| 2025 $ | 2024 $ | 2023 $ | 2022 $ | 2021 $ | |
|---|---|---|---|---|---|
| Total income from transactions | 24,266,469 | 24,869,710 | 40,141,888 | 39,866,515 | 17,925,861 |
| Total expenses from transactions | 24,059,719 | 26,117,408 | 34,706,630 | 40,907,3951 | 20,388,510 |
| Net result from transactions | 206,750 | (1,247,698) | 5,435,258 | (1,040,880) | (2,462,649) |
| Other economic flows included in net result2 |
(150,930) |
2,913 |
(15,669) |
(209,745) |
(220,915) |
| Net result for the period | 55,820 | (1,244,785) | 5,419,589 | (831,135) | (2,242,454) |
| Net cash flow from operating activities |
1,129,388 |
361,252 |
189,037 |
(2,490,148) |
718,478 |
| Total assets | 17,762,600 | 18,422,596 | 21,104,281 | 16,653,760 | 11,583,033 |
| Total liabilities | 5,955,521 | 6,671,337 | 8,108,237 | 9,077,305 | 5,847,223 |
End of table
Notes
In the financial year 2024–25, the Commission reported a small net surplus of $55,820, primarily driven by the recognition of grant revenue received under the Rapid Response Pilot in the prior financial year along with a positive contribution from the Graduate Recruitment Scheme and Core Capability Trusts. These gains were partially offset by net deficits incurred under the Survey Services and WorkSafe Projects.
As at 30 June 2025, the Commission’s net asset base was approximately $11.81 million, representing an increase of $55,820 from the previous financial year. Over the same period, total assets declined by $659,996, primarily due to a $1.44 million reduction in receivables. During this period there was an increase in intangible assets by $646,413. Total liabilities decreased by $715,816, which was mainly driven by a reduction of $185,782 in employee benefit obligations and $649,968 in payables and unearned income.
There were no significant changes which affected the Commission’s performance during the reporting period.
During the 2024–25 financial year, the Commission did not finalise any capital projects.
During 2024–25 financial year, the Commission did not provide any grants.
No significant events occurred since 30 June 2025 that will have a material impact on the information disclosed in the financial statements.
| Target | Actual | Achieved | |
| Net result from transactions is within budget (Y/N +/-5%) | 5% | 0.29% | Yes |
End of table
| Target | Actual | Achieved | |
| Current ratio (current assets / current liabilities > 1) | 1% | 2.79% | Yes |
End of table
| Target | Actual | Achieved | |
| Average accounts receivable collection period (target 30 days) | 90% | 66% | No |
| Average time for accounts payable (target 30 days) | 90% | 87% | No |
End of table
The section provides information about the Commission’s performance against our output performance measures. Commentary is provided where there are variances of more than 5% between targets and actual results for performance measures.
Provide WoVG people, data, analytics and insights, support a digitally enabled and flexible workforce, provide workforce planning advice.
| Strategic priority | 2024-25 Target |
2024-25 Actual |
Variance | Achieved |
| Percentage of process completion of Victorian public sector annual workforce data within target timeframes | 95% | 100% | 5%1 | Yes |
| Percentage of agencies that rated VPSC’s leadership of the People Matter survey as good, very good or excellent | 70% | 79% | 9%2 | Yes |
| Percentage of Innovation Network event attendees who indicate satisfaction with the delivered event | 85% | 94% | 9%3 | Yes |
End of table
Promote diverse, inclusive and healthy workplaces, support employment and career pathways, develop leading practice to support WoVG people initiatives.
| Strategic priority | 2024-25 Target |
2024-25 Actual |
Variance | Achieved |
| Proportion of graduates participating in the Aboriginal and disability streams | 10% | 15% | 5%4 | Yes |
| Overall satisfaction with engagement, consultation and responsiveness in relation to the VPSC graduate program | 85% | 86% | 1% | Yes |
| Number of engagement and promotion activities undertaken by the Jobs and Skills Exchange | 20 | 16 | -4 (-20%)5 | No |
| Satisfaction with responses to user queries on the Jobs and Skills Exchange platform | 80% | 95% | 19.1%6 | Yes |
| Percentage VPS jobs advertised through the Jobs and Skills Exchange | 90% | 90% | 0% | Yes |
End of table
Support high quality leadership development and strengthen executive leadership capability, promote a connected and collaborative senior executive service, support executive mobility and career pathways.
| Strategic priority | 2024-25 Target |
2024-25 Actual |
Variance | Achieved |
| Proportion of survey respondents expressing satisfaction with the Executive Leadership Program overall, relevance and suitability | 80% | 90% | 10%7 | Yes |
| Percentage of new to VPS executives participating in the induction program | 85% | 94% | 9%8 | Yes |
End of table
Notes