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Department of Justice and Community Safety

ANNUAL REPORT

2018–19Appendices

Publication information

The Department of Justice and Community Safety acknowledges the Traditional Owners of the land of Victoria and pays respect to their Elders, both past and present.

Aboriginal is used as the department’s standard reference for Aboriginal and Torres Strait Islander people. Prior to June 2018, ‘Koori’ was used as the department’s standard reference, and this term continues to be used in some DJCS business units, affiliated organisations and documents including the Koori Justice Unit, the Koori Courts, and the department’s Koori Inclusion Action Plan 2017-2020, Yarrwul Loitjba Yapaneyepuk – Walk the Talk Together.

Authorised and published by the Victorian Government, 1 Treasury Place, Melbourne.

ISSN 1320-8543

Printed by Impact Digital, Brunswick

October 2019

© Government of Victoria

This report is protected by copyright. Apart from any use permitted under the Copyright Act 1968, and those explicitly granted below, all other rights are reserved.

Cover image

Melbourne Justice Service Centre 50 Franklin Street officially opened on Friday 12 April 2019. Services include Adult Parole Board, Births Deaths and Marriages, Consumer Affairs Victoria, Community Corrections Services, Corrections Victoria, Post Sentence Authority and Sheriff’s Office Victoria.

Accessibility

Published in an accessible format on www.justice.vic.gov.au.

Unless indicated otherwise, content in this publication is provided under a Creative Commons Attribution 4.0 International Licence. To view a copy of this licence, visit creativecommons.org/licenses/by/4. It is a condition of the Creative Commons Attribution 4.0 Licence that you must give credit to the original author who is the State of Victoria.

This report is printed on Ecostar which is manufactured from 100% Post Consumer Recycled under the ISO 14001 environmental management system. Ecostar is an environmentally responsible paper made Carbon Neutral.

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Content

1. Disclosure index........................................................................................................................................................................... 4

2. Budget portfolio outcomes........................................................................................................................................................... 6

3. Report on delivery of outputs..................................................................................................................................................... 12

Ensuring community safety through policing, law enforcement and prevention activities..........................................................12

Output: Policing and crime prevention....................................................................................................................................12

Effective management of prisoners and offenders and provision of opportunities for rehabilitation and reparation..................16

System-wide initiatives............................................................................................................................................................ 16

Output: Prisoner supervision and support...............................................................................................................................17

Output: Community-based offender supervision.....................................................................................................................20

Correctional system performance...........................................................................................................................................21

Effective supervision of young offenders through the provision of youth justice services promoting rehabilitation....................22

System-wide initiatives............................................................................................................................................................ 22

Output: Youth justice community-based services.......................................................................................................................23

Output: Youth justice custodial services.................................................................................................................................24

A fair and accessible criminal justice system that supports a just society based on the rule of law...........................................26

Output: Public prosecutions and legal assistance..................................................................................................................26

Output: Infringements and warrants........................................................................................................................................27

Output: Criminal law support and reform................................................................................................................................28

Output: Victims and community support services...................................................................................................................31

A fair and accessible civil justice system that supports a just society with increased confidence and equality in the Victorian community.................................................................................................................................................................................. 34

Output: Protection of personal identity and individual/community rights.................................................................................34

Output: Dispute resolution and civil justice support services..................................................................................................37

Reduce the impact of, and consequence from, natural disasters and other emergencies on people, infrastructure, the economy and the environment................................................................................................................................................... 39

Output: Emergency management capability...........................................................................................................................39

A fair market place for Victorian consumers and businesses with responsible and sustainable liquor and gambling sectors...42

Output: Regulation of the Victorian consumer marketplace....................................................................................................42

Output: Gambling and liquor regulation..................................................................................................................................43

4. Statutory authorities and offices by ministerial portfolio 2018–19..............................................................................................45

5. Acts administered by justice and community safety portfolios as at 30 June 2019...................................................................47

6. Legislation enacted in 2018–19 (passed between 1 July 2018 and 30 June 2019)...................................................................53

7. People management.................................................................................................................................................................. 54

8. Environmental performance and targets....................................................................................................................................71

9. Assurance.................................................................................................................................................................................. 77

10. Statutory compliance................................................................................................................................................................ 80

11. Additional information............................................................................................................................................................... 89

Acronyms....................................................................................................................................................................................... 90

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1. Disclosure index The annual report of the department is prepared in accordance with all relevant Victorian legislations and pronouncements. This index has been prepared to facilitate identification of the department’s compliance with statutory disclosure requirements.

Legislation Requirement Page referenceCharter and purposeFRD 22H Manner of establishment and the relevant Ministers 2

FRD 22H Purpose, functions, powers and duties 4

FRD 8D Departmental objectives, indicators and outputs 14

FRD 22H Key initiatives and projects 16 – 37 and 109 – 145

FRD 22H Nature and range of services provided 6

Management and structureFRD 22H Organisational structure 5

Financial and other informationFRD 8D Performance against output performance measures 109 – 145

FRD 8D Budget portfolio outcomes 102

FRD 10A Disclosure index 100

FRD 12B Disclosure of major contracts 186

FRD 15D Executive officer disclosures 161

FRD 22H Employment and conduct principles 155

FRD 22H Occupational health and safety policy 166

FRD 22H Summary of the financial results for the year 38

FRD 22H Significant changes in financial position during the year 38

FRD 22H Major changes or factors affecting performance 16 – 37 and 109 – 145

FRD 22H Subsequent events N/A

FRD 22H Application and operation of Freedom of Information Act 1982 190

FRD 22H Compliance with building and maintenance provisions of Building Act 1993 183

FRD 22H Statement on National Competition Policy 186

FRD 22H Application and operation of the Protected Disclosure Act 2012 191

FRD 22H Application and operation of the Carers Recognition Act 2012 171

FRD 22H Details of consultancies over $10 000 187

FRD 22H Details of consultancies under $10 000 189

FRD 22H Disclosure of government advertising expenditure 190

FRD 22H Disclosure of ICT expenditure 185

FRD 22H Statement of availability of other information 192

FRD 24C Reporting of officebased environmental impacts 173

FRD 25D Local Jobs First 185

FRD 29C Workforce Data disclosures 155

SD 5.2 Specific requirements under Standing Direction 5.2 14

Compliance attestation and declarationSD 3.7.1 Attestation for compliance with Ministerial Standing Direction 182

SD 5.2.3 Declaration in report of operations 2

Legislation Requirement Page reference

DeclarationSD 5.2.2 Declaration in financial statements 42

Other requirements under Standing Directions 5.2SD 5.2.1(a) Compliance with Australian accounting standards and other authoritative pronouncements 42

SD 5.2.1(a) Compliance with Standing Directions 42

SD 5.2.1(b) Compliance with Model Financial Report 98

Other disclosures as required by FRDs in notes to the financial statements (a)FRD 9A Departmental Disclosure of Administered Assets and Liabilities by Activity 64

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Legislation Requirement Page referenceFRD 11A Disclosure of Ex gratia Expenses 87

FRD 13 Disclosure of Parliamentary Appropriations 52

FRD 21C Disclosures of Responsible Persons, Executive Officers and other Personnel (Contractors with Significant Management Responsibilities) in the Financial Report

90

FRD 103G NonFinancial Physical Assets 68

FRD 110A Cash Flow Statements 49

FRD 112D Defined Benefit Superannuation Obligations 58

FRD 114C Financial Instruments – general government entities and public non-financial corporations 79

Note: (a) References to FRDs have been removed from the Disclosure Index if the specific FRDs do not contain requirements that are of the nature of

disclosure.

LegislationFreedom of Information Act 1982 190

Building Act 1993 183

Protected Disclosure Act 2012 191

Carers Recognition Act 2012 171

Disability Act 2006 169

Local Jobs Act 2003 185

Financial Management Act 1994 42

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2. Budget portfolio outcomes The budget portfolio outcomes provide comparisons between the actual financial statements of all general government sector entities within the portfolio and the forecast financial information (initial budget estimates) published in Budget Paper No.5 Statement of Finances (BP5). The budget portfolio outcomes comprise the comprehensive operating statements, balance sheets, cash flow statements, statements of changes in equity, and administered item statements.

The budget portfolio outcomes have been prepared on a consolidated basis and include all general government sector entities within the portfolio. Financial transactions and balances are classified into either controlled or administered categories consistent with the published statements in BP5.

The following budget portfolio outcomes statements are not subject to audit by the Victorian Auditor-General’s Office and are not prepared on the same basis as the department’s financial statements as these include the financial information of the following entities:

Department of Justice and Community Safety Office of Public Prosecutions Residential Tenancies Bond Authority Sentencing Advisory Council Victoria Police Victoria State Emergency Services Authority Victorian Commission for Gambling and Liquor Regulation Victorian Equal Opportunity and Human Rights Commission Victorian Institute of Forensic Medicine Victorian Law Reform Commission Victorian Responsible Gambling Foundation

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Comprehensive operating statement for the year ended 30 June 2019($ million)

Original budget

2018-19 (i)

Revised budget

2018-19 (ii)Actual

2018-19

Variance for original budget

to actual 2018-19

Variance forrevised budget

to actual 2018-19 NotesIncome from transactionsOutput appropriations 7,400 7,529 7,571 171 42 (iii)

Special appropriations 1 3 3 2 0

Interest 54 54 54 0 0

Sale of goods and services 18 18 23 5 5

Grants 84 87 84 0 (3)

Fair value of assets and services received free of charge or for nominal consideration

0 0 21 21 21

Other income 31 32 58 27 26

Total income from transactions 7,589 7,724 7,814 226 91 Expenses from transactionsEmployee benefits 3,515 3,513 3,721 206 208 (iv)

Depreciation 295 295 272 (23) (23)

Interest expense 69 69 66 (3) (3)

Grants and other transfers 1,466 1,474 1,468 2 (6)

Capital asset charge 290 290 290 0 0

Other operating expenses 1,964 2,126 1,929 (35) (197) (v)

Total expenses from transactions 7,597 7,767 7,746 147 (21) Net result from transactions (net operating balance) (9) (43) 68 79 112

Other economic flows included in net result

Net gain/(loss) on non-financial assets 11 11 (9) (20) (20)

Net gain/(loss) on financial instruments and statutory receivables/payables

0 0 (64) (64) (64) (vi)

Other gains/(losses) from economic flows 0 0 (34) (34) (34)

Total other economic flows included in net result 11 11 (107) (118) (118) Net result 2 (33) (39) (39) (6)

Other economic flows – other comprehensive incomeChanges in non-financial assets revaluation surplus 0 0 113 113 113 (vii)

Other 0 0 0 0 0

Total other economic flows – other comprehensive income

0 0 113 113 113

Comprehensive result 2 (33) 74 74 107

(i) Figures published in the 2018-19 Victorian Budget, Budget Paper No. 5(ii) Figures published in the 2019-20 Victorian Budget, Budget Paper No. 5. (iii) Output appropriations were higher than the original and revised budgets mainly due to additional funding announced post Budget for initiatives

including Support for Police Operations, the Corrections System Capacity, the Resource Funding for Metropolitan Fire Brigade and Country Fire Authority, and Bushfire Suppression and Recovery Activities.

(iv) Employee benefits expenses were higher than the original and revised budgets mainly due to increased costs under the Enterprise Bargaining Agreement (EBA) and additional staff engaged in the department and its portfolio agencies.

(v) Other operating expenses were lower than the revised budget mainly due to delayed expenditure on initiatives such as Melbourne CBD security measures, Management of Serious Offenders, Community Corrections - Contributing to a Safer Community, Community Safety Statement and Public Safety - Police Response.

(vi) Net gain/(loss) on financial instruments and statutory receivables/payables was lower than the original and revised budgets mainly due to the net loss on the derecognition and rerecognition of Ravenhall Correctional Centre’s finance lease liability upon the execution of GEO Consortium’s refinancing arrangement in May 2019.

(vii) Changes in non-financial assets revaluation surplus were higher than the original and revised budgets mainly due to a managerial revaluation of Victoria Police’s physical assets as at 30 June 2019 in accordance with the Financial Reporting Direction 103H requirements.

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Balance sheet as at 30 June 2019($ million)

Original budget

2018-19 (i)

Revised budget

2018-19 (ii)

Actual2018-19

Variance for original budget to

actual 2018-19

Variance forrevised budget to

actual 2018-19

Notes

AssetsFinancial assets

Cash and deposits 221 231 312 91 81 (iii)

Receivables from government 1,163 1,176 1,065 (98) (111) (iv)

Other receivables 77 100 111 34 11

Other financial assets 216 260 227 11 (33)

Total financial assets 1,677 1,766 1,715 38 (52)

Non-financial assetsInventories 15 17 16 1 (1)

Non-financial assets classified as held for sale including disposal group assets

6 2 3 (3) 1

Property, plant and equipment 5,618 5,603 5,697 79 94 (v)

Intangible assets 106 150 160 54 10 (vi)

Other 29 42 58 29 16

Total non-financial assets 5,774 5,814 5,934 160 120 Total assets 7,451 7,581 7,649 198 68 LiabilitiesPayables 361 496 534 173 38 (vii)

Borrowings 664 689 780 116 91 (viii)

Provisions 866 888 970 104 82 (ix)

Total liabilities 1,890 2,073 2,284 393 211 Net assets 5,561 5,508 5,365 (195) (143)

EquityAccumulated surplus/(deficit) 1,176 1,216 1,210 34 (6)

Reserves 1,363 1,393 1,506 143 113 (x)

Contributed capital 3,022 2,899 2,649 (373) (250) (xi)

Total equity 5,561 5,508 5,365 (196) (143)

(i) Figures published in the 2018-19 Victorian Budget, Budget Paper No. 5(ii) Figures published in the 2019-20 Victorian Budget, Budget Paper No. 5. (iii) Cash and deposits were higher than the original and revised budgets mainly due to an increase in cash held in trust and cash held by the Victorian

State Emergency Services Authority.(iv) Receivables from government were lower than the original and revised budgets mainly due to a decrease in the State Administration Unit.(v) Property, plant and equipment was higher than the original and revised budgets mainly due to higher than expected asset values following a

managerial revaluation of Victoria Police’s physical assets.(vi) Intangible assets were higher than the original budget mainly due to higher than expected software development costs for Victoria Police’s Blue

Connect project. (vii) Payables were higher than the original budget mainly due to higher than expected operating and capital expense accruals.(viii)Borrowings were higher than the original and revised budgets mainly due to the increase in Ravenhall Correctional Centre’s finance lease liability

upon the execution of GEO Consortium’s refinancing arrangement in May 2019 and additional motor vehicle leases acquired to support operations.(ix) Provisions were higher than the original and revised budgets mainly due to an increase in employee benefit provisions.(x) Reserves were higher than the original and revised budgets mainly due to a managerial revaluation of Victoria Police’s physical assets as at 30 June

2019 in accordance with the Financial Reporting Direction 103H requirements. (xi) Contributed capital was lower than the original and revised budgets mainly due to the rephasing and carryover of capital funding into 2019-20 and

future years to align with expected deliverables for prison related initiatives.

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Cash flow statement for the year ended 30 June 2019($ million)

Original budget

2018-19 (i)

Revised budget

2018-19 (ii)Actual

2018-19


to actual 2018-19


to actual 2018-19 NotesCash flows from operating activitiesReceiptsReceipts from Government 7,205 7,370 7,522 317 152 (iii)

Receipts from other entities 99 102 101 2 (1)

Interest received 53 53 46 (7) (7)

Other receipts 32 33 51 19 18

Total receipts 7,389 7,558 7,720 331 162 PaymentsPayments of grants and other transfers (1,467) (1,475) (1,469) (2) 6

Payments to suppliers and employees (5,431) (5,592) (5,535) (104) 57 (iv)

Capital asset charge (290) (290) (290) 0 0

Interest and other costs of finance paid (68) (68) (66) 2 2

Total payments (7,256) (7,425) (7,360) (104) 65 Net cash flows from/(used in) operating activities 133 133 360 227 227 Cash flows from investing activitiesNet investment 11 (7) 21 10 28

Payments for non-financial assets (607) (662) (613) (6) 49

Proceeds from sale of non-financial assets 34 34 27 (7) (7)

Net loans to other parties 0 0 5 5 5

Cash flows from/(used in) investing activities (562) (635) (560) 2 75 Cash flows from financing activitiesOwner contributions by State Government 479 533 285 (194) (248) (v)

Repayment of finance leases (23) (23) (14) 9 9

Net borrowings (19) (19) 0 19 19

Net cash flows from/(used in) financing activities 437 491 271 (166) (220) Net increase/(decrease) in cash and cash equivalents

8 (11) 71 63 82

Cash and cash equivalents at beginning of financial year

213 242 241 (28) 1

Cash and cash equivalents at end of financial year 221 231 312 35 83

(i) Figures published in the 2018-19 Victorian Budget, Budget Paper No. 5(ii) Figures published in the 2019-20 Victorian Budget, Budget Paper No. 5. (iii) Receipts from government were higher than the original and revised budgets mainly due to additional funding announced post Budget for initiatives

including Support for Police Operations, the Corrections System Capacity, the Resource Funding for Metropolitan Fire Brigade and Country Fire Authority, and Bushfire Suppression and Recovery Activities.

(iv) Payments to suppliers and employees were higher than the original budget mainly due to higher than expected employee benefits expenses from increased costs under the Enterprise Bargaining Agreement (EBA) and additional staff engaged in the department and its portfolio agencies. Payments to suppliers and employees were lower than the revised budget mainly due to delayed expenditure on initiatives such as Melbourne CBD security measures, Management of Serious Offenders, Community Corrections - Contributing to a Safer Community, Community Safety Statement and Public Safety - Police Response.

(v) Owner contributions by State Government were lower than the original and revised budgets mainly due to the rephasing and carryover of capital funding into 2019-20 and future years to align with expected deliverables for prison related initiatives.

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Statement of changes in equity for the year ended 30 June 2019($ million)

Accumulated surplus/(deficit)

Contributions by owners

Revaluation surplus

Other reserves

Total equity

Original budget 2018-19 (i)

Opening balance 1 July 2018 1,175 2,542 1,363 0 5,080

Comprehensive result 2 0 0 0 2

Transactions with owners in their capacity as owners 0 479 0 0 479

Closing balance 30 June 2019 1,177 3,021 1,363 0 5,561 Revised budget 2018-19 (ii)

Opening balance 1 July 2018 1,249 2,366 1,393 0 5,008

Comprehensive result (33) 0 0 0 (33)


Closing balance 30 June 2019 1,216 2,899 1,393 0 5,508 Actual 2018-19Opening balance 1 July 2018 1,249 2,366 1,393 0 5,008

Comprehensive result (39) 0 113 0 74


Closing balance 30 June 2019 1,210 2,649 1,506 0 5,365 Variance for original budget to actual 2018-19Opening balance 1 July 2018 74 (176) 30 0 72


Transactions with owners in their capacity as owners 0 (196) 0 0 196

Closing balance 30 June 2019 33 (372) 143 0 196 Variance for revised budget to actual 2018-19Opening balance 1 July 2018 0 0 0 0 0


Transactions with owners in their capacity as owners 0 (250) 0 0 250

Closing balance 30 June 2019 (6) (250) 113 0 143

(i) Figures published in the 2018-19 Victorian Budget, Budget Paper No. 5.(ii) Figures published in the 2019-20 Victorian Budget, Budget Paper No. 5.

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Administered items statement for the year ended 30 June 2019($ million)

Original budget

2018-19 (i)

Revised budget

2018-19 (ii)

Actual2018-19


to actual 2018-19


to actual 2018-19

Notes

Administered incomeAppropriations – payments made on behalf of the State 36 36 36 0 0

Special appropriations 11 62 30 19 (32)

Sale of goods and services 462 460 405 (57) (55) (iii)

Grants 4 4 4 0 0

Interest 13 13 10 (3) (3)

Other income 2,611 2,659 2,678 67 19 (iv)

Total administered income 3,137 3,233 3,163 26 (71) Administered expensesExpenses on behalf of the State 13 35 41 28 6

Grants and other transfers 6 35 6 0 (29)

Payments into the Consolidated Fund 2,718 2,666 2,570 (148) (96) (v)

Total administered expenses 2,737 2,736 2,617 (120) (119) Income less expenses 400 497 546 146 48

Other economic flows included in net resultNet gain/(loss) on non-financial assets 1 1 (3) (4) (4)

Net gain/(loss) on financial instruments and statutory receivables/payables

(291) (450) (544) (253) (94) (vi)

Total other economic flows included in net result (290) (450) (547) (257) (98) Net result 110 48 (1) (111) (50)

Other economic flows – other comprehensive incomeAdjustment to accumulated surplus/(deficit) due to a change in accounting policy

0 0 0 0 0

Total other economic flows – other comprehensive income

0 0 0 0 0

Comprehensive result 110 48 (1) (111) (50)

Administered assetsCash and deposits 65 60 117 52 57 (vii)

Receivables 1,816 1,746 1,693 (123) (53) (viii)

Other financial assets 4 2 0 (4) (2)

Total administered assets 1,885 1,808 1,810 (75) 2 Administered liabilitiesPayables 1,057 1,143 1,199 142 56 (ix)

Provisions 1 1 1 0 0

Total administered liabilities 1,058 1,144 1,200 142 56 Net assets 827 664 610 (217) (54)

(i) Figures published in the 2018-19 Victorian Budget, Budget Paper No. 5(ii) Figures published in the 2019-20 Victorian Budget, Budget Paper No. 5. (iii) Sale of goods and services income was lower than the original and revised budgets mainly due to a decrease in enforcement warrant fees income.(iv) Other income was higher than the original budget mainly due to an increase in gambling taxation income.(v) Payments into the Consolidated Fund expense was lower than the original and revised budgets mainly due to an overestimation of the amount of

cash that would be collected during the year.(vi) Net gain/(loss) on financial instruments and statutory receivables/payables was higher than the original and revised budgets mainly due to an

increase in doubtful debts expense.(vii) Cash and deposits was higher than the original and revised budgets mainly due to an increase in cash held in the Victorian Government Solicitor’s

trust.(viii)Receivables were lower than the original and revised budgets mainly due to lower than expected receivables for fine-related enforcement activities.(ix) Payables were higher than the original and revised budgets mainly due to an underestimation of the amount of unearned revenue from Electronic

Gaming Machine entitlements and an increase in deposits repayable from the Victorian Government Solicitors’ trust.

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3. Report on delivery of outputsEnsuring community safety through policing, law enforcement and prevention activitiesOutput: Policing and crime preventionDelivering commitments of the Community Safety Statements in collaboration with Victoria PoliceThe Community Safety Statement (CSS) is an annual commitment between the government and Victoria Police to realise the government’s vision of a safe and just Victoria.

The department continues to implement initiatives outlined in the inaugural CSS 2017, released in December 2016, which was supported by $2 billion of funding in the 2017–18 State Budget for 2,729 new police, including family violence specialists, new equipment, technology, infrastructure and capability, as well as new laws to tackle serious crime and keep the community safe.

The Justice Legislation Amendment (Police and Other Matters) Act 2019 realised the commitment made in the CSS 2017, and re-affirmed in the CSS 2018–19, to create new streamlined powers for police to take DNA samples from certain suspects and offenders without a court order. The new powers commenced on 1 July 2019.

A total of 1,534 new police officers began in April and May 2019 based on the staff allocation model to support intelligence-led deployment across the state.

Twenty-five additional Protective Service Officers (PSOs) were deployed by June 2019, with 50 additional PSOs to be deployed by June 2021.

The CSS 2018–19 was released in April 2018 and supports Victoria Police to respond to high harm crimes, including organised crime, cyber-crime, family violence, terrorism as well as promoting road safety. In 2018–19, the department supported delivery of the following initiatives:

New penalties for unlicensed driving and excessive speeding introduced by the Transport Legislation Amendment (Road Safety, Rail and Other Matters) Act 2017. These include an increase to the mandatory minimum license suspension for excessive speeding to three months and came into effect on 1 November 2018.

New offences and stronger penalties introduced for harmful acts directed towards Victoria Police personnel in the Justice Legislation Amendment (Police and Other Matters) Act 2019. The new provisions came into effect on 5 June 2019.

New laws introduced enabling courts to impose higher penalties for commercial trafficking in 1,4-Butanediol (1,4-BD) and similar drugs as well as trafficking associated with organised crime in the Justice Legislation Amendment (Police and Other Matters) Act 2019 which came into effect on 5 June 2019.

The second stage of legislation to further implement Recommendation 58 of the Royal Commission into Family Violence, the Justice Legislation Amendment (Family Violence Protection and Other Matters) Act 2018, which commenced in August 2018. These provisions enabled Victoria Police to trial a scheme for taking recorded statements from adult complainants for use as their evidence-in-chief in proceedings for a family violence offence.

The Victoria Police Family Violence Centre of Learning was launched at the Victoria Police Academy to provide family violence training to police tailored to their role.

The Fixated Threat Assessment Centre was established in partnership with DHHS for specialist police and mental health clinicians to work together to better identify individuals who may pose a risk to the community, to reduce the threat of terrorist and other serious violent offending.

The Embedded Youth Outreach Program was introduced in the Wyndham and Dandenong areas, partnering police with youth outreach workers to connect high-risk young people with support services.

The Melbourne East Police Station in Bourke Street opened to ensure a sustained police presence within the Melbourne central business district (CBD) and sporting precincts, enabling a fast response to incidents and community assurance.

Community Safety Networks establishedThroughout 2018–19, the department continued to collaborate with Victoria Police to establish Community Safety Networks (CSN) across 12 locations in Victoria. The networks aim to improve connection between the community and Victoria Police and to enhance community safety and perceptions of safety.

Networks are now established in all locations: Latrobe, Wyndham, Melton, Cardinia, Ballarat and Whittlesea, Brimbank, Dandenong, Frankston, Greater Geelong and Bellarine, Knox and Shepparton.

The department received funding of $5.6 million to deliver this initiative which is due for completion in October 2019. It is supported by Neighbourhood Watch Victoria, Crime Stoppers Victoria and the Crime Statistics Agency.

Local community engagement events have provided a direct platform for police and the community to discuss safety concerns, local crime issues, current crime statistics and local policing. To date, approximately 10,000 members of the community have engaged in either face-to-face or online across the CSN sites.

Local Safety Committees (LSC) provide local community oversight and support for the CSN . The LSCs have used the outcomes of this engagement to develop community safety projects that address concerns. Crime Stoppers Victoria has also developed local campaigns for each CSN site addressing the concerns. Updates on activities can be found at the Engage Victoria website, local Eyewatch pages and local media. All projects will be completed in 2019.

Monitoring community safety outcomesThe department and Victoria Police continue to work together to develop, refine and measure progress towards achieving community safety outcomes. The CSS Outcomes Framework allows the department and Victoria Police to better understand the impact of implementation of CSS initiatives to improving community safety. The CSS 2019–20, released on 1 July 2019, published the baseline and first year data since funding of CSS initiatives commenced on 1 July 2017. The outcomes framework is

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available on the CSS website www.communitysafety.vic.gov.au.

The Community Safety Trustee continues to monitor the implementation of CSS and Public Safety Package initiatives, with the most recent Assurance Report released in June 2019.

Delivering the community crime prevention programPublic Safety Infrastructure FundThe Public Safety Infrastructure Fund supports Victorian councils to develop and improve public safety and security infrastructure. Infrastructure grants between $10,000 and $250,000 support projects using good urban design and technology, including CCTV and lighting, to help improve community safety, security and confidence in public places.

In 2018–19, 20 projects were approved for funding, representing an investment of over $2.5 million.

Community Safety FundThe Community Safety Fund grants provide funding of up to $10,000 for community organisations and Victorian councils to support effective crime prevention initiatives such as security equipment and infrastructure (locks, lighting, security screens, fencing and gates), small-scale, physical improvements and upgrades to public spaces like streetscapes, parks and reserves and education and awareness initiatives in the local community that focus on the following areas within local communities.

In 2018–19, 100 projects were approved, representing an investment of over $600,000.

Graffiti Prevention GrantsThe Graffiti Prevention Grant program provides grants of between $5,000 and $25,000 to Victorian councils to partner with community stakeholders to deliver projects preventing graffiti vandalism in local communities.

In 2018–19, 19 projects were approved, representing an investment of over $0.4 million.

Youth Crime Prevention GrantsThe Youth Crime Prevention Grants program is aimed at addressing offending behaviour and recidivism in young people aged between 10 and 24 years who have had contact with or are at risk of involvement with the criminal justice system.

In 2018–19, the department provided $7 million in funding to extend 15 projects for a further two years.

Working with communities to prevent crimeThe department entered into funding agreements with Neighbourhood Watch Victoria (on 22 August 2018) to provide $1.3 million over four years and Crime Stoppers Victoria (on 24 October 2018) to provide $2.8 million over four years and to support the organisations’ core functions and capabilities. The department also provided $888,000 to the National Motor Vehicle Theft Reduction Council, to support the continuation of the Council for a further three years from 1 July 2018 until June 2021.

Number plate theft reduction trialThe CSS 2017 outlined the government’s commitment to working with partner organisations to trial a series of number plate theft reduction initiatives to determine what is most effective in reducing this high-volume crime.

