{
  "entity_id": "S-VIC-041",
  "folder": "Victorian-Institute-of-Sport",
  "name": "Victorian Institute of Sport",
  "type": "Statutory Authority",
  "jurisdiction": "VIC",
  "portfolio": "",
  "website": "https://vis.org.au/",
  "data_status": "partial",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": true,
    "has_vision": false,
    "has_kpi_targets": true,
    "has_kpi_results": false,
    "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": 10,
    "n_kpi_targets": 2,
    "n_kpi_results": 0,
    "n_outcomes": 1,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "needs_review",
    "confidence": "medium",
    "summary": "The VIS is committed to embedding sustainability into our pursuit of success in sport and life. Our mission is to foster a greener, healthier future for all by actively contributing to a climate-resilient Victoria.",
    "official_site_url": "https://vis.org.au/",
    "source_documents": [
      {
        "type": "strategie",
        "title": "Download",
        "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Strategic-Plan-2025-2032.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Download",
        "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Download",
        "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-First-Nations-Strategic-Plan-2023-2026.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Download",
        "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Download",
        "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-Statement-2024.pdf",
        "period": "2025",
        "confidence": "medium"
      }
    ],
    "purpose": null,
    "vision": null,
    "strategic_priorities": [],
    "values": [
      {
        "name": "sustainability",
        "description": "",
        "source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf",
        "source_page": null
      },
      {
        "name": "resilience",
        "description": "",
        "source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf",
        "source_page": null
      },
      {
        "name": "innovation",
        "description": "",
        "source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Fostering a greener, healthier future",
        "description": "The VIS is committed to embedding sustainability into our pursuit of success in sport and life. Our mission is to foster a greener, healthier future for all by actively contributing to a climate-resilient Victoria.",
        "activities": [
          "Measure Carbon Baseline",
          "Set reductions targets",
          "Develop Climate Action Plan",
          "Establish climate action reporting platform",
          "Promote sustainable practices",
          "Educate athletes, staff, and community"
        ],
        "source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf",
        "source_page": 9,
        "source_deep_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf#page=9"
      }
    ],
    "performance_measures": [
      {
        "code": "GHG01",
        "measure": "20% reduction in GHG emissions",
        "target": "20% reduction in GHG emissions by 2026",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf",
        "target_source_page": 9,
        "result_source_url": "",
        "result_source_page": null
      },
      {
        "code": "GHG02",
        "measure": "50% reduction in GHG emissions",
        "target": "50% reduction in GHG emissions by 2030",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf",
        "target_source_page": 9,
        "result_source_url": "",
        "result_source_page": null
      }
    ],
    "document_alignment_terms": {
      "must_support": [],
      "watch_terms": [
        "20% reduction in GHG emissions",
        "50% reduction in GHG emissions"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": "Structured strategy exists but is incomplete."
  },
  "strategy_brief_md": "# Victorian Institute of Sport — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)\n\n## Outcomes\n\n### Outcome 1: Fostering a greener, healthier future\nThe VIS is committed to embedding sustainability into our pursuit of success in sport and life. Our mission is to foster a greener, healthier future for all by actively contributing to a climate-resilient Victoria. [[CP p.9](https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf#page=9)]\n\n**Key activities:**\n- Measure Carbon Baseline\n- Set reductions targets\n- Develop Climate Action Plan\n- Establish climate action reporting platform\n- Promote sustainable practices\n- Educate athletes, staff, and community\n\n## Values and principles\n\n- sustainability\n- resilience\n- innovation\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| GHG01 | 20% reduction in GHG emissions | 20% reduction in GHG emissions by 2026 | [CP p.9](https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf#page=9) |\n| GHG02 | 50% reduction in GHG emissions | 50% reduction in GHG emissions by 2030 | [CP p.9](https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf#page=9) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Victorian Institute of Sport - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:50:27.656623+00:00\n**Entity ID**: S-VIC-041\n**Entity type**: Statutory Authority\n**Jurisdiction**: VIC\n**Portfolio**: \n**Website**: https://vis.org.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- GGOOLLDD SSIILLVVEERR BBRROONNZZEE\nHHOOLLDDEERRSS\nSSEELLEECCTTEEDD\nOUR VISION We win well to inspire Australians\n4411 PPOODDIIUUMM RREESSUULLTTSS\n1133\nSSppoorrttss\n4411 PPOODDIIUUMM LLEEVVEELL\nOur Mission FFeemmaallee\nWe are united in our pursuit to build an inclusive and sustainable sporting system that is: RREESSUULLTTSS AACCHHIIEEVVEEDD\n88\nAAtthhlleetteess BBYY VVIISS AATTHHLLEETTEESS\n88\n• Performance driven • Athlete focused • Exceptionally led • Purposefully collaborative\nWe win when it matters and We deliver holistic athlete We lead with vision, integrity We work together towards\nwe win well, because we development and have and accountability to shared outcomes and PPaarraa--aatthhlleetteess 4422 VVIISS AATTHHLLEETTEESS\nknow that performance and clear pathways and create environments where recognise and strengthen\nFFIINNIISSHHEEDD IINN AA\n  Source: `other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)`\n- [pages 4,5]\nister for Tourism, Sport and Major Events,\nled the high performance program with\nDuring her time at the VIS, she supported Steve Dimopoulos MP, who is an engaged\ndedication and insight for over a decade.\nthe 2021 State Budget outcome of increased and enthusiastic supporter of the VIS, along\nfunding, the development of a new strategic Our most significant farewell was to Anne with the ongoing guidance from Sport and\nplan, values and mission and guided the Marie Harrison, who retired after 18 years as Recreation Victoria within the Department\nVIS through the challenges of the COVID-19 CEO.\n  Source: `other-pdfs/2024-2025-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2024-2025-VIS-Annual-Review.pdf)`\n- [Page 2]\nVIS FIRST NATIONS STRATEGIC PLAN\nTABLE OF\nCONTENTS\nCEO Statement .........................................................................................3\nOur Location .............................................................................................4\nOur First Nations Plan .............................................................................4\nThe VIS Motto ...........................................................................................5\nOur Vision and Mission ...........................................................................5\nOur Working Group ..................................................................................5\nVIS First Nations History ........................................................................6\nOur Guiding Principles .............................................................................6\n  Source: `strategies/VIS-First-Nations-Strategic-Plan-2023-2026.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-First-Nations-Strategic-Plan-2023-2026.pdf)`\n- Include detail of Working Group\nare drafted or reviewed including; process, promotion and implementation prior to final\napproval\n1.2.1 Development, promotion and\nimplementation of an Inclusion and\nDiversity policy\n1.2.2 Development, promotion and\nimplementation of a Gender Equity policy\n1.2.3 Review the VIS motto, vision, mission\nand values to incorporate diversity and\ninclusion\n1.3 Promote and celebrate diversity through 1.3 Three additional events added to the 1.3 HR manager 1.3 One year\nevents (i.e.\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n\n### Role and Functions\n\n- [Page 22]\n5 & 7 RECRUITMENT & PROMOTION\nStrategic Action Indicator Measure Accountability Timeline\n5.1 Unconscious bias training for HR department 5.1 Where, when and how was training 5.1 DPC 5.1 Eighteen months\nand leadership to address unconscious bias rolled out Attendance and feedback.\nat every stage of the employment cycle (job How are the learnings beings HR Manager\nadvertisements, descriptions, composition of integrated?