{ "entity_id": "S-VIC-067", "folder": "Victorian-Auditor-General-s-Office", "name": "Victorian Auditor-General's Office", "type": "Independent Statutory Authority", "jurisdiction": "VIC", "portfolio": "", "website": "https://www.audit.vic.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 11, "n_kpi_targets": 6, "n_kpi_results": 6, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To achieve workplace gender equality when all of VAGO’s employees are able to access and enjoy equal rewards, resources and opportunities regardless of their gender or background.", "official_site_url": "https://www.audit.vic.gov.au/", "source_documents": [ { "type": "strategie", "title": "View our Gender Equality Action Plan 2022–2025 (PDF)", "url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "View our Gender Equality Action Plan 2022–2025 Progress Report (PDF)", "url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "View our Innovate Reconciliation Action Plan (PDF)", "url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "View our Reflect Reconciliation Action Plan (PDF)", "url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Reflect%20RAP%202020-21%20FINAL.pdf", "period": "2020-21", "confidence": "medium" }, { "type": "strategie", "title": "Data science for performance audit and parliamentary reporting (PDF)", "url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Fact-sheet-data-science-for-performance-audit.pdf", "period": null, "confidence": "medium" }, { "type": "annual_report", "title": "Annual Report", "url": "https://www.audit.vic.gov.au/sites/default/files/2017-09/20170906-Annual-Report-2016%E2%80%9317.pdf", "period": "2017", "confidence": "high" } ], "purpose": { "text": "To achieve workplace gender equality when all of VAGO’s employees are able to access and enjoy equal rewards, resources and opportunities regardless of their gender or background.", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": null, "source_deep_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf" }, "vision": { "text": "VAGO to be a gender-equitable workplace that sees gender equality principles and intersectionality fully embedded in our culture and business practices by 2025.", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": 2, "source_deep_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=2" }, "strategic_priorities": [ { "title": "Implement gender equality policies and practices across all levels of our workforce", "description": "Implement gender equality policies and practices across all levels of our workforce", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": 7, "source_deep_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=7" }, { "title": "Understand and address the gender pay gap", "description": "Understand and address the gender pay gap", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": 10, "source_deep_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=10" }, { "title": "Maintain a workplace that is free from sexual harassment, bullying and discrimination", "description": "Maintain a workplace that is free from sexual harassment, bullying and discrimination", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": 11, "source_deep_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=11" }, { "title": "Engage processes that promote gender equality", "description": "Engage processes that promote gender equality", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": 13, "source_deep_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=13" }, { "title": "Increase the support of flexible work arrangements", "description": "Increase the support of flexible work arrangements", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": 16, "source_deep_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=16" }, { "title": "Increase gender and intersectionality awareness and support", "description": "Increase gender and intersectionality awareness and support", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": 18, "source_deep_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=18" } ], "values": [ { "name": "respect", "description": "", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": null }, { "name": "collaboration", "description": "", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": null }, { "name": "innovation", "description": "", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": null }, { "name": "accountability", "description": "", "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Gender Equality", "description": "Achieving gender equality in the workplace through various initiatives and continuous monitoring.", "activities": [ "Implementing gender equality policies", "Addressing the gender pay gap", "Preventing sexual harassment", "Promoting gender-equal recruitment and promotion", "Supporting flexible work arrangements", "Raising gender and intersectionality awareness" ], "source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "source_page": null, "source_deep_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf" } ], "performance_measures": [ { "code": "GEAP01", "measure": "Gender composition at all levels of the workforce", "target": "Achieve gender balance across all levels", "latest_result": "Gender composition data available", "status": "Partially achieved", "target_source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "target_source_page": null, "result_source_url": "https://www.audit.vic.gov.au/sites/default/files/2017-09/20170906-Annual-Report-2016%E2%80%9317.pdf", "result_source_page": null }, { "code": "GEAP02", "measure": "Gender pay gap", "target": "Reduce gender pay gap to within acceptable range", "latest_result": "Overall mean pay gap of 7.5% in favour of men", "status": "Partially achieved", "target_source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "target_source_page": null, "result_source_url": "https://www.audit.vic.gov.au/sites/default/files/2017-09/20170906-Annual-Report-2016%E2%80%9317.pdf", "result_source_page": null }, { "code": "GEAP03", "measure": "Sexual harassment in the workplace", "target": "Zero complaints of sexual harassment", "latest_result": "No complaints of sexual harassment", "status": "Achieved", "target_source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "target_source_page": null, "result_source_url": "https://www.audit.vic.gov.au/sites/default/files/2017-09/20170906-Annual-Report-2016%E2%80%9317.pdf", "result_source_page": null }, { "code": "GEAP04", "measure": "Recruitment and promotion practices", "target": "Ensure gender-diverse recruitment panels", "latest_result": "20 women recruited and 13 women promoted", "status": "Partially achieved", "target_source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "target_source_page": null, "result_source_url": "https://www.audit.vic.gov.au/sites/default/files/2017-09/20170906-Annual-Report-2016%E2%80%9317.pdf", "result_source_page": null }, { "code": "GEAP05", "measure": "Leave and flexibility", "target": "Increase support for flexible work arrangements", "latest_result": "29 employees with formal flexible work arrangements", "status": "Partially achieved", "target_source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "target_source_page": null, "result_source_url": "https://www.audit.vic.gov.au/sites/default/files/2017-09/20170906-Annual-Report-2016%E2%80%9317.pdf", "result_source_page": null }, { "code": "GEAP06", "measure": "Gendered work segregation", "target": "Reduce gender segregation in work roles", "latest_result": "Greater representation of women in higher classifications", "status": "Partially achieved", "target_source_url": "https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf", "target_source_page": null, "result_source_url": "https://www.audit.vic.gov.au/sites/default/files/2017-09/20170906-Annual-Report-2016%E2%80%9317.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "To achieve workplace gender equality when all of VAGO’s employees are able to access and enjoy equal rewards, resources and opportunities regardless of their gender or background.", "VAGO to be a gender-equitable workplace that sees gender equality principles and intersectionality fully embedded in our culture and business practices by 2025.", "Implement gender equality policies and practices across all levels of our workforce", "Understand and address the gender pay gap", "Maintain a workplace that is free from sexual harassment, bullying and discrimination", "Engage processes that promote gender equality", "Increase the support of flexible work arrangements", "Increase gender and intersectionality awareness and support" ], "watch_terms": [ "Gender composition at all levels of the workforce", "Gender pay gap", "Sexual harassment in the workplace", "Recruitment and promotion practices", "Leave and flexibility", "Gendered work segregation" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Victorian Auditor-General's Office — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)\n\n## Vision\n\n> VAGO to be a gender-equitable workplace that sees gender equality principles and intersectionality fully embedded in our culture and business practices by 2025. [[CP p.2](https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=2)]\n\n## Our purpose / purposes\n\n> To achieve workplace gender equality when all of VAGO’s employees are able to access and enjoy equal rewards, resources and opportunities regardless of their gender or background.