The next step

The problem: the current pipeline of candidates with disability is low and not sufficient to meet our organisational employment targets.

What we’re doing: diversifying the talent pool available in VPS recruitment processes and increasing opportunities for candidates with disability.

How we will do it: by engaging with recruitment teams and hiring managers.

• Communicate Victorian Public Sector Commission special measures guidance document to recruitment teams and hiring managers.
• Embed special measures processes in recruitment for all VPS vacancies.
• Monitor and report bi-annually on the number of roles designated as special measures for people with disability.

HRC

The problem: the Victoria Police intranet is not fully accessible to all employees.

What we’re doing: reviewing and upgrading Victoria Police’s intranet with updated Web Content Accessibility Guideline (WCAG) and amending the Victoria Police style guide to align with updated WCAG.

How we will do it: by incorporating WCAG standards into intranet policy, processes and communications.

• Establish process to ensure development of new intranet pages and content are aligned with WCAG.
• Implement and communicate new guidelines and offer training to intranet publishers.
• Review high traffic intranet sites and update where possible to ensure they are aligned with WCAG.
• Implement and communicate a feedback system for employees to notify of pages or sites that are not accessible.
• Update style guide to reflect alignment with WCAG and communicate.
• Establish process of review to ensure intranet and systems are maintained at highest possible level of accessibility.
• Explore options for technical upgrading of intranet.

MCED

The problem: accessibility needs are not always considered or understood when creating training content or delivering courses to employees.

What we’re doing: embed accessibility as a consideration in training and development based on best practice to ensure equitable access to all employees.

How we will do it: in partnership with internal partners and the Australian Network on Disability, we will develop an accessibility checklist for use in creation of training and development content and delivery.

• Conduct desktop review of accessibility checklists utilised by other registered training organisations (RTOs).
• Develop an accessible training checklist that includes all Victoria Police delivery methods.
• Create a resource package and how-to-guides tailored for PDC staff.

HRC

The problem: significant workplace barriers continue to exist for accessibility requirements.

What we’re doing: strengthening Victoria Police’s workplace adjustment policies and procedures and ensuring access to workplace adjustments for all employees as part of a formal process.

How we will do it: by identifying opportunities to enhance accountability and capability across the process.

• VPM Reasonable workplace adjustment policy and associated documents reviewed and strengthened.
• Language explicitly mentions police officers.
• Provide access to workplace adjustments to all employees as part of a formal process.
• Deliver training for targeted employees on workplace adjustments process.
• Definition of disability is clearly defined in policy and guidelines and communicated widely across the organisation.
• Explore development of mechanism through which to track uptake of workplace adjustments.
• Collect data and report bi-annually to Gender Equality and Inclusion Outcomes Committee (GEIOC).

HRC

The problem: accessibility needs are not always considered or fully understood when developing or purchasing software and applications.

What we’re doing: ensuring employees with disability can fully access and utilise software and applications developed or purchased by Victoria Police.

How we will do it: by developing and implementing a process that ensures accessibility considerations are included in the planning, development and purchasing of software for use by Victoria Police employees.

• Review existing processes relating to the development or purchase of software/applications and relevant change process.
• Identify opportunities in process to include checks that ensure software/applications are accessible.
• Ensure IT Solution Designs and enhancement processes include up-to-date accessibility considerations with 12-monthly review cycle.

DSSD

The problem: many Victoria Police premises are not wholly accessible for employees with disability.

What we’re doing: ensuring employees with disability can fully access and participate in all areas of the workplace.

How we will do it: in partnership with HRC, OID will implement measures to ensure accessibility is embedded in processes relating to new or renovated Victoria Police premises.

• Review the VP Design Guidelines, striving to go beyond compliance and the current standards (Universal Design and Design for Dignity).
• Develop a written commitment/process to make new premises and existing premises undergoing significant renovations, fully accessible, subject to available funding.
• Develop a process to seek feedback on accessibility issues relating to premises to identify opportunities to improve accessibility in existing premises, for consideration in the next action plan.

OID

The problem: limited knowledge, understanding and awareness of diversity and inclusion amongst managers.

What we’re doing: enhancing diversity and inclusion capability in people managers.

How we will do it: by developing and promoting a diversity and inclusion resource hub targeted at leaders and people managers.