\ninterview panels, shortlisting and appointment Line management\nprocesses) (for PD reporting)\n5.2 More (equitable) opportunities, support and 5.2 Report on measures and progress 5.2 DPC 5.2 Four years\npathways for staff to move into positions of\nmanagement and higher responsibility HR Manager\nLine management\n(for PD reporting)\n7.1 Reviewing recruitment and retention 7.1 Include captured gender data of 7.1 Director High 7.1 Two years\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- Resourcing\nA snapshot of our organisational approach for the continued preparation and implementation of the GEAP\nFuture GEAP strategies\nbudget for the will be built into\ndevelopment of the the core duties and\nnext GEAP 2025 – responsibilities of Director\n2029 to be advised People & Community and\nHR Manager (positions\nyet to be filled)\nBudget\nfor training,\nawareness/\ncelebration days and\nAppointment\nmentorships to be\nof the GE\nadvised\nWorking Group\n(8-10 ppl)\n2hr/month\nBudget for\nconsultants to\nsupport the 2-year\nGEAP progress report\nELT, DHP, DPHS and\nand audit – estimated\nLine managers FTE\nat $10-15k\n(Full Time Equivalent)\nto be advised\nHR systems upgrade\n– estimated at $5k\nsetup + $12k annually\nGender Equality Action Plan 2022 - 2025 25\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [Page 34]\nINDICATOR 6: LEAVE & FLEXIBILITY\nWorkplace data audit results\n• Proportion of the workforce using formal flexible working arrangements\nGender Total Percentage (%)\nWomen 0%\nMen 0%\nNon-binary, use a different term or prefer not to say 0%\nAll VIS respondents4 0%\nEmployee experience data\nPeople Matters Survey question Total % who agree\nMy organisation would support me if I needed to\n86% • Staff who took parental leave\ntake family violence leave\n» Women: 50%\nI am confident that if I requested a flexible work\n95% » Men: 50%\narrangement, it would be given due consideration\n» Non-binary: 0%\nMy organisation supports employees with family or\n88%\nother caring responsibilities, regardless of gender • Staff who exited the organisation during parental leave\nI have the flexibility I need to manage my work and » Women: 0%\n93%\nnon-work activities and responsibilities » Men: 0%\n» Non-binary: 0%\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- Seven schools have visited Camilla Blands VIS employees, 72 are female\nCommunications & Marketing Manager\nmore than once. (parental leave from September 2023) (61%) and 47 are male (39%)\n• The VIS embraces cultural\nThe People & Community team recruitment, through to onboarding, Further, significant time was put into Key achievements for the CAMS team this year: Stephen Rielly diversity and inclusion: 62% of\nare responsible for all things, compliance tracking, professional attracting media interest in the role of the Communications & Marketing Manager VIS staff identify as Australian\nmedia, marketing, human development, performance reviews and VIS and its many stories of achievement • Almost 23,000 primary and secondary (parental leave cover from September 2023) and 22% are from a culturally\nschool students were visited or accessed\n  Source: `other-pdfs/2023-24-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2023-24-VIS-Annual-Review.pdf)`\n- At her retirement announcement, Anne\nMarie addressed athletes and staff, advising\nthem of her decision to end her remarkable\ntenure following the 2024 Olympic and\nParalympic Games in Paris.\n“It is the right time in my life and, I believe,\nthe right time for the VIS,” Ms Harrison said.\n“It is the greatest privilege to lead the\nVIS, and I am immensely proud of our role\nin high-performance sport in Victoria and\nAustralia and of the benefits that we deliver\nto all Victorians as a source of excellence and\ninspiration.\n“The VIS is close to my heart and because\nof that I believe the end of my current contract\nwill be the right time to step aside and provide\na new CEO and the team with the opportunity\nto work with Victoria’s wonderful athletes to\nenable them to flourish and achieve their\ndreams in future Commonwealth, Olympic\nand Paralympic Games, particularly with a\n  Source: `other-pdfs/VIS-Pinnacle-2024-Spreads.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Pinnacle-2024-Spreads.pdf)`\n- Athlete visits\na p r H ov u i m di a n n g R nu e m so e u r r o c u e s I n e f f o fi r c m ie a n t c io ie n s s fo ys r tem, ( im CA p M or S t ) a t n e t a c m on is tr t ib o u d t o io c n u m th e e n V t I a S n m d a p k r e o s m t o o t e th t e h e t s o u c s c c e h s o s o a ls n , d w r it e h s i t l h ie e n ir c e s , t a o n ri d e s s c o h f o d o e l d v ic is a i t t i s o t n o , the SOCIAL 49,632 52,962 6.7%\nstaff and administration processes. cause of sport as a source of social cohesion VIS are extremely popular and important to the\n• Providing staff with compelling engagement and inclusion, and as a vehicle to improve CAMS team’s overarching responsibility.\n  Source: `other-pdfs/2023-24-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2023-24-VIS-Annual-Review.pdf)`\n\n### Strategic Priorities\n\n- Call to Action\nExecutive Support\nSustainability Squad\nAlliances\nLEEP\nARUAL\n:OTOHP\nSEGAMI\nYTTEG\n:TIDERC\nCLIMATE ACTION PLAN\nPhase 1 Phase 2 Phase 3 Phase 4\nMeasure Carbon Decarbonisation Reporting\nFootprint Plan\nScope 1,2 & 3 Impact Priorities Measure Progress\nSet Reduction Targets Staff Initiatives Report\nMajor Projects Review Plan\n8\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- SSPPOORRTT RREEPPRREESSEENNTTAATTIIOONN\nOur Core Values Excellence + Belonging + Courage + Connection\n1166 44 22 66 44 55 33\nOur united pursuit will be delivered through four priority areas:\nAATTHHLLEETTIICCSS BBAADDMMIINNTTOONN BBOOXXIINNGG CCYYCCLLIINNGG DDIIVVIINNGG GGYYMMNNAASSTTIICCSS HHOOCCKKEEYY::\nMMEENN’’SS\nPerformance delivery Athlete performance World-leading knowledge + Outstanding people +\nEnabling our top athletes pathways practice organisations\nto perform when it matters.\n  Source: `other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)`\n- [Page 12]\nCLIMATE ACTION PLAN\nIMPAC T\nPRIORITIES\nMeasure and Staff Initiatives Major Projects Education Tell Our Story\nReport Emissions\nSmall scale initiatives Larger scale projects with Educate athletes, staff, and Celebrate our progress\ncompleted at very little emissions reduction targets the community about the and advocate for broader\nImplement a system to\ncost with tangible actions which require significant importance of climate action. environmental policies.\nmeasure and report GHG\nproviding visibility, resourcing (time, expertise,\nemissions from all VIS\naccountability and a sense of budget).\nactivities, including travel, 2024-2026 2025-2026\naccomplishment.\nenergy use, and events.\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- [pages 8,9,10,11,12,13,14]\nds Report highlights\nlevels, while pursuing efforts to limit increased societal expectations that\nthe temperature increase to 1.5°C. sports organisations and athletes\nThe VIS Climate Action Plan priorities\n7\nPHOTO: JEMIMA SUPPORTS COMPETITOR AFTER A\nSTIFLING WORLD CHAMPIONSHIP RACE\nCREDIT: GETTY IMAGES\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- Australian community\nAustralian team representation: Sarah Thompson\nGYMNASTICS • Aditya Sareen Pippa Temperley a w n o d r l s d t c a l t a e s p s r p o r g o r g a r m am p s a r a t n n d e r e s n , t s o u r d e e l t i h ve a r t • S th y e s t r e o m le s p a a n rt d n e re r s a p li o g n n s m ib e il n it t i e w s i t in h T re h f e in t e e a s m up c p o o n rt t i p n r u o e c s e s to se d s e , v in e c lo lu p d a in n g d :\n40th FIG Rhythmic Gymnastics World Sam Waters key performance objectives are achieved the HP2032+ Sport Strategy • DPE survey - analysis and presentation\nChampionships – Valencia, Spain PROGRAM STAFF\nAustralian team representation: at a national and international level. of results & dashboard creation to\n  Source: `other-pdfs/2023-24-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2023-24-VIS-Annual-Review.pdf)`\n- PRIORITIES optimise athlete talent Facilities Coaches / Program\nManagers\nThe organisation is made up of over 115 employees who form Drive high performance Pride and Inspiration Manager\nan unrivalled network of expertise across coaching, physical outcomes with sports Our community engagement Communications Performance Physiotherapy/\npreparation, sport science, medicine, psychology, nutrition and career Stay ahead of the game contributes to ”Get Active Victoria” Receptionists and M M an a a rk g e e t r ing Co-Ordinator Assistant Manager STT Manager\nand education, delivering support and solutions to over 400 athletes Tell our story Our athletes are a positive influence – Physiology\nacross 45 sports. on the Victorian community Community Physiotherapy\n  Source: `other-pdfs/2024-2025-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2024-2025-VIS-Annual-Review.pdf)`\n- 2024 2026 2028-2029\nForm VIS Sustainability Squad Review impact of initiatives Consider offset initiatives for\nstubborn GHG emissions\nMeasure Carbon Baseline Updates presented at Board, 2040\nexecutive level & staff meetings\nSet reductions targets\nNet - Zero\n2025 2027 2030\nDevelop Climate Action Plan 20% reduction in GHG emissions 50% reduction in GHG emissions\nEstablish climate action Review Climate Action Plan Review Climate Action Plan\nreporting platform\n9\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- 2024-2026 Join Sports Environment SSCT Tennant Sustainability\n2024-2026 Alliance Roundtable\n2024-2026\nPlastic-free Open Day\nSupport the Girls (sports bra Food Waste Lunch’n’Learn Publish Climate Action Plan\nMeasure Carbon Baseline\ndonations) Staff Habits Survey\n(Scope 1, 2, & 3) (commuting) Carbon Literacy training Promote VIS initiatives and\nClean Up Australia Day projects on socials\nBusiness Team to complete\nProcurement Strategy\nCarbon Accounting short Beyond…\nImpact checklist for catering collaborative project\ncourse to ensure accurate Beyond…\nongoing reporting Ride to Work incentives\nBeyond… Beyond… Promote Climate Action\nEstablish reporting platform Athlete experience reels Plan review, setbacks and\nReview and update