\n\n## How we deliver\n\n> We will implement gender equality policies and practices across all levels of our workforce, understand and address the gender pay gap, maintain a workplace that is free from sexual harassment, bullying and discrimination, engage processes that promote gender equality, increase the support of flexible work arrangements, and increase gender and intersectionality awareness and support.\n\n## Government priorities for this department\n\n- Implement gender equality policies and practices across all levels of our workforce [[CP p.7](https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=7)]\n- Understand and address the gender pay gap [[CP p.10](https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=10)]\n- Maintain a workplace that is free from sexual harassment, bullying and discrimination [[CP p.11](https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=11)]\n- Engage processes that promote gender equality [[CP p.13](https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=13)]\n- Increase the support of flexible work arrangements [[CP p.16](https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=16)]\n- Increase gender and intersectionality awareness and support [[CP p.18](https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf#page=18)]\n\n## Outcomes\n\n### Outcome 1: Gender Equality\nAchieving gender equality in the workplace through various initiatives and continuous monitoring.\n\n**Key activities:**\n- Implementing gender equality policies\n- Addressing the gender pay gap\n- Preventing sexual harassment\n- Promoting gender-equal recruitment and promotion\n- Supporting flexible work arrangements\n- Raising gender and intersectionality awareness\n\n## Values and principles\n\n_VAGO’s Organisation Values_\n\n- respect\n- collaboration\n- innovation\n- accountability\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| GEAP01 | Gender composition at all levels of the workforce | Achieve gender balance across all levels | |\n| GEAP02 | Gender pay gap | Reduce gender pay gap to within acceptable range | |\n| GEAP03 | Sexual harassment in the workplace | Zero complaints of sexual harassment | |\n| GEAP04 | Recruitment and promotion practices | Ensure gender-diverse recruitment panels | |\n| GEAP05 | Leave and flexibility | Increase support for flexible work arrangements | |\n| GEAP06 | Gendered work segregation | Reduce gender segregation in work roles | |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| GEAP01 | Gender composition at all levels of the workforce | Gender composition data available | Partially achieved | |\n| GEAP02 | Gender pay gap | Overall mean pay gap of 7.5% in favour of men | Partially achieved | |\n| GEAP03 | Sexual harassment in the workplace | No complaints of sexual harassment | Achieved | |\n| GEAP04 | Recruitment and promotion practices | 20 women recruited and 13 women promoted | Partially achieved | |\n| GEAP05 | Leave and flexibility | 29 employees with formal flexible work arrangements | Partially achieved | |\n| GEAP06 | Gendered work segregation | Greater representation of women in higher classifications | Partially achieved | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Victorian Auditor-General's Office - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:46:21.269351+00:00\n**Entity ID**: S-VIC-067\n**Entity type**: Independent Statutory Authority\n**Jurisdiction**: VIC\n**Portfolio**: \n**Website**: https://www.audit.vic.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| other-pdfs | 5 |\n| pages | 6 |\n| strategies | 5 |\n\n## Executive Readout\n\n### Purpose\n\n- View\nOur Diversity, Inclusion & Belonging Plan 2022–2025\n(PDF)\nOur Strategic Plan 2025–2029\nOur\nStrategic Plan 2025–2029\noutlines our purpose, priorities, goals and objectives and what success looks like for VAGO.\n Source: `pages/publications-index.html (https://www.audit.vic.gov.au/corporate-publications)`\n- Increase Aboriginal 9.1 Develop and implement an Aboriginal and Torres Strait Islander procurement strategy.\nand Torres Strait\nIslander supplier March 2025\n9.2 Investigate Supply Nation membership.\ndiversity to support\nimproved economic\nJuly 2026\n9.3 Develop and communicate opportunities for procurement of goods and services from\nand social outcomes\nAboriginal and Torres Strait Islander businesses to staff.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- [Page 18]\nGender by work unit and classification\n12\n10\n8\n6\n4\n2\n0\nMen Women Self-described Men Women Self-described Men Women Self-described Men Women Self-described\nOffice of the Auditor-General Financial audit Performance audit Corporate\nVPS2 VPS3.1 VPS3.2 VPS4 VPS5.1 VPS5.2 VPS6.1 VPS6.2 STS/SES1 SMG\nObjective\nIncrease gender and intersectionality awareness and support.\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)`\n- Action Deliverable Timeline Responsibility\nImprove E8.1 Build understanding of current Aboriginal and Torres Strait Islander staffing to inform October 2023 Senior HR Partner\nemployment future employment and professional development opportunities.\noutcomes by\nE8.2 Engage with Aboriginal and Torres Strait Islander staff to consult on our recruitment, December 2023 Senior Employee\nincreasing\nretention and professional development strategy.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n\n### Role and Functions\n\n- [Page 37]\nOFFICIAL\nReconciliation Action Plan: Governance\n(continued)\nAction Deliverable Timeline Responsibility\nBuild accountability E13.1 Contact Reconciliation Australia to verify that our primary and secondary contact details August, Senior HR Partner\nand transparency are up to date, to ensure we do not miss out on important RAP correspondence. annually\nthrough reporting\nRAP achievements,\nE13.2 Contact Reconciliation Australia to request our unique link to access the online RAP 1 August Senior HR Partner\nchallenges and\nImpact Measurement Questionnaire. annually\nlearnings both\ninternally and\nexternally\nE13.3 Complete and submit the annual RAP Impact Measurement Questionnaire to 30 September, Senior HR Partner;\nReconciliation Australia. annually RWG\nE13.4 Report RAP progress to all staff and senior leaders quarterly.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- [Page 21]\nOFFICIAL\nBack to contents\nBack to contents\nStrategies and Measures\nStrategies and Relevant\nStatus Status description Evaluation of success Timeline Responsible\nmeasures indicator\nWe will continue to Ongoing VAGO’s better normal policy Notwithstanding that all of our 2025 Human Availability and\nprovide development enables all staff, regardless of role training is delivered in a hybrid Resources utilisation of\nopportunities through or level, the autonomy to work mode, our 2023 People Matter terms, conditions\nflexible means to give flexible daily hours and from any Survey results show that only 55% and practices\nall staff an equal location that best suits their of our employees felt satisfied that relating to:\nopportunity to needs.\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n- Additionally, employees comfortable sharing such arrangement\nwork schedule or role. are encouraged to make requests experiences if they choose to, our • working\nfor formal flexible arrangements flexible policies provide the added arrangements\nas needed, such as working benefit of not requiring this supporting\ncompressed or part time hours. disclosure. employees\nwith family or\ncaring\nresponsibilities\nIn 2022, HR will roll out Complete VAGO engaged an external This training embeds our 2022 Human Availability and\nour ‘how to work provider to develop and deliver commitment to flexibility in our Resources utilisation of\nremotely’ and ‘how to these two training packages in workplace whilst educating our terms, conditions\nmanage remotely’ October 2022, with a program workforce on how to maximise and practices\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n- Action Deliverable Timeline Responsibility\nImprove E8.1 Build understanding of current Aboriginal and Torres Strait Islander staffing to inform October 2023 Senior HR Partner\nemployment future employment and professional development opportunities.\noutcomes by\nE8.2 Engage with Aboriginal and Torres Strait Islander staff to consult on our recruitment, December 2023 Senior Employee\nincreasing\nretention and professional development strategy.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- 27 May to 3 RAP Executive Champion;\nJune 2025, RWG\nReconciliation Week\n2026\n(NRW)\n2.3 Encourage and support staff and senior leaders to participate in at least one external 27 May to 3 RAP Executive Champion\nevent to recognise and celebrate NRW.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- [Page 10]\nRelationships (continued)\nAction Deliverable Timeline Responsibility\n3.1 Develop and implement a staff engagement strategy to raise awareness of reconciliation November Chief People Officer;\n3.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n\n### Strategic Priorities\n\n- View\nOur Diversity, Inclusion & Belonging Plan 2022–2025\n(PDF)\nOur Strategic Plan 2025–2029\nOur\nStrategic Plan 2025–2029\noutlines our purpose, priorities, goals and objectives and what success looks like for VAGO.