Phase 1 involved a local trial in the City of Hume, to raise awareness and to reduce the risk of number plate theft by installing one-way screws. The department partnered with Neighbourhood Watch, the Victorian Automobile Chamber of Commerce, and local police stations. Phase 1 concluded in December 2018, with a total of 3,428 cars fitted with one-way screws.

Phase 2 involved strategic partnerships between the department, Victoria Police and VicRoads, aimed at trialling on-car technology-based interventions that have the potential to improve vehicle identification and the identification of stolen number plates. Phase 2 was completed in June 2019

Evaluation of the Phase 2 trials outlining the effectiveness of different technologies has been completed.

Melbourne CBD security improvedFollowing the Bourke Street incident in January 2017, the Victorian Government provided $10 million in the 2017–18 State Budget and a further $36.5 million in the 2018–19 State Budget to fund infrastructure and security improvements to the Melbourne CBD.

The department coordinated this multi-agency project involving other government departments and agencies, the City of Melbourne, community stakeholders, and site owners and occupiers.

In 2018–19, the City of Melbourne developed design work across all sites, creating safe protection zones for pedestrians that best balance the needs of all users of the sites (including pedestrians, trams, delivery vehicles and emergency services).

Installation has progressed as follows:

An additional 30 cameras were installed, together with 94 pairs of speakers.

Flinders Street Station forecourt upgrades were completed on 15 April 2019, which replaced the temporary concrete blocks with steel bollards and added a new fence section along an expanded forecourt area.

Princes Bridge upgrades were completed on 29 May 2019, which replaced the temporary concrete blocks on the footpaths with stainless steel bollards, while water-filled barriers have been replaced by 88 reinforced barriers.

Bourke Street Mall is progressing in several phases, with the second phase of work (initial installation of 36 bollards) successfully installed in December 2018. The remaining works, including additional bollards, were completed by September 2019

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Output performance measures: Policing and crime preventionVictoria Police strives to reduce violence and crime through law enforcement, judicial support, community assistance, guidance and leadership. The output reflects the Victorian Government’s focus on reducing the overall incidence and fear of crime and enhancing the safety of individuals and families. The Community Crime Prevention Program supports local communities in preventing crime as well as addressing local crime issues.

Performance measuresUnit of

measure2018-19

actual2018-19

targetPerformance variation (%) Result

QUANTITYCommunity calls for assistance to which a Victoria Police response is dispatched

number 897 016 900 000 -0.3

Contravention of family violence intervention order (FVIO) offences per 100 000 population

number 677 650 4.2

Crimes against property – excluding family violence related crime (rate per 100 000 population)

number 4 200.1 4 600 -8.7

The decrease in the actual figure can be attributed to a decrease in non-aggravated burglary offences in 2018–19 reporting period.

Crimes against property – family violence related crime (rate per 100 000 population)

number 162.2 160 1.3

Crimes against the person – excluding family violence related crime (rate per 100 000 population)

number 676.9 660 2.6

Crimes against the person – family violence related crime (rate per 100 000 population)

number 554.4 580 -4.5

Number of alcohol screening tests conducted number 3 453 441 3 500 000 -1.3 Number of hours of family violence related education provided to police

number 2 194 1 840 19.2

The actual has exceeded the target as further training courses were introduced to police employees during the year.

Number of prohibited drug screening tests conducted by booze and drug buses and highway patrol units

number 151 294 150 000 0.9

Number of youth referrals number 1 175 1 100 6.8 The actual has exceeded the target primarily due to the removal of mandatory parental/guardian consent for youth referrals and the increased use of Victoria Police electronic Referral system by police.

Police record checks conducted to contribute to community safety number 752 830 703 000 7.1 The drivers for the actual exceeding the target are largely due to an increase in Victorian Department of Health and Human Services child protection-related police checks and upward trend in police checks for Victorian Jury Selection.

Total reported road fatalities in vehicle collisions number 269 ≤215 -25.1 The actual being above target is attributed to the increase of 30% in lives lost by motorcyclists and pedestrians in 2018–19 compared to 2017–18.Please note: Victoria Police have advised publicly reported road fatalities are based on a calendar year and will not align to this financial year result.

Total persons reported injured in vehicle collisions number 14 791 16 000 7.6 The actual is below target following a continued downward trend. The decline in injuries on Victorian roads is due to the continued road safety campaigns and high profile operations focusing on improving driver behaviour. This is a positive result.

QUALITYCommunity Crime Prevention grant payments properly acquitted per cent 100 100 0.0 Perceptions of safety - walking locally at night per cent 52.8 50 5.6 The actual has exceeded the target largely due to the more visible police and protective service officer presence within the community.

Proportion of community satisfied with policing services (general satisfaction)

per cent 78.2 77 1.6

Proportion of drivers tested who comply with alcohol limits per cent 99.9 99.5 0.4 Proportion of drivers tested by road safety cameras who comply with posted speed limits

per cent 99.8 99.5 0.3

Proportion of drivers tested who return clear result for prohibited drugs

per cent 92.9 93 -0.1

Proportion of Family Incident Report affected family members receiving referrals

per cent 86 85 1.2

Proportion of successful prosecution outcomes per cent 92 92 0.0 Proportion of the community who have confidence in police (an integrity indicator)

per cent 82.6 87 -5.1

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measure2018-19

actual2018-19


The actual is below target due to recent publicity in the media relating to Victoria Police. This measure is sensitive to negative media coverage and fluctuates accordingly.

TIMELINESSProportion of crimes against the person resolved within 30 days

per cent 41.7 45 -7.3

In 2018-19 there has been a change in methodology for reporting on this measure. This is a result of the Victorian Auditor General’s Office Crime Data Audit Recommendation 5 which called for a consistent approach to reporting performance measures computed by the Crime Statistics Agency for Budget Paper No. 3 reporting. Under the previous methodology the variance would have equated to -2.9 per cent

Proportion of property crime resolved within 30 days per cent 25 25 0.0 COSTTotal output cost $ million 3 435.6 3 345.3 -2.7 The actual result is higher than the published budget reflecting the increased costs associated with police salaries, allowances and on-costs and WorkCover premium. This is partially offset by an underspend mainly due to the delay in the implementation of the CBD Melbourne Security Measures initiative in 2018-19 for which a carryover into 2019-20 will be sought.

Notes: Performance target achieved or exceeded. Performance target not achieved – within 5 per cent variance. Performance target not achieved – exceeds 5 per cent variance.

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Effective management of prisoners and offenders and provision of opportunities for rehabilitation and reparationSystem-wide initiativesImproving access to mental health services, alcohol and other drug treatment programsIn March 2019, the new eight-bed Apsley Secure Psychiatric Intensive Care Unit opened at the Thomas Embling Hospital, the state’s secure forensic mental health hospital. This has resulted in greater access for male prisoners requiring compulsory treatment.

The Forensic Mental Health Implementation Plan sets out reforms for Victoria’s forensic mental health system over a 10-year period. It is aimed at addressing the overrepresentation of people with mental illness in Victoria’s criminal justice system. The Forensic Mental Health in Community Health Program and the Mental Health Advice and Response Service, detailed below, are two major initiatives under this plan.

Forensic Mental Health in Community Health ProgramThis program is for offenders with a moderate severity mental health condition assessed as medium to high risk of reoffending who have a Mental Health Treatment and Rehabilitation condition on their community correction order.

The program provides mental health assessment and treatment by the following community health services covering 23 Community Correctional Services (CCS) offices:

Ballarat Community Health Service: Ballarat and Horsham

Monash Health: Dandenong; Cranbourne and Pakenham

Cohealth: Melbourne, Collingwood, Reservoir, South Morang, Heidelberg, Broadmeadows Sunshine, Melton, Werribee and Bendigo

Peninsula Health: Frankston and Rosebud Latrobe Community Health Service: Morwell,

Bairnsdale, Sale and Wonthaggi. Mental Health Advice and Response Service This program provides clinical advice about the mental health of individuals appearing before the court to magistrates and CCS court assessment and prosecutions officers. The service is available in 13 Magistrates’ Court locations across Victoria and at the Children’s Court of Victoria.

Tele-psychiatry pilotThe department established a tele-psychiatry pilot to provide safe and accessible mental health services within prisons and improve attendance rates and prisoners experiences. The pilot provided services from January to June 2019 at Marngoneet Correctional Centre, with psychiatrists located at the Metropolitan Remand Centre in the Melbourne CBD. The department intends to expand access to this service.

Alcohol and other drug programsThe alcohol and other drugs (AOD) program was expanded in 2018–19 with six additional programs delivered in the men’s system during the year. Programs assist prisoners and offenders to address the link between offending behaviour and their AOD issue. Two of the programs were tailored to Aboriginal prisoners and offenders.

Supporting the transition back into the communityThe department delivers a range of programs encouraging positive behaviour change both tailored to specific cohorts within custody and when offenders are released back into the community.

In 2018–19, support was provided to 568 prisoners through ReStart, a new post-release program targeted at remand and short sentence prisoners. By 30 June 2019, 3,607 prisoners had participated in the ReConnect program which provides support services for serious violent or sex offenders, Aboriginal and Torres Strait Islander prisoners, women prisoners and prisoners with high transitional needs. Both ReStart and ReConnect programs support prisoners to reintegrate back into the community.

The department has also delivered the following programs to support remandees’ adjustment in prison and facilitate skill development to support their transition back into the community.

ATLAS (Adapt, Take Stock, Look Ahead Suite)—a set of educational interventions delivered over eight optional sessions, focusing on transition from prison to health, housing, employment and family.

Respectful Relationships—an educational intervention that assists prisoners to develop their understanding of respectful relationships and identify strategies to enhance their own.

In 2018–2019, the department continued the Atrium Program (previously known as the Bail Access Program) which provides participants with supported short-term housing, case management, and intensive alcohol and drug treatment while they are on bail. Participants are then transitioned to medium- and long-term accommodation in the community.

Corrections legislative reform programIn 2018–19, the following legislation was amended.

The Corrections Amendment (Parole) Act 2018 amended the Corrections Act 1986 to provide restrictive conditions for making a parole order for certain prisoners, including the prisoner Craig Minogue.

The remaining provisions of the Corrections Legislation Further Amendment Act 2017 commenced operation. These included the clarification of powers for police officers to use firearms when exercising powers of a prison officer, and to give Corrections staff new powers for AOD testing.

The Justice Legislation Amendment (Terrorism) Act 2018 amended the Corrections Act 1986 to introduce a new presumption against release on parole for prisoners who are assessed as posing a risk of committing terrorism.

The Serious Offenders Act 2018 began on 3 September 2018, and expanded the current post-sentence scheme to include serious violent offenders and a new secure residential treatment facility for accommodating offenders on post-sentence orders.

The Corrections Regulations 2019 replaced the expiring Corrections Regulations 2009 on 28 April 2019. The new regulations ensure the ongoing management, security and operations of prisons and the corrections system.

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Countering violent extremismThe 2018–19 State Budget provided $20.9 million to respond to recommendations from the Expert Panel on Terrorism and Violent Extremism Prevention and Response Powers. This included $3.45 million for Corrections Victoria to:

increase awareness among frontline workers in the corrections system about program options to identify, manage and disengage people radicalising towards violent extremism

strengthen parole-related information sharing between relevant agencies to protect the community from risks of violent extremism

develop a service delivery model to disengage adults on bail or remand.

The initiatives funded in the 2018–19 State Budget were included in Corrections Victoria’s broader Countering Violent Extremism project, which aims to ensure a consistent, integrated approach to managing prisoners and offenders at risk of violent extremist behaviour.

The project will develop a framework and service delivery model for managing prisoners and offenders at risk of violent extremist behaviour, including information-sharing protocols and training for Corrections, regional and Courts staff. The department established the Countering Violent Extremism Steering Committee in January 2019 and the countering Violence Extremism Technical working group in May 2019.

Corrections Victoria has increased its intelligence capability to improve parole-related information-sharing between agencies to protect the community from violent extremism. This includes strengthening partnerships with key stakeholders and increasing its workforce to ensure the department provides responsive intelligence services across the adult and youth justice systems and post sentence facilities.

Implementing the serious offender (Harper Review) reforms to the post-sentence schemeAll 35 recommendations from the Review of Complex Adult Victim Sex Offender Management (the Harper Review), including expanded accommodations options, have now been implemented. The expanded post-sentence scheme is now in place.

On 26 November 2018, the new Rivergum Residential Treatment Centre became operational. Located next to the Hopkins Correctional Centre, this secure 20-bed residential facility provides accommodation and treatment for serious sex and violent offenders.

Construction on the 10-bed Piper detention unit at Barwon Prison continues and is due for completion in 2019. In line with the post-sentence scheme, the Piper unit will house individuals subject to a detention order who are deemed unsuitable to be released into the community after their prison sentence.

Monitoring technology improvedThe department transitioned to a new electronic monitoring contract during 2018–19, which has significantly strengthened the existing system. More reliable and accurate technology and equipment will be provided for use in community and residential facilities.

Corrections Victoria and Victoria Police have strengthened information-sharing through an IT solution, providing

Corrections Victoria with ‘real-time’ information from Victoria Police, when events in certain categories occur.

Supporting family violence reformsIn 2018–19, the department played an integral role in the development of the new Family Violence Multi-Agency Risk Assessment and Management Framework (MARAM) that commenced in September 2018. Work has begun to align work practices with the framework. The department also introduced the ‘Managing Family Violence Practice Guidelines’ for the community corrections case management workforce.

In a new initiative to bring data together on family violence perpetrators, the department began work on automating data from Corrections’ systems for the Central Information Point. This will enable more timely reports to the Orange Door—the entry point for Victorians to access child and family services, and family violence support services.

Driving sustainability and efficiency of the correctional systemIn October 2018, the department implemented a consistent operating model for all prison shops across the state, resulting in standardised products and pricing across all public prisons. This enables future delivery of a partial cost recovery model for a prison’s non-labour operating costs.

Throughout the year, the department contributed to the updating of the national Guiding Principles for Corrections in Australia which was released in early 2019. The guidelines set out the minimum requirements for correctional services in Australia, ensuring accountability and a consistent level of service delivery across the Victorian system.

Output: Prisoner supervision and supportExpanding and improving prison infrastructureThroughout the year, the department has been planning to meet the future demand across the correctional system and has identified prison infrastructure priorities for the next five years.

In 2018–19, the department continued work to expand and improve prison infrastructure.

Advanced planning and design work was done for the expansion of the Chisholm Road Prison, a new maximum-security men’s prison. The department has procured land for the facility and held community consultations during the year. Additional funding was provided by the 2019–20 State Budget to increase the capacity of the prison to 1248–beds.

300 beds were added progressively at Ravenhall Correctional Centre taking its capacity to 1,300 prisoners. The capacity of the Metropolitan Remand Centre increased to 954 beds after infrastructure upgrades and strengthening work was completed on 30 June 2019.

The refurbishment of the Acute Assessment Unit at the Melbourne Assessment Prison was completed in June 2019.

Facilities for women prisoners were enhanced at the Dame Phyllis Frost Centre following the opening of the new Mental Health and Wellbeing Precinct, comprising the 48-bed Rosewood unit for prisoners with complex needs and the 22-bed Marrmak unit for women with acute mental health needs. A new gatehouse is expected to be complete in October 2019.

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A new state-of-the-art state-wide training complex for prison officers from the Security and Emergency Services Group (SESG) was opened at Ararat prison. It includes a tactical training area, dog kennels and dog training area, classrooms, overnight accommodation for SESG officers and correctional staff when required between shifts. In April 2019, the first of two multi-purpose canine teams began training at the complex.

Enhancing access to regional health servicesThe pilot of the regional hospital pathway between Hopkins Correctional Centre in Ararat, HM Prison Langi Kal Kal in Trawalla and East Grampians Health Service transitioned to an ongoing service in November 2018 and continues to operate effectively. The pathway reduces the need for prisoners to transition to a tertiary hospital through Port Phillip Prison, a common reason for prisoners refusing treatment. This in turn, reduces demand on St Vincent’s Hospital Melbourne, and improves attendance rates for specialist medical care and prisoner health outcomes.

Based on the success of this model the department is pursuing opportunities to expand it to other locations.

Managing the growth and changing profile of female prisonersDuring 2018–19, the department continued to implement strategies to more effectively manage the growth and changing profile of the women’s prisoner population, including:

a needs-based precinct operating model at the Dame Phyllis Frost Centre that enhances the placement and management of women to better align with their needs and risks.

a women-specific classification framework, including a trial of a new women-specific security rating tool and process whereby women now enter the prison system as medium security (rather than maximum).

These changes reduce the likelihood of incorrect classification since only a small cohort of women require a

maximum-security rating and the additional security arrangements that come with it.

Supporting Aboriginal social and emotional wellbeingThe Aboriginal Social and Emotional Wellbeing Plan is designed to improve outcomes for Aboriginal people in prison in Victoria. Initiatives delivered in 2018–19 are outlined below.

Continuity of Aboriginal Health Care PilotThe pilot allows an Aboriginal worker to provide cultural support and connection to health services within the prison and post-release support at Ngwala Willumbong (Dame Phyllis Frost Centre), Rumbalara Aboriginal Cooperative (Dhurringile Prison) and the Gippsland and East Gippsland Aboriginal Cooperative (Fulham Correctional Centre).

Mental health assessment training for prison health providersIn June 2019, the department began a pilot project to assess the effectiveness of a culturally appropriate mental health assessment tool for use with Aboriginal prisoners. The mental health assessment training has been delivered to health service providers at all prison locations.

Aboriginal Tertiary ScholarshipsThe department awarded four new Aboriginal Tertiary Scholarships in 2019, including two major ($30,000 each) and two minor ($10,000 each) awards. The scholarships assist Aboriginal students to pursue health-related studies and participate in practical work placement with designated health service providers.

Cultural Safety StandardsThe Aboriginal Caucus, a self-determining body that provides state-wide Aboriginal representation and leadership, endorsed Cultural Safety Standards in 2018 for the delivery of health care to Aboriginal and Torres Strait Islander people. The department piloted the standards at Dhurringile prison in August 2018, and in March 2019 it reappointed an Aboriginal Clinical Governance Officer to implement the standards at other locations.

Output performance measures: Prisoner supervision and support


measure2018-19

actual2018-19


QUANTITYAverage daily prison utilisation rate of total prison capacity per cent 90.6 90–95 0.0 Total annual daily average number of prisoners number 8 044 7 850–8 290 0.0 QUALITYProportion of benchmark measures in prison services agreement achieved

per cent 76.1 90 -15.4

The actual is below the target due to continuing pressures on the prison system from an increasing remand population, with significant prisoner turnover and movement.

Proportion of eligible prisoners in employment per cent 91.6 89 2.9 Rate of prisoner participation in education per cent 39.5 36 9.7 The actual is above the target due to a range of measures in place to enhance community safety and reduce reoffending by providing prisoners with vocational skills that help improve their employability.

Rate of return to prison within two years per cent 43.3 41 5.6 The actual is above the target due to prisoners who are reoffending being returned to custody more quickly than has tended to occur in previous years. This is due largely to the growth in the number of prisoners on remand.

Percentage of positive random drug tests per cent 4.7 5.0 -6.0 The actual is below the target due to a range of measures in place to minimise contraband in prison. This is a positive result.

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measure2018-19

actual2018-19


Percentage of education modules successfully completed per cent 83.4 80 4.3 TIMELINESSAssessment of prisoners ‘at risk’ undertaken within two hours per cent 99.4 100 -0.6 Proportion of prisoner risk assessments completed within set timeframes

per cent 98.5 90 9.4

The actual is higher than the target due to a range of measures in place within prisons to ensure that risk assessments are completed within set timeframes. This is a positive result.

COSTTotal output cost $ million 1 535.0 1 508.5 -1.8


Prison service statistics from 2014–15 to 2018–192014-15 2015-16 2016-17 2017-18 2018–19

Average daily prison population 6,350 6,320 6,853 7,258 8,044Containment and Supervision—escapes(a)

Number of escapes—total 5 10 3 10 3Number of escapes—secure prisons 0 5 1 0 0Number of escapes—open prisons 5 5 2 9 3Number of escapes—other 0 0 0 1 0Escape rate—total (per 100 prisoners) 0.08 0.16 0.04 0.14 0.04Escape rate—secure prisons (per 100 prisoners) 0.0 0.09 0.02 0.0 0.0Escape rate—open prisons (per 100 prisoners) 0.49 0.57 0.22 1.10 0.37Number of attempted escapes 1 5 2 4 5Containment and Supervision—deaths(b)

Total number of deaths in custody 15 19 20 17 19Death rate (per 100 prisoners) 0.24 0.30 0.29 0.23 0.24Number of deaths from apparent unnatural causes 3 1 4 5 6Death rate apparent unnatural causes (per 100 prisoners)

0.05 0.02 0.06 0.07 0.07

Total number of Aboriginal deaths in custody 1 1 2 4 2Number of Aboriginal deaths from apparent unnatural causes 0 0 0 0 0Aboriginal death rate apparent unnatural causes(per 100 prisoners)

0.0 0.0 0.0 0.0 0.0

Containment and Supervisions—self harmSelf-harm (per 100 prisoners) 5.9 7.0 7.3 6.6 7.4Attempted suicides (per 100 prisoners) 0.1 0.2 0.1 0.3 0.3Containment and Supervision—assaults(c)

Assault rate—assaults on prisoners by other prisoners 20.3 26.9 31.4 25.9 27.9Assault rate—assaults on staff or other persons by prisoners 4.5 5.9 5.3 4.7 5.2Containment and Supervision—illicit drugsPercentage of positive random drug tests(d) 4.28 5.70 4.20 3.97 4.70Number of visits (average per prisoner) 22.0 19.8 19.4 18.5 19.0Reparation—EmploymentEmployment rate—all prisoners(e) (%) 89.3 87.5 87.1 91.5 91.6

Notesa. The escape categories conform to the current definition of escapes in the Report on Government Services prepared by the Steering Committee for the

Review of Commonwealth/State Service Provision. Escapes by prisoners on unescorted leave, in work parties or activities outside the prison perimeter without direct one-to-one supervision are classified as ‘other’ escapes. Apart from these, all escapes, including during transfers between prisons or escorts outside the prison under one-to-one supervision, are classified according to the security level of the prison.

b. The cause of all prisoner deaths is subject to confirmation by the Coroner. c. The assault rate is based on the number of victims of all assaults, including victims who were not injured. The measure in this report differs from the

definition adopted for the Report on Government Services which disaggregates assaults by seriousness but excludes minor assaults that did not result in bodily harm or require any form of medical intervention.

d. The rate for 2018–19 is preliminary as at 9 August 2019 and subject to change.

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e. The prisoner employment rate is calculated as the proportion of all prisoners except those in full-time education or programs, remandees who chose not to work and others whose situation precludes their participation in work, such as hospital patients, aged prisoners and prisoners in transit.

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Output: Community-based offender supervisionConsolidating reforms in Community Correctional ServicesCCS manages and supervises offenders on court orders, serious sex offenders and serious violent offenders on post-sentence supervision, and prisoners on parole. It focuses on offender rehabilitation by providing real opportunities to tackle the drivers of offending behaviour.

In 2018–19, the department continued to consolidate the major reforms and expansion initiated in 2015–16, worth $332.3 million.

On 1 July 2018, a strengthened case management model began for offenders who are subject to post-sentence supervision orders. This aligned case management practices across the workforce and was supported by extensive in-house training and operational support for front-line staff and supervisors.

A graduate employment program began in CCS, providing an accelerated training and employment pathway for eligible graduates and building the professionalism of the workforce.

Strengthening community-based treatment for alcohol and other drugs In 2018–19 the department delivered community-based forensic AOD programs designed to improve the effectiveness of treatment delivered to offenders. The model aims to enhance the forensic response to offenders on court orders by providing AOD assessment and treatment conditions and improving the efficacy of AOD treatment. Targeting the AOD use is one way of tackling the offending behaviour.

In 2018–19, the department implemented the following initiatives.

KickStart—an AOD program targeting high-risk male offenders on court orders. In 2018–2019, the department and AOD treatment providers delivered 65 KickStart programs across five trial sites.

Justice Health delivered workshops to CCS and AOD treatment providers to embed collaborative practice and enhance the sector’s joint focus of working together to improve offender rehabilitation. The workshops were consistent with the Collaborative Practice Framework endorsed in June 2019.

Output performance measures: Community-based offender supervisionThis output relates to the effective supervision of offenders in the community, including ensuring compliance with orders of the court and Adult Parole Board, engagement in programs to reduce reoffending and reparation to the community.

Performance measures Unit of measure

2018-19 actual

2018-19 target

Performance variation (%)

Result

QUANTITYAverage daily offenders with reparation orders number 2 011 2 900 -30.7 The actual is below the target due to a reduction of fine orders being issued.

Average daily offenders with supervised court orders number 10 519 11 750 -10.5 The actual is below the target due to stabilisation of recent growth in the number of new orders imposed by courts following the abolition of suspended sentences in 2014.

Average daily prisoners on parole number 831 1 000 -16.9 The actual is below the target due to fewer prisoners receiving parole eligible sentences.

Community-work hours performed number (000)

661 306 750 000 -11.8

The actual is below the target due to a combination of factors, including fewer hours being ordered by the courts and fewer fine orders being issued.

QUALITYRate of return to corrective services within two years of discharge from a community corrections order

per cent 15.6 16 -2.5

Successful completion of parole orders per cent 80.9 75 7.9 The actual is above the target due to the ongoing impact of improvements to the operation of Victoria’s parole system.

Successful completion of reparation orders per cent 53.1 73 -27.3 The actual is below the target due to a combination of factors, including an increase in concurrent orders impacting on successful completions and the transition to a new fines system.

Successful completion of supervised court orders per cent 56.1 62 -9.5 The actual is below the target due to a combination of factors, including a more complex offender profile impacting on successful completions.

Percentage of community work hours ordered that are completed per cent 61.9 75 -17.5 The actual is below the target due to a combination of factors including fewer offenders undertaking fine orders which have high completion rates and a more complex offender profile impacting hours completed.

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2018-19 actual

2018-19 target


Result

Successful completion of violence related programs for family violence offenders in community corrections

per cent 73.2 70 4.6

TIMELINESSOffenders with a treatment or rehabilitation program condition who have been appropriately referred to a program

per cent 89.5 95 -5.8

The actual is below the target due to breach activity in response to non-compliance or re-offending occurring prior to all program referrals being completed.

COSTTotal output cost $ million 259.1 279.8 7.4 The actual result is lower than the target mainly due to funding transfers to the Prisoner Supervision and Support output, a transfer to the Department of Transport for the YMCA Bridge Employment Support and Training program and the delays in the implementation of the Management of Serious Offenders and Community Corrections – Contributing to a Safer Community initiatives.


Correctional system performance The corrections system continues to experience significant growth, particularly in the remand population, which has more than tripled since 30 June 2013. This growth has also necessitated the accommodation of remand prisoners at locations that previously held only sentenced prisoners. The placement and management of remand prisoners also presents unique challenges due to their different needs and circumstances.

Escapes from custody in VictoriaThere were three escapes from prison custody in Victoria during 2018–19. One prisoner escaped from Beechworth Correctional Centre, one from Dhurringile Prison and one from Tarrengower Prison, which are all three minimum-security facilities. All prisoners were subsequently returned to prison.

Deaths of prisoners in custody in VictoriaThere were 19 deaths in prison custody in Victoria during 2018–19. The provisional cause of death in 11 of these cases was natural causes, while six cases involved apparent unnatural causes and two cases apparent unknown causes.

The cause of all prisoner deaths is provisional and subject to subsequent confirmation by the Coroner.

Drug testing in Victorian prisonsVictoria operates one of the most extensive drug testing programs in Australia.

In 2018–19, the total number of drug tests conducted, including random, general and targeted tests, was 40,135, an increase of 7.1 per cent when compared with the 37,489 tests in 2017–18.

In addition, 12,394 breath tests were conducted in 2018–19, a decrease of 2.8 per cent when compared with 2017–18.

Saliva tests were introduced in March 2019 and 917 saliva tests were conducted until the end of 2018–19.

Self-harm, assaults and offender care in Victorian prisonsThe rate of self-harm by prisoners in Victorian prisons in 2018–19 (7.4 incidents per 100 prisoners) was the highest for the five-year period under review, while the attempted suicide rate remained stable when compared with 2017–18 (0.3 incidents per 100 prisoners).

The rate of assaults on prisoners by other prisoners was the second highest for the period, while the rate of assaults on staff or other persons by prisoners was the third highest for the past five years.

The increase in prisoner-on-prisoner assault incidents is due to continuing pressure on the prison system from an increasing remand population, which has resulted in significant prisoner turnover and movements.

National Corrective Services performance comparisonsNational performance data from all Australian states and territories is compiled to compare the efficiency and effectiveness of a range of government services, including Corrective Services. The data is published annually in the Report on Government Services by the Steering Committee for the Review of Government Services Provision.

Data published in early 2019 relating to the provision of services in 2017–18 showed Victoria had the third lowest imprisonment rate and the second lowest community corrections rate in Australia. The community corrections rate is the rate of people on community corrections orders in the Victorian population.

Victoria also had the highest overall prisoner employment rate in the country, while the participation rate for prisoner education was the third highest in Australia and above the national average.

Comparative data for 2018–19 will be published in early 2020.