• Conduct a literature review of existing mandatory WoVG and other jurisdiction diversity and inclusion training packages, to inform the development of the resource hub.
• Review and identify gaps and opportunities in existing training/engagement programs.
• Develop the diversity and inclusion management resource hub.
• Diversity and inclusion management resource hub is integrated into existing people management training.

HRC

The problem: current Victoria Police induction and onboarding content lacks comprehensive information on employee networks and other employee diversity and inclusion information.

What we’re doing: ensuring that all new employees are aware of the organisation’s diversity and inclusion values, standards, resources and support.

How we will do it: a review of current induction and onboarding processes will identify opportunities to create and embed new materials addressing current gaps in diversity and inclusion.

• Review current police, protective services officers and VPS induction and onboarding content and identify opportunities to incorporate diversity and inclusion content.
• Implement recommended content changes to ensure there is consistency in how new employees across Victoria Police are introduced to diversity and inclusion.
• Establish a process of regular review that includes consultation with HRC and employee networks.

PDC

The problem: communications and engagement for diversity, equity and inclusion is limited and lacks an overarching strategy or plan.

What we’re doing: improving knowledge and understanding across the organisation of inclusion for employees with disability and culturally and linguistically diverse, Aboriginal and Torres Strait Islanders and LGBTIQ+ employees.

How we will do it: by including active communications and engagement tactics.

Develop, execute and evaluate an organisational Diversity and Inclusion Communication and Engagement Strategy.

HRC

The problem: employee networks have different levels of influence, support and visibility depending on the rank and position of their members, and their nominated champion’s level of involvement.

What we’re doing: strengthening employee networks and introducing consistency to support all groups to have greater strategic influence in Victoria Police.

How we will do it: by developing a consistent process of support and executive advocacy that will apply to all employee networks.

• Set benchmark requirements that all employee networks are entitled to.
• Review each group against benchmark requirements.
• Provide support to employee networks to ensure that all networks have an Executive Command Sponsor and a Command portfolio lead.
• Develop a process to ensure there is consistent support, influence and advocacy across all groups.
• Establish a formal consultation and feedback process.

HRC

The problem: insufficient governance or authorising framework to support and progress workforce diversity and inclusion.

What we’re doing: expanding and renaming the Gender Equality and Inclusion Outcomes Committee (GEIOC) to include representation and support for implementing the diversity and inclusion strategy and action plans.

How we will do it: we will re-scope and expand the GEIOC. The committee will welcome new members and be responsible for monitoring and tracking progress against the inclusion strategies and action plans.

• Review GEIOC membership and terms of reference (ToR).
• Develop a proposal in consultation with employee networks including new name, ToR, membership, and governance model.
• Obtain approval including endorsement from GEIOC and approval from Safety, People and Culture Committee.

HRC

The problem: organisational response to workplace harm has been identified as an area of focus for improvement by all diversity portfolios.

What we’re doing: ensuring an intersectional lens is applied to workplace harm reporting and responses.

How we will do it: by developing training and resources for Victoria Police units that respond to workplace harm and complaints.

• Develop targeted diversity and inclusion training.
• Rollout training to all employees managing incidents of workplace harm.
• Develop processes that ensure new employees engage in the training as part of their induction to workplace harm units.
• Develop and provide ongoing support/refresher training for existing employees.

HRC

The problem: complaint pathways and employee support services are not fully inclusive.

What we’re doing: ensuring that complaint processes and support services are safe, appropriate and inclusive for our Aboriginal and Torres Strait Islander, CALD, LGBTIQ+ employees and those with disability and accessibility requirements.

How we will do it: we will conduct the review with an inclusive lens.

• Ensure all workplace harm systems capture employees’ diversity information where relevant to the complaint.
• Establish a review for workplace harm reporting and wellbeing services referral processes.
• Review opportunities within existing contract requirements to ensure EAP providers include culturally safe, accessible and inclusive support and referrals.

HRC/PSC

• The problem: previous systems and processes developed for monitoring and evaluating strategies and actions have lacked robustness, creating difficulties in measuring and assessing progress.
• What we’re doing: ensuring Victoria Police can sufficiently assess and monitor the organisation’s material progress towards a diverse workplace and inclusive organisation.
• How we will do it: by developing KPIs for each action across the four strategies and action plans.

• Review relevant existing data and reporting mechanisms.
• Determine KPIs and processes to establish baseline data.
• Establish mechanism for monitoring progress.
• Develop processes to ensure regular review.

HRC