policies Lighting upgrades to LED achievements\n(travel, procurement, energy\nBeyond… efficiency) Renewable energy sourcing Promote athlete ambassadors\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- Plan on a page\nWorkplace Gender Audit\nCOMPOSITION Pay Equity by Tenure Recruitment and Workforce gender segregation\nPromotion\nGAP\n43% Workforce 57% TRADITIONAL GENDER STEREOTYPE\nOverall 1.7%\n71% Board 29%\nFull-time (fixed term) 2.9%\n50% Exec 50%\nPart-time (fixed term) -7.7% 70% 30% Feminised Roles Masculinised Roles\nCasual 11% Engagement, Surveillance,\nHuman Resources, Investigation Strategy,\nPolicy Risk & IT\n0% self-described/non-binary\nMostly Mostly\nVictorian Gender Pay Gap is 14.3% part-time full-time WORKFORCE GENDER SEGREGATION\nCULTURAL DIVERSITY\n20% > 55yrs\n7% Prefer Not To Say\nManagers\n5% European 44% 56%\n(CEO, Executive, SMT)\n2% East/South East Asian\n74% 2% Central Asian Salary benchmarking process HR team to be appointed Professionals\nAustralian completed in 2021 in 2022\n(Training and development; 67% 33%\n14% English, Irish, marketing specialists, doctors)\nScottish, Welsh\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [pages 8,9,10]\n2% Pacific Islander customer support officers)\n2% Other\nCommunity and Personal\nServices (Sports development 35% 65%\n0% Aboriginal or Torres Strait Islander 0% of staff\nofficers)\n50% Paid parental leave 50%\nreported Clerical and Administrative\nAGE DIVERSITY 0% Family violence leave 0% experiencing (reception, Program and project 62% 38%\n72% Part-time 28% administrators, information\nsexual\n8% aged 55-64 years (25% total workforce) officers, account clerk)\nharassment\n1% over 65 years\nEncourage staff to speak Need for review of recruitment and\nHR System to be adopted in 2022 Leave policies to be reviewed with up about innapropriate retention strategies, alongside\nto help capture diversity data an intersectional lens behaviour unconscious bias training\nGender Equality Action Plan 2022 - 2025 8\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Call to Action\nExecutive Support\nSustainability Squad\nAlliances\nLEEP\nARUAL\n:OTOHP\nSEGAMI\nYTTEG\n:TIDERC\nCLIMATE ACTION PLAN\nPhase 1 Phase 2 Phase 3 Phase 4\nMeasure Carbon Decarbonisation Reporting\nFootprint Plan\nScope 1,2 & 3 Impact Priorities Measure Progress\nSet Reduction Targets Staff Initiatives Report\nMajor Projects Review Plan\n8\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- 2024 2026 2028-2029\nForm VIS Sustainability Squad Review impact of initiatives Consider offset initiatives for\nstubborn GHG emissions\nMeasure Carbon Baseline Updates presented at Board, 2040\nexecutive level & staff meetings\nSet reductions targets\nNet - Zero\n2025 2027 2030\nDevelop Climate Action Plan 20% reduction in GHG emissions 50% reduction in GHG emissions\nEstablish climate action Review Climate Action Plan Review Climate Action Plan\nreporting platform\n9\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- 2024-2026 Join Sports Environment SSCT Tennant Sustainability\n2024-2026 Alliance Roundtable\n2024-2026\nPlastic-free Open Day\nSupport the Girls (sports bra Food Waste Lunch’n’Learn Publish Climate Action Plan\nMeasure Carbon Baseline\ndonations) Staff Habits Survey\n(Scope 1, 2, & 3) (commuting) Carbon Literacy training Promote VIS initiatives and\nClean Up Australia Day projects on socials\nBusiness Team to complete\nProcurement Strategy\nCarbon Accounting short Beyond…\nImpact checklist for catering collaborative project\ncourse to ensure accurate Beyond…\nongoing reporting Ride to Work incentives\nBeyond… Beyond… Promote Climate Action\nEstablish reporting platform Athlete experience reels Plan review, setbacks and\nReview and update policies Lighting upgrades to LED achievements\n(travel, procurement, energy\nBeyond… efficiency) Renewable energy sourcing Promote athlete ambassadors\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- It is outside the scope of VIS to influence changes to the Board level.\n• The VIS overall workforce median gender pay gap is 1.7%, in favour of men. • A lack of confidence was reported by staff\nwhen negotiating remuneration increases\n• Gender pay gaps are apparent at different levels and employment\nfor their work, skills and expertise.\nclassifications (i.e. full-time, part-time, casual):\n• There is a median gender pay gap of 2.9% for fixed term full-time roles (in • Staff highlighted that confidence was\nfavour of men) impacted by gender and cultural factors.\n• There is a median gender pay gap of 7.7% for fixed term part-time roles (in\n3 • Staff suggested more explicit benchmarks\nfavour of women)\nand standards in terms of KPI’s would help\n• There is a median gender pay gap of 11% for casual roles (in favour of men) to make that process more equitable\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [Page 19]\n1 ORGANISATIONAL CULTURE & DIVERSITY\nStrategic Action Indicator Measure Accountability Timeline\n1.1 Establishing quality and systematic data 1.1 Report on measures and progress of 1.1 Director of\ncollection systems and strengthening the implementation of a completed HR People and\npre-existing systems to capture system incorporating diversity measures Community\nintersectionality data (i.e. diversity data) to complete the data set for future (DPC)\nwithin both the permanent and casual audits and provide better insight into VIS\nworkforce workforce intersectionality\n1.1.1 Include diversity questions as part of the 1.1.1 Report on incorporated diversity measures 1.1.1 Twelve months\nonboarding/recruitment process for new such as capturing data on cultural identity,\nstaff gender identity, sexual orientation,\ndisability\n1.1.2 Disseminate a mini survey to permanent/ 1.1.\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [Page 22]\n5 & 7 RECRUITMENT & PROMOTION\nStrategic Action Indicator Measure Accountability Timeline\n5.1 Unconscious bias training for HR department 5.1 Where, when and how was training 5.1 DPC 5.1 Eighteen months\nand leadership to address unconscious bias rolled out Attendance and feedback.\nat every stage of the employment cycle (job How are the learnings beings HR Manager\nadvertisements, descriptions, composition of integrated?\ninterview panels, shortlisting and appointment Line management\nprocesses) (for PD reporting)\n5.2 More (equitable) opportunities, support and 5.2 Report on measures and progress 5.2 DPC 5.2 Four years\npathways for staff to move into positions of\nmanagement and higher responsibility HR Manager\nLine management\n(for PD reporting)\n7.1 Reviewing recruitment and retention 7.1 Include captured gender data of 7.1 Director High 7.1 Two years\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- 2022\n2022 Introduce GEAP progress 2022-2024\nreporting as a standing bi-\nPromote the GEAP through annual agenda item at Board, Sports Express - weekly digital\nVIS website and internal executive level meetings newsletter to all staff and external\ncomms (email and posters; and whole staff meetings stakeholders (milestones achieved,\ninitial rollout + milestones) (6monthly update) minimum 6 monthly updates)\nEstablish a gender reporting Annual report – formal digital/ Social media: Gender\ndashboard with Gaant chart hard copy report to all staff and Equity highlights,\nto feed into Dashboard external stakeholders (annual) celebration days and\nmilestones (ad hoc)\nJUNE 2022 SEPTEMBER 2022\n2022-2024\nGender Equality Action Plan 2022 - 2025 26\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- Amelia served 6 years as a Director, where\nin Athletics, Combat, Cycling/Para-cycling, Diving, Gymnastics, Hockey, learning journey as part of the National she made a very significant contribution not\nThe VIS New Beginnings project has Generation 2032 Coach Program, which aims\nNetball, Swimming/Para-swimming and Table Tennis/Para-table tennis. only to the deliberations and decisions of\nnow been realised following our State to develop contemporary ways of delivering\nIn addition to the medal count, VIS athletes achieved 36 top 8 performances the Board and Sub Committees, but also in\nGovernment funding increase in 2021-22.\n  Source: `other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)`\n- 1995 / DANIEL KOWALSKI / Swimming\n1996 / OARSOME FOURSOME / Rowing\nThe 2XU Rising Star Award, which recognises the\n1997 / CATHERINE FREEMAN / Track & Field\nyoung athlete who has achieved outstanding sporting\n1998 / SARAH FITZ-GERALD / Squash\nresults during the year, complemented by success in\n1999 / CATHERINE FREEMAN / Track & Field\nother areas of their life, was awarded to 14-year-old\ndiver Charli Petrov.\n  Source: `other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)`\n- Dom and Belle\nrepresented the VIS so well at the Olympics, and as a program, we are so\nproud of all they have achieved throughout their careers and the lasting\nlegacy they have left on diving in Australia.”\n— Mathew Helm (National Diving Coach – Melbourne)\n24 ANNUAL REVIEW 24/25 ANNUAL REVIEW 24/25 25\n  Source: `other-pdfs/2024-2025-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2024-2025-VIS-Annual-Review.pdf)`\n- [pages 14,15]\norm) COACHES\nAquanation\n• Jonah Mercieca (Men’s 10m Mathew Helm\nPlatform Synchro) National Diving Coach - VIS Gymnasium\n• Hudson Skinner (Men’s 3m Melbourne (DA)\nSpringboard & Mixed 3m & PARTNERS\nHarriet Jones\n10m Team) Head Coach Diving Australia\nDiving Victoria\nGNIVID\nHTIMS\nELLEBANA\n:OTOHP\nSEGAMI\nYTTEG\n:TIDERC\n”The athletes have had a very busy year and have achieved some\noutstanding results, which is a testament to the work they have put\nin and dedication to wanting to continually improve.