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Effective supervision of young offenders through the provision of youth justice services promoting rehabilitationSystem-wide initiativesIn 2018–19, the department continued to implement the 126 recommendations of the landmark Youth Justice Review and Strategy (the Youth Justice Review) which provides a comprehensive roadmap for reform that ensures the stability and effective operation of the youth justice system. The Review was conducted by Penny Armytage and Professor James Ogloff AM and was released in August 2017.

The Victorian Government provided initial investment of $50 million to address priority recommendations. The Victorian Government provided a further $145 million in the 2018–19 State Budget to strengthen youth justice, support rehabilitation and ensure the safety of staff, young people and the community.

Early intervention for children, young people and low-risk offenders Diversion from the youth justice system The 2018–19 State Budget provided $12.88 million over four years and $3.4 million ongoing to ensure continuing, state-wide delivery of youth diversion services.

Diversion coordinators attend all scheduled sittings of the criminal division of the Children’s Court state-wide to conduct assessments and provide advice to the court regarding suitability for, and compliance with, diversion. Diversion coordinators consult with the young person, their family or carer, Victoria Police prosecutors and legal representatives to develop a diversion plan, which contains specific diversion activities the young person is required to complete in the adjournment period. Diversion activities focus on repairing harm caused by offending and strengthening a young person’s connection to family, carers and the community. Upon successful completion of the diversion plan, the offences are discharged meaning the young person avoids the stigma associated with a criminal record, and its potential impact on future life opportunities.

In 2018, 1,408 diversions were overseen by Children’s Court Youth Diversion (CCYD) coordinators, with 94 per cent of diversions successfully completed.

Addressing Aboriginal overrepresentationThe department has begun work on the first Aboriginal Youth Justice Strategy. The strategy is being developed in partnership with the Aboriginal Justice Caucus, comprising Aboriginal community members of the Aboriginal Justice Forum, under the umbrella of Burra Lotjpa Dunguludja, the fourth phase of the Aboriginal Justice Agreement (AJA).

The AJA sets a key milestone for closing the gap in youth justice outcomes by 2031 equating to 43 fewer Aboriginal young people under justice supervision (community and custodial) on an average day by 2023.

In 2018 the department, in partnership with the Commission for Children and Young People, established the Aboriginal Youth Justice Taskforce to review the cases of all Aboriginal children and young people who came in contact with the youth justice system over a five-month period. The Taskforce was a key recommendation of the Youth Justice Review offering opportunities to improve the outcomes for young people in youth justice through assessment and oversight of their individual plans and

consideration of all aspects of their care, education, health, connection to culture and safety.

In 2018–19, the number of Aboriginal Liaison Officers (ALO)increased from three to five, with two officers located at both Parkville and Malmsbury, overseen by one team leader to ensure a cultural connection for children and young people. Upon admission to custody each Aboriginal young person is now allocated their own ALO. A range of cultural programs and activities were facilitated across both Youth Justice precincts by Parkville College, World Vision and the Korin Gamadji Institute. Two full-time Aboriginal graduates were appointed to the Aboriginal youth justice team in January 2019.

Addressing culturally and linguistically diverse overrepresentation in the justice systemIn 2018–19, the department developed the cultural engagement program which aims to strengthen young peoples’ connection to culture and prevent further offending. It includes the following initiatives:

Community leaders and respected people from Horn of Africa and Pacific Island communities in Victoria working with young people in custody and strengthening their association to their cultural backgrounds.

Cultural activities in custodial centres combining the cultural needs of young people with their contemporary interest in music, art and sport. The activities are designed for young people from Pacific Islands and Horn of Africa. Activities include the South Sudanese Mentoring Program and the Mana Toa program (mentoring, educational and sporting activities).

In August 2018, the department recruited two community engagement officers (North West and South East Metro regions) as the interface between the department and African communities to strengthen cultural connections. These officers also work with young people to encourage their participation in community and cultural activities.

In custody, two Culturally and Linguistically Diverse (CALD) Liaison Officers positions were established in mid-2018 to advocate for, and work with young people from CALD backgrounds in youth justice centres.

Common clients (child protection and youth justice) The department is collaborating with the DHHS, Victoria Police and residential care providers, to address the disproportionate number of Victorian children in care entering the criminal justice system. Work is underway on:

a cross-agency agreement for a consistent process to manage challenging behaviours by vulnerable children in care thereby reducing reliance on police attendance

a pilot in inner eastern Melbourne exploring alternatives to involving police in response to young people in residential care

a new memorandum of understanding (MOU) between the department and DHHS (Child Protection) to guide joint operations and ensure coordinated care to improve outcomes for young people in both the child protection and youth justice systems.

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Managing the workforce for the future of the systemNew Commissioner appointedIn 2018–19, the department established the new Youth Justice Commissioner to support the Youth Justice workforce and enhance management and supervision of young people. The role will be supported by:

four operational managers (two per facility) to ensure the adequate management of custody in high-risk periods on weekends and after hours

additional Safety and Security Response Team operational and frontline staff, as well as additional correctional SESG staff to deliver safe and effective operations at youth justice precincts.

Recruitment and training As recommended in the Youth Justice Review, the department is developing a workforce plan for youth justice, which will include strategies addressing recruitment, retention, and learning and development. The plan is due to be completed in 2019.

In 2018–19, the department recruited approximately 177 entry-level youth justice custodial workers for the two youth justice centres and continued support on learning and development. All new staff were required to complete 35 days of pre-service training, with an increased focus on security, scenario-based learning and simulated activities. The department trained 164 youth justice staff members in the new Youth Control Order and Intensive Monitoring and Control Bail Supervision Scheme, which provides the court with an additional option for providing more intensive management of young people in the community.

A Custodial Supervisor’s Leadership Program has also been introduced to strengthen supervision skills and enhance risk management approaches.

New case management framework The Youth Justice Review identified the need to strengthen youth justice case management to reduce young people’s reoffending, responding to the changing nature of offending and the increasing complexity of young people.

In February 2019, the department implemented a new evidence-based case management approach for young people who are in custody and the community. This includes using validated assessment tools to identify appropriate interventions for each young person to reduce their risk of reoffending. Between April 2018 and March 2019, 327 youth justice staff completed training in the new risk and needs assessment.

Output: Youth justice community-based servicesReduce youth offending and promote rehabilitation to improve community safety The department engaged community-based service providers to deliver Multi-Systemic Therapy and Family Functional Therapy programs to support improved family functioning, reduce substance abuse and address behavioural issues. Both programs provide intensive in-home support to young people and their families to help strengthen relationships, improve communication and respond to challenging behaviour.

In February 2019, the department introduced new youth offending behaviour programs for young people under youth justice supervision that directly address their offending behaviour. These include programs targeting violent offending, sexual offending, substance use-related and motor-vehicle related offending. The youth offending program service model uses validated screening and assessment tools to ensure that interventions match a young person’s risk of reoffending, so those with the highest reoffending risk receive the most intensive interventions.

Output performance measures: Youth justice community-based servicesThis output provides community statutory supervision and support to young people subject to community-based dispositions in order to divert young people from the youth justice system and minimise the likelihood of further offending.


measure2018-19

actual2018-19


QUANTITYAverage daily number of young people under community-based supervision number 791 1 100 -28.1 The actual is below the target due to the continued reduction in young people under community-based supervision.Proportion of young people in youth justice under community-based supervision per cent 80.8 85 -4.9 QUALITYCommunity-based orders completed successfully per cent 89.3 85 5.1 The actual is above the target due to the higher number of young people successfully completing their orders.TIMELINESSYoung people on supervised orders who have an assessment and plan completed within six weeks of the commencement of the order

per cent 76.7 95 -19.3

The actual is below the target due to the transition to the new case management framework in February 2019 which requires a greater series of tasks to be performed prior to the completion of case plans. Performance against this measure is expected to improve as new case management processes are embedded and greater periodic monitoring of performance against this measure.COSTTotal output cost $ million 63.8 71.1 10.3 The actual result is lower than the target mainly driven by the timing of new program implementation and staff recruitment for the Strengthened Youth Justice response initiative and reduced demand due to the continued reduction in the number of young people under community-based supervision.


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Output: Youth justice custodial servicesExpanding and improving custodial infrastructureIn 2018–19, the department continued to make significant investments in youth justice’s custodial infrastructure to meet demand, keep our workforce safe, and to rehabilitate young people and reduce reoffending.

The 2017–18 Budget provided $288.7 million to build Cherry Creek, and works are already underway. It is anticipated that the new precinct will be completed in 2021.

Cherry Creek will be a modern and fit-for-purpose facility dedicated mental health and intensive intervention units and AOD treatment services. Works on site are continuing. The site access road and site office have been established and ongoing works include preparation for car park areas, perimeter road, retention basin and the solar farm.

In 2018–19, the Victorian government provided $79.6 million to fund an additional 68 beds across the system. These beds are expected to come online progressively in 2019 and 2020.

A further $58 million has been invested to repair, strengthen and fortify the Parkville and Malmsbury precincts. The department has progressively rolled out a program of strengthening works across both sites with significant work completed on fences, walls, doors and other potential climbing points to secure and strengthen the facilities.

Expanding primary health and mental health services for young people in custody In 2018-19, the department has invested $18.7 million to improve health and mental health services for young people in custody. This includes an expansion of services delivered under new contracts with Correct Care Australasia and Melbourne Health (Orygen Youth Health), which began on 1 February 2019. Every young person entering a Victorian youth justice centre now receives:

a health and mental health screen by a registered psychiatric nurse within 24 hours of reception, or within 12 hours of reception for Aboriginal and Torres Strait Islander young people

a comprehensive health and mental health assessment by a registered medical officer within 72 hours of reception

access to 24/7 primary mental health nursing services at both youth justice centres

improved access to general practitioner services, which now includes on-call support to staff seven days a week after business hours

improved access to allied health services including dental, optometry, podiatry and radiology

access to services provided through a newly appointed Aboriginal Health Worker, Clinical Nurse Educator and Health Promotion Officer

a mandatory ‘at risk’ assessment is conducted by a registered nurse within two hours if any young person displays behaviours that indicate a risk of suicide or self-harm.

From 1 February 2019, Orygen Youth Health began the delivery of the new Custodial Forensic Youth Mental Health Service. The service significantly improves mental health services for young people in custody with a mental health concern by providing specialised assessment and treatment. The service is delivered by a multidisciplinary team of psychiatrists, psychologists and mental health clinicians at the Parkville and Malmsbury Youth Justice Centres.

Ensuring secure, safe and stable custodial environments that promote the rehabilitation of children and young people In April 2019, the department established the Custodial Facilities Working Group which includes senior government and non-government youth justice experts and stakeholders to provide advice on key issues relating to the youth justice custodial system.

To date the working group has been engaged on a number of key custodial reform initiatives, including:

the design and development of an intensive intervention unit to deliver intensive intervention, support and supervision to high risk and high need children and young people

the development of a new custodial operating philosophy which describes the core operating principles of Victoria’s Youth Justice custodial centres to strengthen the stability and security of the custodial system and ensure that the individual needs of children and young people are met.

Other key reforms in youth justice custody include:

In January 2019, the department endorsed an MOU with the Department of Education and Training. This MOU establishes the roles and responsibilities of each department to coordinate and strengthen the delivery of education services to young people in custody. It is supported by Operational Schedules that details respective responsibilities for each department in particular situations. This includes enhancements to ‘a structured day’ and how access to education, health and offending programs are coordinated to ensure young people’s needs are met.

The department established a high-risk panel in March 2019, to oversee and provide direction on managing young people deemed a significant risk of harm to themselves or others.

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Output performance measures: Youth justice custodial servicesThis output provides supervision and rehabilitation, through the provision of case management, health and education services and the establishment of structured community supports, to assist young people to address offending behaviour, develop non-offending lifestyles and support reintegration of young people into the community on their exit from custody.


2018-19 actual

2018-19 target


Result

QUANTITYAnnual daily average number of young people in custody: male (under 15 years) and female

number 21.9 15–25 0.0

Annual daily average number of young people in custody: males (15 years plus) number 166.4 180–220 -7.6 The actual is below the target due to a decline in the number of young people in custody over the first six months of the 2018-19 reporting year. While numbers increased in the second half of the year, the average has remained below target.

Average daily custodial centre utilisation rate: males (15 years plus) per cent 82.9 90–95 -7.9 The actual is below the target due to a decline in the number of young people in custody over the first six months of the 2018-19 reporting year coupled with additional capacity following the opening of units that had been closed while strengthening works were completed.

Average daily custodial centre utilisation rate: males (under 15 years) and female per cent 73 60–80 0.0 QUALITYYoung people in youth justice participating in communityre-integration activities

per cent 75.1 65 15.5

The actual is above the target due to an increased focus on community re-integration activities.

TIMELINESSYoung people on custodial orders who have an assessment and plan completed within six weeks of the commencement of the order

per cent 92.3 95 -2.8

COSTTotal output cost $ million 160.8 136.6 -17.7 The actual result is higher than the target mainly due to a transfer of appropriation from capital to output for the New Youth Justice facility and increased asset driven output costs such as depreciation and capital asset charge for previous budget asset investments.


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A fair and accessible criminal justice system that supports a just society based on the rule of lawOutput: Public prosecutions and legal assistanceEnsure legal assistance services meet the needs of the communityThe department continued to ensure legal assistance is provided to vulnerable and disadvantaged Victorians through Victoria Legal Aid (VLA) and Community Legal Centres (CLCs).

The 2018–19 State Budget invested $37.3 million for VLA to continue to provide legal assistance through additional duty lawyer services and grants of legal aid. This includes services provided through the Bail and Remand Court and in response to the appointment of new judicial officers.

The department continued to work closely with the legal assistance sector to respond to increasing demand for services and to improve service delivery. Specific programs included integrated services delivered via 18 CLCs operating in partnership with hospitals, community health centres, schools, financial counselling services, employment, housing and specialist family violence services. The partnerships enable outreach and co-location models to provide legal assistance to vulnerable people who would not otherwise seek legal help.

The Collaborative Planning Committee was convened in May 2019 following the introduction of the Access to Justice reforms. The committee membership includes representatives from the department, Federation of

Community Legal Centres, Law Institute of Victoria, Victoria Law Foundation, Victoria Legal Aid, the Victorian Bar and representatives from specialist Aboriginal legal services.

Improve Commonwealth funding arrangements for legal assistance services in VictoriaThe National Partnership Agreement on Legal Assistance Services 2015–20 (NPA) is due to expire on 30 June 2020. The services delivered under the NPA focus on the needs of disadvantaged people. Ninety-three per cent of services delivered under the NPA by CLCs, and 100 per cent of services delivered by VLA are directed to people experiencing financial disadvantage.

The department and Victoria’s legal assistance sector were actively involved in the independent NPA Review conducted from August to December 2018. The review recommends enhanced service planning, collaborative processes and improved evidence base for the legal assistance sector. The recommendations will inform development of the new NPA during 2019–20.

Collaborative planning pilots were led by VLA in three regional areas, with active involvement of a range of legal service providers, including CLCs. The pilots examined legal need and service demand in these communities and examined the emerging social, economic and demographic factors which impact legal need and service delivery.

Output performance measures: Public prosecutions and legal assistanceThis output delivers activities relating to Victoria’s public prosecutions service and VLA. The Office of Public Prosecutions (OPP) provides an independent, effective and efficient prosecutions service on behalf of the Director of Public Prosecutions (DPP). In addition to the prosecution of serious crimes, the OPP also provides professional support to prosecution witnesses and victims of crime involved in its cases. VLA is an independent statutory authority that provides a range of legal services for both Victorian and Commonwealth law matters. These services include legal representation, legal advice and advocacy and education services.


measure2018-19

actual2018-19


QUANTITYJudicial Officer sitting days requiring prosecutors (OPP) number 12 823 11 000–13 000 0.0 Number of briefs prepared and hearings attended (OPP) number 80 435 72 500–78 500 2.5 Number of victim and witness consultations (OPP) number 16 082 12 500–14 500 10.9 The actual is above the target and reflects continued improvements to the Victims and Witness Assistance Support service delivery model that ensures greater engagement with victims, witnesses and families of deceased.

Community Legal education and information services– excluding family violence related services

number 97 705 123 500–128 500 -20.9

The actual is significantly below the target as the published 2018-19 target, provided by VLA, inadvertently included some family violence related services. Based on the revised 2018-19 target, the result is tracking slightly below expected service levels.

Community legal education and information services –family violence related services

number 25 056 11 700 114.2

The actual is significantly above the target as the published 2018-19 target, provided by VLA, inadvertently excluded some family violence related services. Based on the revised 2018-19 target, the result is slightly below expected service levels.

Duty lawyer services – excluding family violence related services (VLA) number 72 518 60 800–62 900 15.3 The actual is above the target due to VLA experiencing higher than expected demand for duty lawyer services.

Grants of legal assistance provided by VLA – excluding family violence related services

number 32 610 32 900 -0.9

Legal advice and minor assistance for clients (VLA) - excluding family violence related services

number 39 838 34 800 14.5

The actual is above the target due to higher than anticipated growth in activity from legal advice sessions.

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measure2018-19

actual2018-19


Family violence legal services (VLA) number 45 448 36 300 25.2 The actual is above the target due to an increased focus on family violence legal services, including intensive services such as grants of legal assistance.

Number of unique clients who accessed one or more of VLA’s legal services

number 100 061 96 300 3.9

QUALITYGuilty outcomes (guilty pleas and trial convictions) as a percentage of case completions (OPP)

per cent 91.9 89 3.3

Client satisfaction with services provided by Victoria Legal Aid per cent 70 80 -12.5 The actual is below the target and while there has been no change in the level of client satisfaction between 2017 and 2019, VLA is currently working on a client services strategy to improve client experiences across VLA.

TIMELINESSProportion of trials which did not proceed to adjournment on application of the Crown (OPP)

per cent 98.8 99 -0.2

Average call wait time to the Legal Help phone line (VLA) minutes 9.7 <10 3.0 COSTTotal output cost $ million 277.7 270.3 -2.7


Output: Infringements and warrantsModernising the infringement system to strengthen road safetyIn 2018–19, the department continued to implement the new fines recovery model established under the Fines Reform Act 2014, which commenced on 31 December 2017. The new model provides for more efficient and effective collection and enforcement of fines, with improved options for people, including vulnerable people, to deal with their fines.

The department has implemented the Family Violence Scheme. The Family Violence Scheme, specifically designed to assist victim survivors of family violence, received over 600 applications in 2018–19.

The Work and Development Permit Scheme provides vulnerable people with options to work off their fines. It received almost 1,000 applications in 2018–19 and almost $1.8 million in fine debt was worked off during that period. The trend of earlier payment continued in 2018–19, with more than 25 per cent of fines paid within 30 days. This is 10 percentage points higher than the rate before the reforms began.

Output performance measures: Infringements and warrantsThis output reports on activities relating to the management of traffic and other infringement notices, the confiscation of assets obtained through criminal activity and enforcement action by the the Sheriff’s Office Victoria. These activities serve as an administrative method for dealing with minor criminal offences, where a person alleged to have committed an offence has the option of paying a fixed penalty rather than going to court. The fixed penalty is intended to serve as a deterrent.


measure2018-19

actual2018-19


QUANTITYInfringement notices processed number

(million)2.4 2.7–2.9 -11.1

The actual is below the target and can be attributed to Transurban implementing a new debt collection policy for toll infringements in October 2018, which has resulted in significantly fewer matters being forwarded to the State for processing. In addition, there have been roadworks to some fixed camera areas (including the Hume Highway cameras) which were deactivated in January 2019 due to hardware maintenance.

Warrants actioned number 61 666 750 000 -91.8 The actual is significantly below the target due to the delayed delivery of necessary IT system functionality for sheriff’s officers. The IT system was introduced to support the transition to a new legislative scheme for fine enforcement on 31 December 2017, which fundamentally changed the model for fine enforcement in Victoria. To offset the limited Sheriff enforcement activity, in 2018-19 the department expanded its targeted debt enforcement campaigns to focus on outstanding warrants. The full year result also includes activities in relation to open court warrants, primarily relating to the Magistrates’ Court that have been paid or otherwise closed by the court.

QUALITYProsecutable images per cent 97.5 93 4.8 TIMELINESSConfiscated assets sold or destroyed within 90 days per cent 87.4 85 2.8

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measure2018-19

actual2018-19


Clearance of infringements within 180 days per cent 68.1 75 -9.2 As part of the ongoing transition to Fines Reform which commenced in December 2017, including introducing a new IT infrastructure for the fines system, some enforcement activity was reduced.

COSTTotal output cost $ million 221.1 211.1 -4.7 The actual result is higher than the target mainly due to the additional funding and depreciation cost increase as a result of the capitalisation for the Infringement Management and Enforcement Services Project IT solution.


Output: Criminal law support and reformContinuing to deliver reforms to tackle family violenceThe Royal Commission into Family Violence provided a once-in-a-generation opportunity to examine the family violence system and was tasked with finding solutions to prevent family violence, better support victim survivors and hold perpetrators to account.

The department and justice entities, including Courts and Victoria Police, are responsible for leading almost half of the 227 recommendations made by the Royal Commission. To date, 65 of these justice-led recommendations have been implemented.

Legislative reformA range of the reforms in the Justice Legislation Amendment (Family Violence Protection and Other Matters) Act 2018 (the Act) commenced during 2018–19 including:

trialling a scheme for complainants to give recorded statements for use as their evidence-in-chief in proceedings for family violence offences

the inclusion of forced marriage and dowry-related abuse as examples of behaviour that may constitute family violence in the Family Violence Protection Act 2008

allowing the Children’s Court to make therapeutic treatment orders, which require a child who has exhibited sexually abusive behaviours to participate in a therapeutic treatment program, for children aged 15-17 years of age; rather than the availability of these orders being restricted to children aged 10-14 years of age

establishing the Specialist Family Violence Court Division in legislation, which will facilitate the roll-out of these specialist courts.

The remaining Royal Commission reforms in the Act are due to commence in the second half of 2019.

In September 2018, the Parliament passed amendments to the Residential Tenancies Act 1997 which provide further protections in relation to family violence and strengthen the security of victim survivors of family violence who are renting.

As recommended by the Royal Commission, the department reviewed the offence of persistent contravention of a family violence safety notice or Family Violence Intervention Order (FVIO), in section 125A of the Family Violence Protection Act 2008. The review involved analysis of data and information on contraventions of family violence safety notices and FVIOs, and consulting with

stakeholders, to better understand the patterns of offending behaviour that give rise to persistent contravention charges. It found the offence is being utilised effectively and the department’s recommendations are currently being considered by the government.

Family violence perpetrator interventions to be trialled across the justice systemThe 2017–18 State Budget provided funding over two years to develop innovative and emerging models of best practice for interventions for family violence perpetrators who are in contact with the justice system. As of 30 June 2019, $1.75 million was provided to five community organisations to develop trial programs.

The trial programs began in mid-2018 and continued to run through 2018–19 with Aboriginal communities, women and gender diverse perpetrators, fathers, and men with reinforcing factors such as substance abuse and problem gambling.

Specialist counsellors for family violence victim survivors to achieve financial recoveryThere are 11 specialist family violence financial counselling positions located within 17 community agencies across the state. These positions began in October 2016 and assisted 3,024 family violence victim survivors in 2018–19. The service extends the financial counselling program, which assists up to 32,000 vulnerable Victorians each year through a free, independent and confidential financial counselling service.

Crime Statistics Agency Victorian Family Violence DatabaseIn December 2018, the Crime Statistics Agency published the 2017–18 iteration of the Family Violence Database which includes data from 1 July 2013 to 30 June 2018 from a range of Victorian government agencies and included two new sources — the Coroner’s Court of Victoria and Ambulance Victoria. The database is a primary source of family violence data ensuring, improved access to data across state government, local government, researchers and general public.

Building family violence capacity within the departmentIn March 2019, the department’s Office of Family Violence Principal Practitioner began rolling out Foundational Family Violence training for departmental staff and managers. The training included modules on family violence knowledge, gender equity, self-care, and how to recognise and respond to staff experiencing or perpetrating family violence. A post-training evaluation showed that, participants had a higher foundational knowledge of family violence and its gender inequity drivers and better attitudes

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when compared to the rest of Australia. Participants are also more likely to step in and support a friend or colleague if they are experiencing sexism and their capability to recognise, respond to and refer victim survivors and perpetrators of family violence has doubled.

Implementing whole of government family violence reforms In 2018, the department implemented a number of whole of government family violence reforms including:

the Family Violence Information Sharing Scheme, which enables key organisations and services to share information related to assessing or managing family violence risk

the Child Information Sharing Scheme, which allows authorised organisations and professionals who work with children, young people and their families to share information with each other to promote children’s wellbeing and safety

the Family Violence Multi-Agency Risk Assessment and Management (MARAM) Framework, established in law under a new Part 11 of the Family Violence Protection Act 2008 and which ensures services are effectively identifying, assessing and managing family violence risk.

Providing more support for Aboriginal Victorians at risk of family violenceThe department funds a range of Aboriginal community-led family violence initiatives to support Aboriginal Victorians at risk of family violence through behaviour change and prevention programs.

Culturally appropriate legal services The 2016 Royal Commission into Family Violence found that culturally safe services are effective and that Aboriginal Community Controlled Organisations are more likely to provide a culturally safe service.

In 2018–19, Djirra and the Victorian Aboriginal Legal Service (VALS) were funded to continue delivering culturally appropriate legal services for victim survivors and perpetrators of family violence. In 2018–19, Djirra provided legal representation to 447 clients and VALS provided legal representation to 230 clients.

Aboriginal Dispute Resolution Program The Aboriginal Dispute Resolution Program empowers Aboriginal people through culturally appropriate training to manage conflict effectively, resolve disputes, and minimise the incidence and impacts of lateral violence in the community. Lateral violence is abuse that occurs between members of the same family, extended family, kinship networks and other community members.

In partnership with Koorreen Enterprises Pty Ltd, the Dispute Settlement Centre of Victoria has delivered 12 Lateral Violence Awareness workshops across the three priority regions of Loddon Mallee, Gippsland and North West Metropolitan regions.

Culturally appropriate early interventions and diversion programs The department continued to fund early intervention programs delivered by Djirra during 2018–19, including:

Sister’s Day Out, a program for young Aboriginal women to raise awareness about family violence and safety issues

Dilly Bag, a program focused on personal development, strength, and agency to reduce vulnerability to family violence

Young Luv, a program for young women between the ages of 13 and 18 about the nature of healthy relationships.

In 2018–19, Sister’s Day Out supported 1,030 women in 10 events throughout regional Victoria, including in Echuca Geelong and Ballarat. Dilly Bag supported 75 women including in Moama and Wattle Point and Young Luv supported 199 women including in Healesville and Ballarat.

Ngarra Jarranounith Place (Dardi Munwurro)Ngarra Jarranounith Place is the only Aboriginal Community Controlled residential family violence service for Aboriginal men in Australia. It is a 16-week program to support men who use or are at risk of using family violence.

In 2018–19, the program received 46 referrals from services throughout Victoria including from Bairnsdale, Swan Hill, Echuca, Ararat and Bendigo. Ngarra Jarranounith Place is on track to meet its capacity to support up to 20 men a year.

Monitoring impacts of bail law reformsFollowing the conclusion of the Bail Review conducted by the Hon. Paul Coghlan QC, the department established the bail reform implementation working group. The working group brought together key justice system stakeholders to:

progress consultation on the bail reforms in work streams

prepare for the impact of the reforms, and consider those reforms in conjunction with other

criminal justice reforms/issues. From July 2018, the working group provided a forum in which to monitor the early impact of the bail reforms including amendments in the Bail Amendment (Stage Two) Act 2018 and the Bail Amendment (Stage One) Act 2017 that commenced operation on 21 May and 1 July 2018 respectively. It also provided a mechanism to coordinate and consider the response to, or implementation of, the remaining recommendations of the Coghlan Bail Review.

In 2019–2020, the department will begin new arrangements for engaging with justice system stakeholders and will continue to monitor the impact of justice system reforms, including the bail laws.

The department also established the complementary bail data working group to determine impact of the Coghlan Bail Review reforms and to improve the quality of bail data in the future.

The bail data working group, led by the Crime Statistics Agency, is currently undertaking research and development work across relevant bail data sources to better understand the impact of the reforms.

Continuing counter-terrorism reform in collaboration with the Commonwealth and other jurisdictionsFollowing the 5 June 2017 siege incident in Brighton, the Victorian Government commissioned the Expert Panel on Terrorism and Violent Extremism Prevention and Response Powers (the Expert Panel) to evaluate the operation and effectiveness of Victoria’s key legislation and related powers and procedures of relevant agencies to prevent, monitor, investigate and respond to terrorism. Led by former Victorian Chief Commissioner of Police, Ken Lay

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AO, and the Hon. David Harper AM QC former judge, Victorian Supreme Court of Appeal the Expert Panel made 42 recommendations over two reports published in August and September 2017.

The first report made 16 recommendations primarily focusing on reforms to police counter-terrorism powers and the presumption against bail and parole. The second report made 26 recommendations relating to reforms enhancing the ability of relevant agencies and institutions to prevent, investigate, monitor and respond to terrorist attacks and include 13 recommendations relating to preventing and countering violent extremism and disengagement programs.

The Victorian Government accepted in principle all 42 recommendations. The Justice Legislation Amendment (Terrorism) Act 2018 implemented 20 of the recommendations and work is underway to implement the rest.