\n Source: `pages/publications-index.html (https://www.audit.vic.gov.au/corporate-publications)`\n- [Page 37]\nOFFICIAL\nReconciliation Action Plan: Governance\n(continued)\nAction Deliverable Timeline Responsibility\nBuild accountability E13.1 Contact Reconciliation Australia to verify that our primary and secondary contact details August, Senior HR Partner\nand transparency are up to date, to ensure we do not miss out on important RAP correspondence. annually\nthrough reporting\nRAP achievements,\nE13.2 Contact Reconciliation Australia to request our unique link to access the online RAP 1 August Senior HR Partner\nchallenges and\nImpact Measurement Questionnaire. annually\nlearnings both\ninternally and\nexternally\nE13.3 Complete and submit the annual RAP Impact Measurement Questionnaire to 30 September, Senior HR Partner;\nReconciliation Australia. annually RWG\nE13.4 Report RAP progress to all staff and senior leaders quarterly.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- Our six monthly has prompted us to investigate\ncommunications to the workforce and further refine our processes to\nhave not been consistent in the encourage reporting, and support\n21/22 and 22/23 reporting years people who wish to disclose and\nand this is a priority area of focus report sexual harassment.\ngoing forward.\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n- Action Deliverable Timeline Responsibility\nImprove E8.1 Build understanding of current Aboriginal and Torres Strait Islander staffing to inform October 2023 Senior HR Partner\nemployment future employment and professional development opportunities.\noutcomes by\nE8.2 Engage with Aboriginal and Torres Strait Islander staff to consult on our recruitment, December 2023 Senior Employee\nincreasing\nretention and professional development strategy.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- 27 May to 3 RAP Executive Champion;\nJune 2025, RWG\nReconciliation Week\n2026\n(NRW)\n2.3 Encourage and support staff and senior leaders to participate in at least one external 27 May to 3 RAP Executive Champion\nevent to recognise and celebrate NRW.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- [Page 10]\nRelationships (continued)\nAction Deliverable Timeline Responsibility\n3.1 Develop and implement a staff engagement strategy to raise awareness of reconciliation November Chief People Officer;\n3.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- [Page 11]\nRespect\nOur work touches the lives of all Victorians, and we will use our Innovate RAP to amplify the voices and presence of Aboriginal and Torres Strait Islander people in our work and in our\nworkplace, to equip our staff with the confidence to engage with First Nations stakeholders and clients\nTimeline Responsibility\nAction Deliverable\nJuly 2026 Learning & Organisational\n5.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- Investigate 10.1 Investigate conducting a review of Aboriginal and Torres Strait Islander peoples'\n2026 Governance and Risk\nexperiences interacting with VAGO to understand accessibility barriers and needs.\nopportunities to\nincrease the cultural April 2026 Assistant Auditor-General,\n10.2 Investigate opportunities to increase engagement with Aboriginal and Torres Strait\nPRS\naccessibility and Islander communities in our auditing work.\nsafety of our\n10.3 Investigate opportunities to develop, promote and increase Aboriginal and Torres Strait April 2026 Assistant Auditor-General,\nservices for Islander employment within the auditing sector.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- This commitment is also workforce: Women of Colour Belonging workplace\nfor staff to participate explicitly outlined in the terms of Network (21/22); VPS Enablers plan\nwhere appropriate. reference for our Diversity, network (22/23); VPS Pride working\nInclusion, and Belonging working Network (21/22&22/23) via our groups\ngroups, requiring that all members principal communication platform\nalign with the relevant diversity Microsoft Teams.\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n- This closely reflects Success will include:\nmeans invisibility or leaving the Victorian population at 35 per\nWe value this diversity as an • continued creativity and\ncent and 32.8 percent\nparts of themselves ‘at home’, asset that helps us serve innovation due to diverse\nrespectively.1\nfor others the effects can be Victoria. cultural perspectives\nThe survey found that 93 per cent\nmuch more harmful, resulting • ability to attract and recruit\nof our staff who were not born in\nhighly skilled employees\nin discrimination, vilification, We strive to be a workplace that Australia felt that there is a\nor hate at work.” understands, supports, respects positive culture at VAGO in • improved productivity and\nand celebrates employees’ cultural relation to employees from varied team cohesion\nidentities and unique cultural cultural backgrounds. • improved ability for VAGO to\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Based on these principles, the workplace gender equality indicators that we used to measure gender equality at VAGO are:\n1. gender composition at all levels of the workforce\n2. gender composition of governing bodies (although not relevant and not included in our Gender Equality Action Plan)\n3. gender pay gap\n4. workplace sexual harassment\n5. recruitment and promotion practices\n3 | Gender Equality Action Plan 2022–2025\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)`\n- Whilst an increase of 6 points since 2019, Commissioner for LGBTQIA+\nLGBTQIA+ (Lesbian, Gay, Bisexual, Transgender,\nour result was 9 points lower than the public sector Communities, 2021\nIntersex, Queer/Questioning, Asexual and other\noverall .\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- 27 May to 3 RAP Executive Champion;\nJune 2025, RWG\nReconciliation Week\n2026\n(NRW)\n2.3 Encourage and support staff and senior leaders to participate in at least one external 27 May to 3 RAP Executive Champion\nevent to recognise and celebrate NRW.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- Investigate 10.1 Investigate conducting a review of Aboriginal and Torres Strait Islander peoples'\n2026 Governance and Risk\nexperiences interacting with VAGO to understand accessibility barriers and needs.\nopportunities to\nincrease the cultural April 2026 Assistant Auditor-General,\n10.2 Investigate opportunities to increase engagement with Aboriginal and Torres Strait\nPRS\naccessibility and Islander communities in our auditing work.\nsafety of our\n10.3 Investigate opportunities to develop, promote and increase Aboriginal and Torres Strait April 2026 Assistant Auditor-General,\nservices for Islander employment within the auditing sector.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- This commitment is also workforce: Women of Colour Belonging workplace\nfor staff to participate explicitly outlined in the terms of Network (21/22); VPS Enablers plan\nwhere appropriate. reference for our Diversity, network (22/23); VPS Pride working\nInclusion, and Belonging working Network (21/22&22/23) via our groups\ngroups, requiring that all members principal communication platform\nalign with the relevant diversity Microsoft Teams.\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n- View\nOur Diversity, Inclusion & Belonging Plan 2022–2025\n(PDF)\nOur Strategic Plan 2025–2029\nOur\nStrategic Plan 2025–2029\noutlines our purpose, priorities, goals and objectives and what success looks like for VAGO.\n Source: `pages/publications-index.html (https://www.audit.vic.gov.au/corporate-publications)`\n- This closely reflects Success will include:\nmeans invisibility or leaving the Victorian population at 35 per\nWe value this diversity as an • continued creativity and\ncent and 32.8 percent\nparts of themselves ‘at home’, asset that helps us serve innovation due to diverse\nrespectively.1\nfor others the effects can be Victoria. cultural perspectives\nThe survey found that 93 per cent\nmuch more harmful, resulting • ability to attract and recruit\nof our staff who were not born in\nhighly skilled employees\nin discrimination, vilification, We strive to be a workplace that Australia felt that there is a\nor hate at work.” understands, supports, respects positive culture at VAGO in • improved productivity and\nand celebrates employees’ cultural relation to employees from varied team cohesion\nidentities and unique cultural cultural backgrounds. • improved ability for VAGO to\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- [pages 16,17,18,19,20]\nility in the\ndata to enable us to participate in the Australian Network on Disability Access and\nworkplace\nInclusion Index\nInclusive B5.1 Human Resources will review existing recruitment process and advertising FY2024 Human\nrecruitment templates (including a statement on reasonable adjustments) through the lens of the Resources, DIA\nsocial model of disability, to reduce barriers to employment for candidates and staff with WG\ndisabilities.​\nSenior executive B6.1 Human Resources will invite a senior leader within VAGO to be the Senior FY2023 Human Resources\nsponsorship Executive Sponsor for the Diversity, Inclusion and Belonging Plan, and support them\nwith resources and coaching as appropriate.​\n15\nOFFICIAL\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- [pages 28,29,30,31]\nistered with\n• introduced a RAP working group\nReconciliation Australia.\n• organised events and communications that celebrate\nOur Innovate RAP will be implemented over 2 years and\nthe living cultures of Aboriginal and Torres Strait\noverseen by:\nIslander Peoples 2 Innovate\n• Human Resources\n• implemented cultural awareness training for all\n• the Reconciliation Action Plan Working Group\nVAGO staff\n• our Senior Executive Sponsor, Aboriginal and Torres\n• commissioned an Aboriginal artwork\nStrait Islander Inclusion.