\n  Source: `other-pdfs/2024-2025-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2024-2025-VIS-Annual-Review.pdf)`\n- [Page 12]\nCLIMATE ACTION PLAN\nIMPAC T\nPRIORITIES\nMeasure and Staff Initiatives Major Projects Education Tell Our Story\nReport Emissions\nSmall scale initiatives Larger scale projects with Educate athletes, staff, and Celebrate our progress\ncompleted at very little emissions reduction targets the community about the and advocate for broader\nImplement a system to\ncost with tangible actions which require significant importance of climate action. environmental policies.\nmeasure and report GHG\nproviding visibility, resourcing (time, expertise,\nemissions from all VIS\naccountability and a sense of budget).\nactivities, including travel, 2024-2026 2025-2026\naccomplishment.\nenergy use, and events.\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- Amelia\nANNE MARIE a result of these changes in funding, the VIS through enhanced use of innovation brought her broad understanding of the\nHARRISON have moved from previously supporting 232 and technology, advanced interpersonal\nAustralian sporting system from a number\nChief Executive In World Championship competition, VIS career, it is noteworthy that almost all VIS athletes to now supporting 414 categorised and leadership skills, and an increased of perspectives which was always valuable\nOfficer athletes reached the podium on 39 occasions athletes are striving for greatness both on athletes, hosting 14 Tier 1 sport programs in understanding of athlete development. in providing insights and a guiding hand.\n  Source: `other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)`\n- World Championships. improve their sporting performances while\n• Success of Australia as a top 15 nation at promoting continuous personal development\nThe staff work closely with our National\nthe Winter Olympic and Paralympic Games and supporting athlete welfare and\nand State program partners to deliver\n• Success of Australia as a top 5 nation at the engagement with the wider community.\nworld class programs and ensure that Olympic Games\nkey performance objectives are achieved The increased Government funding from 2021\n• Success of Australia as a top 2 nation at the\nat a national and international level. allowed the VIS to upgrade its facility, which\nCommonwealth Games. was completed in February 2023.\n  Source: `other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $10, $5, $12 | Resourcing\nA snapshot of our organisational approach for the continued preparation and implementation of the GEAP\nFuture GEAP strategies\nbudget for the will be built into\ndevelopment of the the core duties and\nnext GEAP 2025 – responsibilities of Director\n2029 to be advised People & Community and\nHR Manager (positions\nyet to be filled)\nBudget\nfor training,\nawareness/\ncelebration days and\nAppointment\nmentorships to be\nof the GE\nadvised\nWorking Gro | `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)` |\n| 50 staff | Approach To Meaningful Gender Equality Working Group & Workforce\nEngagement & Consultation Employee Representative Engagement Consulation &\nEngagement\nCOMMUNICATION VIRTUAL WORKSHOPS\nRegular email communications from the VIRTUAL WORKSHOPS\nWorkshop 1\nGender Equality Working Group were sent\n75% attendance from the Gender Equality Working Group Workshop 1\nout to staff and included an overview\nA total of 50 staff members\nof the work being undertaken | `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)` |\n\n## Key Achievements\n\n- [Page 21]\n2 & 3 GENDER EQUALITY IN THE WORKFORCE\nStrategic Action Indicator Measure Accountability Timeline\n2.1 Periodically provide the Minister with 2.1 Provide overview of report to minister and 2.1 Chair/CEO 2.1 Every two years\nup-to-date skills matrices - including details on when this was completed and following GEAP\ngender and diversity information, and submitted progress report\nrecommendations in relation to VIS board\nappointments that will meet both the\nbusiness needs of the organisation and\ngender and diversity policy requirements of\ngovernment\n3.1 Reviewing the process (collection, upload, 3.1 A completed integrated HR system has 3.1 DPC 3.1 Twelve – Eighteen\nextrapolation) for completing the CGEPS been implemented.\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [pages 21,22,23,24,25,26]\nn when this was completed and following GEAP\ngender and diversity information, and submitted progress report\nrecommendations in relation to VIS board\nappointments that will meet both the\nbusiness needs of the organisation and\ngender and diversity policy requirements of\ngovernment\n3.1 Reviewing the process (collection, upload, 3.1 A completed integrated HR system has 3.1 DPC 3.1 Twelve – Eighteen\nextrapolation) for completing the CGEPS been implemented.\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [Page 19]\n1 ORGANISATIONAL CULTURE & DIVERSITY\nStrategic Action Indicator Measure Accountability Timeline\n1.1 Establishing quality and systematic data 1.1 Report on measures and progress of 1.1 Director of\ncollection systems and strengthening the implementation of a completed HR People and\npre-existing systems to capture system incorporating diversity measures Community\nintersectionality data (i.e. diversity data) to complete the data set for future (DPC)\nwithin both the permanent and casual audits and provide better insight into VIS\nworkforce workforce intersectionality\n1.1.1 Include diversity questions as part of the 1.1.1 Report on incorporated diversity measures 1.1.1 Twelve months\nonboarding/recruitment process for new such as capturing data on cultural identity,\nstaff gender identity, sexual orientation,\ndisability\n1.1.2 Disseminate a mini survey to permanent/ 1.1.\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- 2022\n2022 Introduce GEAP progress 2022-2024\nreporting as a standing bi-\nPromote the GEAP through annual agenda item at Board, Sports Express - weekly digital\nVIS website and internal executive level meetings newsletter to all staff and external\ncomms (email and posters; and whole staff meetings stakeholders (milestones achieved,\ninitial rollout + milestones) (6monthly update) minimum 6 monthly updates)\nEstablish a gender reporting Annual report – formal digital/ Social media: Gender\ndashboard with Gaant chart hard copy report to all staff and Equity highlights,\nto feed into Dashboard external stakeholders (annual) celebration days and\nmilestones (ad hoc)\nJUNE 2022 SEPTEMBER 2022\n2022-2024\nGender Equality Action Plan 2022 - 2025 26\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- 2023)\n30 programs have been delivered to schools\nKey achievements for the CAMS team this Dominic Hook\nat the VIS with the use of VIS athletes for the\nyear: Digital Content Creator (from August 2022) 282\nTours and VIS dietitians and performance\nscientists for the VIS Advancement Series. • Improved and streamlined visual look across Amy McMahon 15,744\nThe VIS Advancement Series delivers nutrition all digital output Community Engagement & Events Coordinator\nand sport science education sessions to • VIS branded templates developed (from September 2022) PROGRAMS 113 VICTORIAN\nand distributed to staff improving the DELIVERED\nVictorian Government secondary schools PARTICIPANTS REGIONAL\nprofessional presentation of staff’s work Kate Paul-Drevensek TO VICTORIAN\ndrawing on the extensive knowledge and IN TOTAL SCHOOLS\n  Source: `other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)`\n- KEY ACHIEVEMENTS PERFORMANCE SUPPORT\nSTAFF\n2024 U21 ILCA World Championships\n– Viana do Castelo, Portugal Josh Ferguson\nPhysiotherapist\nAustralian Team Representation:\n• Jack Eickmeyer Kim Gray\n• Thomas Holmes Performance Lifestyle Adviser\nDr Philippa Inge\n2024 U23 IQ Foiling World\nSports Physician\nChampionship – Silvaplana,\nSwitzerland Michael Inglis\nPerformance Psychologist\nAustralian Team Representation:\n• Anna Cripsey Sarina Lococo\nSports Dietitian\n2025 470 National Championships –\nBen Willey\nSydney, Australia\nPhysical Preparation Coach\n• Sophie Jackson - 1st Mixed 470\nATHLETES\nAustralian Sailing Team\n• Laura Harding - 49er FX Anna Cripsey\nPhilip Cripsey\nAustralian Sailing Pathways Team\nTana Deyell\n• Casey Imeneo - ILCA 6\nJack Eickmeyer\nLaura Harding\nPROGRAM STAFF\nThomas Holmes\nHannah Every-Hall Casey Imeneo\nGeneral Manager High Performance James Jackson\nAlice Neill Sophie Jackson\n  Source: `other-pdfs/2024-2025-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2024-2025-VIS-Annual-Review.pdf)`\n- [Page 12]\nCLIMATE ACTION PLAN\nIMPAC T\nPRIORITIES\nMeasure and Staff Initiatives Major Projects Education Tell Our Story\nReport Emissions\nSmall scale initiatives Larger scale projects with Educate athletes, staff, and Celebrate our progress\ncompleted at very little emissions reduction targets the community about the and advocate for broader\nImplement a system to\ncost with tangible actions which require significant importance of climate action. environmental policies.\nmeasure and report GHG\nproviding visibility, resourcing (time, expertise,\nemissions from all VIS\naccountability and a sense of budget).\nactivities, including travel, 2024-2026 2025-2026\naccomplishment.\nenergy use, and events.\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- This increased 18% in our General Audience, Keely Wallace-Kilbane\n23% in Community Programs\nor athlete story to be told – and across 5 different universities. was an excellent result and follow-up research Human Resources Coordinator\nthe team prides itself on sharing • 78% of staff completed the People Matter indicated that community interest in, and\nVIS expertise and achievements Survey, providing their feedback on their awareness of, Open Day will continue to grow.