The department coordinated and implemented those recommendations for which it is responsible, recommendations 1–13 and 15 of the second report, including:

a case management and information sharing review to examine barriers to effective case management of individuals at risk of engaging in violent extremism

development of a monitoring and evaluation framework for Countering Violent Extremism programs

research to investigate a range of violent extremism-related issues including extremism, pathways to violent extremism, and islamophobia in Victoria.

Fully implemented recommendations from Betrayal of TrustIn 2018–19, the department finalised implementation of the remaining recommendations of the Family and Community Development Committee Inquiry into the Handling of Child Abuse by Religious and Other Non-Government Organisations ‘Betrayal of Trust’ Final Report (Betrayal of Trust). These include the introduction of new criminal offences, measures to create child safe organisations and civil law reforms to provide better access to justice for survivors of institutional child abuse.

The Legal Identity of Defendants (Organisational Child Abuse) Act 2018 commenced on 1 July 2018, enabling child abuse plaintiffs to sue unincorporated non-government organisations that control and use trusts to conduct their activities.

The department finalised the Funding Guideline for Services to Children, which will require Victorian Government departments, Family Safety Victoria and Court Services Victoria to ensure that organisations funded after 1 July 2019 to provide services to children are incorporated and insured against child abuse.

Commonwealth Royal Commission into Institutional Responses to Child Sexual AbuseThe Commonwealth Royal Commission into Institutional Responses to Child Sexual Abuse made 409 recommendations. The department has coordinated the implementation of recommendations across government.

The government’s first annual report on implementation was published by the department on 6 March 2019. It describes the action that the Victorian Government has taken to prevent and respond to child sexual abuse, work that is in progress and future work that is planned to build on these reforms. The Victorian Government is continuing to work with the Australian Government and other state and territory governments to progress recommendations that require national action.

National Redress Scheme beginsThe National Redress Scheme started on 1 July 2018 in response to the Royal Commission into Institutional Responses to Child Sexual Abuse. It provides critical support to survivors who suffered child abuse in institutional settings. Redress under the Scheme consists of three components:

a redress payment of up to $150,000, access to counselling psychological services, and a direct personal response. Victorian state institutions are participating in the Scheme, and Victorian non-government institutions to opt in to participate in the Scheme.

Since the commencement of the Scheme in July 2018, the State of Victoria has supported the Scheme’s operation by responding to requests for information received in relation to responsible Victorian Government institutions. The State of Victoria will continue to support the work of the Scheme to ensure victims receive the justice they deserve.

Transition to the National Disability Insurance SchemeAll eligible Victorians now have access to the National Disability Insurance Scheme (NDIS). The transition to the NDIS has major implications for the delivery of disability services for people involved in the justice system. In 2018–19, the department worked with other agencies to establish a sustainable model for the treatment and management of prisoners and offenders with a disability, in consultation with the Commonwealth, the National Disability and Insurance Agency, DHHS and the Department of Premier and Cabinet (DPC).

The department is preparing regulations to be made under the Charter of Human Rights and Responsibilities Act 2006 which will ensure the ongoing applicability of the Charter to appropriate registered NDIS providers operating in Victoria. This will mean that the protections of the Charter continue for Victorians with disabilities. The department is also working with the Commonwealth, states and territories to develop a nationally uniform NDIS worker screening system.

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Output performance measures: Criminal law support and reformThis output delivers a broad range of services such as the provision of law reform and sentencing advisory information, access to justice and support services for the Victorian community, including forensic medical and scientific services and medico-legal advice.


measure2018-19

actual2018-19


QUANTITYClinical forensic medical services by the Victorian Institute of Forensic Medicine (VIFM)

number 2 868 2 300–2 700 6.2

Demand is driven by Victoria Police. The actual is above the target due to an increase in the number of cases seen by police, with a flow-on effect on clinical forensic services.

Medico-legal death investigations (VIFM) number 6 534 6 100–6 500 0.5 Provision of expert forensic medical and scientific evidence in court (VIFM) number 216 150–250 0.0 Community education and consultation sessions conducted by Victorian Law Reform Commission (VLRC)

number 71 100 -29.0

The actual is below the target due to the operational impact of the death of the Victorian Law Reform Commission (VLRC) Chair on 24 February 2019. Consequently, consultations initially planned for the June 2019 quarter were deferred to the September 2019 quarter.

Law reform projects conducted by VLRC number 3 3 0.0 Number of Sentencing Advisory Council (SAC) publications number 7 6 16.7 This measure is based on publications with an International Standard Book Number (ISBN). The actual is above the target due to SAC releasing seven publications with an ISBN. The 7th publication was a new edition of an existing product, which does not place significant demands on the Council’s resources.

QUALITYAudited medico-legal death investigation reports with no significant diagnostic errors (VIFM)

per cent 99 95 4.2

Teachers and students who are satisfied with education programs delivered by VLRC

per cent 95 85 11.8

The result reflects the quality of the sessions on offer from the VLRC.

TIMELINESSMedical and scientific investigations on the body of the deceased completed within two days (VIFM)

per cent 72 75–85 -4.0

Medico-legal death investigation reports issued within agreed period (VIFM) per cent 66 60–70 0.0 COSTTotal output cost $ million 90.6 76.7 -18.2 The actual result is higher than the target mainly due to additional funding for a number of initiatives including the National Redress Scheme for Institutional Child Sex Abuse, the Royal Commission into the Management of Police Informants, and further support to the Victorian Institute of Forensic Medicine. In addition, there were increased costs due to increasing demands on the criminal justice system and the delivery of the Attorney-General’s significant legislative program.


Output: Victims and community support servicesNew Victims of Crime Commissioner appointedOn 13 June 2019, the Victorian Government announced the appointment of Ms Fiona McCormack, former CEO of Domestic Violence Victoria, as the new Victims of Crime Commissioner. Internationally recognised as an expert in her field, Ms McCormack has extensive experience in changing service systems to improve outcomes for victims. In line with the recommendations of the Victorian Law Reform Commission’s 2016 report on The Role of Victims of Crime in the Criminal Trial Process (VLRC 2016 Report), the Commissioner will have expanded powers to better support victims who have been through the system. Ms McCormack is the second Victorian Victims of Crime Commissioner.

Reforms improve victims’ experience in criminal trialsIn 2018–19, the government introduced a Bill into Parliament that responded to a number of the VLRC 2016 Report’s legislative recommendations. The Victims and Other Legislation Amendment Act 2018:

strengthens victims’ right to be given information and support before, during and after court proceedings, including requiring the DPP to advise victims about the details of hearings and the progress of the prosecution; seek victims’ views before making certain decisions; and to provide victims with reasons for particular decisions

creates a new role for the Victims of Crime Commissioner to improve oversight of Victims Charter compliance and the management of complaints

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provides clarity about the admissibility of Victim Impact Statements in criminal proceedings.

Family violence restorative justice pilotThe Family Violence Restorative Justice Service provides options for eligible victim-survivors to participate in restorative conversations that enable them to address the harm they have experienced as a result of family violence. The pilot phase of the service began on 29 October 2018 and will run until May 2020. Victim-survivors are currently referred to the service by agencies that are located at, or provide a service to, people in contact with the Heidelberg and Geelong Magistrates’ Courts, and the specialist family violence partnership for lesbian, gay, bisexual, transgender, intersex and queer people ‘w|respect’. Practitioners have been engaging with staff at these locations to familiarise them with this restorative victim-centred justice practice.

Family violence perpetrator interventionsFive trial programs continued through 2018–19 to develop and test best practice models of intervention for perpetrators of family violence in contact with the justice system. The programs have been with Aboriginal communities, women and gender diverse perpetrators, fathers, and men with complex needs such as substance abuse and problem gambling. The department is conducting an evaluation of these programs to help build an evidence base for effective ways of engaging and responding to target cohorts, addressing service gaps, building system integration, improving behaviour change and keeping perpetrators in view and accountable.

Post sentence victim submission processThe department began a pilot program in 2018–19 to enable victims on the Victims Register to submit their views on potential post-sentence directions to the Post Sentence Authority. An interim report produced in February 2019 outlined several strategies that the Victims Register, the Post Sentence Authority, and the Post Sentence Branch could employ to enhance victim submission processes. The final evaluation of the pilot is expected to be completed in the coming months.

Financial Assistance Scheme reformIn 2016 and 2017, the Attorney-General asked the Victorian Law Reform Commission (VLRC) to review the operation and effectiveness of the Victims of Crime Assistance Act 1996 and Victims of Crime Assistance Tribunal (VOCAT). The VLRC’s review focused on how to achieve fair, timely and predictable outcomes for victims and ensure that support and therapeutic needs are victim-centred. The report was tabled in Parliament on 19 September 2018. The government accepted all 100 of the VLRC’s recommendations in principle and work has began to progress the reforms, including designing a new administrative scheme to focus on assisting victims in their recovery in place of the current judicial scheme and demand modelling.

Strengthening services to victims of crimeIn 2018–19, the Victim Support Agency (VSA) improved service delivery to victims of crime.

Establishing six new co-locations of the Victims Assistance Program (VAP), including two co-locations in police stations, making a total of 40 VAP co-locations (34 police station co-locations and six non-police co-locations).

Developing a draft critical incident response framework and training program for the victims’ services sector.

Victims’ services teams work with key emergency management stakeholders to ensure a seamless service response to victims of critical incidents.

Developing a roadmap of business-critical Information and Communication Technology (ICT) projects to improve the management and delivery of victim services, and the ability to support the Family Violence Information Sharing and Child Information Sharing Schemes.

The VSA remains strongly engaged with the family violence sector to implement the reforms identified by the Royal Commission into Family Violence.

Output performance measures: Victims and community support servicesThis output delivers programs that focus on victims and community support services. The Working with Children Check Unit, through the administration of the Working with Children Act 2005, aims to reduce the incidence of sexual and physical offences against children by only allowing Victorian adults who pass the working with children check to work with children. The VSA is responsible for coordinating a whole of government approach to services for victims of crime against the person and for representing the voice of victims within the justice system. It provides practical assistance to help victims recover from the effects of crime. Consistent with Victoria’s commitment to the Aboriginal Justice Agreement, other initiatives focus on crime prevention and reducing reoffending of Aboriginal people in the criminal justice system.


2018-19 actual

2018-19 target


Result

QUANTITYVictims receiving a service from the Victims of Crime Helpline, Victims Register, Youth Justice Group Conferencing and Victims Support (VSA)

number 26 762 20 600 29.9

The actual is above the target due to the continued strong demand for the Victims of Crime Helpline through the key referral pathways - Victoria Police and victims. There has been an increased number of referrals for male victims of family violence as well as an increase in phone calls to the Helpline for victim-related information.

Victims receiving a service from the Victims Assistance Program (VAP) number 12 946 14 000 -7.5 While the actual is lower than the target, it is important to note that this BP3 measure does not reflect the true number of services provided by the Victims Assistance Program (VAP) as it reflects services provided to new VAP clients and does not consider significant number of “existing” victims who receive services from the VAP.

Diversion initiatives established to support the Koorie community number 39 35 11.4 The actual is above the target due to additional budget funding to a number of new family violence initiatives, with this investment now being

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2018-19 actual

2018-19 target


Result

realised.

Number of Working with Children Checks processed number (000)

411 250 - 300 37.0

The implications of the Child Safety Standards continues to be a significant factor contributing to the increase in the number of checks processed. The Child Safe Standards apply to all organisations that provide services for children, requiring these organisations to maintain child safe environments. As a result of this, many organisations have developed policies requiring all individuals to obtain Working with Children Checks, regardless or legal requirements. The Commission for Children and Young People (the body responsible for overseeing compliance with the Child Safety Standards) has actively engaged with organisation since the introduction of the standards in January 2017. These activities may also be contributing to the higher demands for Working with Children Checks. Changes to the Working with Child Act 2015 on 1 August 2018 to implement a number of Royal Commission recommendations are also likely to have contributed to the increase in applications.

QUALITYWorking with Children Checks: Assessment issued within three days of receiving a clear notification

per cent 99.6 98 1.6

Working with Children Checks: Negative notices issued within three days of receiving the delegate’s decision

per cent 100 100 0.0

COSTTotal output cost $ million 83.8 61.0 -37.4 The actual result is higher than the target mainly reflecting demand for the Working With Children Check scheme and new funding for the Aboriginal Justice Agreement Phase Four initiative to improve justice for Aboriginal Victorians.


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A fair and accessible civil justice system that supports a just society with increased confidence and equality in the Victorian communityOutput: Protection of personal identity and individual/community rightsAgreement reached with Taungurung Traditional Owners The Victorian Government’s preferred approach to native title claims made under the Native Title Act 1993 (Cth) is to settle claims out of court using the Traditional Owner Settlement Act 2010 (Vic). Agreements under the Traditional Owner Settlement Act recognise the identity and rights of Aboriginal Traditional Owner groups that have a traditional and cultural association to particular parts of Victoria. The agreements provide funding, land grants and procedural rights over future uses of Crown land, together with a range of measures to strengthen Traditional Owner groups’ economic, social and cultural outcomes.

On 26 October 2018, the government and the Taungurung Traditional Owner group signed a comprehensive agreement which will commence once various legal processes are concluded. The government’s negotiations with the Wotjobaluk, and the Eastern Maar Traditional Owner groups continued in 2018–19.

In October 2018, Professor Mick Dodson AM provided his final outcomes review report of the Recognition and Settlement Agreement between the State and the Dja Dja Wurrung Clans Aboriginal Corporation. The department and the Dja Dja Wurrung entered into negotiations to consider the review report’s recommendations.

In March 2019 the High Court published its judgment on the Timber Creek case, the first time Australia’s highest court considered the compensation provisions of the Native Title Act 1993 (Cth). The government and Traditional Owners developed draft terms of reference for a ‘first principles’ review to consider the Timber Creek judgment, among other matters, in the context of the State’s settlement processes.

A secure, accessible and responsive civil registration schemeIn February 2019, the department launched a new core business system, Registry Information Online, for services delivered by the Registry of Births, Deaths and Marriages Victoria (BDM). The system enables customers to apply online for services, including certificates and all types of registrations. New parents in Victoria can now submit the birth registration statement online. Customers can also use the system to monitor the progress of their applications. The system has been widely adopted, particularly by birth registrations, with over 90 per cent of statements submitted online and over 30,000 new births registered online by the general public.

The system also provides the capacity for Victorians to apply for change of name registrations, relationship registrations and make bookings at the Victorian Marriage Registry. BDM has issued over 90,000 standard and historical certificates using the system. Aside from the benefits for customers, the system provides improved data security, and minimises system outages.

BDM engagement with the Aboriginal communityBDM provides additional support to Aboriginal people and communities to register life events. The rate of birth registration by Aboriginal Victorians is generally considered to be lower than for the general Victorian population. Not having access to a birth certificate can have profound, adverse impacts on individuals’ social participation and life chances.

BDM has sought to increase the rates of birth registration and birth certificate applications among Aboriginal Victorians by providing culturally appropriate services and fee waivers. In 2018–19, it engaged with various Aboriginal Community Controlled Health Organisations across Victoria to promote awareness of, and access to BDM services.

BDM also visited various prisons to ensure that Aboriginal men and women have their birth certificate prior to their release.

BDM staff also visited Loddon Mallee, Gippsland, Grampians, Hume and North West Metro communities in the first half of 2019, holding meetings with stakeholders at hospitals and courts to highlight the importance of birth registration and birth certificates.

Notify Others projectBDM is developing a service titled ‘Notify Others’ that aims to simplify the process of contacting organisations after the death of a loved one. In late 2018 it completed a two-month pilot with a small number of third-party service providers and funeral directors. Following a positive evaluation, a second pilot has been developed for an increased number of third-party service providers and funeral directors to pilot a digital version of the process, starting in August 2019.

New LGBTIQ commemorative certificateBDM has also developed a rainbow-themed commemorative birth certificate that recognises significant life events for Lesbian, gay, bisexual, trans and gender diverse, intersex, queer and questioning (LGBTIQ) individuals and families. This initiative will be launched in 2019–2020.

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Output performance measures: Protection of personal identity and individual/community rightsThis output protects personal identity through the registration of significant life events by BDM. It also protects individual and community rights through the work of the Victorian Equal Opportunity and Human Rights Commission (VEOHRC), the Office of the Public Advocate (OPA) and the Native Title Unit (NTU).

The VEOHRC provides education and capacity building, and assists parties to resolve disputes. The OPA protects the rights, interests and dignity of people with disabilities and mental illness. The NTU seeks to increase the economic, social and cultural development of traditional owner communities by negotiating comprehensive settlements of native title claims.


measure2018-19

actual2018-19


QUANTITYComplaint files received and handled by VEOHRC number 890 900 – 1 050 -1.1 Education and consultancy sessions delivered by VEOHRC number 367 350 4.9 Information and advice provided by VEOHRC number 8 297 8 000 – 8 500 0.0 Settlement rate of conciliation (VEOHRC) per cent 64 65 -1.5 Groups in negotiation towards resolution of Native Title claims (NTU) number 4 4 0.0 Information and advice provided by OPA number 13 644 11 313 – 12 782 6.7 The actual is above the target and is consistent with a higher number of enquiries related to the Medical Treatment Planning and Decisions Act 2016 and the National Disability Insurance Scheme (NDIS).

Community education sessions (OPA) number 167 100 67.0

The actual is above the target due to education sessions about the Medical Treatment Planning and Decisions Act 2016, which have not tapered off as quickly as anticipated. The NDIS also continues to drive demand for education sessions by the OPA.

Public Advocate auspiced volunteer interventions for people with a disability (OPA)

number 8 114 7 800 – 8 140 0.0

New guardianship and investigation orders of VCAT actioned by OPA number 1 382 1 340 – 1 480 0.0 Advocacy matters opened by OPA number 258 323 – 364 -20.1 Advocacy requests are fulfilled by OPA staff as they are received, and are dependent on resources available. Whilst OPA cannot influence the demand for its advocacy service, the 2018-19 financial year continued a trend above the longer term trend for guardianship services. This additional demand has adversely impacted the available resources devoted to advocacy requests. In addition, with the rollout of the NDIS and the State government’s funding of advocacy services to meet this demand, it is possible that the increased activity in the sector is absorbing some demand for advocacy that would otherwise come to OPA.

QUALITYBirths, Deaths and Marriages registration transaction accuracy rate (BDM) per cent 99.1 99 0.1 Customer satisfaction rating: Education and consultancy sessions delivered by VEOHRC

per cent 86 85 1.2

Customer satisfaction rating: Conciliation delivered by VEOHRC per cent 96 85 12.9 The actual is above the target due to VEOHRC staff increasing their engagement with parties throughout the process and an increase in the use of early dispute resolution techniques to optimise the opportunity for parties to reach a settlement at an early stage.

Customer satisfaction rating: BDM service centre per cent 92.1 85 8.4 The actual is above the target due to the anticipated results for the survey in March/April 2019 expected to be significantly lower than usual due to the survey being undertaken so soon after the implementation of the new core business system in February 2019. However, it appears that most customers based their responses on the service they received at the service centre and the results were not impacted by any system transitional issues.

TIMELINESSVEOHRC complaints finalised within six months per cent 76 85 -10.6 The actual is below the target largely due to resourcing constraints experienced by VEOHRC. In response to the independent review recommendations, VEOHRC recruited additional staff to better meet service demand, and introduced a greater focus on early dispute resolution. With the additional resourcing, there is currently no backlog of complaints or wait time for clients. An early dispute resolution framework is being designed to provide a streamlined approach for clients not seeking complex outcomes. A paperless dispute resolution process will also improve the time taken to progress complaints.

Proportion of Native Title negotiations progressed in accordance with the Department’s annual work plan and timeframes monitored by the Federal Court (NTU)

per cent 100 100 0.0

Complete applications for birth, death and marriage certificates processed within five days of receipt (BDM)

per cent 78.2 95 -17.7

The actual is below the target due to a new core business system implemented in February 2019 which uses different datasets to measure timeliness. This has resulted in an increase in turnaround times and as a result, a higher volume of calls, visits and complaints. BDM has prioritised improving turnaround times and call centre response times with the recruitment of additional staff, has provided further training and communication to staff and service providers and is implementing improvements to the system based on feedback received. Most registration and certificate processing turnaround times are back to or below standard turnaround times. Call centre wait times have also decreased and

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measure2018-19

actual2018-19


most system issues have been resolved.

Average number of days a guardianship or investigation order of VCAT is held on a wait list prior to being allocated to a delegated officer by the Public Advocate (OPA)

number 36.4 30-34 7.1

The actual is above the target due to an increase in demand for guardianship and investigation orders with the 2018-19 financial year representing a record year in the number of requests received. Consequently, OPA’s pending list has reached record high numbers and has a direct adverse impact on wait times for allocated matters. In addition, OPA has received more investigation matters from VCAT when compared to previous years, with case complexity continuing to increase, slowing the allocation of new matters. In the latter half of the year, inroads were made in reducing the pending list as caseloads were created for newly appointed staff. OPA expects to continue to meet the current demand whilst reducing the time to allocate matters to guardians. The flow-on effects of reductions to the pending list will begin to flow into the allocation times during the 2019-20 year.

COSTTotal output cost $ million 69.3 48.7 -42.2 The actual result is higher than the target primarily due to additional costs in the Registry of Births, Deaths and Marriages for the implementation of the new core business system. Additionally, higher than budgeted award payments approved by the Appeals Costs Board under the Appeals Costs Act 1998 and the transfer for Adoption Services from the Department of Health and Human Services as part of the Machinery of Government changes as at 1 January 2019 also contribute to the increase.


Registry of Births, Deaths and Marriages business operationsThe following data were generated on 1 July 2019. Data may differ subject to very minor (non-material) variations. Full definitions of data values are available by contacting BDM via www.bdm.vic.gov.au

Customer service in 2018–19Type of interaction NumberOnline applications received* 234,472

Calls answered by BDM Contact Centre 150,271

Mail applications received 71,875

Citizens serviced at BDM Service Centre (includes applications received directly) 85,878

Applications received through justice service centres 11,159

Marriages ceremonies conducted at the Old Treasury Building 3,574

Registered relationship ceremonies conducted at Old Treasury Building 6

Total 557,235

Registrable events in 2018–19Events NumberBirths (Births, Deaths and Marriages Registration Act 1996, Part 3) * 77,390

Deaths (Births, Deaths and Marriages Registration Act 1996, Part 6) 39,482

Marriages (Births, Deaths and Marriages Registration Act 1996, Part 5) 28,712

Changes of Name (Births, Deaths and Marriages Registration Act 1996, Part 4) 9,411

Registered relationships (Relationships Act 2008, Part 2.2) 4,216

Stillbirths 366

Revocation of registered relationships (Relationships Act 2008, Part 2.2) 288

Adoptions (Adoption Act 1984, Part 5) 41

Recognition of sex (Births, Deaths and Marriages Registration Act 1996, Part 4A) 39

Total 159,945

Note:* Total number of births registered in Victoria, including those that occurred in a previous year but were registered for the first time in the reporting period. Figures exclude stillbirths and incomplete registrations (i.e. where BDM is yet to receive formal notification from either the parents or the medical facility where birth occurred).

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Certificates issued in 2018–19Type of certificate NumberStandard certificate 297,326Historical images 54,525Commemorative certificates 28,698Historical certificates 11,198Total 391,747

Customer experience in 2018–19Measure of customer satisfaction MeasureOverall satisfaction rating in Customer Satisfaction Survey (administered to citizens at BDM Service Centre). 4.6Percentage of complaints 0.64%

Registry of Births, Deaths and Marriages: Service efficiency in 2018–19Average wait time MinutesService Centre 28.31Call Centre 16.32

Registry of Births, Deaths and Marriages: Data provision services in 2018–19Data provisioning * NumberNew and on-going data provisioning agreements 26Ad-hoc provision of data completed 12Total 38

Note: * BDM provides important data sets to third parties for statistical purposes, research and other administrative or legislative compliance purposes. The data sets BDM maintains are highly confidential and must be managed ethically and securely to protect an individual’s privacy. Data is only provided where privacy is protected, the purpose is in the public interest and the data will remain secure and managed appropriately.

Output: Dispute resolution and civil justice support servicesImproving civil justice support servicesImplementing Access to Justice Review recommendations supported by the government In 2018–19, the government continued to work with stakeholders, in particular legal assistance stakeholders and courts, to implement recommendations of the Access to Justice Review. The department facilitated the Justice Legislation Amendment (Access to Justice) Act 2018 which implements 16 of the 57 government-supported recommendations of the review including:

establishing VLA’s role as the coordinator of the provision of legal aid and information so that it responds to the legal and related needs of the community

establishing a committee to provide advice and recommendations to the VLA board in relation to community legal needs, the provision of legal aid and VLA’s functions

establishing the Victoria Law Foundation as a centre of excellence for data analysis and research on access to justice issues

improving transparency in funding for community legal centres and improving VLA’s planning and reporting mechanisms

removing limitations relating to a record or acknowledgment of a married person’s sex, so that a person does not need to divorce their spouse in order to have a birth certificate that reflects their sex

improving the efficiency and effectiveness of proceedings at the Victorian Civil and Administrative Tribunal (VCAT) by expanding the class of consumer and trader disputes that are small claims, providing a

positive duty on the Principal Registrar to assist parties to proceedings, and clarifying that a party may be assisted by a support person during proceedings

facilitating a more flexible structure for court fees in the County Court to increase access to justice, support reforms to court operations, and enhance efficiency for community members.

Improving dispute resolution service delivery for residential tenancy mattersThe department continued working with the VCAT to improve the accessibility and effectiveness of dispute resolution processes for residential tenancy matters within VCAT. This includes greater use of informal methods of dispute resolution and introducing internal review for residential tenancy decisions at VCAT.

Supporting for the courts and VCAT Facilitating electronic processes in the Courts and the Victorian Civil and Administrative TribunalIn August 2018, the Justice Legislation Amendment (Family Violence Protection and Other Matters) Act 2018 was passed to assist Victorian courts and tribunals to utilise contemporary technology to ensure the quick and efficient delivery of justice. This is facilitated by amending the Acts that govern each of the Courts and the VCAT, so that they can issue documents in electronic form and transmit them electronically to the relevant recipient.

Modernising court fees The department led legislative amendments in the Justice Legislation Amendment (Access to Justice) Act 2018 to expand the fee regulation powers for the County Court and the Magistrates’ Court. This also facilitates a more flexible fee structure that takes account of the actual costs of different steps in litigation and enhances efficiency in the court.

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In 2018–19, the department worked with the County Court and the Supreme Court to develop new fee regulations for each Court. The new Supreme Court (Fees) Regulations 2018 commenced on 30 September 2018 and the County Court (Fees) Regulations 2018 commenced on 14 December 2018. The new fee regulations set court fees that more accurately reflect costs, and fairly distribute a proportion of those costs amongst different court users (corporations, individuals and some concession card holders).

Developing new models of therapeutic justice The department continued to consult with justice partners, including the courts, Court Services Victoria and government agencies, to assess successful court interventions. This includes interventions such as the Drug Court, the Assessment and Referral Court List and the Court Integrated Services Program. This work expands these programs to improve eligibility and access for more categories of offenders and more geographic areas, as well as those with complex needs.

Ensuring civil laws in Victoria are just, protective of individual rights, contemporary and efficientIn March 2019, the Guardianship and Administration Act 2019 was passed to replace the Guardianship and Administration Act 1986. The new Act establishes a

modern guardianship and administration framework which better protects the rights of people with disabilities to make and participate in decisions that affect their lives.

The new Act and framework:

allows a guardian to make decisions about an individual’s life such as where they live and necessary medical treatment, and a financial administrator to make financial decisions on the individual’s behalf, when the individual is no longer able to make those decisions

provides further statutory recognition of supported decision-making, through the appointment of a supportive guardian or supportive administrator who assists an individual to make their own decisions rather than making decisions on their behalf

includes a clearer definition of decision-making capacity and a presumption that a person has the capacity to make decisions unless evidence is provided otherwise.

In May 2019, the Open Courts and Other Acts Amendment Act 2019 was passed. The Act ensures adult victims of sexual assault or family violence, or adults who as children had been so subjected, are now able to opt for disclosure of their identity on the conviction of the offender. Exceptions may be made by the Court if there are any non-consenting victims who wish to retain anonymity.

Output performance measures: Dispute resolution and civil justice support servicesThis output provides dispute resolution and mediation services to members of the community through the Dispute Settlement Centre of Victoria (DSCV). DSCV’s services cover neighbourhood disputes, workplace disputes and disputes within committees, clubs and incorporated associations. The output also provides strategic advice and practical legal solutions to the Victorian Government and its statutory authorities through the Victorian Government Solicitor’s Office (VGSO).

Performance measures Unit of measure 2018-19 actual

2018-19 target


Result

QUANTITYDispute resolution services provided in the Dispute Settlement Centre of Victoria (DSCV)

number 25 992 22 500 15.5

The actual is above the target due to the commencement of the Access to Justice Partnership initiative with VCAT as part of the Fast Track Mediation and Hearing Program. The Dispute Resolution Advisory Services (DRAS) target has been increased for 2019-20 in line with the phased roll out of the program.