\n• implemented an Acknowledgement of Traditional\nOwners plaque in our office space and on our\nwebsite\nReflect\n• continued to forge meaningful and collaborative\n1\nrelationships with Aboriginal and Torres Strait\nIslander stakeholders\n• became a Platinum Partner with Kinaway.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- 27 May to 3 Senior HR Partner\n(NRW)\nJune 2023, 2024\nE2.3 Encourage and support staff and senior leaders to participate in at least one external 27 May to 3 RAP Executive\nevent to recognise and celebrate NRW.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- [pages 31,32,33,34]\ne staff awareness and understanding of the Uluru Statement from the Heart May 2024 Senior HR Partner\nPromote positive E4.1 Conduct a review of HR policies and procedures to identify existing anti-discrimination June 2024 Senior HR Partner;\nrace relations provisions and future needs.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- [Page 37]\nOFFICIAL\nReconciliation Action Plan: Governance\n(continued)\nAction Deliverable Timeline Responsibility\nBuild accountability E13.1 Contact Reconciliation Australia to verify that our primary and secondary contact details August, Senior HR Partner\nand transparency are up to date, to ensure we do not miss out on important RAP correspondence. annually\nthrough reporting\nRAP achievements,\nE13.2 Contact Reconciliation Australia to request our unique link to access the online RAP 1 August Senior HR Partner\nchallenges and\nImpact Measurement Questionnaire. annually\nlearnings both\ninternally and\nexternally\nE13.3 Complete and submit the annual RAP Impact Measurement Questionnaire to 30 September, Senior HR Partner;\nReconciliation Australia. annually RWG\nE13.4 Report RAP progress to all staff and senior leaders quarterly.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- Increase Aboriginal 9.1 Develop and implement an Aboriginal and Torres Strait Islander procurement strategy.\nand Torres Strait\nIslander supplier March 2025\n9.2 Investigate Supply Nation membership.\ndiversity to support\nimproved economic\nJuly 2026\n9.3 Develop and communicate opportunities for procurement of goods and services from\nand social outcomes\nAboriginal and Torres Strait Islander businesses to staff.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- Build\nto date, to ensure we do not miss out on important RAP correspondence. annually\naccountability\n& transparency\n13.2 Contact Reconciliation Australia to request our unique link to access the online RAP Impact 1 August Senior HR Partner\nthrough Measurement Questionnaire. annually\nreporting RAP\nachievements, 13.3 Complete and submit the annual RAP Impact Measurement Questionnaire to Reconciliation 30 September, Senior HR Partner; RWG\nchallenges and Australia. annually\nlearnings both\ninternally and 13.4 Report RAP progress to all staff and senior leaders quarterly March, June, Senior HR Partner\nSept, Dec\nexternally\nannually\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| 93 per cent | This closely reflects Success will include:\nmeans invisibility or leaving the Victorian population at 35 per\nWe value this diversity as an • continued creativity and\ncent and 32.8 percent\nparts of themselves ‘at home’, asset that helps us serve innovation due to diverse\nrespectively.1\nfor others the effects can be Victoria. cultural perspectives\nThe survey found that 93 per cent\nmuch more harmful, resulting • ability to attract and recruit\nof our | `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)` |\n| 1, staff, 2, staff | For example, The Auditor-General is level 0, SMG are level 1, staff that\nreport to SMG are level 2, staff that report to level 2 are level 3. | `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)` |\n| 62 per cent | One per cent of our staff identify as people, communities, and\ntheir authentic selves at work.\ntransgender, non-binary, or gender diverse, and 6 per organisations, while\ncent preferred not to say. recognising the many parts\nWho we love, who we share our lives with, how we see\nthat make up who we are.”\nThe survey also found that only 62 per cent of\nourselves, and how we express ourselves all contribute\nrespondents felt that there is a positive cul | `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)` |\n| 93 per cent | This closely reflects Success will include:\nmeans invisibility or leaving the Victorian population at 35 per\nWe value this diversity as an • continued creativity and\ncent and 32.8 percent\nparts of themselves ‘at home’, asset that helps us serve innovation due to diverse\nrespectively.1\nfor others the effects can be Victoria. cultural perspectives\nThe survey found that 93 per cent\nmuch more harmful, resulting • ability to attract and recruit\nof our | `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)` |\n| 1, staff, 2, staff | For example, The Auditor-General is level 0, SMG are level 1, staff that\nreport to SMG are level 2, staff that report to level 2 are level 3. | `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)` |\n\n## Key Achievements\n\n- [Page 37]\nOFFICIAL\nReconciliation Action Plan: Governance\n(continued)\nAction Deliverable Timeline Responsibility\nBuild accountability E13.1 Contact Reconciliation Australia to verify that our primary and secondary contact details August, Senior HR Partner\nand transparency are up to date, to ensure we do not miss out on important RAP correspondence. annually\nthrough reporting\nRAP achievements,\nE13.2 Contact Reconciliation Australia to request our unique link to access the online RAP 1 August Senior HR Partner\nchallenges and\nImpact Measurement Questionnaire. annually\nlearnings both\ninternally and\nexternally\nE13.3 Complete and submit the annual RAP Impact Measurement Questionnaire to 30 September, Senior HR Partner;\nReconciliation Australia. annually RWG\nE13.4 Report RAP progress to all staff and senior leaders quarterly.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- Build\nto date, to ensure we do not miss out on important RAP correspondence. annually\naccountability\n& transparency\n13.2 Contact Reconciliation Australia to request our unique link to access the online RAP Impact 1 August Senior HR Partner\nthrough Measurement Questionnaire. annually\nreporting RAP\nachievements, 13.3 Complete and submit the annual RAP Impact Measurement Questionnaire to Reconciliation 30 September, Senior HR Partner; RWG\nchallenges and Australia. annually\nlearnings both\ninternally and 13.4 Report RAP progress to all staff and senior leaders quarterly March, June, Senior HR Partner\nSept, Dec\nexternally\nannually\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- [pages 28,29,30,31]\nistered with\n• introduced a RAP working group\nReconciliation Australia.\n• organised events and communications that celebrate\nOur Innovate RAP will be implemented over 2 years and\nthe living cultures of Aboriginal and Torres Strait\noverseen by:\nIslander Peoples 2 Innovate\n• Human Resources\n• implemented cultural awareness training for all\n• the Reconciliation Action Plan Working Group\nVAGO staff\n• our Senior Executive Sponsor, Aboriginal and Torres\n• commissioned an Aboriginal artwork\nStrait Islander Inclusion.\n• implemented an Acknowledgement of Traditional\nOwners plaque in our office space and on our\nwebsite\nReflect\n• continued to forge meaningful and collaborative\n1\nrelationships with Aboriginal and Torres Strait\nIslander stakeholders\n• became a Platinum Partner with Kinaway.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- It sits as part\nin our Reconciliation Action Plan (RAP) journey through\nthe Reflect RAP, where we:\nof VAGO’s Diversity, Inclusion & Belonging Plan 2022–\n2025, as well being a standalone plan registered with\n• introduced a RAP working group\nReconciliation Australia.\n• organised events and communications that celebrate\nOur Innovate RAP will be implemented over 2 years and\nthe living cultures of Aboriginal and Torres Strait\noverseen by:\nIslander Peoples 2 Innovate\n• Human Resources\n• implemented cultural awareness training for all\n• the Reconciliation Action Plan Working Group\nVAGO staff\n• our Senior Executive Sponsor, Aboriginal and Torres\n• commissioned an Aboriginal artwork\nStrait Islander Inclusion.\n• implemented an Acknowledgement of Traditional\nOwners plaque in our office space and on our\nwebsite\nReflect\n• continued to forge meaningful and collaborative\n1\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- [pages 1,2,3,4,5,6,7,8,9]\n[Page 1]\nOFFICIAL\nGender Equality Action Plan\n2022-2025\nProgress Report\nOFFICIAL\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n- [Page 21]\nOFFICIAL\nBack to contents\nBack to contents\nStrategies and Measures\nStrategies and Relevant\nStatus Status description Evaluation of success Timeline Responsible\nmeasures indicator\nWe will continue to Ongoing VAGO’s better normal policy Notwithstanding that all of our 2025 Human Availability and\nprovide development enables all staff, regardless of role training is delivered in a hybrid Resources utilisation of\nopportunities through or level, the autonomy to work mode, our 2023 People Matter terms, conditions\nflexible means to give flexible daily hours and from any Survey results show that only 55% and practices\nall staff an equal location that best suits their of our employees felt satisfied that relating to:\nopportunity to needs.