\nto positively impact and inspire working experience at the VIS.\n  Source: `other-pdfs/2023-24-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2023-24-VIS-Annual-Review.pdf)`\n- Call to Action\nExecutive Support\nSustainability Squad\nAlliances\nLEEP\nARUAL\n:OTOHP\nSEGAMI\nYTTEG\n:TIDERC\nCLIMATE ACTION PLAN\nPhase 1 Phase 2 Phase 3 Phase 4\nMeasure Carbon Decarbonisation Reporting\nFootprint Plan\nScope 1,2 & 3 Impact Priorities Measure Progress\nSet Reduction Targets Staff Initiatives Report\nMajor Projects Review Plan\n8\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- 2024-2026 Join Sports Environment SSCT Tennant Sustainability\n2024-2026 Alliance Roundtable\n2024-2026\nPlastic-free Open Day\nSupport the Girls (sports bra Food Waste Lunch’n’Learn Publish Climate Action Plan\nMeasure Carbon Baseline\ndonations) Staff Habits Survey\n(Scope 1, 2, & 3) (commuting) Carbon Literacy training Promote VIS initiatives and\nClean Up Australia Day projects on socials\nBusiness Team to complete\nProcurement Strategy\nCarbon Accounting short Beyond…\nImpact checklist for catering collaborative project\ncourse to ensure accurate Beyond…\nongoing reporting Ride to Work incentives\nBeyond… Beyond… Promote Climate Action\nEstablish reporting platform Athlete experience reels Plan review, setbacks and\nReview and update policies Lighting upgrades to LED achievements\n(travel, procurement, energy\nBeyond… efficiency) Renewable energy sourcing Promote athlete ambassadors\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)`\n- Plan on a page\nWorkplace Gender Audit\nCOMPOSITION Pay Equity by Tenure Recruitment and Workforce gender segregation\nPromotion\nGAP\n43% Workforce 57% TRADITIONAL GENDER STEREOTYPE\nOverall 1.7%\n71% Board 29%\nFull-time (fixed term) 2.9%\n50% Exec 50%\nPart-time (fixed term) -7.7% 70% 30% Feminised Roles Masculinised Roles\nCasual 11% Engagement, Surveillance,\nHuman Resources, Investigation Strategy,\nPolicy Risk & IT\n0% self-described/non-binary\nMostly Mostly\nVictorian Gender Pay Gap is 14.3% part-time full-time WORKFORCE GENDER SEGREGATION\nCULTURAL DIVERSITY\n20% > 55yrs\n7% Prefer Not To Say\nManagers\n5% European 44% 56%\n(CEO, Executive, SMT)\n2% East/South East Asian\n74% 2% Central Asian Salary benchmarking process HR team to be appointed Professionals\nAustralian completed in 2021 in 2022\n(Training and development; 67% 33%\n14% English, Irish, marketing specialists, doctors)\nScottish, Welsh\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- The PMS was completed by 53% of the workforce (compared to 39% response rate for whole of Victorian Public Sector) -\nencouragement to participate in the PMS will be important to help monitor workplace sexual harassment.\n• Women were overrepresented in recruitment (70%) compared to men (30%). • Staff highlighted the need for more\n(equitable) opportunities and pathways\n• Women were mainly recruited into part-time fixed term roles, men were\nto move into management roles and\nmainly recruited into full-time fixed terms roles.\nparticipate in professional development\n• Limited diversity data on recruited staff, except for age. opportunities\n• 20% of those recruited were over the age of 55 years.\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Plan on a page\nWorkplace Gender Audit\nCOMPOSITION Pay Equity by Tenure Recruitment and Workforce gender segregation\nPromotion\nGAP\n43% Workforce 57% TRADITIONAL GENDER STEREOTYPE\nOverall 1.7%\n71% Board 29%\nFull-time (fixed term) 2.9%\n50% Exec 50%\nPart-time (fixed term) -7.7% 70% 30% Feminised Roles Masculinised Roles\nCasual 11% Engagement, Surveillance,\nHuman Resources, Investigation Strategy,\nPolicy Risk & IT\n0% self-described/non-binary\nMostly Mostly\nVictorian Gender Pay Gap is 14.3% part-time full-time WORKFORCE GENDER SEGREGATION\nCULTURAL DIVERSITY\n20% > 55yrs\n7% Prefer Not To Say\nManagers\n5% European 44% 56%\n(CEO, Executive, SMT)\n2% East/South East Asian\n74% 2% Central Asian Salary benchmarking process HR team to be appointed Professionals\nAustralian completed in 2021 in 2022\n(Training and development; 67% 33%\n14% English, Irish, marketing specialists, doctors)\nScottish, Welsh\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- Workplace Gender\nSummary of audit findings Summary of staff feedback\nEquality Indicator\n• A higher proportion of staff are male (57%) compared to female (43%) and • Staff felt there was a lack of overall\nself-described/non-binary (0%), with greater representation of men at most cultural diversity within the organisation\nleadership levels:\n• Strategies needed around retaining staff to\n» Level 0 & 1 (Executive) – 67% male, 33% female\nsupport the ageing workforce\n» Level 2 (General and Specialist Managers) – 100% male\n» Level 3 (Head Coaches/Leads/Coordinators) – 47% male; 53% female • “I think cultural days throughout the year\nare important to celebrate and that all\n• Men and women are both more likely to be in full-time employment than any cultures are included”\nother employment type (part-time, casual), however women are three times\nmore likely to work part-time than men (72% women;\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- Resourcing\nA snapshot of our organisational approach for the continued preparation and implementation of the GEAP\nFuture GEAP strategies\nbudget for the will be built into\ndevelopment of the the core duties and\nnext GEAP 2025 – responsibilities of Director\n2029 to be advised People & Community and\nHR Manager (positions\nyet to be filled)\nBudget\nfor training,\nawareness/\ncelebration days and\nAppointment\nmentorships to be\nof the GE\nadvised\nWorking Group\n(8-10 ppl)\n2hr/month\nBudget for\nconsultants to\nsupport the 2-year\nGEAP progress report\nELT, DHP, DPHS and\nand audit – estimated\nLine managers FTE\nat $10-15k\n(Full Time Equivalent)\nto be advised\nHR systems upgrade\n– estimated at $5k\nsetup + $12k annually\nGender Equality Action Plan 2022 - 2025 25\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- VIS overall diversity profile:\nIn the 2021 People Matters Survey (PMS)1: In the 2020-2021 Payroll dataset2:\n• 0% identify as gender diverse • 0% identify as gender diverse (i.e. self-described, non-binary)\n• 7% identify as sexually diverse • 0% identify as sexually diverse (i.e. gay or lesbian, bisexual, pansexual,\n• 2% identify as living with a disability asexual) (less than 3% prefer not to say)\n• 0% identify as Aboriginal or Torres Strait Islander • 0% identify as living with a disability (less than 2% prefer not to say)\n• 27% identify as culturally diverse • 0% identify as Aboriginal or Torres Strait Islander (1% prefer not to say)\n(7% prefer not to say) • 0% identify as culturally diverse (i.e. other than Australian)\n• 12% are over the age of 55 years • 9% of staff are above the age of 55 years (including 1% over 65 years)\nINDICATOR 1: GENDER COMPOSITION OF THE WORKFORCE\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [Page 33]\nINDICATOR 5: RECRUITMENT AND PROMOTION\nWorkplace data audit results\n• Overall gender composition of recruitments\nType of employment % women % men % non-binary\nFull-time ongoing - - -\nFull-time fixed term - 20% -\nPart-time ongoing 10% - -\nPart-time fixed term 40% 10% -\nCasual 20% - -\nTotal 70% 30% -\n• Overall gender composition of staff who exited the organisation\nGender % women % men % non-binary\nLevel -1 - - -\nLevel -2 - 12.5% -\nLevel -3 25% 25% -\nLevel -4 25% 12.5% -\nTotal 50% 50% -\nEmployee experience data\nPeople Matters Survey question Total % who agree\nMy organisation makes fair recruitment and promotion decisions, based on merit 76%\nI feel I have an equal chance at promotion in my organisation 36%\nGender is not a barrier to success in my organisation 93%\nBeing Aboriginal and/or Torres Strait Islander is not a barrier to success in my organisation 95%\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [Page 34]\nINDICATOR 6: LEAVE & FLEXIBILITY\nWorkplace data audit results\n• Proportion of the workforce using formal flexible working arrangements\nGender Total Percentage (%)\nWomen 0%\nMen 0%\nNon-binary, use a different term or prefer not to say 0%\nAll VIS respondents4 0%\nEmployee experience data\nPeople Matters Survey question Total % who agree\nMy organisation would support me if I needed to\n86% • Staff who took parental leave\ntake family violence leave\n» Women: 50%\nI am confident that if I requested a flexible work\n95% » Men: 50%\narrangement, it would be given due consideration\n» Non-binary: 0%\nMy organisation supports employees with family or\n88%\nother caring responsibilities, regardless of gender • Staff who exited the organisation during parental leave\nI have the flexibility I need to manage my work and » Women: 0%\n93%\nnon-work activities and responsibilities » Men: 0%\n» Non-binary: 0%\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- Opals captain Tess services, the Victorian Government is providing\nis currently a Director at the Richmond Football Club, a member of the Finance Audit & Risk Committee Madgen, who led the team to a bronze medal, $58.2 million to support the VIS over four years\nof Sport with our state’s best\nand a Consultant to the Bendigo and Adelaide Bank.\n  Source: `other-pdfs/2024-2025-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2024-2025-VIS-Annual-Review.pdf)`\n- [pages 4,5]\nister for Tourism, Sport and Major Events,\nled the high performance program with\nDuring her time at the VIS, she supported Steve Dimopoulos MP, who is an engaged\ndedication and insight for over a decade.