QUALITYOverall client satisfaction rate (DSCV) per cent 86.2 85 1.4 Settlement rate of mediation (DSCV) per cent 60 70 -14.3 The actual is below the target due to lower resolution rates for the new Fast Track Mediation and Hearing (FTMH) program. The BP3 settlement rate target will reduce to 65 per cent in 2019-20 to reflect this. It is anticipated that as the FTMH program is fully implemented, settlement rates will progressively increase.

Client satisfaction with quality of legal advice provided (VGSO) per cent 85 85 0.0 TIMELINESSIntake and mediation services conducted within agreed timeframes by the DSCV

per cent 91.3 85 7.4

The actual is above the target due to more services meeting timeframes.

Client satisfaction with timeliness of legal advice provided (VGSO) per cent 80 85 -5.9 The actual is below the target due to an increase in demand for VGSO services which places downward pressure on the timeliness of advice.

COSTTotal output cost $ million 53.8 49.2 -9.4 The actual result is higher than the target mainly due to additional costs from the Victorian Government Solicitor’s Office associated with the high demand for legal services funded via the revenue retention agreements and a transfer of funding from the Department of Health and Human Services for the Complex Needs and Violence Program.


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Reduce the impact of, and consequence from, natural disasters and other emergencies on people, infrastructure, the economy and the environmentOutput: Emergency management capabilityLeading changeSupporting community resilience Emergency Management Victoria (EMV) continued to support the objectives of the Community Resilience Framework for Emergency Management and in 2018–19 began development of a State Risk Management Framework to guide planning priorities. EMV also managed the National Resilience Awards 2018 and worked with Victoria State Emergency Services and the Monash University Disaster Resilience Initiative to help promote the Resilient Australia Awards which recognise initiatives that strengthen community disaster resilience. It also established a community-based resilience strengthening model (Future Ready) for the Foundation for Regional and Rural Renewal to incorporate into their program.

Victorian Fire Management StrategyEMV placed the development of a Victorian Fire Management Strategy for Victoria on hold until other reforms in fire management have been fully implemented. The strategy will establish effective, sustainable fire management, ensuring communities are safer from and more resilient to the consequences of fire. It was due to be completed by June 2019. However, with the establishment of Fire Rescue Victoria, (a new emergency management planning regime), the roll out of programs on urban fire issues, such as cladding and waste facilities and the Department of Environment, Land, Water and Planning regional strategic bushfire planning, the sector was unable to be fully engaged in the strategy. Once these initiatives are completed, EMV will consider next steps.

Supporting Volunteers Emergency sector volunteers play a pivotal role in delivering emergency services. In 2018–19, EMV:

delivered $10 million in grants from the Emergency Services Volunteer Sustainability Grants Program, which funds urgent facility, equipment and training needs for volunteers

managed $1.38 million in grants from the Valuing Volunteers Program for initiatives that will contribute to the retention, recruitment and recognition of volunteers

delivered $13.3 million in grants from the Volunteer Emergency Services Equipment Program that provides funding to eligible volunteer organisations for the purchase of volunteer equipment including vehicles, trucks, tankers, watercraft, trailers and or minor facility upgrades.

Diversity and inclusionEMV continues to implement the Emergency Management Diversity and Inclusion Framework: Respect and Inclusion for All, to create a more diverse, inclusive and stronger sector that is more reflective of, and better connected to, Victorian communities. In 2018–19, EMV delivered targeted leadership, training and awareness programs and research on effectively engaging and enabling diverse communities to participate in emergency management.

StewardshipFire Services reformThe Firefighters Presumptive Rights Compensation and Fire Services Legislation Amendment (Reform) Bill 2019

(the Bill) received Royal Assent on 2 July 2019. The legislation creates Fire Rescue Victoria which will replace the Metropolitan Fire Brigade (MFB) and include career firefighters from the 38 existing integrated stations of the Country Fire Authority (CFA) in one organisation. The role of a Fire Rescue Commissioner will also be created. The CFA will return to being a community-based, volunteer organisation.

The reforms also provide a mechanism for changing the fire service delivery boundaries as well as measures to ensure firefighters claiming compensation will no longer have to prove that firefighting is the cause of 12 types of cancer. Instead, there is a presumption the cancer was a result of firefighting and therefore they will have an entitlement to compensation. The presumptive rights legislation provisions of the Bill commenced on 3 July 2019.

Driving reform in emergency planningThe Emergency Management Legislation Amendment Act 2018 was passed by Parliament on 9 August 2018, establishing a comprehensive framework for emergency management planning at State, regional and municipal levels. The Act also formalises a system to bring agencies together to plan in an integrated way. EMV has begun development of guidelines to support the phased implementation of the Act.

Resilient Recovery StrategyThroughout 2018–19, EMV has facilitated the work of an Inter-Departmental Committee (IDC) comprising government departments with a role in post-emergency recovery, to develop a Resilient Recovery Strategy. Following approval by the State Crisis and Resilience Council and the Minister for Police and Emergency Services, the strategy will be published online and EMV will work with partners on an implementation plan. The IDC has also endorsed an outcomes framework, principles for the role of government in recovery and identified actions and priorities for implementation.

Victorian Emergency Management InstituteThroughout 2018–19, EMV managed the new Victorian Emergency Management Institute (VEMI) in Mount Macedon, delivering learning and development to sector personnel. VEMI hosted a range of ancillary programs and events for the sector.

Critical Infrastructure Resilience Strategy During 2018–19, members within Victoria’s critical infrastructure sector prepared their annual Sector Resilience Plan 2018–19, reporting on initiatives completed over the last year, and those proposed for next year. These plans informed the 2018 All Sectors Resilience Report, released by the Minister for Police and Emergency Services in May 2019. This report is a high level, annual summary of Victoria’s critical infrastructure and how industry and government are working together to improve resilience and minimise significant disruption to important services.

System deliveryVictorian Emergency Management Strategic Action PlanEMV prepared the third update to the Strategic Action Plan (SAP) a three-year rolling plan which aims to achieve the vision of safer more resilient communities. SAP Update #3

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2018–2021 received approval from the Minister for Police and Emergency Services in February 2019 and EMV has begun work on Update #4. The SAP is a requirement of the Emergency Management Act 2013.

Marine Search and Rescue In 2018–19, EMV established a Marine Search and Rescue (MSAR) office in order to deliver improved capability, training and risk management to the sector. The initiative was the result of a Parliamentary Inquiry into Victoria’s Marine Rescue Services. EMV worked with volunteer MSAR units, Victoria Police, Transport Safety Victoria and other stakeholders on the implementation of projects on finance and insurance, training and assessment, performance standards and operational protocols and vehicle risk and capability.

Emergency Management Operational Communications programIn 2018–19, regional Victoria Police radio operations were transitioned to the Victorian Government’s secure, digital radio network, upgrading radio services to the Victoria SES, Life Saving Victoria and Corrections Victoria.

In December 2018, the department extended a short-term contract for the government’s Mobile Data Network, providing mission-critical, narrowband communication within metropolitan Melbourne to approximately 1,000 Victoria Police and Ambulance Victoria operational vehicles. EMV also engaged a provider in June 2019 to develop and maintain a smartphone application, which will supplement the State’s mission-critical state-wide pager system.

Impact assessmentIn 2018–19, EMV developed an impact assessment model to operate across all hazards and all phases of an emergency to capture information to build a picture of community resilience. Agreement was achieved on the core impact data prioritised for urgent collection and the core reporting data for class one emergencies, including data for relief and recovery. Potential barriers to sharing data and information across agencies were also identified. A tool to visually display the resilience and impact assessment data has been developed. The model will be

operationalised for those involved in impact assessment across the sector.

High risk waste sitesIn 2018–19, EMV continued to contribute to government wide efforts to identify and manage high risk waste sites, including supporting the work of the Resource Recovery Facilities Audit Taskforce led by the Environment Protection Authority. EMV is also supporting Worksafe’s Executive Oversight Group for the clean-up of identified illegal, hazardous liquid industrial waste warehouses. These bodies oversee on-going, on-ground risk assessments, contingency planning and remediation works, which involves Victoria Police and emergency service organisations.

High-performing organisationEMV resetIn March 2019, EMV announced an organisational reset to enable effective stewardship of the emergency management sector, necessary to deliver sustainable emergency management. EMV has begun work to realign organisational structure and activities to support EMV’s Future Direction Statement, launched in June 2019, establish an operations funding model and continue to build a positive and enabling culture.

EMV plan for its people and cultureEMV continued to implement its ‘Plan for our People’ focusing on building a positive working environment. In 2018–19, EMV introduced an integrated health and wellbeing program, implemented a series of diversity and inclusion initiatives, and aligned individual performance goals to EMV’s strategic priorities.

Emergency management workforce agreementIn 2018–19, EMV established a whole of Victorian Government agreement that contributes to sustainable workforce generation in support of major emergencies. The most recent focus has been to mitigate the risks of differing employment conditions across government. EMV has collaborated with Industrial Relations Victoria and the Department of Treasury and Finance (DTF) to develop a cost model that demonstrates the implications of changes to conditions.

Output performance measures: Emergency management capabilityThis output provides for the management of emergencies by developing and adopting emergency prevention and mitigation strategies, providing fire suppression and road crash rescue services and supporting local government and communities in disaster mitigation and recovery. Key components of this output reduce the level of risk to the community of emergencies occurring and the adverse effects of emergency events, such as death and injury rates.


measure2018-19

actual2018-19


QUANTITYPermanent operational staff number 3 453 3 420 0.9 Permanent support staff number 1 520 1 473 3.2 Volunteers – Operational number 37 854 43 000–44 000 -12.0 The 2018-19 actual is below the target which has been a continuing trend. This continued decrease is due to the challenges in recruiting and retaining volunteers.

Volunteers – Support number 21 273 21 000–22 000 0.0 QUALITYLevel 3 Incident Controller trained staff and volunteers number 75 96 -21.9 The 2018-19 actual is below the target due to less personnel than anticipated transitioning to, and maintaining, Level 3 Incident Controller accreditation.

Road accident rescue accredited brigades/units number 131 131 0.0

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measure2018-19

actual2018-19


Structural fire confined to room of origin per cent 81.9 80 2.4 Multi agency joint procurements of systems or equipment number 1 3 -66.7 The 2018-19 actual is below the target due to the continued negotiation of the final two contacts.

TIMELINESSEmergency response times meeting benchmarks – emergency medical response

per cent 95.5 90 6.1

The sector has met the 2018-19 target, noting that CFA data is not yet counted in this measure. The CFA is in the process of developing business rules and data capture processes to meet this measure.

Emergency response times meeting benchmarks – road accident rescue response

per cent 89.1 90 -1.0

Emergency response times meeting benchmarks – structural fires per cent 88.5 90 -1.7 COSTTotal output cost $ million 1 302.1 1 252.6 -4.0


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A fair market place for Victorian consumers and businesses with responsible and sustainable liquor and gambling sectorsOutput: Regulation of the Victorian consumer marketplaceVictorians exercise their consumer rightsIn 2018–19, Consumer Affairs Victoria (CAV) provided information and advice to over 295,000 callers and responded to 62,860 written and online queries. CAV received over 3.6 million visits to its website, which provides education, advice and self-help resources in a range of formats that are easy to find, understand and act on.

Advocacy services The Tenancy and Consumer Program, which targets financially disadvantaged Victorians and those experiencing family violence, assisted almost 9,000 vulnerable tenants and consumers in 2018–19, providing information, negotiation and advocacy support.

Financial counselling was provided to 29,465 Victorians in 2018–19 with free, independent and confidential telephone or face-to-face counselling sessions.

Specialised family violence financial counselling was provided to 3,024 Victorians in 2018–19 after funding for 11 specialist family violence financial counsellors was provided in response to the Royal Commission into Family Violence. In 2019–20, a further 10 specialist roles will be funded.

Ensuring a fair and safe rental market for VictoriansResidential Tenancies Act reviewThe Residential Tenancies Amendment Act 2018 was passed by Parliament on 6 September 2018, introducing more than 130 reforms to strengthen renters’ rights. Implementation of the reforms has began. Since 3 April 2019, caravan and Part 4A park residents who own their dwellings, but rent the underlying site, have been entitled to seek compensation when a park closes. Other early reforms include the introduction of a new prescribed form for long-term leases, an electronic ‘red book’ and limiting rent increases to once per year. The electronic red book is provided to renters and includes their rights and responsibilities.

CAV is consulting with key stakeholders throughout 2019 to develop regulations, forms and guidelines required to support the new laws. All reforms will be implemented by 1 July 2020.

Office of the Commissioner for Residential Tenancies The inaugural Commissioner for Residential Tenancies, Dr Heather Holst, began her role in September 2018 with a key focus on championing the rights of renters and giving them a voice in seeking improvements to renting laws and services. The Commissioner’s four-year strategic plan, approved by the Minister for Consumer Affairs, Gaming and Liquor Regulation, is built around three pillars: that renters have rights, know their rights, and exercise their rights.

Businesses comply with consumer laws myCAVCAV has created myCAV, an online portal through which Victorians can apply for a licence or registration and manage their obligations through instant lodgements and updates. Following the successful implementation of myCAV to incorporated associations, estate agents and rooming house operators, the system was further expanded in December 2018 to accommodate owners’ corporation managers and conveyancers. Since its launch in 2015, there have been over 85,000 accounts created and over 117,000 transactions completed in 2018–19. Work is underway to expand myCAV to manage fundraising registrations.

Enforcement outcomes CAV undertook a range of enforcement actions in 2018–19 against businesses for unfair and illegal practices. These include the following outcomes.

The Federal Court found Melbourne South Eastern Real Estate Pty Ltd had engaged in misleading or deceptive conduct and made false representations about property sales. Melbourne South Eastern Real Estate, which operates three Barry Plant estate agent offices in Melbourne, was ordered to pay $720,000 in fines and costs of $30,000.

The Federal Court found Wens Bros Trading Pty Ltd and its sole director, Wen Hui Xu breached the Australian Consumer Law and Fair Trading Act 2012 and the Australian Consumer Law (Victoria) (ACL(Vic)). The Court fined Mr Xu $190,000 personally, and Wens Bros Trading $225,000, for selling products that did not meet safety standards, selling goods that were covered by a ban and selling goods that failed information standards (which regulate the type and amount of information provided to consumers about particular products and services).

The Melbourne Magistrates’ Court found Micheal Arrow contravened the ACL(Vic) by accepting payment to perform major domestic building work and failing to supply that work. Mr Arrow was ordered to pay civil pecuniary penalties totalling $46,200 and costs of $5,000.

Empowering Victorians to resolve their domestic building disputes Domestic Building Dispute Resolution Victoria (DBDRV) is a free service that strengthens the domestic building consumer protection framework. It was established to assist builders and home owners resolve their disputes without the cost and time often associated with courts and tribunals. Demand for DBDRV services continues to exceed initial expectations with 6,003 applications received in 2018–19. In order to meet service demand, DBDRV has undertaken a program of work to review its case-handling to improve efficiency.

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Output performance measures: Regulation of the Victorian consumer marketplaceThis output upholds a fair and competitive Victorian marketplace. As Victoria’s consumer regulator, CAV works to ensure that the market works effectively by detecting and addressing non-compliance with the law. The output provides for informing consumers and businesses about their rights and responsibilities under the law, engaging with business to ensure compliance, registration and occupational licensing for individuals and organisations and regulation of the residential tenancies market. DBDRV is an independent government agency that provides free services to help resolve domestic (residential) building disputes.


measure2018-19

actual2018-19


QuantityNumber of court and administrative actions number 1 309 700 87.0 The actual is above the target due to a higher than anticipated number of official warnings and infringement notices issued.

Information and advice provided to consumers, tenants and businesses: through other services including written correspondence, face to face and dispute assistance

number 115 479 129 400 -10.8

The actual is below the target due to lower than anticipated written correspondence received and fewer financial counselling services provided due to increased complexity.

Information and advice provided to consumers, tenants and businesses: through telephone service

number 295 955 297 000 -0.4

Transactions undertaken: Residential Tenancies Bonds Authority (RTBA) transactions

number 467 431 475 000 -1.6

Transactions undertaken: registration and licensing transactions number 94 826 87 100 8.9 The actual is above the target due to an increase in registration activity and estate agent transactions.

Victims of family violence assisted with financial counselling number 3 024 2 250 34.4 The actual is above the target due to demand exceeding forecast for family violence financial counselling services.

Dispute resolution services provided by Domestic Building Dispute Resolution Victoria

number 6 003 6 000 0.1

QualityRate of compliance with key consumer laws per cent 91.5 95 -3.7 Proportion of high-priority breaches resulting in regulatory response per cent 100 100 0.0 TimelinessRegulatory functions delivered within agreed timeframes per cent 97.8 95 2.9 The actual is above the target due to the prompt processing of regulatory functions.

CostTotal output cost $ million 146.9 149.8 1.9


Output: Gambling and liquor regulationNational Consumer Protection FrameworkOn 22 May 2019, the Victorian Government announced the implementation of the National Framework to provide strong protections for consumers of interactive wagering services. A Ministerial direction giving effect to these reforms was published in the Victorian Government Gazette on 23 May 2019.

Victoria was the first jurisdiction to introduce the reforms, which include prohibiting:

online wagering providers from offering any credit, voucher, reward, or other benefit as an incentive to open an account or to refer another person to open an account

providers from offering bonus bets to customers where customers are required to continue to bet with any winnings

direct marketing to customers unless they provide their express consent.

The department is working with Australian states and territories on further reforms to the way in which online wagering providers interact with consumers.

Review of the Liquor Control Reform Act 1998The review of the Liquor Control Reform Act 1998 seeks to identify ways to reduce red tape and regulatory burden and make sure that Victoria has the right laws to support an attractive cafe, restaurant, pub, bar and night-life culture while ensuring its harm minimisation measures are effective.

Reforms that began in October 2018 as part of Phase One of the review improved the protection of minors from alcohol-related harm and reduced red tape for industry.

In the second phase of the review, the department is reviewing policy, including issues such as family violence and licence categories, and is consulting with industry and

45

community stakeholders, including through the Liquor Control Advisory Council.

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Output performance measures: Gambling and liquor regulationThis output provides for monitoring and regulation of gambling and liquor activities in Victoria, including the operations of the Victorian Commission for Gambling and Liquor Regulation (VCGLR) and the Victorian Responsible Gambling Foundation (VRGF). It also provides leadership and strategic policy advice to the Minister for Liquor and Gaming Regulation on the regulation of the gambling and liquor industries, problem gambling and harm minimisation in relation to liquor and gambling.


measure2018-19

actual2018-19


QUANTITYLiquor and gambling applications and licensee monitoring activities (VCGLR) number 57 492 50 000 15.0 The actual is above the target due to a higher than expected demand for proof of age cards and gaming equipment approvals as well as increased monitoring associated with the post 2022 gaming entitlement.

Liquor and gambling information and advice (VCGLR) number 131 354 128 000 2.6 Liquor and gambling inspections completed by the VCGLR – metropolitan number 11 243 10 000 12.4 The actual is above the target due to the impact of the VCGLR’s investment over the last three years in a cultural change program.

Liquor and gambling inspections completed by the VCGLR – regional number 2 295 2 000 14.8 The actual is above the target due to the operation of the newly established regional hubs.

Mainstream Gambler’s Help agency client service hours provided by therapeutic and financial counselling activities

number 68 787 75 400 -8.8

The actual is below the target due to the redirection of resources to the gambling harm prevention space and reflects the impact of changes in Gambler’s Help agency staffing profiles, particularly in rural and regional areas where recruitment and retention of suitably qualified staff is more challenging. The move to a more flexible funding model from 1 July 2019 will assist in alleviating the impact of staffing profile changes on service delivery.

Increased access to digital information by the community and stakeholders who have an interest in gambling harm

number 448 564 649 850 -31.0

The actual is below the target due to a reduction in paid marketing activities as the Foundation shifted the communication strategy from broadcast digital platforms to a more targeted approach which attracts qualified visitors with longer engagement period.

Office of Liquor, Gaming and Racing briefings processed number 334 700 -52.3 The actual is below the target due to the transfer of the Racing portfolio to the Department of Jobs, Precincts and Regions from January 2019 as part of Machinery of Government (MOG) which resulted in a significant decrease in the number of briefings processed across 2018-19.Please note: This performance measure is proposed to be discontinued in 2019-20 due to the MOG changes. With the Racing portfolio being transferred to the Department of Jobs, Precincts and Regions (DJPR) effective 1 January 2019, this measure is no longer meaningful as it was mainly driven by the number of briefings received which related to the Racing portfolio.

Operations with co-regulators to identify licensees supplying alcohol to minors or persons who are intoxicated

number 20 20 0.0

QUALITYLiquor and gambling licensing client satisfaction (VCGLR) per cent 77 80 -3.8 Liquor and gambling inspections conducted at high risk times per cent 19 12 58.3 The actual is above the target due to the Victorian Commission for Gambling and Liquor Regulations (VCGLR) investment in the intelligence and risk-based assessment framework. The analytical algorithm developed by the VCGLR has contributed to a realignment of the operational priorities to increase focus on the prioritisation of high risk / high harm inspections.

TIMELINESSCalls to VCGLR client services answered within 60 seconds per cent 75 80 -6.3 The actual is lower than the target due to volume of calls exceeding the capacity of the team in 2019.

Gamblers Help Service clients who receive a service within five days of referral (VRGF)

per cent 96 96 0.0

Liquor and gambling approvals, licence, permit applications and variations completed within set time (VCGLR)

per cent 95 85 11.8

The actual is above the target due to increased efficiencies being achieved in line with the VCGLR’s Business Plan initiative to simplify licensing processes.

COSTTotal output cost $ million 110.5 136.4 19.0 The actual result is lower than the target mainly due to the transfer of the Racing portfolio to Department of Jobs Precincts Regions as part of the Machinery of Government changes as at 1 January 2019.


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4. Statutory authorities and offices by ministerial portfolio 2018–19Attorney-GeneralStatutory officesChief Examiner and Examiner (jointly administered with the Minister for Police)

Commissioner for Uniform Legal Services Regulation (jointly administered with the Attorney-General of New South Wales)

Crown Counsel

Crown Prosecutors

Director of Public Prosecutions

Public Advocate

Solicitor-General

Victims of Crime Commissioner

Victorian Legal Services Commissioner

Administrative officesVictorian Government Solicitor’s Office

Statutory authoritiesAppeal Costs Board

Coronial Council of Victoria

Court Services Victoria

Judicial College of Victoria

Judicial Commission of Victoria

Judicial Entitlements Panel

Legal Practitioners’ Liability Committee

Legal Services Council (Uniform Legal Services Regulation) (jointly administered with the Attorney-General of New South Wales)

Office of Public Prosecutions

Panel of Independent Reviewers – Legal Aid Act

Sentencing Advisory Council

Victorian Civil and Administrative Tribunal Rules Committee

Victims of Crime Consultative Committee

Victorian Equal Opportunity and Human Rights Commission

Victoria Law Foundation

Victoria Legal Aid

Victorian Institute of Forensic Medicine

Victorian Law Reform Commission

Victorian Legal Services Board

Victorian Legal Admissions Board

Victorian Professional Standards Council

Victorian Traditional Owners Trust

Judicial and quasi-judicial bodiesSupreme Court of Victoria

County Court of Victoria

Magistrates’ Court of Victoria

Children’s Court of Victoria

Coroners Court of Victoria

Victorian Civil and Administrative Tribunal

Victims of Crime Assistance Tribunal

Municipal Electoral Tribunals

Workplace SafetyStatutory officesConvenor of Medical Panels

Statutory authoritiesVictorian Work Cover Authority

Accident Compensation Conciliation Service

Victorian Asbestos Eradication Agency

Consumer Affairs, Gaming and Liquor RegulationStatutory officesArbitrator, Sale of Land Act

Director of Consumer Affairs Victoria

Statutory authoritiesBusiness Licensing Authority

Consumer Policy Research Centre

Estate Agents Council

Independent Review Panel

Liquor Control Advisory Council

Motor Car Traders Claims Committee

Residential Tenancies Bond Authority

Responsible Gambling Ministerial Advisory Council

Sex Work Ministerial Advisory Committee

Victorian Commission for Gambling and Liquor Regulation

Victorian Responsible Gambling Foundation

CorrectionsStatutory authoritiesAdult Parole Board

Post Sentence Authority

Women’s Correctional Services Advisory Committee

Justice Health Ministerial Advisory Committee

Ministerial Community Advisory Committee (Custodial Community Permit Program)

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Emergency ServicesStatutory officesEmergency Management Commissioner

Inspector-General for Emergency Management

Statutory authoritiesCountry Fire Authority

Country Fire Authority Appeals Commission

Emergency Management Victoria

Emergency Services Telecommunications Authority

Metropolitan Fire and Emergency Services Appeals Commission

Metropolitan Fire and Emergency Services Board

Victoria State Emergency Service Authority

Families and ChildrenStatutory authoritiesYouth Parole Board

Police Statutory officesChief Commissioner and Deputy Commissioners of Police

Chief Examiner and Examiner (jointly administered with the Attorney-General)

Statutory authoritiesRoad Safety Camera Commissioner

Firearms Appeals Committee

Police Registration and Services Board

Road Safety Camera Commissioner Reference Group

Portfolio agenciesVictoria Police

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5. Acts administered by justice and community safety portfolios as at 30 June 2019Attorney-GeneralActs Enumeration and Revision Act 1958

Administration and Probate Act 1958

Administrative Law Act 1978

Adoption Act 1984

Age of Majority Act 1977

Appeal Costs Act 1998

Attorney-General and Solicitor-General Act 1972

Bail Act 1977 – Except:

Section 3B (this section is jointly and severally administered with the Minister for Youth Justice)

Births, Deaths and Marriages Registration Act 1996

Charities Act 1978

Charter of Human Rights and Responsibilities Act 2006

Children, Youth and Families Act 2005 – Except:

Chapters 3 and 4 (these Chapters are jointly and severally administered with the Minister for Child Protection)

Chapter 5 (except Division 2 of Part 5.2 and sections 359 and 359A) (these provisions are jointly and severally administered with the Minister for Youth Justice)

Sections 359 and 359A (these sections are jointly and severally administered with the Minister for Victim Support and the Minister for Youth Justice)

Part 6.2 (this Part is jointly and severally administered with the Minister for Youth Justice)

(The Act is otherwise administered jointly and severally with the Minister for Child Protection and the Minister for Youth Justice)

Choice of Law (Limitation Periods) Act 1993

Civil Procedure Act 2010

Classification (Publications, Films and Computer Games) (Enforcement) Act 1995

Commercial Arbitration Act 2011

Commonwealth Places (Administration of Laws) Act 1970

Commonwealth Powers (De Facto Relationships) Act 2004

Commonwealth Powers (Family Law-Children) Act 1986

Confiscation Act 1997 – Except:

Section 134 (this section is jointly and severally administered with the Minister for Crime Prevention)

Constitution Act 1975 –

Part III Division 1 of Part IIIAA (this Division is jointly

administered with the Premier) Divisions 3 to 6 of Part IIIAA

Section 88 in so far as it relates to the appointment of Crown Counsel and Crown Counsel (Advisings)(The Act is otherwise administered by the Minister for Training and Skills, the Premier, the Special Minister of State and the Treasurer)

Constitution (Supreme Court) Act 1989

Constitutional Powers (Coastal Waters) Act 1980

Constitutional Powers (Request) Act 1980

Co-operative Schemes (Administrative Actions) Act 2001

Coroners Act 2008

Corporations (Administrative Actions) Act 2001

Corporations (Ancillary Provisions) Act 2001

Corporations (Commonwealth Powers) Act 2001

Corporations (Victoria) Act 1990

Council of Law Reporting in Victoria Act 1967

County Court Act 1958

Court Security Act 1980

Court Services Victoria Act 2014

Courts (Case Transfer) Act 1991

Crimes Act 1958

Crimes at Sea Act 1999

Crimes (Assumed Identities) Act 2004

Crimes (Controlled Operations) Act 2004

Crimes (Mental Impairment and Unfitness to be Tried) Act 1997 – Except:

Sections 38C-38E, 38ZW, 42, 46 and 74 (these sections are jointly and severally administered with the Minister for Victim Support)

Sections 48-55, 57A, 57B, 58, 58A and 60-63(1); Division 3 of Part 7 and Part 7A (these provisions are jointly administered with the Minister for Disability, Ageing and Carers and the Minister for Mental Health)

Part 5A (this Part is jointly administered with the Minister for Disability, Ageing and Carers, the Minister for Mental Health and the Minister for Youth Justice)

Part 7C (this Part is jointly administered with the Minister for Mental Health)

Criminal Organisations Control Act 2012

Criminal Procedure Act 2009

Crown Proceedings Act 1958

Defamation Act 2005

Domestic Building Contracts Act 1995 –

Part 5(The Act is otherwise administered by the Minister for Consumer Affairs, Gaming and Liquor Regulation)

Domicile Act 1978

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Electoral Act 2002 –

Part 8(The Act is otherwise administered by the Premier and the Special Minister of State)

Electronic Transactions (Victoria) Act 2000

Equal Opportunity Act 2010

Evidence Act 2008

Evidence (Miscellaneous Provisions) Act 1958

Family Violence Protection Act 2008 – Except:

Parts 5A, 5B and 11; Division 1A of Part 13; sections 210A and 210B (these provisions are administered by the Minister for Prevention of Family Violence)(The Act is otherwise jointly and severally administered with the Minister for Prevention of Family Violence)