\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n- [Page 31]\nOFFICIAL\nBack to contents\nBack to contents\nWorkplace Gender Equality Indicators\nConfirm if Factors that have affected\nIndicator progress Progress description VAGO's progress against this\nmade indicator\nGender Yes Workforce gender composition Nil.\ncomposition Our workforce increased from 195 headcount in 2021 to 205 in 2023 and our overall gender\nof all levels of composition has remained steady (slight increase of 0.5% in representation of women and 1%\nthe workforce increase in representation of employees with a self-described gender since 2021).\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n- 27 May to 3 RAP Executive Champion;\nJune 2025, RWG\nReconciliation Week\n2026\n(NRW)\n2.3 Encourage and support staff and senior leaders to participate in at least one external 27 May to 3 RAP Executive Champion\nevent to recognise and celebrate NRW.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- Investigate 10.1 Investigate conducting a review of Aboriginal and Torres Strait Islander peoples'\n2026 Governance and Risk\nexperiences interacting with VAGO to understand accessibility barriers and needs.\nopportunities to\nincrease the cultural April 2026 Assistant Auditor-General,\n10.2 Investigate opportunities to increase engagement with Aboriginal and Torres Strait\nPRS\naccessibility and Islander communities in our auditing work.\nsafety of our\n10.3 Investigate opportunities to develop, promote and increase Aboriginal and Torres Strait April 2026 Assistant Auditor-General,\nservices for Islander employment within the auditing sector.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- For our first phase of this courses will be delivered in Resources composition of all\nprogram that will better work, we have implemented a February 2024, and enrolments levels of the\nsupport potential future suite of 5 leadership short courses will be monitored for gender workforce\nleaders to transition for new and existing leaders via composition.\ninto more senior roles. our in house learning platform.\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n- [Page 12]\nOFFICIAL\nBack to contents\nBack to contents\nStrategies and Measures\nStrategies and Relevant\nStatus Status description Evaluation of success Timeline Responsible\nmeasures indicator\nIn 2022, HR will analyse Complete This strategy was delayed and We have standardised our gender GEAP Human Equal\nthe previous three years completed in the 2022/2023 pay gap reporting in accordance timeline Resources remuneration for\nof pay gap data to annual report due to resourcing with guidance from the Workplace was and Data work of equal or\nprovide us with a more constraints in 2022.\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n- [pages 19,20,21,22]\nive 'drop-in' employee GEAP Recruitment and\ndevelop an employee progress 2023 due to resourcing feedback workshops were timeline promotion\nvalue proposition that constraints.\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Investigate 10.1 Investigate conducting a review of Aboriginal and Torres Strait Islander peoples'\n2026 Governance and Risk\nexperiences interacting with VAGO to understand accessibility barriers and needs.\nopportunities to\nincrease the cultural April 2026 Assistant Auditor-General,\n10.2 Investigate opportunities to increase engagement with Aboriginal and Torres Strait\nPRS\naccessibility and Islander communities in our auditing work.\nsafety of our\n10.3 Investigate opportunities to develop, promote and increase Aboriginal and Torres Strait April 2026 Assistant Auditor-General,\nservices for Islander employment within the auditing sector.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- [Page 37]\nOFFICIAL\nReconciliation Action Plan: Governance\n(continued)\nAction Deliverable Timeline Responsibility\nBuild accountability E13.1 Contact Reconciliation Australia to verify that our primary and secondary contact details August, Senior HR Partner\nand transparency are up to date, to ensure we do not miss out on important RAP correspondence. annually\nthrough reporting\nRAP achievements,\nE13.2 Contact Reconciliation Australia to request our unique link to access the online RAP 1 August Senior HR Partner\nchallenges and\nImpact Measurement Questionnaire. annually\nlearnings both\ninternally and\nexternally\nE13.3 Complete and submit the annual RAP Impact Measurement Questionnaire to 30 September, Senior HR Partner;\nReconciliation Australia. annually RWG\nE13.4 Report RAP progress to all staff and senior leaders quarterly.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- Build\nto date, to ensure we do not miss out on important RAP correspondence. annually\naccountability\n& transparency\n13.2 Contact Reconciliation Australia to request our unique link to access the online RAP Impact 1 August Senior HR Partner\nthrough Measurement Questionnaire. annually\nreporting RAP\nachievements, 13.3 Complete and submit the annual RAP Impact Measurement Questionnaire to Reconciliation 30 September, Senior HR Partner; RWG\nchallenges and Australia. annually\nlearnings both\ninternally and 13.4 Report RAP progress to all staff and senior leaders quarterly March, June, Senior HR Partner\nSept, Dec\nexternally\nannually\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- Demonstrate 6.4 Include an Acknowledgement of Country or other appropriate protocols at the\ncommencement of important meetings.\nrespect to\nAboriginal and 6.5 Develop, implement and communicate a data sovereignty document, including May 2026 Director, Strategic\nprotocols for the collection and use of data and evidence from Aboriginal and Torres Governance and\nTorres Strait\nStrait Islander organisations, communities and individuals to safeguard the rights and Risk; RWG\nIslander peoples\npromote the interests of Aboriginal and Torres Strait Islander peoples in VAGO.\nby observing\ncultural\nprotocols\n(continued)\n7.1 RAP Working Group to participate in an external NAIDOC Week event.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- [pages 12,13,14,15,16]\nguidance from the Workplace was and Data work of equal or\nprovide us with a more constraints in 2022.\n Source: `strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)`\n- [Page 5]\nIndicator 1: gender composition at all\nlevels of the workforce\nVAGO audit findings\nAt the time of our audit (30 June 2021), VAGO had 195 employees, made up of 110 women and 85 men.\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)`\n- [Page 6]\nWorkforce composition Workforce composition by employment type\nCasual\nPart time\n(contract)\nWomen Part time\n(ongoing)\n85\nSelf-described\nFull time\n110\nMen (contract)\nFull time\n(ongoing)\n0 20 40 60 80 100 120 140 160\nWomen Self-described Men\nGender by business unit\n50\n45\n40\n35\n30\n25\n20\n15\n10\n5\n0\nCorporate Financial audit Office of the Auditor- Performance audit\nGeneral\nWomen Self-described Men\n6 | Gender Equality Action Plan 2022–2025\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)`\n- [Page 11]\nIndicator 4: sexual harassment in the\nworkplace\nVAGO audit findings\nThere were no complaints of sexual harassment during the reporting period (1 July 2020 to 30 June 2021).\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)`\n- [pages 11,12,13,14,15,16,17,18]\nmance audit Sexual Harassment in the Victorian Public Service.\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)`\n- [Page 12]\nIndicator 5: recruitment and promotion\npractices\nVAGO audit findings\nOur audit revealed that 20 of the 35 employees recruited in the reporting period (1 July 2020 to 30 June 2021) were women and 13 of\nthe 14 internal promotions were women.\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)`\n- [Page 15]\nIndicator 6: leave and flexibility\nVAGO audit findings\nDuring the reporting period (1 July 2020 to 30 June 2021), only 29 employees (out of our 195 employees) had formal flexible work\n(such as part time or compressed hours) arrangements in place, which women were significantly over-represented in (24 women and\nfive men).\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)`\n- [Page 18]\nGender by work unit and classification\n12\n10\n8\n6\n4\n2\n0\nMen Women Self-described Men Women Self-described Men Women Self-described Men Women Self-described\nOffice of the Auditor-General Financial audit Performance audit Corporate\nVPS2 VPS3.1 VPS3.2 VPS4 VPS5.1 VPS5.2 VPS6.1 VPS6.2 STS/SES1 SMG\nObjective\nIncrease gender and intersectionality awareness and support.\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)`\n- [Page 19]\n• We will continue to stay connected with various VPS networks and promote opportunities for staff to participate where\nappropriate.\n• We will continue to deliver our mandatory ‛diversity and inclusion—unconscious bias’ training.\n• Our Financial Audit and Performance Audit business units will continually engage with clients and audit service providers to\npromote our Gender Equality Action Plan and our expectations about client interactions.\n• In 2023, HR will review of all of our HR policies, procedures and forms to ensure they contain gender-neutral language and are\nfree from gender bias.\n• The actions we are undertaking against indicator 5 (specifically the graduate recruitment action), will help us provide a more\ngender-equitable talent pipeline in Financial Audit.\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)`\n- Leave this field blank\nEmail:\nenquiries@audit.vic.gov.au\nTelephone enquiries\n:\nPhone:\n+61 3 8601 7000\nStreet and postal address:\nLevel 31, 35 Collins Street\nMelbourne Victoria 3000\nAustralia\nPlease direct all enquiries via this website, email or phone.