\nthe 2021 State Budget outcome of increased and enthusiastic supporter of the VIS, along\nfunding, the development of a new strategic Our most significant farewell was to Anne with the ongoing guidance from Sport and\nplan, values and mission and guided the Marie Harrison, who retired after 18 years as Recreation Victoria within the Department\nVIS through the challenges of the COVID-19 CEO.\n  Source: `other-pdfs/2024-2025-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2024-2025-VIS-Annual-Review.pdf)`\n- [Page 7]\nOUR COMMITMENT SO FAR\nVIS Leadership VIS Policy In Support of\n71% Female Board Members Equal Employment Gender representation on interview panels\n(quota 40%)3 Opportunity Policy\nFemale Athlete Health and Performance\nFemale Chair of the Board Sexual Harassment Policy initiatives\nFemale CEO Whistleblower Protection Policy Females in Sport ‘This Girl Can’ campaign4\nFlexible Working Policy Females in Leadership development\nopportunities\nParental Leave policy\nConfidential Employee Assistance Program (EAP)\nOUR WORK CONTINUES\n2021 2022\n• Reconciliation Action Plan Working Group established • Reconciliation Action Plan underway\n• Gender Equality Working Group established • Gender Equality Action Plan underway\n• Salary benchmarking process completed • Essential Skills professional development workshops:\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [Page 21]\n2 & 3 GENDER EQUALITY IN THE WORKFORCE\nStrategic Action Indicator Measure Accountability Timeline\n2.1 Periodically provide the Minister with 2.1 Provide overview of report to minister and 2.1 Chair/CEO 2.1 Every two years\nup-to-date skills matrices - including details on when this was completed and following GEAP\ngender and diversity information, and submitted progress report\nrecommendations in relation to VIS board\nappointments that will meet both the\nbusiness needs of the organisation and\ngender and diversity policy requirements of\ngovernment\n3.1 Reviewing the process (collection, upload, 3.1 A completed integrated HR system has 3.1 DPC 3.1 Twelve – Eighteen\nextrapolation) for completing the CGEPS been implemented.\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [pages 21,22,23,24,25,26]\nn when this was completed and following GEAP\ngender and diversity information, and submitted progress report\nrecommendations in relation to VIS board\nappointments that will meet both the\nbusiness needs of the organisation and\ngender and diversity policy requirements of\ngovernment\n3.1 Reviewing the process (collection, upload, 3.1 A completed integrated HR system has 3.1 DPC 3.1 Twelve – Eighteen\nextrapolation) for completing the CGEPS been implemented.\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [Page 32]\nINDICATOR 4: SEXUAL HARASSMENT\nWorkplace data audit results\n• There were no formal sexual harassment complaints made between 1 July 2020 to 30 June 2021.\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- People Matters Survey question Total % who agree\nYes, during the last 12 months in your current organisation I have experienced the\n0%\nabove [sexual harassment] behaviours at work\nI feel safe to challenge inappropriate behaviour at work 86%\nMy organisation takes steps to eliminate bullying, harassment and discrimination 93%\nMy organisation encourages respectful workplace behaviours 98%\nGender Equality Action Plan 2022 - 2025 32\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- Tina De Young and she is currently a Director at the Richmond Football Club, a member of the Finance Audit & Risk 2016\nCommittee and a Consultant to the Bendigo and Adelaide Bank.\n  Source: `other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)`\n\n## Corporate Values and Operating Culture\n\n- GGOOLLDD SSIILLVVEERR BBRROONNZZEE\nHHOOLLDDEERRSS\nSSEELLEECCTTEEDD\nOUR VISION We win well to inspire Australians\n4411 PPOODDIIUUMM RREESSUULLTTSS\n1133\nSSppoorrttss\n4411 PPOODDIIUUMM LLEEVVEELL\nOur Mission FFeemmaallee\nWe are united in our pursuit to build an inclusive and sustainable sporting system that is: RREESSUULLTTSS AACCHHIIEEVVEEDD\n88\nAAtthhlleetteess BBYY VVIISS AATTHHLLEETTEESS\n88\n• Performance driven • Athlete focused • Exceptionally led • Purposefully collaborative\nWe win when it matters and We deliver holistic athlete We lead with vision, integrity We work together towards\nwe win well, because we development and have and accountability to shared outcomes and PPaarraa--aatthhlleetteess 4422 VVIISS AATTHHLLEETTEESS\nknow that performance and clear pathways and create environments where recognise and strengthen\nFFIINNIISSHHEEDD IINN AA\n  Source: `other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)`\n- KEY ACHIEVEMENTS COACHES\n2023 Sailing World Championships Carrie Smith\nHead Coach\n– The Hauge, Netherlands\nAustralian team representation: SERVICE PROVIDERS\n• Laura Harding – 49er FX\nJosh Ferguson\n• Casey Imeneo – ILCA 6\nSports Physiotherapist\n• Sophie Jackson – Mixed 470\n• Jack Marquardt – iQ Foil Kim Gray\nPerformance Lifestyle Adviser\n2023 ILCA U21 World\nDr Philippa Inge\nChampionships – Tanger, Morocco\nSports Physician (returned from\nAustralian team representation: parental leave October 2023)\n• Jack Eickmeyer Michael Inglis\n• Lachlan Weber Performance Psychologist\n2024 Australian ILCA Sarina Lococo\nChampionships – Sports Dietitian\nAdelaide, Australia Ben Willey\n• Lachlan Weber – 1st U21 ILCA 7 Physical Preparation Coach\n2024 ICLA 6 Women’s ATHLETES\nWorld Championships – Harrison Chapman\nBuenos Aires, Argentina Anna Cripsey\nAustralian team representation: Philip Cripsey\n  Source: `other-pdfs/2023-24-VIS-Annual-Review.pdf (https://vis.org.au/wp-content/uploads/2025/12/2023-24-VIS-Annual-Review.pdf)`\n- [Page 7]\nOUR COMMITMENT SO FAR\nVIS Leadership VIS Policy In Support of\n71% Female Board Members Equal Employment Gender representation on interview panels\n(quota 40%)3 Opportunity Policy\nFemale Athlete Health and Performance\nFemale Chair of the Board Sexual Harassment Policy initiatives\nFemale CEO Whistleblower Protection Policy Females in Sport ‘This Girl Can’ campaign4\nFlexible Working Policy Females in Leadership development\nopportunities\nParental Leave policy\nConfidential Employee Assistance Program (EAP)\nOUR WORK CONTINUES\n2021 2022\n• Reconciliation Action Plan Working Group established • Reconciliation Action Plan underway\n• Gender Equality Working Group established • Gender Equality Action Plan underway\n• Salary benchmarking process completed • Essential Skills professional development workshops:\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [Page 7]\nPHOTO: LAURA PEEL, aerial skiing\nVIS VALUES THAT DRIVE US\nAt the VIS we champion the pursuit of excellence with purpose, integrity,\nambition, and collaboration as the foundation of everything we do,\nensuring every investment delivers measurable impact for Victoria.\n  Source: `strategies/VIS-Strategic-Plan-2025-2032.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Strategic-Plan-2025-2032.pdf)`\n- [Page 14]\nVALUES\nCHAMPION THE PURSUIT OF EXCELLENCE\nWITH PURPOSE, INTEGRITY, AMBITION\nAND COLLABORATION.\n  Source: `strategies/VIS-Strategic-Plan-2025-2032.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Strategic-Plan-2025-2032.pdf)`\n- AAGGEE SSPPAANN\n1144 AAGGEE 4499\nWorld-class Clear roles + Inclusive Resources to achieve Values + Strategy monitoring\ncoaching responsibilities design quality outcomes behaviours + evaluation YYoouunnggeesstt OOllddeesstt\nPHOTO: TYSON BULL\nCREDIT: GETTY IMAGES AL BELLO\n8 ANNUAL REVIEW 22/23 ANNUAL REVIEW 22/23 9\n  Source: `other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)`\n- Plan on a page\nWorkplace Gender Audit\nCOMPOSITION Pay Equity by Tenure Recruitment and Workforce gender segregation\nPromotion\nGAP\n43% Workforce 57% TRADITIONAL GENDER STEREOTYPE\nOverall 1.7%\n71% Board 29%\nFull-time (fixed term) 2.9%\n50% Exec 50%\nPart-time (fixed term) -7.7% 70% 30% Feminised Roles Masculinised Roles\nCasual 11% Engagement, Surveillance,\nHuman Resources, Investigation Strategy,\nPolicy Risk & IT\n0% self-described/non-binary\nMostly Mostly\nVictorian Gender Pay Gap is 14.3% part-time full-time WORKFORCE GENDER SEGREGATION\nCULTURAL DIVERSITY\n20% > 55yrs\n7% Prefer Not To Say\nManagers\n5% European 44% 56%\n(CEO, Executive, SMT)\n2% East/South East Asian\n74% 2% Central Asian Salary benchmarking process HR team to be appointed Professionals\nAustralian completed in 2021 in 2022\n(Training and development; 67% 33%\n14% English, Irish, marketing specialists, doctors)\nScottish, Welsh\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n- [pages 8,9,10]\n2% Pacific Islander customer support officers)\n2% Other\nCommunity and Personal\nServices (Sports development 35% 65%\n0% Aboriginal or Torres Strait Islander 0% of staff\nofficers)\n50% Paid parental leave 50%\nreported Clerical and Administrative\nAGE DIVERSITY 0% Family violence leave 0% experiencing (reception, Program and project 62% 38%\n72% Part-time 28% administrators, information\nsexual\n8% aged 55-64 years (25% total workforce) officers, account clerk)\nharassment\n1% over 65 years\nEncourage staff to speak Need for review of recruitment and\nHR System to be adopted in 2022 Leave policies to be reviewed with up about innapropriate retention strategies, alongside\nto help capture diversity data an intersectional lens behaviour unconscious bias training\nGender Equality Action Plan 2022 - 2025 8\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py <entity>` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `strategies/VIS-Climate-Action-Plan-2025-2030.pdf` - strategies - https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf\n- `strategies/VIS-First-Nations-Strategic-Plan-2023-2026.pdf` - strategies - https://vis.org.au/wp-content/uploads/2025/12/VIS-First-Nations-Strategic-Plan-2023-2026.pdf\n- `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf` - strategies - https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf\n- `strategies/VIS-Gender-Equality-Action-Plan-Statement-2024.pdf` - strategies - https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-Statement-2024.pdf\n- `strategies/VIS-Strategic-Plan-2025-2032.pdf` - strategies - https://vis.org.au/wp-content/uploads/2025/12/VIS-Strategic-Plan-2025-2032.pdf\n- `pages/about.html` - pages - https://vis.org.au/about-vis/\n- `pages/contact.html` - pages - https://vis.org.au/wp-content/plugins/contact-form-7/includes/css/styles.css?ver=6.1.5\n- `pages/homepage.html` - pages - https://vis.org.au/\n- `pages/leadership.html` - pages - https://vis.org.au/leadership/\n- `pages/news-latest.html` - pages - https://vis.org.au/news/\n- `pages/publications-index.html` - pages - https://vis.org.au/publications-resources/\n- `other-pdfs/2022-23-VIS-Annual-Reviews.pdf` - other-pdfs - https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf\n- `other-pdfs/2023-24-VIS-Annual-Review.pdf` - other-pdfs - https://vis.org.au/wp-content/uploads/2025/12/2023-24-VIS-Annual-Review.pdf\n- `other-pdfs/2024-2025-VIS-Annual-Review.pdf` - other-pdfs - https://vis.org.au/wp-content/uploads/2025/12/2024-2025-VIS-Annual-Review.pdf\n- `other-pdfs/2024-25-VIS-Annual-Review.pdf` - other-pdfs - https://vis.org.au/wp-content/uploads/2025/12/2024-25-VIS-Annual-Review.pdf\n- `other-pdfs/VIS-Pinnacle-2024-Spreads.pdf` - other-pdfs - https://vis.org.au/wp-content/uploads/2025/12/VIS-Pinnacle-2024-Spreads.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 Institute of Sport - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:36:01.819239+00:00\n**Entity ID**: S-VIC-041\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: 2\n\n| Type | Count |\n|---|---:|\n| Act | 2 |\n\n## Legislation References\n\n### Gender Equality Act 2020\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.vic.gov.au/search?q=Gender+Equality+Act+2020\n\n**Sources**:\n- `strategies/VIS-Climate-Action-Plan-2025-2030.pages.jsonl`\n- `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pages.jsonl`\n\n**Evidence contexts**:\n- stainable future.\nWhile we are currently exempt from mandatory\nreporting, VIS also recognises its responsibility\nto meet the objectives set out in Victorian\nGovernment legislation and policies. This\nincludes obligations set out in the Climate\nChange Act 2017, Gender Equality Act 2020 and\nThe priorities of this Climate Action Plan provide a road map to\nachieving the VIS decarbonisation vision for the next five years\n(and beyond) and we look forward to celebrating our learnings and\nachievements as we walk this important path together.\nYEMOW\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.pages.jsonl`\n- he state of Victoria, and throughout participation in developing this GEAP is an\nthe world. The VIS is committed to a diverse workforce example of our commitment to change and\nand a place where all people feel welcome will further support our work in ensuring\nThe Gender Equality Act 2020 (the Act) was and valued for the experiences they bring to women are afforded opportunities across\ninitiated in Victoria on 31 March 2021, to their role. While this is a Plan to encourage the organisation.\nimprove gender equality in the workplace, and and ena\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pages.jsonl`\n- tion\ncaring and unpaid labour roles at a rate double\nThe VIS Gender Equality Action Plan priorities\nto that of men and are less likely to advance\nfor the next 4 years reflect the key principles\nin their careers, as a result retiring on average\noutlined in the Gender Equality Act 2020 and\nwith 23.4% less superannuation8. At the same\nintegrate the feedback we received through\ntime, men continue to have less access to\nour successful workforce consultation process,\nfamily-friendly policies such as parental leave\ntogether with an ongoing commi\n  Source: `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pages.jsonl`\n\n### Climate Change Act 2017\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.vic.gov.au/search?q=Climate+Change+Act+2017\n\n**Sources**:\n- `strategies/VIS-Climate-Action-Plan-2025-2030.pages.jsonl`\n\n**Evidence contexts**:\n- within the community. sustainable future.\nWhile we are currently exempt from mandatory\nreporting, VIS also recognises its responsibility\nto meet the objectives set out in Victorian\nGovernment legislation and policies. This\nincludes obligations set out in the Climate\nChange Act 2017, Gender Equality Act 2020 and\nThe priorities of this Climate Action Plan provide a road map to\nachieving the VIS decarbonisation vision for the next five years\n(and beyond) and we look forward to celebrating our learnings and\nachievements as we walk this impo\n  Source: `strategies/VIS-Climate-Action-Plan-2025-2030.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/news-latest.html` (page)\n- `pages/publications-index.html` (page)\n- `other-pdfs/2022-23-VIS-Annual-Reviews.pages.jsonl` (pdf_pages)\n- `other-pdfs/2023-24-VIS-Annual-Review.pages.jsonl` (pdf_pages)\n- `other-pdfs/2024-2025-VIS-Annual-Review.pages.jsonl` (pdf_pages)\n- `other-pdfs/2024-25-VIS-Annual-Review.pages.jsonl` (pdf_pages)\n- `other-pdfs/VIS-Pinnacle-2024-Spreads.pages.jsonl` (pdf_pages)\n- `strategies/VIS-Climate-Action-Plan-2025-2030.pages.jsonl` (pdf_pages)\n- `strategies/VIS-First-Nations-Strategic-Plan-2023-2026.pages.jsonl` (pdf_pages)\n- `strategies/VIS-Gender-Equality-Action-Plan-2022-25.pages.jsonl` (pdf_pages)\n- `strategies/VIS-Gender-Equality-Action-Plan-Statement-2024.pages.jsonl` (pdf_pages)\n- `strategies/VIS-Strategic-Plan-2025-2032.pages.jsonl` (pdf_pages)",
  "global_initiatives_md": null,
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": null,
    "purposes_source_page": null,
    "how_we_deliver": null,
    "how_we_deliver_source_page": null,
    "government_priorities": [],
    "outcomes": [
      {
        "name": "Outcome 1: Fostering a greener, healthier future",
        "description": "The VIS is committed to embedding sustainability into our pursuit of success in sport and life. Our mission is to foster a greener, healthier future for all by actively contributing to a climate-resilient Victoria.",
        "key_activities": [
          "Measure Carbon Baseline",
          "Set reductions targets",
          "Develop Climate Action Plan",
          "Establish climate action reporting platform",
          "Promote sustainable practices",
          "Educate athletes, staff, and community"
        ],
        "source_page": 9
      }
    ],
    "values": [
      "sustainability",
      "resilience",
      "innovation"
    ],
    "values_framework_name": null,
    "kpi_targets_2025_26": [
      {
        "code": "GHG01",
        "measure": "20% reduction in GHG emissions",
        "target": "20% reduction in GHG emissions by 2026",
        "source_page": 9
      },
      {
        "code": "GHG02",
        "measure": "50% reduction in GHG emissions",
        "target": "50% reduction in GHG emissions by 2030",
        "source_page": 9
      }
    ],
    "kpi_results_2024_25": [],
    "_source_urls": {
      "annual_report_url": "",
      "corporate_plan_url": ""
    }
  },
  "ideas": [
    {
      "entity_id": "S-VIC-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "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 19]\n1 ORGANISATIONAL CULTURE & DIVERSITY\nStrategic Action Indicator Measure Accountability Timeline\n1.1 Establishing quality and systematic data 1.1 Report on measures and progress of 1.1 Director of\ncollection systems and strengthening the implementation of a completed HR People and\npre-existing systems to capture system incorporating diversity measures Community\nintersectionality data (i.e. diversity data) to complete the data set for future (DPC)\nwithin both the permanent and casual audits and provide better insight into VIS\nworkforce workforce intersectionality\n1.1.1 Include diversity questions as part of the 1.1.1 Report on incorporated diversity measures 1.1.1 Twelve months\nonboarding/recruitment process for new such as capturing data on cultural identity,\nstaff gender identity, sexual orientation,\ndisability\n1.1.2 Disseminate a mini survey to permanent/ 1.1.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.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-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "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 19]\n1 ORGANISATIONAL CULTURE & DIVERSITY\nStrategic Action Indicator Measure Accountability Timeline\n1.1 Establishing quality and systematic data 1.1 Report on measures and progress of 1.1 Director of\ncollection systems and strengthening the implementation of a completed HR People and\npre-existing systems to capture system incorporating diversity measures Community\nintersectionality data (i.e. diversity data) to complete the data set for future (DPC)\nwithin both the permanent and casual audits and provide better insight into VIS\nworkforce workforce intersectionality\n1.1.1 Include diversity questions as part of the 1.1.1 Report on incorporated diversity measures 1.1.1 Twelve months\nonboarding/recruitment process for new such as capturing data on cultural identity,\nstaff gender identity, sexual orientation,\ndisability\n1.1.2 Disseminate a mini survey to permanent/ 1.1.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.