Federal Courts (State Jurisdiction) Act 1999

Fences Act 1968

Fines Reform Act 2014

Foreign Judgments Act 1962

Fortification Removal Act 2013

Guardianship and Administration Act 1986

Honorary Justices Act 2014

Imperial Acts Application Act 1980

Imprisonment of Fraudulent Debtors Act 1958

Infringements Act 2006

Instruments Act 1958 – Except:

In so far as it relates to the functions of the Registrar-General and the management of the Office of the Registrar-General (in so far as it relates to those matters, the Act is administered by the Minister for Planning)

Interpretation of Legislation Act 1984

Judgment Debt Recovery Act 1984

Judicial College of Victoria Act 2001

Judicial Commission of Victoria Act 2016

Judicial Entitlements Act 2015

Judicial Proceedings Reports Act 1958

Juries Act 2000

Jurisdiction of Courts (Cross-vesting) Act 1987

Jury Directions Act 2015

Land Acquisition and Compensation Act 1986

Land Act 1958 –

In so far as it relates to the exercise of powers relating to leases and licences under Subdivisions 1 and 2 of Division 9 of Part I in respect of land described as Crown Allotment 22D of Section 30, Parish of Melbourne North being the site of the Victorian County Court

In so far as it relates to the land described as Crown Allotment 16 of Section 5, Elwood, Parish of Prahran being the site of the former Elwood Police Station:

o Except Division 6 of Part I, Subdivision 3 of Division 9 of Part I, section 209 and the remainder of the Act where it relates to the sale and alienation of Crown Lands as set out in Administrative Arrangements Order No. 58 (these provisions are administered by the Assistant Treasurer)

o Except sections 201, 201A and 399

Sections 22C-22E Sections 201, 201A and 399 in so far as they relate to

the land described as Crown Allotment 16 of Section 5, Elwood, Parish of Prahran being the site of the former Elwood Police Station (in so far as they relate to that land, these provisions are jointly administered with the Assistant Treasurer)(The Act is otherwise administered by the Assistant Treasurer, the Minister for Corrections, the Minister for Creative Industries, the Minister for Energy, Environment and Climate Change, the Minister for Health, the Minister for Ports and Freight, the Minister for Roads and the Special Minister of State)

Land Titles Validation Act 1994

Legal Aid Act 1978

Legal Identity of Defendants (Organisational Child Abuse) Act 2018

Legal Profession Uniform Law Application Act 2014

Legal Profession Uniform Law (Victoria)

Leo Cussen Institute (Registration as a Company) Act 2011

Limitation of Actions Act 1958

Local Government Act 1989 –

Sections 44-46, 48, 49 and Schedule 4 Section 243 in so far as it relates to municipal electoral

tribunals(The Act is otherwise administered by the Minister for Local Government, the Minister for Planning, the Minister for Roads and the Special Minister of State)

Magistrates’ Court Act 1989

Maintenance Act 1965

Major Crime (Investigative Powers) Act 2004 – Except:

Part 3 (this Part is jointly administered with the Minister for Police and Emergency Services)

Marriage Act 1958

National Redress Scheme for Institutional Child Sexual Abuse (Commonwealth Powers) Act 2018 –

The Act is jointly and severally administered with the Minister for Victim Support

National Domestic Violence Order Scheme Act 2016

Oaths and Affirmations Act 2018

Open Courts Act 2013

Penalty Interest Rates Act 1983

Perpetuities and Accumulations Act 1968

Personal Property Securities (Commonwealth Powers) Act 2009

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Personal Property Securities (Statute Law Revision and Implementation) Act 2010

Personal Safety Intervention Orders Act 2010

Powers of Attorney Act 2014

Professional Standards Act 2003

Property Law Act 1958 – Except:

In so far as it relates to the functions of the Registrar-General and the management of the Office of the Registrar-General (in so far as it relates to those matters, the Act is administered by the Minister for Planning)

Public Notaries Act 2001

Public Prosecutions Act 1994

Relationships Act 2008 –

The Act is jointly and severally administered with the Minister for Equality

Religious and Successory Trusts Act 1958

Residential Tenancies Act 1997 –

Part 11 (except subsection 447(1) and section 480)(The Act is otherwise administered by the Minister for Consumer Affairs, Gaming and Liquor Regulation, the Minister for Disability, Ageing and Carers, the Minister for Housing and the Minister for Planning)

Royal Victorian Institute for the Blind and other Agencies (Merger) Act 2005

Sentencing Act 1991 – Except:

Division 1C of Part 3 and section 89F (these provisions are jointly and severally administered with the Minister for Victim Support)

Subdivision 4 of Division 2 of Part 3 (this Subdivision is jointly administered with the Minister for Youth Justice)

Division 2 of Part 3BA (this Division is jointly administered with the Minister for Disability, Ageing and Carers)

Divisions 3 to 6 of Part 3A (these Divisions are jointly administered with the Minister for Corrections)

Settled Land Act 1958

Severe Substance Dependence Treatment Act 2010 –

Sections 9-11 and 14-22(The Act is otherwise administered by the Minister for Mental Health)

Sheriff Act 2009

St Andrew’s Foundation Act 1997

Status of Children Act 1974

Summary Offences Act 1966

Supreme Court Act 1986

Surveillance Devices Act 1999

Telecommunications (Interception) (State Provisions) Act 1988

Terrorism (Commonwealth Powers) Act 2003

Terrorism (Community Protection) Act 2003 – Except:

Part 4 (this Part is administered by the Minister for Police and Emergency Services)

Traditional Owner Settlement Act 2010

Transfer of Land Act 1958 – Except:

In so far as it relates to the functions of the Registrar of Titles and the management of the Office of Titles (in so far as it relates to those matters, the Act is administered by the Minister for Planning)

Trustee Act 1958

Trustee Companies Act 1984 –

The Act is jointly administered with the TreasurerUnauthorized Documents Act 1958

Valuation of Land Act 1960 –

Divisions 1 and 2 of Part III, Divisions 4 and 5 of Part III where they relate to the determination of appeals by a Land Valuation Division of the Victorian Civil and Administrative Tribunal and Part IV in so far as it relates to the administration of the above provisions(The Act is otherwise administered by the Minister for Planning)

Vexatious Proceedings Act 2014

Victims’ Charter Act 2006 –

Section 21(The Act is otherwise administered by the Minister for Victim Support)

Victims of Crime Assistance Act 1996 –


Victims of Crime Commissioner Act 2015 –


Victoria Law Foundation Act 2009

Victoria Park Land Act 1992

Victorian Civil and Administrative Tribunal Act 1998

Victorian Institute of Forensic Medicine Act 1985

Victorian Law Reform Commission Act 2000

Vital State Projects Act 1976 –

Sections 5-16(The Act is otherwise administered by the Premier)

Wills Act 1997

Working with Children Act 2005

Workplace Injury Rehabilitation and Compensation Act 2013 –

Division 1 of Part 6(The Act is otherwise jointly and severally administered by the Assistant Treasurer and the Minister for Workplace Safety)

Wrongs Act 1958

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Minister for Consumer Affairs, Gaming and Liquor RegulationAssociations Incorporation Reform Act 2012

Australian Consumer Law and Fair Trading Act 2012

Business Licensing Authority Act 1998

Business Names (Commonwealth Powers) Act 2011

Casino Control Act 1991 – Except:

Sections 128H-128L (except section 128K(2)) (these provisions are administered by the Minister for Planning)

Section 128K(2) (this section is administered by the Assistant Treasurer)

Casino (Management Agreement) Act 1993

Chattel Securities Act 1987

Company Titles (Home Units) Act 2013

Consumer Credit (Victoria) Act 1995

Conveyancers Act 2006

Co-operatives National Law Application Act 2013

Co-operatives National Law (Victoria)

Credit Act 1984

Credit (Administration) Act 1984

Credit (Commonwealth Powers) Act 2010

Domestic Building Contracts Act 1995 – Except:

Part 5 (this Part is administered by the Attorney-General)

Estate Agents Act 1980

Fundraising Act 1998

Funerals Act 2006

Gambling Regulation Act 2003 – Except:

Section 2.2.6 (this section is administered by the Minister for Racing)

Section 3.4.33 (this section is administered by the Treasurer)

Division 1A and Division 2 of Part 2 of Chapter 4 (these Divisions are jointly administered with the Minister for Racing)

Section 4.3.12 (this section is administered by the Treasurer)

Part 5 of Chapter 4 (this Part is jointly administered with the Minister for Racing)

Division 1 of Part 3 of Chapter 10 (this Division is administered by the Treasurer)

Part 6A of Chapter 4 (this Part is administered by the Treasurer)

Goods Act 1958

Liquor Control Reform Act 1998

Motor Car Traders Act 1986

Owners Corporations Act 2006

Partnership Act 1958

Residential Tenancies Act 1997 –

Sections 23A-25, 27, 32, 33, 45-48, 74-77, 82, 90, 91, 91A, 102, 102A, 103, 104(1), 104(4), 104(5), 104(6), 105(2), 105(2A), 105(3), 124, 128, 130-134, 141-142B, 142D-212, 213AA-215, 230, 232-234, 241, 277, 289A, 291-327, 329-333, 335-339, 341, 343-366, 373-376, 385, 388, 388A, 390, 390A, 395-398, 399A-439M, 480, 486-499, 501-504 and 505A-510C

Section 66(1) (this section is jointly administered with the Minister for Housing)

Section 142C (this section is jointly and severally administered with the Minister for Housing)

Part 12A and section 511 (these provisions are jointly and severally administered with the Minister for Disability, Ageing and Carers and the Minister for Housing)(The Act is otherwise administered by the Attorney-General, the Minister for Housing and the Minister for Planning)

Retirement Villages Act 1986

Rooming House Operators Act 2016

Sale of Land Act 1962

Second-Hand Dealers and Pawnbrokers Act 1989

Sex Work Act 1994

Subdivision Act 1988 –

Part 5 Section 43 (in so far as it relates to Part 5)

(The Act is otherwise administered by the Minister for Planning)

Travel Agents Repeal Act 2014

Veterans Act 2005 –

Part 4(The Act is otherwise administered by the Minister for Veterans)

Victorian Commission for Gambling and Liquor Regulation Act 2011

Victorian Responsible Gambling Foundation Act 2011

Warehousemen’s Liens Act 1958

Minister for CorrectionsCommunity Based Sentences (Transfer) Act 2012

Corrections Act 1986

Crown Land (Reserves) Act 1978 –

Sections 17B, 17BAA, 17BA, 17CA, 17D, 17DAA, 18A and 18B, in so far as they relate to the exercise of powers in relation to the land shown as Crown Allotment 15 on Certified Plan 009176 and Crown Allotment 16 on Certified Plan 1, Section B1, Parish of Ararat, lodged with the Central Plan Office(The Act is otherwise administered by the Assistant Treasurer, the Minister for Energy, Environment and Climate Change, the Minister for Health, the Minister for Ports and Freight, the Minister for Tourism, Sport and Major Events and the Premier)

International Transfer of Prisoners (Victoria) Act 199853

Land Act 1958 –

In so far as it relates to the exercise of powers relating to leases and licences under Subdivision 1 of Division 9 of Part I in respect of –o land identified in Certified Plan 114680-A dated 8

February 1995

o land shown as Allotment 8B, Section 13 on Certified Plan 116685 and Allotment 4A, Section 17 on Certified Plan 116944 lodged in the Central Plan Office

o land shown as hatched on the plan numbered LEGL./95-80 lodged in the Central Plan Office

(The Act is otherwise administered by the Assistant Treasurer, the Attorney-General, the Minister for Creative Industries, the Minister for Energy, Environment and Climate Change, the Minister for Health, the Minister for Ports and Freight, the Minister for Roads and the Special Minister of State)

Parole Orders (Transfer) Act 1983

Prisoners (Interstate Transfer) Act 1983

Sentencing Act 1991 –

Divisions 3-6 of Part 3A (these Divisions are jointly administered with the Attorney-General)(The Act is otherwise administered by the Attorney-General, the Minister for Disability, Ageing and Carers, the Minister for Victim Support and the Minister for Youth Justice)

Serious Offenders Act 2018 – Except:

Sections 134, 135, 153 and 154 (these sections are jointly and severally administered with the Minister for Victim Support)

Minister for Crime PreventionConfiscation Act 1997 –

Section 134 (this section is jointly and severally administered with the Attorney-General)

Crime Statistics Act 2014 –

The Act is jointly and severally administered with the Minister for Police and Emergency Services

Minister for Police and Emergency Services Australian Crime Commission (State Provisions) Act 2003

Control of Weapons Act 1990

Country Fire Authority Act 1958

Crime Statistics Act 2014 –

The Act is jointly and severally administered with the Minister for Crime Prevention

Emergency Management Act 1986

Emergency Management Act 2013

Emergency Services Telecommunications Authority Act 2004

Firearms Act 1996

Graffiti Prevention Act 2007

Major Crime (Investigative Powers) Act 2004 –

Part 3 (this Part is jointly administered with the Attorney-General)(The Act is otherwise administered by the Attorney-General)

Metropolitan Fire Brigades Act 1958

Police Assistance Compensation Act 1968 –


Police Regulation (Pensions) Act 1958 – Except:

Part III (this Part is administered by the Assistant Treasurer)

Private Security Act 2004

Road Safety Camera Commissioner Act 2011

Seamen’s Act 1958

Sex Offenders Registration Act 2004

Terrorism (Community Protection) Act 2003 –

Part 4(The Act is otherwise administered by the Attorney-General)

Unlawful Assemblies and Processions Act 1958

Victoria Police Act 2013

Victoria State Emergency Service Act 2005

Witness Protection Act 1991

Minister for Victim Support Children, Youth and Families Act 2005 –

Sections 359 and 359A (these sections are jointly and severally administered with the Attorney-General and the Minister for Youth Justice)(The Act is otherwise administered by the Attorney-General, the Minister for Child Protection and the Minister for Youth Justice)

Crimes (Mental Impairment and Unfitness to be Tried) Act 1997 –

Sections 38C-38E, 38ZW, 42, 46 and 74 (these sections are jointly and severally administered with the Attorney-General)(The Act is otherwise administered by the Attorney-General, the Minister for Disability, Ageing and Carers, the Minister for Mental Health and the Minister for Youth Justice)

National Redress Scheme for Institutional Child Sexual Abuse (Commonwealth Powers) Act 2018

The Act is jointly and severally administered with the Attorney-General

Police Assistance Compensation Act 1968 –

The Act is jointly and severally administered with the Minister for Police and Emergency Services


Division 1C of Part 3 and section 89F (these provisions are jointly and severally administered with the Attorney-General)

54

(The Act is otherwise administered by the Attorney-General, the Minister for Corrections, the Minister for Disability, Ageing and Carers and the Minister for Youth Justice)

Serious Offenders Act 2018 –

Sections 134, 135, 153 and 154 (these sections are jointly and severally administered with the Minister for Corrections)

Victims’ Charter Act 2006 – Except:

Section 21 (this section is administered by the Attorney-General)

Victims of Crime Assistance Act 1996 –


Victims of Crime Commissioner Act 2015 –


Minister for Workplace Safety Accident Compensation Act 1985

Accident Compensation (Occupational Health and Safety) Act 1996

Asbestos Diseases Compensation Act 2008

Dangerous Goods Act 1985

Equipment (Public Safety) Act 1994

Occupational Health and Safety Act 2004

Workers Compensation Act 1958 – Except:

Division 8 of Part 1 (this Division is administered by the Treasurer)

Workplace Injury Rehabilitation and Compensation Act 2013– Except:

Division 1 of Part 6 (this Division is administered by the Attorney-General)

Sections 492-495 in so far as they relate to WorkSafe’s budget, financial reporting and management of the WorkCover Authority Fund (in so far as they relate to those matters, these sections are jointly administered with the Assistant Treasurer)Sections 515-518 (these sections are jointly administered with the Assistant Treasurer)

Minister for Youth Justice Bail Act 1977 –

Section 3B (this section is jointly and severally administered with the Attorney-General)

(The Act is otherwise administered by the Attorney-General)

Children, Youth and Families Act 2005 – Except: Chapters 3 and 4 (these Chapters are jointly and

severally administered by the Attorney-General and the Minister for Child Protection)

Chapter 5 (except Division 2 of Part 5.2 and sections 359 and 359A) (these provisions are jointly and severally administered with the Attorney-General)

Sections 359 and 359A (these sections are jointly and severally administered with the Attorney-General and the Minister for Victim Support)

Part 6.2 (this Part is jointly and severally administered with the Attorney-General)

(The Act is otherwise administered jointly and severally with the Attorney-General and the Minister for Child Protection)

Commission for Children and Young People Act 2012 – Except:

Part 4 (this Part is administered by the Minister for Child Protection)(The Act is otherwise administered jointly and severally with the Minister for Child Protection)

Crimes (Mental Impairment and Unfitness to be Tried) Act 1997 –

Part 5A (this Part is jointly administered with the Attorney-General, the Minister for Disability, Ageing and Carers and the Minister for Mental Health)(The Act is otherwise administered by the Attorney-General, the Minister for Disability, Ageing and Carers, the Minister for Mental Health and the Minister for Victim Support)


Subdivision 4 of Division 2 of Part 3 (this Subdivision is jointly administered with the Attorney-General)(The Act is otherwise administered by the Attorney-General, the Minister for Corrections, the Minister for Disability, Ageing and Carers and the Minister for Victim Support)

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6. Legislation enacted in 2018–19 (passed between 1 July 2018 and 30 June 2019)Attorney-General Guardianship and Administration Act 2019

Open Courts and Other Acts Amendment Act 2019

Justice Legislation Amendment (Family Violence Protection and Other Matters) Act 2018

Justice Legislation Amendment (Terrorism) Act 2018

Justice Legislation Miscellaneous Amendment Act 2018

Victims and Other Legislation Amendment Act 2018

Minister for Consumer Affairs, Gaming and Liquor RegulationSale of Land Amendment Act 2019

Owners Corporations Amendment (Short-stay Accommodation) Act 2018

Residential Tenancies Amendment Act 2018

Residential Tenancies Amendment (Long-term Tenancy Agreements) Act 2018

Minister for CorrectionsCorrections Amendment (Parole) Act 2018

Minister for Police and Emergency Services Justice Legislation Amendment (Police and Other Matters) Act 2019

Emergency Management Legislation Amendment Act 2018 Residential Tenancies Amendment Act 2018

Minister for RacingRacing Amendment (Integrity and Disciplinary Structures) Act 2018

56

7. People managementComparative workforce dataAs at 30 June 2019

All employees Ongoing(a) Fixed-term and casual

Head count FTE

Full time(head

count)

Part time(head

count) FTEHead count FTE

GenderWoman 5412 5067 3842 650 4284 920 783

Man 4713 4590 4030 73 4081 610 509

Self-described(b) 3 2 2 1 2 0 0

AgeUnder 25 461 443 276 11 284 174 159

25–34 2748 2648 2128 160 2234 460 414

35–44 2621 2474 1984 282 2173 355 301

45–54 2446 2345 1983 149 2089 314 256

55–64 1580 1510 1308 95 1375 177 135

Over 64 272 239 195 27 212 50 27

ClassificationVPS 1-6 4446 4195 3092 522 3451 832 744

VPS 1 10 10 0 0 0 10 10

VPS 2 779 710 486 106 554 187 156

VPS 3 917 863 643 95 705 179 158

VPS 4 973 919 693 111 768 169 151

VPS 5 1043 999 731 121 819 191 180

VPS 6 724 694 539 89 605 96 89

Senior Employees 141 138 127 11 135 3 3

STS 36 35 30 3 32 3 3

Executives 105 103 97 8 103 0 0

Allied Health 154 142 103 33 127 18 15Allied Health 2 29 28 22 2 24 5 4

Allied Health 3 78 73 55 17 67 6 6

Allied Health 4 47 41 26 14 36 7 5

Community Corrections Practitioner 1098 1043 873 89 931 136 112CCP Grade 1 84 64 18 4 21 62 43

CCP Grade 2 113 110 90 6 94 17 16

CCP Grade 3 473 461 398 24 413 51 48

CCP Grade 4 352 333 293 53 328 6 5

CCP Grade 5 67 66 65 2 66 0 0

CCP Grade 6 9 9 9 0 9 0 0

Custodial Officers 3356 3241 2889 27 2903 440 338COG 1 114 114 18 0 18 96 96

COG 2a 2146 2033 1782 22 1793 342 240

COG 2b 750 749 745 4 748 1 1

COG 3 275 274 273 1 273 1 1

COG 4 51 51 51 0 51 0 0

COG 5 8 8 8 0 8 0 0

COG 6 12 12 12 0 12 0 0

Sheriff’s Officers 155 154 153 2 154 0 0Trainee Sherriff’s Officers 0 0 0 0 0 0 0

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Head count FTE

Full time(head

count)

Part time(head


Sheriff’s Officer 9 9 9 0 9 0 0

Senior Sheriff’s Officer 116 115 114 2 115 0 0

Supervisor 20 20 20 0 20 0 0

Regional Manager 9 9 9 0 9 0 0

Deputy Sheriff 1 1 1 0 1 0 0

Children Youth and Family Workers 236 226 161 30 183 45 43CYF Grade 1 10 7 4 2 5 4 2

CYF Grade 2 86 84 54 7 59 25 25

CYF Grade 3 82 79 57 11 65 14 14

CYF Grade 4 29 28 22 5 26 2 2

CYF Grade 5 13 12 10 3 12 0 0

CYF Grade 6 16 16 14 2 16 0 0

Youth Justice Workers 534 514 473 5 477 56 37YJW Grade 1 427 408 369 3 372 55 36

YJW Grade 2 52 51 49 2 50 1 1

YJW Grade 3 22 22 22 0 22 0 0

YJW Grade 4 23 23 23 0 23 0 0

YJW Grade 5 10 10 10 0 10 0 0

Other 8 6 3 5 6 0 0Legal Officers 8 6 3 5 6 0 0

Total employees 10128 9659 7874 724 8367 1530 1292

Notes:a. ‘Ongoing employee’ means an employee engaged on an open-ended contract of employment and executives engaged on a standard executive

contract who were active in the last pay period of June.b. From 2017–18, Financial Reporting Direction 29C requires that disclosure of gender include three categories: woman, man and self-described.

‘Woman’ and ‘man’ are gender identity terms. Some employees use terms such as ‘gender diverse’, ‘non-binary’ or a number of other terms to describe their gender identity. Employees may wish to use ‘self-described’ to report their gender identity.

This data excludes Victorian Institute of Forensic Medicine medical and executive staff.This data includes public service employee numbers for discrete agencies that are serviced by staff employed by the department’s Secretary including for: The Office of Public Advocate, Victorian Institute of Forensic Medicine and the Victorian Law Reform Commission. These employees have been reported in both the Department’s annual report and the annual report prepared by the following agencies: The following agencies are discrete agencies within the justice and community safety portfolio. The heads of these agencies are public service body heads who employ public servants independent of the departmental Secretary. These agencies are required to produce their own annual reports. Employee numbers for the following agencies are published in their annual reports: Office of Public Prosecutions Road Safety Camera Commissioner Victoria Police Victorian Electoral Commission Victorian Equal Opportunity and Human Rights Commission Victorian Commission for Gambling and Liquor Regulation Victorian Responsible Gambling Foundation.

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As at 30 June 2018All employees Ongoing(a) Fixed-term and casual

Head count FTE

Full time(head

count)

Part time(head


GenderWoman 5002 4675 3567 614 3984 821 691

Man 4507 4394 3827 71 3877 609 517


AgeUnder 25 433 417 280 7 284 146 133

25–34 2543 2450 1953 151 2054 439 396

35–44 2471 2320 1847 291 2042 333 278

45–54 2301 2215 1876 128 1966 297 249

55–64 1521 1455 1257 89 1321 175 134

Over 64 241 213 181 20 195 40 18

ClassificationsVPS 1-6 4116 3882 2898 494 3239 724 643VPS 1 4 4 0 0 0 4 4

VPS 2 725 669 476 94 536 155 133

VPS 3 842 778 584 94 647 164 131

VPS 4 901 851 625 109 698 167 153

VPS 5 930 888 662 117 747 151 141

VPS 6 714 692 551 80 611 83 81

Senior Employees 113 111 101 6 105 6 6STS 40 39 31 3 33 6 6

Executives 73 72 70 3 72 0 0

Allied Health 162 145 108 35 132 19 13Allied Health 2 34 32 23 5 27 6 5

Allied Health 3 83 76 59 18 71 6 5

Allied Health 4 45 37 26 12 34 7 3

Community Corrections Practitioner 1054 999 830 82 882 142 117CCP Grade 1 108 87 28 6 32 74 55

CCP Grade 2 106 101 77 7 82 22 19

CCP Grade 3 420 410 369 17 379 34 31

CCP Grade 4 350 332 288 50 320 12 12

CCP Grade 5 63 62 61 2 62 0 0

CCP Grade 6 7 7 7 0 7 0 0

Custodial Officers 3170 3073 2708 21 2721 441 352COG 1 94 94 17 0 17 77 77

COG 2a 2041 1945 1662 16 1671 363 274

COG 2b 713 712 708 4 711 1 1

COG 3 259 259 258 1 259 0 0

COG 4 44 44 44 0 44 0 0

COG 5 7 7 7 0 7 0 0

COG 6 12 12 12 0 12 0 0

Sheriff’s Officers 159 158 156 3 158 0 0Trainee Sherriff’s Officers 0 0 0 0 0 0 0Sheriff’s Officer 19 19 19 0 19 0 0

Senior Sheriff’s Officer 108 107 105 3 107 0 0

Supervisor 21 21 21 0 21 0 0

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Head count FTE

Full time(head

count)

Part time(head


Regional Manager 10 10 10 0 10 0 0

Deputy Sheriff 1 1 1 0 1 0 0

Children Youth and Family Workers 216 206 142 36 169 38 37CYF Grade 1 9 7 3 3 5 3 2

CYF Grade 2 95 91 57 13 66 25 25

CYF Grade 3 59 56 37 12 46 10 10

CYF Grade 4 29 28 25 4 28 0 0

CYF Grade 5 11 11 9 2 11 0 0

CYF Grade 6 13 13 11 2 13 0 0

Youth Justice Workers 513 491 449 4 451 60 40YJW Grade 1 414 394 356 2 357 56 37

YJW Grade 2 42 40 37 2 38 3 2

YJW Grade 3 25 25 24 0 24 1 1

YJW Grade 4 21 21 21 0 21 0 0

YJW Grade 5 11 11 11 0 11 0 0

Other 7 5 2 5 5 0 0Legal Officers 7 5 2 5 5 0 0

Total employees 9510 9070 7394 686 7862 1430 1208


contract who were active in the last pay period of June.b. From 2017–18, Financial Reporting Direction 29C requires that disclosure of gender include three categories: woman, man and self-described.


This data excludes Victorian Institute of Forensic Medicine medical and executive staff.This data includes public service employee numbers for discrete agencies that are serviced by staff employed by the department’s Secretary including for: The Office of Public Advocate, Victorian Institute of Forensic Medicine and the Victorian Law Reform Commission. These employees have been reported in both the Department’s annual report and the annual report prepared by the following agencies: The following agencies are discrete agencies within the Justice and Community Safety portfolio. The heads of these agencies are public service body heads who employ public servants independent of the departmental Secretary. These agencies are required to produce their own annual reports. Employee numbers for the following agencies are published in their annual reports: Office of Public Prosecutions Road Safety Camera Commissioner Victoria Police Victorian Electoral Commission Victorian Equal Opportunity and Human Rights Commission Victorian Commission for Gambling and Liquor Regulation Victorian Responsible Gambling Foundation.

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Workforce data: Victorian Government Solicitor’s Office The Victorian Government Solicitor’s Office (VGSO) is a discrete agency within the justice and community safety portfolio. The head of this agency is a public service body head who employs public servants independent of the departmental Secretary. As this agency does not produce its own annual report, employee numbers are reported below.


Head count FTE

Full time(head

count)

Part time(head


GenderWoman 173 156 99 47 129 27 27

Man 49 48 39 2 40 8 8


AgeUnder 25 8 8 6 0 6 2 2

25–34 98 93 60 12 67 26 26

35–44 65 56 34 25 50 6 6

45–54 34 31 24 9 30 1 1

55–64 17 16 14 3 16 0 0

Over 64 0 0 0 0 0 0 0

ClassificationVPS 1-6 118 108 70 24 84 24 24VPS 1 0 0 0 0 0 0 0

VPS 2 35 33 14 4 16 17 17

VPS 3 41 35 21 16 31 4 4

VPS 4 20 19 17 2 18 1 1

VPS 5 9 8 7 1 7 1 1

VPS 6 13 13 11 1 12 1 1


Executives 9 9 9 0 9 0 0

Legal Officer 94 86 59 24 75 11 11Solicitor 2 10 10 6 0 6 4 4

Solicitor 3 15 15 12 1 13 2 2

Senior Solicitor 30 28 20 6 24 4 4

Principal Solicitor 39 33 21 17 32 1 1

Total employees 222 204 138 49 169 35 35


contract who were active in the last pay period of June.b. ^From 2017–18, Financial Reporting Direction 29C requires that disclosure of gender include three categories: woman, man and self-described.