\n Source: `pages/contact.html (https://www.audit.vic.gov.au/contact-us)`\n\n## Corporate Values and Operating Culture\n\n- While we have made positive progress over the last three years, we must continue to integrate\nintersectionality and gender equality into our business practices, systems and behaviours, which are underpinned by our organisation\nvalues of respect, collaboration, innovation and accountability.\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf)`\n- [Page 20]\nOFFICIAL\nIndicator 4 Workplace sexual harassment\nAction Deliverable Timeline Responsibility\nMaintain a C4.1 Continue to reinforce professional workplace behaviours, expectations and standards Ongoing Human Resources\nworkplace that is through our mandatory Appropriate Behaviour training for all new employees and our\nfree from sexual annual mandatory Appropriate Behaviour e-learning module for all employees.\nharassment, bullying\nC4.2 Continue to update our policies, procedures and approach in line with best practice, as\nand discrimination.\nrecommended in our 2019 performance audit Sexual Harassment in the Victorian Public\nService.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- [Page 17]\nOFFICIAL\nOur values\nRespect Innovation Collaboration Accountability\nWe celebrate diversity.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- 4\nOur journey towards reconciliation draws upon our organisational values of collaboration, respect,\ninnovation and accountability.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- [Page 38]\nOFFICIAL\nOur values\nRespect Innovation Collaboration Accountability\nWe celebrate diversity.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- Our journey towards reconciliation draws upon\nour organisational values of collaboration,\nAndrew Greaves\nrespect, innovation and accountability.\n Source: `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)`\n- This closely reflects Success will include:\nmeans invisibility or leaving the Victorian population at 35 per\nWe value this diversity as an • continued creativity and\ncent and 32.8 percent\nparts of themselves ‘at home’, asset that helps us serve innovation due to diverse\nrespectively.1\nfor others the effects can be Victoria. cultural perspectives\nThe survey found that 93 per cent\nmuch more harmful, resulting • ability to attract and recruit\nof our staff who were not born in\nhighly skilled employees\nin discrimination, vilification, We strive to be a workplace that Australia felt that there is a\nor hate at work.” understands, supports, respects positive culture at VAGO in • improved productivity and\nand celebrates employees’ cultural relation to employees from varied team cohesion\nidentities and unique cultural cultural backgrounds. • improved ability for VAGO to\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n- [Page 37]\nOFFICIAL\nReconciliation Action Plan: Governance\n(continued)\nAction Deliverable Timeline Responsibility\nBuild accountability E13.1 Contact Reconciliation Australia to verify that our primary and secondary contact details August, Senior HR Partner\nand transparency are up to date, to ensure we do not miss out on important RAP correspondence. annually\nthrough reporting\nRAP achievements,\nE13.2 Contact Reconciliation Australia to request our unique link to access the online RAP 1 August Senior HR Partner\nchallenges and\nImpact Measurement Questionnaire. annually\nlearnings both\ninternally and\nexternally\nE13.3 Complete and submit the annual RAP Impact Measurement Questionnaire to 30 September, Senior HR Partner;\nReconciliation Australia. annually RWG\nE13.4 Report RAP progress to all staff and senior leaders quarterly.\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `strategies/Fact-sheet-data-science-for-performance-audit.pdf` - strategies - https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Fact-sheet-data-science-for-performance-audit.pdf\n- `strategies/Innovate-20Reconciliation-20Action-20Plan.pdf` - strategies - https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf\n- `strategies/Reflect-20RAP-202020-21-20FINAL.pdf` - strategies - https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Reflect%20RAP%202020-21%20FINAL.pdf\n- `strategies/GEAP-Progress-Report.pdf` - strategies - https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf\n- `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf` - strategies - https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/VAGO-Gender-Equality-Action-Plan-2022-2025.pdf\n- `pages/about.html` - pages - https://www.audit.vic.gov.au/our-role\n- `pages/contact.html` - pages - https://www.audit.vic.gov.au/contact-us\n- `pages/homepage.html` - pages - https://www.audit.vic.gov.au/\n- `pages/leadership.html` - pages - https://www.audit.vic.gov.au/our-people\n- `pages/publications-index.html` - pages - https://www.audit.vic.gov.au/corporate-publications\n- `pages/recommendations-index.html` - pages - https://www.audit.vic.gov.au/news/significant-accounting-developments-april-2026-20260421\n- `other-pdfs/FACTSHEET-20Our-20assurance-20services-20fact-20sheet.pdf` - other-pdfs - https://www.audit.vic.gov.au/sites/default/files/fact%20sheets/FACTSHEET%20Our%20assurance%20services%20fact%20sheet.pdf\n- `other-pdfs/FACTSHEET-About-VAGO-fact-sheet.pdf` - other-pdfs - https://www.audit.vic.gov.au/sites/default/files/fact%20sheets/FACTSHEET-About-VAGO-fact-sheet.pdf\n- `other-pdfs/Fact-20sheet-20--20Performance-20engagements.pdf` - other-pdfs - https://www.audit.vic.gov.au/sites/default/files/Our%20role/Fact%20sheet%20-%20Performance%20engagements.pdf\n- `other-pdfs/Financial-audits.pdf` - other-pdfs - https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Financial-audits.pdf\n- `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf` - other-pdfs - https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Victorian Auditor-General's Office - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:32:14.220229+00:00\n**Entity ID**: S-VIC-067\n**Jurisdiction**: Victoria\n**Portfolio**: \n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 16\n- Unique legislation references found: 4\n\n| Type | Count |\n|---|---:|\n| Act | 4 |\n\n## Legislation References\n\n### Gender Equality Act 2020\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.vic.gov.au/search?q=Gender+Equality+Act+2020\n\n**Sources**:\n- `pages/publications-index.html`\n- `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pages.jsonl`\n- `strategies/GEAP-Progress-Report.pages.jsonl`\n- `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pages.jsonl`\n\n**Evidence contexts**:\n- s and what success looks like for VAGO.\nView our\nStrategic Plan 2025–2029\nGender Equality Action Plan 2022–2025\nOur\nGender Equality Action Plan\n2022–2025\noutlines the commitments, strategies and actions that we will implement to meet our obligations under the\nGender Equality Act 2020\n.\nView our\nGender Equality Action Plan 2022–2025\n(PDF)\nView our\nGender Equality Action Plan 2022–2025 Progress Report\n(PDF)\nOur Reconciliation Action Plan\nOur\nInnovate Reconciliation Action Plan\nenshrines our commitment to respect, acknowledge and engage with\n Source: `pages/publications-index.html`\n- View our unabridged Gender\nMeasuring our progress: 7 indicators of workplace gender equality\nEquality Action Plan here:\nWe structured our Gender Equality Action Plan around the 7 indicators of workplace\nVAGO Gender Equality Action Plan\ngender equality in the Gender Equality Act 2020.\n2022-2025 .pdf\nEach action plan section on the following pages addresses one of these indicators.\n17\nOFFICIAL\n\n[page 18]\nOFFICIAL\nIndicator 1 Gender composition at all levels of the workforce\nAction Deliverable Timeline Responsibility\nImplement gender C1.1 C\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pages.jsonl`\n- Gender Equality Indicators 29\n7 indicators of workplace gender equality 30\n7 indicators of workplace gender equality 30\n3\nOFFICIAL\n\n[page 4]\nOFFICIAL\nBack to contents\nBack to contents\nGender equality principles\nThe following gender equality principles in the Gender Equality Act 2020 (Part one (Section 6)) guided how we\ndeveloped this plan:\n• All Victorians should live in a safe and equal society, have access to equal power, resources and opportunities,\nand be treated with dignity, respect and fairness.\n• Gender equality benefits all Vict\n Source: `strategies/GEAP-Progress-Report.pages.jsonl`\n- e gender equality.\nWant to find out more?\nOur Human Resources team will measure and report our progress against the plan according to the principles of View our unabridged Gender\ngender equality and intersectional characteristics, which are required under the Gender Equality Act 2020. Equality Action Plan here:\nVAGO Gender Equality Action Plan\n2022-2025\n4\nOFFICIAL\n\n[page 5]\nOFFICIAL\nBack to contents\nBack to contents\nCommission for Gender Equality in the\nPublic Sector\nInsights Portal\nPlease look at the Insights Portal on the Gender Equalit\n Source: `strategies/GEAP-Progress-Report.pages.jsonl`\n- ICIAL\n\n[page 6]\nOFFICIAL\nSection 1: Gender Impact\nAssessments\nProgress\nOFFICIAL\n\n[page 7]\nOFFICIAL\nBack to contents\nBack to contents\nGender Impact Assessments\nVAGO does not have any Gender Impact Assessments (GIA) to report due to a permitted reason under the Gender\nEquality Act 2020, being that we have not had any policies, programs or services that would meet the threshold\nfor a GIA.