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-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "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": "Approach To Meaningful Gender Equality Working Group & Workforce\nEngagement & Consultation Employee Representative Engagement Consulation &\nEngagement\nCOMMUNICATION VIRTUAL WORKSHOPS\nRegular email communications from the VIRTUAL WORKSHOPS\nWorkshop 1\nGender Equality Working Group were sent\n75% attendance from the Gender Equality Working Group Workshop 1\nout to staff and included an overview\nA total of 50 staff members\nof the work being undertaken and the Workshop 2\nattended, representing 66%\nopportunities for staff to be involved in the 75% attendance from the Gender Equality Working Group\nof the workforce\ndevelopment of the GEAP.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.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-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "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": "Approach To Meaningful Gender Equality Working Group & Workforce\nEngagement & Consultation Employee Representative Engagement Consulation &\nEngagement\nCOMMUNICATION VIRTUAL WORKSHOPS\nRegular email communications from the VIRTUAL WORKSHOPS\nWorkshop 1\nGender Equality Working Group were sent\n75% attendance from the Gender Equality Working Group Workshop 1\nout to staff and included an overview\nA total of 50 staff members\nof the work being undertaken and the Workshop 2\nattended, representing 66%\nopportunities for staff to be involved in the 75% attendance from the Gender Equality Working Group\nof the workforce\ndevelopment of the GEAP.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.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-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "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": "Approach To Meaningful Gender Equality Working Group & Workforce\nEngagement & Consultation Employee Representative Engagement Consulation &\nEngagement\nCOMMUNICATION VIRTUAL WORKSHOPS\nRegular email communications from the VIRTUAL WORKSHOPS\nWorkshop 1\nGender Equality Working Group were sent\n75% attendance from the Gender Equality Working Group Workshop 1\nout to staff and included an overview\nA total of 50 staff members\nof the work being undertaken and the Workshop 2\nattended, representing 66%\nopportunities for staff to be involved in the 75% attendance from the Gender Equality Working Group\nof the workforce\ndevelopment of the GEAP.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.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-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "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": "Approach To Meaningful Gender Equality Working Group & Workforce\nEngagement & Consultation Employee Representative Engagement Consulation &\nEngagement\nCOMMUNICATION VIRTUAL WORKSHOPS\nRegular email communications from the VIRTUAL WORKSHOPS\nWorkshop 1\nGender Equality Working Group were sent\n75% attendance from the Gender Equality Working Group Workshop 1\nout to staff and included an overview\nA total of 50 staff members\nof the work being undertaken and the Workshop 2\nattended, representing 66%\nopportunities for staff to be involved in the 75% attendance from the Gender Equality Working Group\nof the workforce\ndevelopment of the GEAP.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.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-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "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": "Tina De Young and she is currently a Director at the Richmond Football Club, a member of the Finance Audit & Risk 2016\nCommittee and a Consultant to the Bendigo and Adelaide Bank.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.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-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "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": "Tina De Young and she is currently a Director at the Richmond Football Club, a member of the Finance Audit & Risk 2016\nCommittee and a Consultant to the Bendigo and Adelaide Bank.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.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-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "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": "2024-2026 Join Sports Environment SSCT Tennant Sustainability\n2024-2026 Alliance Roundtable\n2024-2026\nPlastic-free Open Day\nSupport the Girls (sports bra Food Waste Lunch’n’Learn Publish Climate Action Plan\nMeasure Carbon Baseline\ndonations) Staff Habits Survey\n(Scope 1, 2, & 3) (commuting) Carbon Literacy training Promote VIS initiatives and\nClean Up Australia Day projects on socials\nBusiness Team to complete\nProcurement Strategy\nCarbon Accounting short Beyond…\nImpact checklist for catering collaborative project\ncourse to ensure accurate Beyond…\nongoing reporting Ride to Work incentives\nBeyond… Beyond… Promote Climate Action\nEstablish reporting platform Athlete experience reels Plan review, setbacks and\nReview and update policies Lighting upgrades to LED achievements\n(travel, procurement, energy\nBeyond… efficiency) Renewable energy sourcing Promote athlete ambassadors",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.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-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "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": "2024-2026 Join Sports Environment SSCT Tennant Sustainability\n2024-2026 Alliance Roundtable\n2024-2026\nPlastic-free Open Day\nSupport the Girls (sports bra Food Waste Lunch’n’Learn Publish Climate Action Plan\nMeasure Carbon Baseline\ndonations) Staff Habits Survey\n(Scope 1, 2, & 3) (commuting) Carbon Literacy training Promote VIS initiatives and\nClean Up Australia Day projects on socials\nBusiness Team to complete\nProcurement Strategy\nCarbon Accounting short Beyond…\nImpact checklist for catering collaborative project\ncourse to ensure accurate Beyond…\nongoing reporting Ride to Work incentives\nBeyond… Beyond… Promote Climate Action\nEstablish reporting platform Athlete experience reels Plan review, setbacks and\nReview and update policies Lighting upgrades to LED achievements\n(travel, procurement, energy\nBeyond… efficiency) Renewable energy sourcing Promote athlete ambassadors",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.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-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "category": "Regulation & Policy",
      "scale": "small",
      "title": "Regulatory burden scan for forms, guidance, and reporting",
      "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.",
      "quote": "[Page 7]\nOUR COMMITMENT SO FAR\nVIS Leadership VIS Policy In Support of\n71% Female Board Members Equal Employment Gender representation on interview panels\n(quota 40%)3 Opportunity Policy\nFemale Athlete Health and Performance\nFemale Chair of the Board Sexual Harassment Policy initiatives\nFemale CEO Whistleblower Protection Policy Females in Sport ‘This Girl Can’ campaign4\nFlexible Working Policy Females in Leadership development\nopportunities\nParental Leave policy\nConfidential Employee Assistance Program (EAP)\nOUR WORK CONTINUES\n2021 2022\n• Reconciliation Action Plan Working Group established • Reconciliation Action Plan underway\n• Gender Equality Working Group established • Gender Equality Action Plan underway\n• Salary benchmarking process completed • Essential Skills professional development workshops:",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.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-041",
      "entity_name": "Victorian Institute of Sport",
      "folder_name": "Victorian-Institute-of-Sport",
      "category": "Regulation & Policy",
      "scale": "large",
      "title": "Adaptive regulation program with live feedback loops",
      "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.",
      "quote": "[Page 7]\nOUR COMMITMENT SO FAR\nVIS Leadership VIS Policy In Support of\n71% Female Board Members Equal Employment Gender representation on interview panels\n(quota 40%)3 Opportunity Policy\nFemale Athlete Health and Performance\nFemale Chair of the Board Sexual Harassment Policy initiatives\nFemale CEO Whistleblower Protection Policy Females in Sport ‘This Girl Can’ campaign4\nFlexible Working Policy Females in Leadership development\nopportunities\nParental Leave policy\nConfidential Employee Assistance Program (EAP)\nOUR WORK CONTINUES\n2021 2022\n• Reconciliation Action Plan Working Group established • Reconciliation Action Plan underway\n• Gender Equality Working Group established • Gender Equality Action Plan underway\n• Salary benchmarking process completed • Essential Skills professional development workshops:",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.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"
      ]
    }
  ],
  "legislation_administered": [],
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      "bytes": 10425191,
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      "category": "strategies",
      "year": "2025",
      "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf",
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      "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf",
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      "category": "strategies",
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      "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-Statement-2024.pdf",
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      "category": "other-pdfs",
      "year": "2023-24",
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      "category": "other-pdfs",
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