All figures reflect active public service employees in the agency, employed in the last full pay period in June each year.The figures exclude those persons on leave without pay or absent on secondment, external contractors/consultants, temporary staff employed by employment agencies, and a small number of people who are appointees to a statutory office but not employees as defined in the Public Administration Act 2004 (such as persons appointed to a non-executive board member role, to an office of a commissioner or to a judicial office).

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Head count FTE

Full time(head

count)

Part time(head


GenderWoman 159 143 101 46 131 12 12

Man 42 41 35 2 36 5 5


AgeUnder 25 8 8 3 0 3 5 5

25–34 90 86 67 12 75 11 11

35–44 54 46 30 23 45 1 1

45–54 32 29 22 10 29 0 0

55–64 16 15 14 2 15 0 0

Over 64 1 0 0 1 0 0 0

ClassificationVPS 1-6 83 75 49 20 61 14 14VPS 1 0 0 0 0 0 0 0

VPS 2 39 37 19 6 23 14 14

VPS 3 22 18 11 11 18 0 0

VPS 4 17 15 14 3 15 0 0

VPS 5 1 1 1 0 1 0 0

VPS 6 4 4 4 0 4 0 0


Executives 6 6 6 0 6 0 0

Legal Officer 111 102 80 28 99 3 3Solicitor 2 19 19 19 0 19 0 0

Solicitor 3 11 11 9 1 10 1 1

Senior Solicitor 34 32 27 5 30 2 2

Principal Solicitor 47 40 25 22 40 0 0

Total employees 201 184 136 48 167 17 17


contract who were active in the last pay period of June.b. ^From 2017–18, Financial Reporting Direction 29C requires that disclosure of gender include three categories: woman, man and self-described.


All figures reflect active public service employees in the agency, employed in the last full pay period in June each year.The figures exclude those persons on leave without pay or absent on secondment, external contractors/consultants, temporary staff employed by employment agencies, and a small number of people who are appointees to a statutory office but not employees as defined in the Public Administration Act 2004 (such as persons appointed to a non-executive board member role, to an office of a commissioner or to a judicial office).

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Reconciliation of executive numbers at 30 June 2019Executive officers definitionFor a department, an executive officer (EO) is defined as a person employed as an executive under Part 3 of the Public Administration Act 2004 (PAA). For a public body, an EO is defined as an executive under Part 3 of the PAA or a person to whom the Victorian Government’s policy on Executive Remuneration in public entities applies. The definition of an EO does not include a statutory office holder or an accountable officer.

The following tables show the EOs of the department and its portfolio agencies as at 30 June 2019: The first table shows the total number of EOs for the department by gender The second table shows the total number of EOs for the VGSO by gender The third table provides a reconciliation of executive numbers presented between the Report of Operations and Note 9.8

‘Remuneration of executives’ in the Financial Statement. Table 3 provides the total executive numbers for all of the department’s portfolio agencies. Tables 1 to 3 also show the variations, denoted by ‘var’, between the current and previous reporting periods.

Total number of EOs for the department broken down by genderAll Man Woman Self-described(a)

Classification No. Var. No. Var. No. Var. No. Var.Secretary 1 0 0 -1 1 1 0 0

EO1 12 9 5 4 7 5 0 0

EO2 29 -6 12 -7 17 1 0 0

EO3 63 29 25 10 38 19 0 0

Total 105 32 42 6 63 26 0 0

a. From 2017–18, Financial Reporting Direction 29C requires that disclosure of gender include three categories: woman, man and self-described. ‘Woman’ and ‘man’ are gender identity terms. Some employees use terms such as ‘gender diverse’, ‘non-binary’ or a number of other terms to describe their gender identity. Employees may wish to use ‘self-described’ to report their gender identity.

The number of executives in the Report of Operations is based on the number of executive positions that are occupied at the end of the financial year. Note 9.8 of the Financial Statements, ‘Remuneration of executives’, lists the actual number of executive officers and the total remuneration paid to executive officers over the course of the reporting period. The Financial Statement note does not include the Accountable Officer (Secretary) and does not distinguish between executive levels or disclosure separations. Separations are executive officers who have left the department during the relevant reporting period. To assist readers these two disclosures are reconciled on the following page. As part of its transformation, the department has set a number of EO positions to deliver its ambitious change agenda as outlined in the Statement of Direction and to meet government’s priorities.

Total number of EOs for the Victorian Government Solicitor’s Office broken down by genderAll Man Woman Self-described(a)

Classification No. Var. No. Var. No. Var. No. Var.EO1 1 0 0 0 1 0 0 0

EO2 8 3 2 0 6 3 0 0

EO3 0 0 0 0 0 0 0 0

Total 9 3 2 0 7 3 0 0

a. From 2017–18, Financial Reporting Direction 29C requires that disclosure of gender include three categories: woman, man and self-described. ‘Woman’ and ‘man’ are gender identity terms. Some employees use terms such as ‘gender diverse’, ‘non-binary’ or a number of other terms to describe their gender identity. Employees may wish to use ‘self-described’ to report their gender identity.

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Reconciliation of executive numbers2019 2018

Executives (Financial Statement note 9.8) 140 87Add: Accountable Officer (Secretary)Chief Executive Officer, Sentencing Advisory CouncilChief Executive Officer, Victorian Law Reform CommissionExecutives at the Royal Commission into the Management of Police Informants(a)

1116

1110

Less: SeparationsInactive executive officers(b)

Active executives of the Victorian Government Solicitor’s Office(c)

-25-10-9

-9-2-6

Total executive numbers at 30 June 2019 105 73

Notes:a. Employees at the Royal Commission into the Management of Police Informants are not counted in the department’s Financial Statements however

are included in the department’s workforce numbers.b. Includes executives on secondment or paid after the last pay period of the financial year. However still part of the financial year statement. c. Executives of the VGSO are not included in the department’s executive numbers but are included in the department’s financial statement. Note 9.8

‘Remuneration of executives’.

Number of EOs for the department’s portfolio agenciesTotal Man Woman Self-described(a)

Portfolio agencies No. Var. No. Var. No. Var. No. Var.Accident Compensation Conciliation Service 5 5 1 1 4 4 0 0

Consumer Policy Research Centre 1 0 0 0 1 0 0 0

Country Fire Authority 30 -1 20 -2 10 1 0 0

Emergency Services Telecommunications Authority 15 3 11 4 4 -1 0 0

Metropolitan Fire and Emergency Services Board 16 2 11 1 5 1 0 0

Office of Public Prosecutions 4 0 3 0 1 0 0 0

Office of the Legal Services Commissioner(c) 2 0 2 0 0 0 0 0

Officer of the Road Safety Camera Commissioner 0 0 0 0 0 0 0 0

Victoria Law Foundation 1 0 0 0 1 0 0 0

Victoria Legal Aid(c) 9 2 5 1 4 1 0 0

Victoria Police (Public Service) (c) 27 4 14 2 13 2 0 0

Victoria State Emergency Service 6 0 3 -1 3 1 0 0

Victoria Asbestos Eradication Agency 1 0 0 0 1 0 0 0

Victorian Commission for Gambling and Liquor Regulation 5 -1 3 0 2 -1 0 0

Victorian Equal Opportunity and Human Rights Commission 2 0 0 0 2 0 0 0

Victorian Government Solicitor’s Office(b) 9 3 2 0 7 3 0 0

Victorian Institute of Forensic Medicine 1 0 0 0 1 0 0 0

Victorian Responsible Gambling Foundation 1 0 1 1 0 -1 0 0

Victorian WorkCover Authority(c) 49 -14 24 -14 25 0 0 0

Total 184 3 100 -7 84 10 0 0

Notes: a. From 2017–18, Financial Reporting Direction 29C requires that disclosure of gender include three categories: woman, man and self-described.


b. The VGSO is an administrative office under the Public Administration Act 2004.c. The 2018 data has been revised which has affected the variation figures since the publication of the 2017-18 Annual Report.

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Comparative workforce dataThe following tables disclose the annualised total salary for senior employees of the department and the VGSO, categorised by classification, employed in the last full pay period in June of the current reporting period. The salary amount is reported as the full-time annualised salary.

Annualised total salary, by $20,000 bands, for executives and other senior non-executive staff of the department

Income band (salary) Executives STS Other< $160,000

$160,000 - 179,999 13(a) 5 7

$180,000 - 199,999 39(b) 16(d)

$200,000 - 219,999 17(c) 15(e)

$220,000 - 239,999 12

$240,000 - 259,999 2

$260,000 - 279,999 3

$280,000 - 299,999 5

$300,000 - 319,999 4

$320,000 - 339,999 4

$340,000 - 359,999 4

$360,000 - 379,999 1

$380,000 - 399,999

$400,000 - 419,999

$420,000 - 439,999

$440,000 - 459,999

$460,000 - 479,999

$480,000 - 499,999

$500,000 - 519,999 1

Total 105 36 7

Notes:The salaries reported above are for the full financial year, at a full time equivalent rate, and excludes superannuation and costs associated with vehicle leasing arrangements.a. There is one executive employed on a part-time basis at a 0.8 FTE

rate. b. There are five executives employed on a part-time basis, one at a

0.6 FTE rate, three at a 0.8 FTE rate and one at a 0.9 FTE rate. c. There is one executive employed on a part-time basis at a 0.6 FTE

rate. d. There is one STS employed on a part-time basis at a 0.8 FTE rate. e. There are two STS’s employed on a part-time basis, one at a 0.5

FTE rate and one at a 0.6 FTE rate.

Annualised total salary, by $20,000 bands, for executives and other senior non-executive staff of the Victorian Government Solicitor’s Office

Income band (salary) Executives STS< $160,000

$160,000 - 179,999

$180,000 - 199,999

$200,000 - 219,999

$220,000 - 239,999 2 1(a)

$240,000 - 259,999 1

$260,000 - 279,999 3

$280,000 - 299,999 1

$300,000 - 319,999

$320,000 - 339,999 1

$340,000 - 359,999 1

$360,000 - 379,999

$380,000 - 399,999

$400,000 - 419,999

$420,000 - 439,999

$440,000 - 459,999

$460,000 - 479,999

$480,000 - 499,999

Total 9 1

Notes:The salaries reported above are for the full financial year, at a 1-FTE rate, and excludes superannuation and costs associated with vehicle leasing arrangements.a. There is one STS employed on a part-time basis at a 0.6 FTE rate.

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Recruitment servicesGraduate recruitment and development In 2018–19, the department ran four graduate programs:

the Victorian Public Service Graduate Recruitment and Development Scheme (VPS Grads)

Aboriginal and Torres Strait Islander Graduate Scheme (ATSI Grads)

Professional Services Graduate Recruitment and Development Scheme (PS Grads)

Community Correctional Services Graduate Program (CCS Grads).

In January 2019, 17 graduates commenced a graduate program. The table below shows the numbers of graduates across programs over the past six years. One ATSI graduate resigned on 31 May 2019.

Graduate programs annual intakes

YearVPS

GradsCCS

GradsPS

GradsATSI

Grads Total2019 3 4(a) 11(b) 7 18

2018 2(c) N/A(d) 11(e) 1 14

2017 6 9(f) 7(f) 2 24

2016 9 5 N/A 7 21

2015 8 N/A N/A 3 11

2014 12 N/A N/A 1 13

Total 40 18 28 21 101

Notes: a. The number includes one Aboriginal position.b. The number includes six Aboriginal positions and one position

funded by the Victorian Government Solicitor’s Office. c. The number includes one position funded by the Victorian Legal

Services Board and Commissioner.d. The CCS Grads program was put on hold in 32017–18 while it was

being redesigned to align it with the Community Correctional Services reform program.

e. One position is funded by the Victorian Responsible Gambling Foundation.

f. In 2017, two Aboriginal graduates were placed in the CCS Grads and PS Grads programs.

Youth Employment Scheme The Youth Employment Scheme (YES) is a Victorian Government initiative designed to increase workforce participation of young people, particularly those facing significant barriers to employment.

Through this program, 12-month traineeships are made available to young people aged between 15 and 24 years of age.

Traineeships comprise a mixture of structured and on-the-job training. In 2018–19, the department recruited and placed 23 YES trainees.

Youth Cadetship SchemeThe Jobs Victoria Youth Cadetship Scheme gives young Victorians a job in the public service and experience to place them on the path to a meaningful career.

The program, which began in 2016–17, provides sustainable employment to young people and aims to create a more diverse and inclusive workforce.

In 2018–19, 10 cadets were recruited and commenced their cadetship in the department, compared to five in 2017–18.

Recruitment campaignsYouth justice custodial officersSince 2017, 373 new entry-level youth justice custodial workers have been recruited. Of these, 163 were hired in the 2018–19 financial year, and a further 48 are currently in training. A total of 7,225 applications were received across 11 recruitment campaigns.

Youth justice community servicesIn 2018–19 the department attracted and appointed 82 candidates into community services roles in youth justice across Victoria.

Allied health cliniciansIn 2018–19, three recruitment campaigns targeted allied health clinicians, in May 2018, July 2018 and February 2019. As a result, 51 clinicians and senior clinicians were appointed across specialised offender assessment and treatment services and the offender behaviour programs. Marketing materials used in the campaign included videos promoting regional locations and highlighting training programs for new clinical employees upon commencement of employment.

Community correctional services officersIn 2018–19, 290 new community correctional services appointments were across Victoria.

Prison officersIn 2018–19, 584 prison officers were appointed. Of these, 476 of the candidates were external to the department and 108 were recruited internally.

Learning and developmentLearning and development for employees in 2018–19 was aligned to key areas of reform including criminal justice and family violence.

A total of 138,511 training courses were completed by employees with 47,286 of these delivered as classroom-based learning and 91,225 courses as online self-paced learning.

Training for youth justice employees in the use of a new case management framework was a major initiative. This training was a collaborative, structured process of assessment, planning, intervention and review to determine and respond to a young person’s individual risk and criminogenic needs in order to reduce offending and improve community safety.

Other training topics included:

Charter of Human Rights Foundational Family Violence Child Safe Standards Reportable Conduct Scheme Mental Health Awareness.The department requires employees to complete seven eLearning modules related to their compliance responsibilities. The topics include safety and wellbeing, respect in the workplace, the VPS Code of Conduct and fraud prevention. In 2018–19, 750 new employees

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completed the compliance modules. Employees also have access to a library of 200 professional development courses and desktop software support videos. The eLearning library includes modules on leadership, conflict management, communication skills and project management.

Critical to workforce planning and development was the opportunity for Executive Officers to undertake the Victorian Leadership Academy program which provided development for VPS leaders.

Leadership developmentIn 2018–19, 200 employees attended internal leadership development programs, including the Emerging Leaders and Potential and New Managers programs. Programs for prison employees include the Officer Development Program, Senior Leadership Program, Management Program for Prison Supervisors, Supervisor Intensive Program, Squad Leaders workshop and the Leadership Development Program (managers).

People Matter SurveyEmployees in the department participated in the 2019 People Matter Survey enabling them to provide feedback on their culture and working conditions. In 2019, 43 per cent of employees (4,376) completed the survey, an increase of 313 responses compared to 2018. The results inform a range of targeted activities to make the department a more satisfying and productive place to work and inform internally designed training programs.

Registered Training OrganisationThe department ensures employees in key operational roles have nationally accredited training by operating as a Registered Training Organisation (RTO) and partnering with business units to develop training programs that specifically meet the needs of employees in roles within:

Corrections Victoria (community corrections officers and custodial officers)

Infringement Management and Enforcement Services (sheriff’s officers).

In 2018–19, the department delivered qualifications to 428 employees and a further 769 employees were enrolled. The table below shows the qualifications awarded, statements of attainment (part qualifications) and enrolments to nationally accredited training.

Qualifications issued in 2018–19Qualification Awards

issuedCSC30115 Certificate III in Correctional Practice [Custodial]

293

CSC30115 Certificate III in Correctional Practice [Community]

79

CSC40115 Certificate IV in Correctional Practice 53PSP40216 Certificate IV in Court Operations [Compliance]

0

Total qualifications awarded in 2018–19 425

Statements of attainment issued in 2018–19Statements of attainment Statements

issuedCSC30115 Certificate III in Correctional Practice [Custodial]

9


20

Statements of attainment Statements issued

CSC40115 Certificate IV in Correctional Practice 1PSP40216 Certificate IV in Court Operations [Compliance]

0

Total statements issued in 2018–19 30

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New enrolments in 2018–19

Enrolments in qualificationsStudents enrolled

CSC30115 Certificate III in Correctional Practice [Custodial]

584


114

CSC40115 Certificate IV in Correctional Practice 70

PSP40216 Certificate IV in Court Operations [Compliance]

1

Total enrolments in 2018–19 769

Health, safety and wellbeingThe department is committed to achieving and maintaining a healthy and safe work environment. All employees are encouraged to take an active role in maintaining health, safety and wellbeing within their workplace. In support of this, the department continues to maintain an extensive network of 123 designated work groups, with 289 health and safety representatives (including deputy health and safety representatives) and 92 nominated management representatives.

During the 2018–19 period, a total of 51 health and safety representatives were elected or re-elected. A formal issue resolution process was established for all employees to deal with any identified health and safety issues.

The department provided three mandatory eLearning modules for all new employees as part of their induction and a contractor safety induction.

In 2018–19, a number of additional training programs were offered by the department, including:

Occupational health and safety (OHS) obligations for managers and due diligence for executive managers

OHS responsibilities for new prison officers and youth justice workers

OHS foundations for CCS Justice incident management system reporting The department maintained a focus on continuous improvement and increasing understanding in health, safety and wellbeing, with continued delivery on the health, safety and wellbeing reform program completing seven out of the eight work streams.

Elements of the OHS management system were reviewed and procedural improvements were made to a number of processes, including: document management, consultation and communication, employee representation via designated work groups and health and safety representatives, contractor engagement and management, risk management, injury management, health, safety and wellbeing training and OHS auditing.

The procedural reviews ensure the department’s OHS management system are user friendly and sustainable while they meet business, department and legislative requirements.

Mental health and wellbeingThe department supports the whole of Victorian Government Mental Health and Wellbeing Charter to create a mentally sound and safe workplace by promoting positive mental health through proactive programs and leadership, reduced work-related risk factors and by

addressing mental health issues by providing pathways to appropriate support, recovery and return to work provisions.

In 2018–19, the department’s executive leaders attended dedicated mental health briefing sessions.

The department conducted several focus group sessions with key stakeholders to develop a mental health and wellness program for managers and supervisors. The program has been rolled out to 519 managers and supervisors across the department.

The department implemented a range of supports and programs for employees in relation to vicarious trauma, including the production of a video series. The two-part series offers insights into vicarious trauma and the impact on the individual. It also identifies early intervention and support that can lessen the longer-term impact of this kind of trauma.

Influenza vaccinationsAll department employees were provided the opportunity to participate in a free influenza vaccination program. Over 3,500 employees participated in the program in 2018–19.

Incident managementThere were 3,225 employee-related incidents reported for the department and its portfolio entities in the online Accident Incident Reporting System in 2018–19.

An incident is reported in the case of an event resulting in a hazard, near miss or injury. All incidents reported must be investigated.

The figure below demonstrates a 57 per cent increase in the number of incidents reported from 2017–18 to 2018–19. The rate of incidents reported per 100 full time equivalent employees (FTE) has grown over the past three years. This increase is a result of improved understanding of reporting requirements.

Number of incidents and rate per 100 FTE

Throughout 2018–19, the department undertook the development of a new online health, safety and wellbeing incident reporting system. It engaged with multiple stakeholders to create a fit for purpose and user-friendly system. Extensive user acceptance testing was completed involving health and safety representatives and employees from across the state, informing the overall functionality of the cloud-based system launched in July 2019.

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Compliance reportingOver the past 12 months, WorkSafe Victoria inspectors visited department locations 224 times and issued 55 improvement notices to the department. The department recorded no prosecutions in 2018–19.

WorkCover premiumThe department’s premium calculation is based on a combination of factors including the total number of employees, total remuneration, the industry risk factor and the department’s claims history. The figure below shows the department’s premium rate over the past six financial years.

Department premium rate from 2013–14 to 2018–19

The department’s premium rate has increased as a result of increases in total remuneration, arising from the department’s increased FTE in 2018–19. Retrospectively the transfer of youth justice claims history to the department, as well as ongoing claims relating to the 2015 Metropolitan Remand Centre riot have also contributed to a higher premium rate.

Claims managementThe department actively manages workers compensation, rehabilitation and return to work cases to assist employees to remain at work or to facilitate an early and safe return following an injury. In supporting injured employees returning to work, the department consults the injured worker, the treating practitioner and the business areas to ensure appropriate return to work plans are developed, and progress is monitored.

The department has established a community of practice to assist employees to refine and standardise practices, improve return to work outcomes and support injured employees.

The following data from WorkSafe relates to the department and its portfolio entities. The next three figures, for standard claims, lost time claims and 13 week claims, include youth justice claims data following its transfer to the department on 3 April 2017.

Standard claimsA standard workers compensation claim is one in which employer liability surpasses the insurer’s excess of medical and like expenses or there are ten days or more of worker incapacity, whichever occurs first. The standard claims data for the reporting year and previous two financial years is shown below.

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The number of standard claims increased from 327 in 2017–18 to 355 in 2018–19. However, the rate of standard claims per 100 FTE decreased from 3.8 in 2017–18 to 3.4 in 2018–19, due in part to the increase in FTE in the department.

Number of standard claims and rate per 100 FTE

Lost time claimsA lost time injury claim represents a claim where one or more days of compensation is paid by the insurer. The number of lost time claims increased from 153 in 2017–18 to 167 in 2018–19. With the increase in FTE, the rate of lost time claims per 100 FTE decreased from 1.8 in 2017-18 to 1.6 in 2018–19.

Lost time claims and rate per 100 FTE

13 week claimsA 13 week claim involves 13 weeks or more of weekly benefits paid, and is a subset of all standard claims. The figure below shows that in 2018–19, there were 73 employees off work after 13 weeks of compensation compared to 65 employees in 2017–18. However the rate of 13 week claims remained constant, at 0.7 per 100 FTE in 2017–18 and 2018–19.

Claims exceeding 13 weeks and rate per 100 FTE

Performance against OH&S management measuresMeasure KPI 2016-17 2017-18 2018-19 Incidents No. of incidents 1670 2051 3225

Rate per 100 FTE 22.8 23.5 31.2

No. of incidents requiring first aid and/or further medical treatment

797 874 1246

Claims No. of standard claims (a) 290 327 355

Rate per 100 FTE 3.9 3.8 3.4

No. of lost time claims (a) 134 153 167

Rate per 100 FTE 1.8 1.8 1.6

No. of claims exceeding 13 weeks (a) 59 65 73

Rate per 100 FTE 0.8 0.7 0.7

Fatalities Fatality claims 0 0 0

Claim costs Average cost per standard claim (a) $67 283 $64 501 $63 095

Return to work Percentage of claims with RTW plan <30 days Not available(b) Not available(b) 100%

Management commitment

Evidence of OH&S policy statement, OH&S objectives, regular reporting to senior management of OH&S, and OH&S plans (signed by CEO or equivalent).

Not available(b) In progress Completed

Evidence of OH&S criteria(s) in purchasing guidelines (including goods, services and personnel).

Not available(b) In progress Completed

Consultation and participation

Evidence of agreed structure of designated workgroups (DWGs), health and safety representatives (HSRs), and issue resolution procedures (IRPs).

Not available(b) Completed Completed

Compliance with agreed structure on DWGs, HSRs, and IRPs.

Not available(b) Completed Completed

Number of quarterly OHS Committee meetings 4 5 3(c)

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Measure KPI 2016-17 2017-18 2018-19 Risk management

Percentage of internal audits/inspections conducted as planned.

Not available(b) Not available(b) Not available(d)

Percentage of reported incidents investigated Not available(b) Not available(b) 70%

No. of Improvement Notices issued across the Department by WorkSafe Inspector.

14 8 47

Percentage of issues identified and actioned arising from:

internal audits; Not available(b) Not available(b) Not available(d)

HSR provisional improvement notices; and 100% 100% 100%

WorkSafe notices. 100% 100% 100%

Training Percentage of managers and employees that have received OH&S training:

induction; Not available(b) 70% 83%(e)

management training; and Not available(b) Not available(b) 15%(f)

contractors and temps, Not available(b) Not available(b) 84%(g)

Percentage of HSRs trained:

upon acceptance of role (initial training); Not available(b) Not available(b) 87%

re-training (annual refresher) Not available(b) Not available(b) 27%

Notes:a. Data sourced from Victorian WorkCover Authority, trading as WorkSafe.b. Data from prior years was not recorded for reporting purposes.c. Board of Management OHS Committee development in progress.d. The OHS audit procedure was launched in April 2019. An endorsed formal audit schedule and resources are to be established.e. Indicates the completion rate of active employees hired in 2018-19 with training due in 2018–19.f. Indicates the percentage of managers who received OHS training in 2018–19. All employees are required to complete three mandatory OHS

eLearning module when they first commence with the department, there is no specific ongoing mandatory OHS base training for managers. g. Indicates the completion rate of contractor’s assigned relevant online module in 2018–19.

Embedding Child Safe Standards and the Reportable Conduct SchemeChild Safe Standards are compulsory for all entities that provide services or facilities to children and are designed to assist entities to prevent child abuse, encourage the reporting of abuse and improve responses to allegations of child abuse.

The Reportable Conduct Scheme requires the department to respond to allegations of child abuse (and other child-related misconduct) made against employees and volunteers and to notify the Commission for Children and Young People (the Commission) of those allegations.

In 2018–19, the department increased awareness of the Child Safe Standards and the Reportable Conduct Scheme through the establishment of a Child Safe Standards Reference Group, collaboration between business units which have a high level of contact with children and the finalisation of an extensive learning and development program. In its role as a relevant authority, the department consulted with relevant entities regarding their compliance with the standards.

The department undertook a review of the reporting and investigation process for reportable allegations, addressing recommendations by the Commission and implementing business process improvement.

The department continues to engage with the Commission and other government departments through the interdepartmental Child Safe Standards Community of Practice, Government Forum on Child Safeguarding and Senior Executive Group on Child Safeguarding.

Disability, diversity and inclusionCompliance with the Disability Act 2006The Disability Act 2006 (the Act) reaffirms and strengthens the rights of people with a disability and requires that public sector bodies (including all government departments) prepare a disability action plan and report on its implementation in their annual report.

A disability action plan is a strategic plan which helps an organisation remove barriers that prevent people with a disability from using the organisation’s goods, services and facilities, and from gaining and keeping employment. Disability action planning strives to promote inclusion and participation in the community, and achieve changes in attitudes and practices that may result in discrimination.

Absolutely Everyone: State disability plan for 2017–2020 is the Victorian Government’s framework for enabling people with a disability to participate and contribute to the social, economic and civic life of their community. Over time the government will consider ways to align disability action plans to the state plan.

Increasing accessibilityVarious divisions across the department interact directly with the Victorian public. Public-facing areas including Consumer Affairs Victoria, Corrections Victoria and Victims Support, amongst others, have an emphasis on ensuring that services are made accessible to all Victorians. Communication and education activities target diverse communities in Victoria including people with a disability and information is made available online and provided in staff training.

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Reducing barriers to employmentThe department has delivered actions under Getting to work: the Victorian public sector disability employment action plan 2018–2025, planning and implementing disability-specific employment strategies aimed at increasing the number of Victorians with a disability employed within the department. These strategies include entry-level pathways such as internship and graduate opportunities.

The department has continued to refine its branding, vacancy advertising and recruitment processes to attract people with a disability. Recruitment staff have completed training to ensure they are undertaking practices which are accessible and are aware of issues encountered by people with a disability. The training also made them aware of workplace adjustment principles and helps embed workplace flexibility.

Promoting inclusion and participation of people with a disabilityEnablers NetworkThe VPS Enablers Network is for staff with a lived experience of disability, people who are carers for people with a disability and their allies. The network delivers a suite of learning and development opportunities, peer support and networking events throughout the year. The network was established in 2018.

In 2018–19, the network delivered a presentation to the department’s Disability Stakeholder Forum and International Day of People with Disability event. It also administered a disability-related staff survey and made a presentation to the department’s Board of Management. It supported the provision of funding for four women to attend a public sector leadership conference in June 2019.

Disability stakeholder forumAs part of the department’s Disability Action Plan, the department hosts periodic disability stakeholder forums providing opportunities for staff, members of the community with a disability, representatives of the Victorian disability sector and interested parties to meet and discuss significant disability-related initiatives in the justice portfolio.

Intermediaries programThe two-year Intermediary Pilot Program (IPP) commenced on 2 July 2018 to create access to justice by facilitating communication when a police officer is interviewing a vulnerable witness, or to help witnesses communicate evidence to the court at a criminal hearing to the court. In 2018–19, the IPP received 387 requests for an intermediary. As at 30 June 2019, the IPP had matched 311 of these requests, including 177 requests from police and 134 for court matters.

Disability scholarship program An annual disability scholarship is administered by the department to support students with a disability to gain qualifications which will enable them to obtain employment in the justice system. In 2018–19, the department awarded three scholarships to students to study justice-related courses at Victorian universities.

Reducing discrimination against people with a disabilityIn 2018–19, disability and mental health awareness training was provided to 60 departmental staff. This training aims to reduce barriers to inclusion and enhance access for people with a disability. The training addresses all types of disability and the issues encountered people with a disability and appropriate ways of interacting with them

such as providing information in alternative formats and selecting physically accessible venues.