\nVAGO audits Victorian public sector agencies and reports these findings to Parliament. As such VAGO does not\nhave any direct and significant public facing\n Source: `strategies/GEAP-Progress-Report.pages.jsonl`\n\n### Victorian Gender Equality Act 2020\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.vic.gov.au/search?q=Victorian+Gender+Equality+Act+2020\n\n**Sources**:\n- `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pages.jsonl`\n- `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pages.jsonl`\n\n**Evidence contexts**:\n- lan, and support them\nwith resources and coaching as appropriate.​\n15\nOFFICIAL\n\n[page 16]\nOFFICIAL\nPar t C:\nGender Equality Action Plan\nBack to contents\n16\nOFFICIAL\n\n[page 17]\nOFFICIAL\nGender equality principles\nThe following gender equality principles in the Victorian Gender Equality Act 2020 (Part one (Section 6)) guided\nhow we developed this plan:\n• All Victorians should live in a safe and equal society, have access to equal power, resources and opportunities,\nand be treated with dignity, respect and fairness.\n• Gender equality benefits all Vict\n Source: `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pages.jsonl`\n- mmitted to embedding this plan and devoting the necessary resources to\nimplement, monitor, evaluate and report on it.\n2 | Gender Equality Action Plan 2022–2025\n\n[page 3]\nGender equality principles and\nindicators\nThe following gender equality principles in the Victorian Gender Equality Act 2020 (part one (section 6)) guided how we developed this\nplan:\n• All Victorians should live in a safe and equal society, have access to equal power, resources and opportunities and be treated\nwith dignity, respect and fairness.\n• Gender equality benefits all Victo\n Source: `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pages.jsonl`\n\n### Financial Management Act 1994\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Financial+Management+Act+1994\n\n**Sources**:\n- `other-pdfs/Financial-audits.pages.jsonl`\n\n**Evidence contexts**:\n- unt of audit work we perform\nWe must audit the financial reports of all public  effect of misstatements.\nbodies annually under Part 3 of the Audit Act 1994\nThe 4 phases in a financial audit\n(the Act).\nThere are 4 phases in a financial audit.\nIn addition, the Financial Management Act 1994\nrequires us to undertake:  Set the terms of engagement and\ncommunicate them to the entity.\n an audit of the Annual Financial Report of the Establish the\n Determine audit scope and reporting\nState of Victoria overall\nobjectives.\nstrategy\n a limited assuran\n Source: `other-pdfs/Financial-audits.pages.jsonl`\n\n### Public Administration Act 2004\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Public+Administration+Act+2004\n\n**Sources**:\n- `other-pdfs/FACTSHEET-About-VAGO-fact-sheet.pages.jsonl`\n\n**Evidence contexts**:\n- direction • government departments\nby Parliament or the government.\n• public bodies\nVAGO’s role • government business enterprises\n• superannuation funds\nThe Auditor-General heads the Victorian\nAuditor-General’s Office under section 16 of the • health services\nPublic Administration Act 2004. • universities and TAFE institutes\nOur staff, who are assisted as needed by contracted • local governments\nindividuals and firms, undertake an annual program • water corporations.\nof financial and performance audits and assurance\nThe Auditor-General can also\n Source: `other-pdfs/FACTSHEET-About-VAGO-fact-sheet.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/leadership.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/recommendations-index.html` (page)\n- `other-pdfs/Fact-20sheet-20--20Performance-20engagements.pages.jsonl` (pdf_pages)\n- `other-pdfs/FACTSHEET-20Our-20assurance-20services-20fact-20sheet.pages.jsonl` (pdf_pages)\n- `other-pdfs/FACTSHEET-About-VAGO-fact-sheet.pages.jsonl` (pdf_pages)\n- `other-pdfs/Financial-audits.pages.jsonl` (pdf_pages)\n- `other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pages.jsonl` (pdf_pages)\n- `strategies/Fact-sheet-data-science-for-performance-audit.pages.jsonl` (pdf_pages)\n- `strategies/GEAP-Progress-Report.pages.jsonl` (pdf_pages)\n- `strategies/Innovate-20Reconciliation-20Action-20Plan.pages.jsonl` (pdf_pages)\n- `strategies/Reflect-20RAP-202020-21-20FINAL.pages.jsonl` (pdf_pages)\n- `strategies/VAGO-Gender-Equality-Action-Plan-2022-2025.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "VAGO to be a gender-equitable workplace that sees gender equality principles and intersectionality fully embedded in our culture and business practices by 2025.", "vision_source_page": 2, "purposes": "To achieve workplace gender equality when all of VAGO’s employees are able to access and enjoy equal rewards, resources and opportunities regardless of their gender or background.", "purposes_source_page": null, "how_we_deliver": "We will implement gender equality policies and practices across all levels of our workforce, understand and address the gender pay gap, maintain a workplace that is free from sexual harassment, bullying and discrimination, engage processes that promote gender equality, increase the support of flexible work arrangements, and increase gender and intersectionality awareness and support.", "how_we_deliver_source_page": null, "government_priorities": [ { "text": "Implement gender equality policies and practices across all levels of our workforce", "source_page": 7 }, { "text": "Understand and address the gender pay gap", "source_page": 10 }, { "text": "Maintain a workplace that is free from sexual harassment, bullying and discrimination", "source_page": 11 }, { "text": "Engage processes that promote gender equality", "source_page": 13 }, { "text": "Increase the support of flexible work arrangements", "source_page": 16 }, { "text": "Increase gender and intersectionality awareness and support", "source_page": 18 } ], "outcomes": [ { "name": "Outcome 1: Gender Equality", "description": "Achieving gender equality in the workplace through various initiatives and continuous monitoring.", "key_activities": [ "Implementing gender equality policies", "Addressing the gender pay gap", "Preventing sexual harassment", "Promoting gender-equal recruitment and promotion", "Supporting flexible work arrangements", "Raising gender and intersectionality awareness" ], "source_page": null } ], "values": [ "respect", "collaboration", "innovation", "accountability" ], "values_framework_name": "VAGO’s Organisation Values", "kpi_targets_2025_26": [ { "code": "GEAP01", "measure": "Gender composition at all levels of the workforce", "target": "Achieve gender balance across all levels", "source_page": null }, { "code": "GEAP02", "measure": "Gender pay gap", "target": "Reduce gender pay gap to within acceptable range", "source_page": null }, { "code": "GEAP03", "measure": "Sexual harassment in the workplace", "target": "Zero complaints of sexual harassment", "source_page": null }, { "code": "GEAP04", "measure": "Recruitment and promotion practices", "target": "Ensure gender-diverse recruitment panels", "source_page": null }, { "code": "GEAP05", "measure": "Leave and flexibility", "target": "Increase support for flexible work arrangements", "source_page": null }, { "code": "GEAP06", "measure": "Gendered work segregation", "target": "Reduce gender segregation in work roles", "source_page": null } ], "kpi_results_2024_25": [ { "code": "GEAP01", "measure": "Gender composition at all levels of the workforce", "result": "Gender composition data available", "status": "Partially achieved", "source_page": null }, { "code": "GEAP02", "measure": "Gender pay gap", "result": "Overall mean pay gap of 7.5% in favour of men", "status": "Partially achieved", "source_page": null }, { "code": "GEAP03", "measure": "Sexual harassment in the workplace", "result": "No complaints of sexual harassment", "status": "Achieved", "source_page": null }, { "code": "GEAP04", "measure": "Recruitment and promotion practices", "result": "20 women recruited and 13 women promoted", "status": "Partially achieved", "source_page": null }, { "code": "GEAP05", "measure": "Leave and flexibility", "result": "29 employees with formal flexible work arrangements", "status": "Partially achieved", "source_page": null }, { "code": "GEAP06", "measure": "Gendered work segregation", "result": "Greater representation of women in higher classifications", "status": "Partially achieved", "source_page": null } ], "_source_urls": { "annual_report_url": "https://www.audit.vic.gov.au/sites/default/files/2017-09/20170906-Annual-Report-2016%E2%80%9317.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "Key communication\ndocuments include our … Which …\nengagement letter sets out the terms on which we undertake our audit and the respective roles and\nresponsibilities of both the preparer and audit.\naudit strategy demonstrates our understanding of the audit context, our assessment of\nfinancial reporting risks and our proposed response to these risks.\naudit fee letter provides management with an estimate of the reasonable audit costs based on\nour audit plan.\nmanagement letters describes significant control and financial reporting weaknesses identified during\nthe audit and provides recommendations to address those weaknesses.\nclosing report outlines our detailed observations and results from our implementation\nresponse procedures and our conclusion on whether the financial report\ncomplies with the relevant reporting framework and is free from material\nmisstatement.