also indicates that 91% of women and 90% of men agree their manager supports working flexibly. 83% of women and 86% of men also agree if they requested a flexible work arrangement, it would be given due consideration. DPC will continue to monitor the uptake of flexible work arrangements by senior leaders and report progress and evaluation of success against actions relating to this strategy in the 2025 progress report.

Responsible

DPC Executives and Managers

Strategy

Roll out DPCs Flexible Working policy and procedure (including an updated form to capture formal flexible working arrangements) with consideration to embedding an appropriate degree of flexibility into all roles

Status

Complete

DPC rolled out its Flexible Working policy and form on EduPay in March 2022. The flexible working policy includes a set of guiding principles for flexible work at DPC including starting from a position of flexibility where flexible work is available to all employees by default. All roles can have some type of flexibility, with a starting point of three days in the office. The guiding principles also champion equity; flexible arrangements are available to all employees and can be used to support employees to balance paid work with for example parental and caring responsibilities and other work/life balance needs based on individual circumstances. The policy outlines options for flexible working including flexibility about when you work, where you work and how you work.

Evaluation of success

DPC has started to monitor the uptake of flexible working arrangements by all employees across the department. As at 30 June 2023, 72% of all employees had a formal flexible work plan and flexible work arrangements in place. Of those with formal flexible work arrangements in place, 66% were women and 34% were men. While DPC will continue to monitor the uptake of flexible work arrangements by employees across the department, the roll out of the flexible working policy and form is complete.

Responsible

People and Culture (Organisational Development)

Strategy

Continued provision of education and resources to support Executives and Managers to effectively support the transition from remote working to a flexible/hybrid working model.

Status

Complete

DPC has provided a range of education and resources to support Executives and Managers to effectively support employees to make the transition from remote working to flexible/hybrid working. This includes a Transition to New Ways of Working and Flexibility Toolkit which was developed in February 2022 to help aid discussions within teams/branches to design the ‘new normal’ way of working. Supporting tools and resources included Transition to New Ways of Working and Flexible Work quick guides. These guides focused on topics such as maintaining work-life balance in flexible and hybrid teams. DPC also engaged Transitioning Well Pty Ltd in April 2022 to deliver a ‘Hybrid Transition Ready webinar series’ for all employees as well as delivering an internal Masterclass for Managers on DPC's New Ways of Working and Flexible Work Toolkit.

Evaluation of success

DPC has provided a range of education and resources to support Executives and Managers to effectively support employees to make the transition from remote working to flexible/hybrid working including toolkits, supporting guidance, resources and webinars. A total of 88 employees attended the Transitioning Well Pty Ltd Hybrid Transition Ready webinar series in April 2022. A total of 15 employees attended the internal Masterclass for Managers on New Ways of Working and Flexible Work Toolkit in March 2022. While DPC will continue to promote flexible and hybrid ways of working, the planned activities related to this strategy are complete.

Responsible

People and Culture (Organisational Development)

Strategy

Monitor the uptake of flexible working and leave arrangements by gender and consider actions to increase uptake where required (as part of the annual workplace gender audit).

Status

Ongoing

DPC has started to monitor the uptake of flexible working arrangements by all employees across the department including by gender as part of the workplace gender audit every two years. As at 30 June 2023, 72% of all employees had a formal flexible work plan and flexible work arrangements in place. Of those with formal flexible work arrangements in place, 66% were women and 34% were men. DPC will continue to monitor the uptake of flexible work arrangements by employees across the department by gender, and consider actions to increase uptake where required; the data suggests there is a need to encourage more men to consider utilising formal flexible working arrangements.

Evaluation of success

With the introduction of the Flexible Working form in March 2022 and ability for DPC to monitor the uptake of flexible work arrangements by employees across the department by gender, DPC will consider actions to increase uptake of formal flexible work arrangements and report progress and evaluation of success against identified actions relating to this strategy in the 2025 progress report.

Responsible

People and Culture (Diversity & Inclusion)

Strategy

Support staff to manage work, family, and caring responsibilities through the ongoing provision of appropriate work/life balance information, resources, and programs.

Status

Ongoing

In September 2021, DPC established an Enablers Network to support people with disability in the workplace including carers of a person or people with disability. In June 2023 DPC reviewed its Guide to Parental Leave for Employees and Managers. This resource was designed to assist employees and managers through key stages of the parental leave process including preparing for parental leave, taking parental leave, and returning to work. DPC also continued to promote and offer its Parental Leave Transition Support Program during 2021-2023 which provides specialist coaching to support staff through the transition from being a 'worker' to 'parent' to 'working parent'.

Evaluation of success

DPC will continue to support staff to manage work, family, and caring responsibilities through the ongoing provision of appropriate work/life balance information, resources, and programs. DPC is currently undertaking an evaluation of its Parental Leave Transition Support Program. While much of the focus has been on supporting work/family responsibilities, DPC recognises the importance of supporting carers in the workplace. Further information on progress and evaluation of success against planned actions related to this strategy will be considered in the 2025 progress report.

Responsible

People and Culture (Organisational Development)

Strategy

Identify actions to support women’s equal access to career progression and development opportunities while on any form of extended leave (e.g. parental, carers, cultural) to help minimise disruptions to advancing their career.

