To achieve the outcomes of the Cultural Diversity Strategy 2026–2029, the VPSC has set timeframes and activities.
Tools, resources and learnings will be shared across organisations, to support whole of VPS capability building.
Potential activities
2026 (Year 1)
Departments
- Victorian Secretaries Board releases a statement of commitment to diversity, equity, and inclusion.
- Organisations work with VPSC to:
- Collect baseline data on the cultural diversity of senior leaders and the workforce
- Identify areas of underrepresentation, compared to the cultural diversity of the Victorian population
- Set employment targets where appropriate.
- Executive PDPs include a performance goal to improve cultural diversity in the workplace.
- Organisations work with staff-led networks to understand barriers to career progression for culturally diverse employees. Actions are then put in place to address these barriers.
- Track and review outcomes of Special Measures in hiring processes to determine where they should be applied.
VPSC
- VPSC will work with VSB to develop a DEI statement.
2027 (Year 2)
Departments
- Track representation of culturally diverse employees by VPS classification, occupation and employment arrangement (ongoing and fixed term).
- Organisations include culturally safe training and guidance for managers and executives as part of broader management training. This ensures they can support employees from diverse backgrounds effectively.
- Actions are taken that enable executives and managers to support workforce diversity, where appropriate. This includes:
- Helping managers recognise that merit includes transferable skills, diverse lived experience and international qualifications of diverse applicants
- Applying VPSC advice on supporting diversity in merit-based processes
- Using diverse interview panels during hiring processes
- Using Recruit Smarter Best Practice Guidelines for Inclusive Recruitment to address unconscious bias
- Use of Special Measures.
VPSC
2028 (Year 3)
Departments
- Executives take action to improve People matter survey outcomes for culturally diverse employees. This includes inclusion, discrimination, retention, progression, and safety climate outcomes.
- Organisations develop and implement a tailored mentorship and sponsorship model for culturally diverse employees.
- Culturally diverse employees have the opportunity to build their experience and capability through secondments and work experience.
- Organisations track representation of culturally diverse employees by VPS classification, occupation and employment arrangement.
VPSC
2029 (Year 4)
Departments
- Continue activities from years 1 to 3.
- Introduce other targeted activities based on an organisation’s maturity.
- Evaluate activities from years 1 to 3 to inform future work.
VPSC
- VPSC will report to VSB in 2029 on progress and outcomes of the Cultural Diversity Strategy.