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Financial-audits.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Financial-audits.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "Key communication\ndocuments include our … Which …\nengagement letter sets out the terms on which we undertake our audit and the respective roles and\nresponsibilities of both the preparer and audit.\naudit strategy demonstrates our understanding of the audit context, our assessment of\nfinancial reporting risks and our proposed response to these risks.\naudit fee letter provides management with an estimate of the reasonable audit costs based on\nour audit plan.\nmanagement letters describes significant control and financial reporting weaknesses identified during\nthe audit and provides recommendations to address those weaknesses.\nclosing report outlines our detailed observations and results from our implementation\nresponse procedures and our conclusion on whether the financial report\ncomplies with the relevant reporting framework and is free from material\nmisstatement.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Financial-audits.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Financial-audits.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "WG\nUse data to B4.1 Human Resources will use data from the People Matter Survey to better understand and FY2024 Human\nunderstand the improve the experiences of staff with disability in the workplace to support accessible Resources\nexperience of workforce initiatives and practices.\npeople with\nB4.2 VAGO will work towards improving our collection of workforce disability and inclusion\ndisability in the\ndata to enable us to participate in the Australian Network on Disability Access and\nworkplace\nInclusion Index\nInclusive B5.1 Human Resources will review existing recruitment process and advertising FY2024 Human\nrecruitment templates (including a statement on reasonable adjustments) through the lens of the Resources, DIA\nsocial model of disability, to reduce barriers to employment for candidates and staff with WG\ndisabilities.​\nSenior executive B6.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "WG\nUse data to B4.1 Human Resources will use data from the People Matter Survey to better understand and FY2024 Human\nunderstand the improve the experiences of staff with disability in the workplace to support accessible Resources\nexperience of workforce initiatives and practices.\npeople with\nB4.2 VAGO will work towards improving our collection of workforce disability and inclusion\ndisability in the\ndata to enable us to participate in the Australian Network on Disability Access and\nworkplace\nInclusion Index\nInclusive B5.1 Human Resources will review existing recruitment process and advertising FY2024 Human\nrecruitment templates (including a statement on reasonable adjustments) through the lens of the Resources, DIA\nsocial model of disability, to reduce barriers to employment for candidates and staff with WG\ndisabilities.​\nSenior executive B6.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 12]\nOFFICIAL\nBack to contents\nBack to contents\nStrategies and Measures\nStrategies and Relevant\nStatus Status description Evaluation of success Timeline Responsible\nmeasures indicator\nIn 2022, HR will analyse Complete This strategy was delayed and We have standardised our gender GEAP Human Equal\nthe previous three years completed in the 2022/2023 pay gap reporting in accordance timeline Resources remuneration for\nof pay gap data to annual report due to resourcing with guidance from the Workplace was and Data work of equal or\nprovide us with a more constraints in 2022.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 12]\nOFFICIAL\nBack to contents\nBack to contents\nStrategies and Measures\nStrategies and Relevant\nStatus Status description Evaluation of success Timeline Responsible\nmeasures indicator\nIn 2022, HR will analyse Complete This strategy was delayed and We have standardised our gender GEAP Human Equal\nthe previous three years completed in the 2022/2023 pay gap reporting in accordance timeline Resources remuneration for\nof pay gap data to annual report due to resourcing with guidance from the Workplace was and Data work of equal or\nprovide us with a more constraints in 2022.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/GEAP-Progress-Report.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/GEAP-Progress-Report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 8]\nOur RAP working group\nWe'd like to acknowledge the work of members who are not with us for this Innovate RAP, but who have been significant contributors to our reconciliation journey\nExecutive Sponsor Executive Champion Project Leader Employee Members Aboriginal Advisors\nSenior Human We have 7 employee There are two Aboriginal\nAuditor-General\nJanaka Kumara\nResources Partner, members on our RAP Advisors and members of\nDirector, Financial\nCorporate Services Working Group, our RAP Working Group\nAudit\ncomprised of: who identify as being\n• 3 Senior Aboriginal or Torres\nManagers, Strait Islander Persons\nParliamentary\nReports and\nServices\n• 2 Senior Analysts,\nParliamentary\nReports and\nServices\n• 2 Project Editors,\nParliamentary\nReports and\nServices", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 8]\nOur RAP working group\nWe'd like to acknowledge the work of members who are not with us for this Innovate RAP, but who have been significant contributors to our reconciliation journey\nExecutive Sponsor Executive Champion Project Leader Employee Members Aboriginal Advisors\nSenior Human We have 7 employee There are two Aboriginal\nAuditor-General\nJanaka Kumara\nResources Partner, members on our RAP Advisors and members of\nDirector, Financial\nCorporate Services Working Group, our RAP Working Group\nAudit\ncomprised of: who identify as being\n• 3 Senior Aboriginal or Torres\nManagers, Strait Islander Persons\nParliamentary\nReports and\nServices\n• 2 Senior Analysts,\nParliamentary\nReports and\nServices\n• 2 Project Editors,\nParliamentary\nReports and\nServices", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/Innovate-20Reconciliation-20Action-20Plan.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Innovate%20Reconciliation%20Action%20Plan.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "This will be reflected in\n• our staff feel supported to receive from the annual People\na workplace culture that values\nbring their whole self to work Matter Survey\nand celebrates staff diversity\n• we are better able to attract • regular feedback from internal\nand where all staff are treated\nand retain staff from diverse and external stakeholders, via\nequally (which is key to improving\n“A culture where employees backgrounds our 5 employee working groups\nintersectionality).\ncan bring their whole selves • our diversity-focused people\nThe 5 critical focus areas, reflected by our 5 working groups\nmetrics and benchmarking.\nto work, without the\nCultural inclusion\ndistraction of trying to be\nsomething they are not,\nDisability and\nleads to an environment\naccessibility\nReconciliation\nwhere individuals can be at inclusion\ntheir most productive and\ncreates cohesive and\neffective teams.”", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "This will be reflected in\n• our staff feel supported to receive from the annual People\na workplace culture that values\nbring their whole self to work Matter Survey\nand celebrates staff diversity\n• we are better able to attract • regular feedback from internal\nand where all staff are treated\nand retain staff from diverse and external stakeholders, via\nequally (which is key to improving\n“A culture where employees backgrounds our 5 employee working groups\nintersectionality).\ncan bring their whole selves • our diversity-focused people\nThe 5 critical focus areas, reflected by our 5 working groups\nmetrics and benchmarking.\nto work, without the\nCultural inclusion\ndistraction of trying to be\nsomething they are not,\nDisability and\nleads to an environment\naccessibility\nReconciliation\nwhere individuals can be at inclusion\ntheir most productive and\ncreates cohesive and\neffective teams.”", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Our-Diversity-Inclusion-and-Belonging-Plan-2022-2025.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "27 May to 3 June RWG Project Leader\n2022\nEncourage and support staff and senior leaders to participate in at least one external 27 May to 3 June RWG Project Leader\nevent to recognise and celebrate NRW.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/Reflect-20RAP-202020-21-20FINAL.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Reflect%20RAP%202020-21%20FINAL.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-VIC-067", "entity_name": "Victorian Auditor-General's Office", "folder_name": "Victorian-Auditor-General-s-Office", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "27 May to 3 June RWG Project Leader\n2022\nEncourage and support staff and senior leaders to participate in at least one external 27 May to 3 June RWG Project Leader\nevent to recognise and celebrate NRW.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/Reflect-20RAP-202020-21-20FINAL.pdf (https://www.audit.vic.gov.au/sites/default/files/Corporate%20publications/Reflect%20RAP%202020-21%20FINAL.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] } ], "legislation_administered": [], "artifacts": [ { "category": "strategies", 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