Status

In progress

As part of the Fair Work Act’s National Employment Standards, DPC provides parents including women with opportunities to participate in workplace activities for up to 10 ‘Keeping in Touch’ days from the time they become the primary carer of a child until the end of the paid parental leave period. Women can use these 10 days to access career progression and development opportunities while on parental leave including participating in formal or on the job training; planning a meeting or planning day for their branch or department, or attending a conference. If unpaid parental leave is extended for an additional 12 months, women are entitled to take an additional 10 “Keeping in Touch” days.

Evaluation of success

DPC will continue to identify actions to support women’s equal access to career progression and development opportunities while on parental and other forms of extended leave. It will be important to assess the barriers women experience to advancing their career while on extended leave, the uptake and effectiveness of existing strategies and what other measures DPC can put in place to help minimise disruptions to women advancing their career. Further information on progress and evaluation of success against planned actions related to this strategy will be considered in the 2025 progress report.

Responsible

People and Culture (Organisational Development)

Strategy

Review the workplace gender equality indicators and, where gaps exist, identify actions to establish a more robust dataset to support workplace gender audits (with a particular focus on intersectionality).

Status

In progress

DPC has improved the way it collects data on flexible working arrangements through the development of an online form which collects data on flexible working arrangements accessed by DPC employees. Prior to the roll out of this form, DPC relied on the People Matters Survey for this data. DPC can now monitor the uptake of flexible work arrangements by employees across the department by gender and senior leadership. DPC also started to engage with the VPSC in June 2023 on a project to improve and standardise how, and for what purpose, VPS departments collect personal demographic data from their employees The focus of this work is to define a set of consistent whole-of-VPS collection standards and indicators that government uses in its workforce data standards reporting.

Evaluation of success

DPC will continue to engage with the VPSC to better understand personal demographic data standards across the Victorian Government and how to collect, analyse and report on this data to support future workplace gender audits, in particular best practice standards for collecting intersectional data and to identify changes that maybe required to existing systems to support improved data collection. Further information on progress and evaluation of success against planned actions related to this strategy will be considered in the 2025 progress report.

Responsible

• People and Culture (Diversity & Inclusion)
• People and Culture (Recruitment & Workforce Services)

Strategy

Develop a campaign to encourage staff to complete personal/demographic information on relevant forms and surveys to improve DPC’s understanding of workplace diversity including issues and challenges.

Status

In progress

This campaign was commenced in September 2022 with communications from the Executive Champion for Disability raising awareness of how anyone's diversity details can be updated in DPC systems at any time. Due to Machinery of Government changes and resourcing issues, further activities related to this strategy have been delayed . This strategy is also dependent on progress against item 6.1 which aims to improve the way DPC collects, analyses and reports on personal demographic data. The implementation of this strategy will be considered as part of the program of work scheduled for year three and four of DPC's Gender Equality Action Plan.

Evaluation of success

Further implementation of this strategy will be considered as part of the program of work scheduled for year three and four of the DPC's Gender Equality Action Plan.

Responsible

• Strategic Communications, Engagement and Protocol (Internal Communications)
• People and Culture (Diversity & Inclusion)

Strategy

Undertake a targeted annual workplace gender audit and develop a performance dashboard to support groups to develop strategies and actions to address gender equality and workplace diversity and inclusion gaps.

Status

Void/cancelled

Due to the extent of data collection and analysis required to undertake a workplace gender audit, DPC will no longer undertake an annual workplace gender audit as intended, but every two years in line with the Commissions progress reporting requirements. DPC will however continue to monitor the gender pay gap on an annual basis as part of its commitment under the Gender Equality Action Plan and existing reporting to the Champions of Change Coalition. DPC will also work with its newly established DE&I committee to examine gender equality issues and to support groups to develop strategies and actions to address gender equality at the group level.

Evaluation of success

This strategy appeared in DPC's Gender Equality Action Plan but the frequency of the activity has been reviewed and will be undertaken every two years in line with the Commissions progress reporting requirements.

Responsible

• People and Culture (Diversity & Inclusion)
• People and Culture (Recruitment & Workforce Services)

Strategy

Prepare an annual report to the DPC Board of Management outlining progress against the Gender Equality Action Plan including key achievements, areas for improvement and proposed strategies to address areas of gender and intersectional inequality.

Status

Ongoing

DPC prepared its first annual report to the Board of Management outlining progress against the Gender Equality Action Plan (and other DE&I strategies and plans) in December 2022. The report highlighted key issues, achievements and next steps for implementing DPC's Gender Equality Action Plan. In December 2023, DPC prepared a brief to the DPC Secretary outlining progress against DPC's obligations under the Gender Equality Act 2020 including Gender Impact Assessments, progress against Gender Equality strategies and measures and progress against the seven workplace gender equality indicators.

Evaluation of success

DPC will continue to prepare annual reports to the DPC Secretary/Board of Management outlining progress against the Gender Equality Action Plan. Further information on progress and evaluation of success against planned actions related to this strategy will be considered in the 2025 progress report.

Responsible

People and Culture (Diversity & Inclusion)