Forty-five participants in the Potential and New Managers training program learnt about workplace adjustments and accessibility issues for staff with a disability. A dedicated unit within the department continues to advise and consult with managers and staff regarding improving the department’s response to disability.

Responding to Victoria’s culturally and linguistically diverse and newly arrived communitiesIn order to ensure that the justice system is able to be accessed by all Victorians including those from CALD and newly arrived communities, in 2018–19:

Consumer Affairs Victoria and the Registry of Births, Deaths and Marriages produced departmental information for in a wide range of community languages

Consumer Affairs Victoria, the Dispute Settlement Centre of Victoria and gambling and gaming help resources provided through the Victorian Responsible Gambling Foundation and the Victorian Commission for Gambling and Liquor Regulation all held education and information sessions targeted to CALD and newly arrived communities

effective engagement was established with a range of local and regional groups regarding the delivery of justice services. For example justice service providers met with the Ethnic Council of Shepparton

various cultural and religious observances were maintained in Victorian prisons

culturally appropriate programs were delivered to prisoners from CALD backgrounds in Victorian prisons so that they are able to maintain cultural and community connection.

Annual multicultural reporting The Multicultural Victoria Act 2014 requires that the department report on activities undertaken to engage with CALD and newly arrived Victorians. The department reports these activities as part of a whole of Victorian Government report on multicultural affairs, which is tabled in Parliament annually.

Diversity training and education for staffThe Respect in the Workplace e-Learn was delivered to 2,966 departmental staff in 2018–19. The training promoted respectful behaviours toward people from CALD communities and those who are newly arrived. The training outlined behavioural expectations regardless of gender identity, age, caring responsibilities, language, cultural background, ethnicity, disability, sexual orientation, education, socio-economic status, experience, skills and beliefs.

Participants in the VPS Graduate Recruit program took part in a session examining justice-related operations in the context of Victoria’s CALD communities. Fifteen graduates examined Victorian demographics, the department’s Cultural Diversity Plan and Language Services Policy as well as the expectations of staff working in the department.

Twenty-five strategy and coordination staff undertook a workshop focussed on aspects of their work in the context of Victoria’s CALD communities. They examined the department’s Cultural Diversity Plan and Disability Action Plan.

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Seventy-five court registrars also participated in diversity training, focussing on the changing Victorian community, languages, issues for people newly arrived backgrounds and the requirements for staff interacting with people from diverse backgrounds.

Language servicesIn July 2018, the Victorian Government introduced improved remuneration rates for contract interpreters as well as a standard travel allowance to regional locations to support the development of the interpreters. A single-centralised State Purchase Contract for Language Services has been developed by the DTF in consultation with all Victorian departments. The department’s Diversity Issues Unit and the Office of the Chief Procurement Officer has coordinated the department’s contribution to this initiative.

Aboriginal inclusion and employmentThe department prides itself on being an employer of choice for Aboriginal people and is committed to building its Aboriginal workforce while also supporting the career development of its Aboriginal employees.

The department’s Aboriginal Inclusion Action Plan Yarrwul Loitjba Yapaneyepuk Walk the Talk Together 2017–2020 guides the department’s engagement with the Aboriginal community through the Aboriginal Justice Forum, Regional Aboriginal Justice Advisory Committees and Local Aboriginal Justice Action Committees. It is an important component of the Aboriginal Justice Agreement, supporting, ‘a more effective justice system with greater Aboriginal control’ and its goal that, ‘the needs of Aboriginal people are met through a more culturally-informed and safe system’.

Yarrwul Loitjba Yapaneyepuk brings a strong Aboriginal voice to efforts to tackle Aboriginal over-representation in the criminal justice system and strengthens the department as a place of cultural diversity and respect. It is aligned to other policy frameworks including Barring Djinang the five-year Aboriginal Employment Strategy for the Victorian public sector, the Victorian Aboriginal Affairs Framework, the Commonwealth’s Indigenous Procurement Policy and Closing the Gap targets.

The Aboriginal Inclusion Action Plan Steering Committee is monitoring implementation through annual reports against group and region plans as well as through the Aboriginal Justice Caucus and Aboriginal Justice Forum.

Building our Aboriginal workforce and cultural capabilitiesThe department has a strong commitment to expand, develop and retain its Aboriginal employees towards a 2.5 percent Aboriginal workforce.

Under the Koori Employment and Career Strategy 2017–2020 (the strategy) the department has established clear pathways and tailored initiatives for new and existing Aboriginal employees to support individuals’ career potential.

As at June 2019, the department has 208 employees—or 2.05 per cent of our workforce—who identify as Aboriginal. Of this number, 65 per cent are employed in non-identified, mainstream roles.

The department’s Koori Cultural Respect Framework also ensures the department’s services are more responsive to the cultural needs of Aboriginal people and ensures all employees have the knowledge and skills to deliver

services in more culturally appropriate ways and that our work environments are culturally inclusive.

Aboriginal and Torres Strait Islander Tertiary Pathway ScholarshipsThe Aboriginal and Torres Strait Islander Tertiary Pathway Scholarships support tertiary students in completing their studies. During 2018–19 the department provided four students with scholarships. Aboriginal tertiary students residing in Victoria, and the department’s Aboriginal employees who wish to undertake full time studies are eligible to apply.

Aboriginal and Torres Strait Islander Graduate SchemeDuring 2018–19, seven Aboriginal graduates were placed in the Aboriginal and Torres Strait Islander Graduate Scheme within the department with one resigning from the program prior to completion.

Two of the department’s 2018–19 graduates were recipients of the Tertiary Pathways Scholarships. Graduates who successfully complete this scheme are offered ongoing VPS Grade 3 roles.

Youth Employment Scheme In 2018–19, the department engaged four trainees for the Aboriginal Youth Employment Scheme. Subject to the successful completion of their traineeships these trainees are offered ongoing VPS Grade 2 roles.

Aboriginal employee networks The department supports Aboriginal employees regardless of cultural background and knowledge. All Aboriginal employees are encouraged to join the department’s growing Aboriginal Employee Network which currently has a state-wide membership of over 100 employees.

To further support young Aboriginal employees the department has established the Aboriginal Youth Network which brings together Aboriginal employees between the ages of 16 to 25. This youth network is a culturally inclusive network which meets up to six times per year in various regions and includes structured peer support and age-appropriate tailored professional development.

Aboriginal Career Development Fund The Aboriginal Career Development Fund enables Aboriginal employees to apply for financial support to actively pursue their professional career development. The fund is a key component of the department’s Career Development Program. The fund may be used for internal or external training and professional development and cover all or part of the cost of the proposed activity.

Equity and participationCarers Recognition Act 2012In 2018–19, the department continued to comply with its obligations under the Carers Recognition Act 2012 (the Act). The department recognises the important role carers play in providing daily care, support and assistance to people in need of support due to disability, being older, an ongoing medical condition, or having a mental illness.

The department’s All Roles Flex guidelines (the guidelines) provide employees with greater opportunities to balance work and personal commitments. Employees who are carers can rely upon the guidelines to request a change to their work arrangements to align with their caring responsibilities. This includes accessing accrued leave entitlements or considering a wider range of flexible working options and arrangements.

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The department is willing to consider reasonable alterations to support employees who require a carer to attend the workplace. This takes into consideration the carer relationship principles and responsibilities set out in the Act.

The department also provides a range of people management policies that support the guiding principles and responsibilities in the Act including:

the right to request flexible working arrangements (whole of government policy)

all roles flex guidelines hours of work guideline and related policy personal/carer’s leave policy (whole of government

policy) purchased leave policy respect in the workplace policy and guideline.

Family violence supportDuring 2018–19, the department developed a suite of supports for employees who are experiencing family violence. This includes the development of new foundational family violence training for all employees with an additional module for managers and supervisors. A support/safety plan template for employees was also developed.

In 2018–19, 60 employees accessed a total of 317 days of family violence leave and the availability of this kind of leave is being communicated through the intranet and training programs.

The recording of family violence leave in files, the payroll system and on payslips has also been addressed to ensure compliance with the department’s commitment to enhance employee safety.

LGBTIQ inclusionIn 2018–19, the department continued to increase lesbian, gay, bisexual, trans, gender diverse, intersex, queer and questioning (LGBTIQ) inclusion reflecting its commitment to ensure access to justice programs and services by members of the Victorian LGBTIQ community.

The department consulted with a number of organisations with expertise in the LGBTIQ inclusion, including Transgender Victoria, Minus 18 and Pride in Diversity to support its work in building a better workplace and more inclusive practices. Some of that work included delivering LGBTIQ awareness training across the department’s workforce including specific Transgender and Gender Diverse Awareness sessions across several prison locations.

As part of embedding practices that better support LGBTIQ employees, workplace policies and guidelines were amended to use more inclusive language. A suite of information flyers were produced and distributed throughout the department regarding various aspects of LGBTIQ communities, as resources for employees.

To show support for LGBTIQ employees and the Victorian community, the Secretary attended the annual Midsumma Pride march and employees from the department marched in the event for a third time.

The department’s LGBTIQ executive sponsor continued to champion inclusion, marking IDAHOBIT (International Day Against Homophobia, Biphobia, Intersexism and Transphobia) in May 2019 by asking executives to consider new ways to be inclusive in everything they do. The sponsor’s work was acknowledged with a nomination at the VPS Pride Network’s Annual awards for Executive Champion of the Year.

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8. Environmental performance and targetsThe department uses an Environmental Management System (EMS), based on the international standard, to manage and reduce its environmental impacts and to meet government requirements, including the Commissioner for Environmental Sustainability Act 2003. The department’s EMS framework includes:

an Environment and Climate Change policy that includes operational activities

an Environmental Management Plan (EMP), consisting of projects and targets focused on meeting the key objectives and supported by Regional Environmental Action Plans

a communications and engagement plan, which includes training, raising awareness activities, environmental compliance site visits and staff awards.

In 2018–19, key achievements included:

the introduction of an internal emissions efficiency target of 130 grams of carbon dioxide per kilometre (CO2/km) and a sliding scale surcharge to reduce fleet emissions

inclusion of the department’s Environmentally Sustainable Design (ESD) scorecard in nine prison construction projects

an increase of the department’s solar capacity by over 460kW, with another 700kW expected to be installed in the coming months

continued reuse and recycling of prison waste, including food waste, cooking oil, cardboard, steel and wood

an increase in Landmate program events, resulting in 1,179 prisoner crew days on environmental projects, including 46 disaster recovery days, the planting of 45,299 trees and erection of 20.5 kilometres of fencing.

Environmental performance This section is in accordance with the G4 Global Reporting Initiative environmental indicators:

302–1 Energy consumption within the organisation 302–3 Energy intensity 305–2 Energy indirect (Scope 2) Green House Gas

(GHG) emissions 305–3 Other indirect (Scope 3) GHG emissions 305–5 Reduction of GHG emissions 307–1 Non-compliance with environmental laws

and regulations.This section contributes to select targets within the United Nations Sustainable Development Goals (SDGs):

Goal 7—affordable and clean energy Goal 12—responsible consumption and production Goal 13—climate action.

Changes to scope of reportingConsumption data is from 1 April 2018 to 31 March 2019.The department’s EMP is updated biennially, with environment targets that span two years (2017 to 2019).

Environmental performance was previously reported in two categories: ‘correctional centre and custodial facilities’ and ‘office’. To assist the delivery of a range of services to the community, the department now manages a variety of non-office facilities. Reporting categories have been revised to: ‘non-office’ and ‘office’. The category ‘non-office’ includes correctional centres, custodial facilities and training centres such as the Victorian Emergency Management Institute.

Summary trend report

2016–17 2017–18 2018–19

2018–19 trendcompared to2017–18 (%)

Energy (MJ/m2) 1,014(337)*

1,016(367)*

1,004(386)*

-1%(5%)*

Waste (kg/FTE) 60 55 47 -15%

Paper (reams/FTE) 13 12 11 -8%

Water (kL/m2) 2.0(0.5)*

2.0 (0.5)*

1.8(0.5)*

-10%(0%)*

Transportation fleet(tonnes CO2e/1,000km) 0.22 0.24 0.18 -25%

Notes MJ — Megajoule; kg — kilogram; ream— 500 sheets of paper; kL — kilolitre; tonne— 1,000 kilograms; CO2e — carbon dioxide equivalent; m2 —

square metre; FTE — Full Time Equivalent (staff). Data for sites unavailable for the full year has been extrapolated as per FRD 24D guidelines. The emission factor for carbon dioxide equivalent is sourced from National Greenhouse Accounts Factor, July 2018. Fifty four per cent of the department’s total full time employees (FTE) are office-based, accounting for 29 per cent of the department’s facility net

lettable area. Fleet efficiency has increased due to improved data and new departmental policies that encourage the purchase of low emission vehicles. This figure represents office-based data only to allow for direct comparison with other government departments, as required by the Commissioner for

Environmental Sustainability. It excludes facilities covered under the ‘non-office’ category.

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EnergyNon-office facilities account for 89 per cent of the department’s energy consumption. Electricity is the primary source of energy for lighting, heating, industry operations and construction works. Natural gas and bottled gas (Liquefied Petroleum Gas) are used largely for heating and cooling. Within offices, energy is used for heating, ventilation and air conditioning, lighting, and office equipment.

A number of energy reduction projects were implemented during 2018–19, including:

installation of over 460kW of photovoltaic solar panels across a number of sites

the upgrade of compact fluorescent lamp to light emitting diode technology in accommodation and industries buildings within correctional centres.

The largest tenancy, 121 Exhibition Street, Melbourne, has a National Australian Built Environment Rating System (NABERS) energy rating of 4.5 out of five stars. The fit out of a new tenancy, 50 Franklin Street, Melbourne, is in accordance with the Australian Excellence Five Star Green Star Interiors scorecard.

Energy use 2018–19Total energy usage segmented by primary source — megajoules (MJ)

Non-office Office Total

Electricity 151,663,548 43,060,952 194,724,500

Electricity (green power) 0 0 0

Natural gas 196,183,059 4,732,292 200,915,351

LPG 28,225,853 130,890 28,356,743

Total 376,072,460 47,924,134 423,996,594

Total greenhouse gas emissions segmented by primary source (tonnes of CO2e)Electricity 49,291 13,995 63,286

Electricity (green power) - 0 -

Natural gas 10,874 262 11,136

LPG 1,812 8 1,820

NotesOffice-based energy data represents 54 per cent of the department’s total FTE and 29 per cent of the department’s total facility net lettable area.

Energy intensity 2018–19Total energy usage segmented by primary source — megajoules (MJ)

Non-office Office Average

Energy used per person (MJ/ FTE) - 9,216* -

Energy used per unit of space (MJ/ m2) 1,262 386 1,004**

Notes* Energy used per FTE (MJ/FTE) is applicable only to office-based buildings; usage for operational facilities cannot be apportioned against FTE use only.**This reflects the average MJ consumed per m2 across the department (non-office and offices).

WaterWater usage at non-office facilities accounts for 91 per cent of the department’s total water consumption. Primary areas for water consumption are prison industries, kitchen operations and bathrooms. For offices, water is largely used for cooling towers, bathroom/kitchen amenity and consumption. The largest tenancy, 121 Exhibition Street, Melbourne, has a NABERS water rating of four out of five stars.

Departmental water reduction projects include:

water efficient gardening practices such as mulching and growth of native plants

replacement of old washing machines with more water efficient models

use of grey water within some correctional centres replacement of failed submersible pumps for water

harvesting system.The department has also developed site specific correctional centre landscape guides for the establishment and maintenance of green spaces that use less water thus helping to meet the department’s water savings target. These guides have been assessed against security and plant toxicology standards.

Total potable water usage 2018–19Non-office Office Total

Kilolitres 707,689 66,221 773,910

NotesPotable water – water that is safe or suitable for drinking. Consumption relates to metered and billed supplies only.Office water data covers 55 per cent of the department’s total FTE and 30 per cent of the department’s total facility net lettable area.

Potable water usage intensity 2018–1976

Non-office Office AverageWater used per person (kL/ FTE) - 12.7* -

Water used per unit of space (kL/m2) 2.4 0.5 1.8**

Notes*Water used per FTE (kL/FTE) is applicable only to office-based buildings. Usage for operational facilities cannot be apportioned against FTE.**This value reflects the average kL consumed per m2 across the department (non-office and offices).

Paper and procurementThe department procures a range of goods and services, including:

contractor and consultancy services printing, stationery and other office equipment technology and health services.To date, the department has reduced paper consumption by 15 per cent to 11 reams/FTE, meeting its 2017–19 target.

Examples of paper and procurement projects include:

seventy per cent of all external print jobs meeting a minimum two-star (out of five) green accreditation

application of the ESD scorecard to nine prison construction projects

sustainable procurement clauses and targets included in tender documentation

replacement of fossil fuel powered horticulture small plant mulchers, blowers and snippers with rechargeable heavy-duty battery-operated electric equipment

requirement of environmental management systems requesting products are reused or disposed through a

waste management plan environmental certification for products (e.g. forest

stewardship certified products) seeking five-star Green Star interior fit outs for office

leases over 2,000 square meters.

Total department paper usage 2018–19Description Non-office Office TotalReams 37,130 72,600 109,730

NotesPaper usage data provided by the WoVG supplier, COS. Paper purchased outside the WoVG supplier is not included.

Paper intensity 2018–19Description Non-office Office AveragePaper used per FTE (reams/ FTE) 8 14 11*

Recycled content (per cent)

>75 per cent 95 97 96

50-75 per cent - - -

<50 per cent 5 3 4

Notes ream – 500 sheets of paper. The value reflects the average reams of paper consumed per FTE across the department (non-office and office).

Sustainable transport and fleetStaff use both Victorian Government and departmental pool vehicles for travel between offices, prisons and community worksites.

Examples of fleet emission reduction activities include:

introduction of an internal emissions efficiency target of 130 grams of CO2/km and a sliding scale surcharge to reduce fleet emissions

changes to the Supplementary Motor Vehicle Policy mandating a default low-emission vehicle, unless exceptional operational requirements need to be considered. These changes have resulted in 55 per cent of the fleet being comprised of hybrid vehicles, with a two per cent rate of plug-in hybrid electric vehicles.

In 2018–19, the department’s total greenhouse gas (GHG) fleet emissions increased by three per cent, in line with a three per cent increase in the number of vehicles. Better quality log book data and increased numbers of hybrid and plug-in electric hybrid vehicles led to a 25 per cent

reduction in transport intensity compared with last year, meeting the department’s transport and fleet target. Diesel vehicles continue to be the least efficient fleet vehicle. The department procured carbon offsets for fleet and air travel and will continue to assess its emissions from fleet as it reaches the end of the Victorian Government Climate Change Pledge in 2020.

The department is working with the emergency management portfolio agencies to manage and prepare for the physical risks posed by climate change and weather extremes. Consideration of economic and social risks and opportunities associated with global trends towards transiting to a lower carbon economy is also being researched. These results will feed into long term strategic decision making.

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Total department transportation (vehicle fleet performance by fuel type) 2018–19Description Passenger fleet Other TotalFuel consumption (megajoules)Petrol 21,060,862 3,846,990 24,907,852

Diesel 611,110 14,279,009 14,890,119

LPG 58,208 222,165 280,373

E-10 26,834 18,458 45,292

Total 21,757,014 18,366,622 40,123,636

Distance travelled (kilometres)Petrol 10,229,054 1,345,696 11,574,750

Diesel 176,251 3,843,403 4,019,654

LPG 15,704 57,702 73,406

E-10 251,549 110,203 361,752

Total 10,672,558 5,357,004 16,029,562

Greenhouse gas emissions (tonnes CO2e)Petrol 1,468 268 1,736

Diesel 43 1,007 1,050

LPG 4 14 18

E-10 2 1 3

Total 1,517 1,290 2,807

Transport intensity (vehicle fleet performance by fuel type) 2018–19

Description Passenger fleet OtherAverage

(whole of department)Greenhouse gas emissions efficiency (tonnes CO2e/1,000km)Petrol 0.14 0.20 0.15

Diesel 0.24 0.26 0.26

LPG 0.23 0.24 0.23

E-10 0.01 0.01 0.01

Overall intensity (whole of department) 0.14 0.24 0.18

Notes The ‘intensity’ row is the total value for ‘Passenger fleet’ and ‘Other’. ‘Other’ includes optional reporting of commercial vehicles and the departmental

executive. Fleet data is sourced from vehicle logbooks and fuel purchase records (both fuel cards and petty cash records) of the departmental fleet and

Victorian Government vehicle pool. Departmental fleet data includes custodial facilities and some statutory entities, including: the Victorian Law Reform Commission (VLRC), Victorian Government Solicitor’s Office (VGSO), Adult Parole Board (APB), Victorian Institute of Forensic Medicine (VIFM), Office of the Public Advocate (OPA) and Victorian Equal Opportunity and Human Rights Commission (VEOHRC).

TransportA large proportion of the department’s air travel involves staff attending, or presenting at, conferences, and operational requirements.

International and domestic air travel 2018–19Description Total

Distance travelled (kilometres) 2,255,305

Greenhouse gas emissions (tonnes CO2e) 622

Notes Departmental air travel data includes a number of statutory entities

and excludes the Office of Public Prosecutions (OPP).

In line with the EMP 2017–19 target, the department has elected to procure 3,450 tonnes of carbon offsets to cover both fleet and air travel emissions for the year. This year the department has selected Greenfleet’s local biodiverse native reforestation projects in Victoria.

Sustainable transportThe following table shows the commuter choices of staff traveling to and from work using sustainable transport options such as car-pooling, train, tram, bus, bicycle and walking. The data shows that a high proportion (89 per cent) of staff working in the CBD travel using sustainable transport. Whereas this drops for staff working in metropolitan areas where the percentage falls to a fifth (20 per cent) of this workforce and further to five per cent for staff working in the regions.

Sustainable transport 2018–19Area Total (%)

CBD 89Regions 5Metro 20

Notes Sustainable transport information is taken from the department’s

environment survey completed in 2019.

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Data excludes staff who were on leave during the survey period (the week of 3 June 2019).

WasteTypically, there are three waste streams in offices: landfill, organic and recycling. Some correctional centres operate industries that generate other types of waste, such as wood, concrete, steel, paint, and waste from farming and livestock production activities.

Examples of waste reduction activities are:

continued diversion of food waste to a composting system, with the resulting compost used on correctional centre horticultural plots

recycling of paper, toner cartridges, office furniture, cardboard, paper, batteries, phones, chargers and electronic waste

education of staff about waste disposal use of briquette machines to reduce waste the collection of 25,700 kilograms of rubbish restoration and donation of over 490 abandoned

bicycles to community groups donation of over 4,010 items made from recycled

materials such as furniture, toys, shopping bags, pet beds and 1,700 boomerang bags.

The department’s new state-wide waste disposal contract services all publicly operated prisons. The contractor is required to report on waste volumes for different waste streams to meet the 2017–19 target. The data will be used to identify opportunities to reduce waste and increase recycling.

Office-based waste 2018–19Description Total Per FTELandfill (kg) 56,188 18

Recycling (kg) 79,577 26

Compost (kg) 10,395 3

Total (kg) 146,160 47

Recycling rate (%) 62

Greenhouse emissions from waste to landfill (tonnes of CO2e)

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Notes Kg – kilogram A five-day waste audit was undertaken at 121 Exhibition Street, 80

Collins St and 50 Franklin Street, Melbourne. The waste audit has been extrapolated in accordance with FRD24D guidelines to reflect a whole year’s waste stream.

Data does not include e-waste (computers, telephones and multi-functional devices).

Environmental compliance, communication and trainingThe department is required to comply with state and federal legislation, including the Environment Protection Act 1970 and the Water Act 1989. These Acts provide a legal framework to ensure the department’s operations and services have the least environmental impact. The department works closely with key stakeholders such as local councils and other government departments and regulators, such as the Environment Protection Authority (EPA). This year, the department did not receive fines or non-monetary sanctions related to environmental non-compliance.

The environmental licences and agreements held by the department include:

two EPA licences related to wastewater treatment and discharge

various bore, surface and groundwater licences various trade waste permits and septic tanks licences.In 2018–19, the department undertook actions to improve compliance with environmental legislation, including:

the development of a new wastewater treatment system at Langi Kal Kal Prison

the development of site-specific local controls to assist implementation of the Deputy Commissioner’s Instruction on mandatory environmental compliance

site assessments at all publicly operated prisons renewal of the department’s environment and climate

change policy contribution to whole-of-government climate change

scenario workshops on strategic planning and risk frameworks.

Education and communication initiatives include the following.

Delivery of the department’s World Environment Day celebrations, with staff participating in activities across regional and CBD locations.

Continued roll out of the ‘Justice for the Environment’ e-learn program with 297 staff completing the training in 2018–19 with the total number to 2,100 since training was introduced in 2015. In addition, environmental training was undertaken across high risk sites such as Correctional Centres.

Running the annual Environment Survey, which was completed by 16 per cent (or 1,541 individuals) of staff. Analysis showed that: 59 per cent of staff who responded use a reusable cup; 69 per cent felt the department is committed to improving its environmental performance; and 42 per cent were aware of the department’s environment programs and projects, representing a two per cent decrease from 2017. The target of increasing the number of staff who are aware of the department’s environment program by 10 per cent was not met.

The department was featured as a case study in the Commissioner for Environmental Sustainability 2017–18 strategic audit report on work to reduce vehicle fleet emissions.

Partnerships and land managementThe department’s CCS area works in partnership with other government departments, industries, educational providers and not-for-profit organisations to develop and manage community work programs. Some court orders require offenders to undertake unpaid community work. CCS facilitates a range of unpaid community work projects in order for offenders to successfully meet the requirements of their orders. CCS also encourages the engagement of offenders in sociably valuable work aimed at developing and promoting a positive work ethic and other work-related skills. Suitable offenders can engage in work for the community that provides environmental benefits.

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Examples of environment related activities in 2018–19 include:

use of 80,000 litres of locally harvested rain water on community work projects

fuel reduction works in fire-prone areas and related maintenance work on over 3,000,000 square metres of land

reduction of waste to landfill by removing logos from private organisation uniforms that would have otherwise been sent to landfill. This activity provides at least 3,000 items of clothing to those in need in Australia and abroad

planting of 4,600 trees and removal of 1,870,000 square metres of graffiti using recycled waste and biodegradable cleaning products and paint in the graffiti removal program. Since 2005, the program has removed an equivalent of 180.6 Melbourne Cricket Ground’s worth of graffiti.

Throughout 2018–19, the department has continued to strengthen the consistency and reach of the prisoner Landmate Environmental Program across the state. The department is now in the fourth successful year of the model program of works, covered by a MOU with the Department of Environment, Land, Water and Planning.

The program, consisting of supervised prisoner crews working on environmental projects, provides significant benefit to local communities and provides a tangible form of prisoner reparation. Prisoners gain education and training in natural resource management related skills, aimed at improving their successful reintegration into the community and reducing recidivism. In 2018-19, environmental projects included: tree planting, fencing works, weed removal, disaster recovery work and other projects delivered in partnership with local community groups. The increase in Landmate’s community impact is demonstrated by the rise in prisoner crew work days. There were 1,179 crew days in 2018–19, an increase of 64 per cent compared with last year. Works included participation in 46 disaster recovery days, planting of 45,299 trees and erection of 20.5 kilometres of environmental fencing. This translates to 5,387 individual prisoner work days, an increase of 16 per cent compared with last year.

In August 2018, the Landmate program website was launched. For further information about how to apply for Landmate assistance, project planning advice and detail about achievements go to www.landmate.vic.gov.au.

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9. AssuranceMonitoring of youth justice and correctionsThe Justice Assurance and Review Office (JARO) operates as an internal review and assurance function to advise the Secretary on the performance of the youth justice and adult correctional systems. JARO assists the Secretary to fulfil her statutory obligations to monitor the performance of all youth justice and adult correctional services under the Children, Youth and Families Act 2005 and section 7 of the Corrections Act 1986.

JARO operates separately and independently from the department’s Youth Justice and Corrections Victoria groups and acts as an additional line of assurance against emerging and enduring risk within both systems.

JARO provides the Secretary with current, objective information on areas of risk, the adequacy of existing controls and opportunities for improvement through activities including:

proactive reviews into areas of risk in youth justice and adult correctional systems

reviews into serious incidents and allegations within youth justice and adult correctional systems

monitoring the performance of the systems including youth justice precincts, youth justice community services, prisons, Community Correctional Services (CCS) and other adult correctional services

coordinating the Minister for Corrections’ volunteer Independent Prison Visitor Scheme.

Where JARO identifies opportunities for improvement, it makes recommendations for change in consultation with Corrections Victoria or the Youth Justice groups. JARO also considers recommendations within the context wider system reforms, ensuring consistency and avoiding duplication.

Independent prison visitorsThe Independent Prison Visitor Scheme, established in 1986, is coordinated by JARO. Independent Prison Visitors (IPVs) are volunteers appointed by the Minister for Corrections for a five-year term.

As at 30 June 2019, there were 32 IPVs. These volunteers attend prisons, speak to prisoners and staff, and provide the Minister for Corrections with independent and objective advice from a community perspective on the operation of Victoria’s prisons.

During the period, 1 July 2018 to 30 June 2019, IPVs provided JARO with 232 reports. These reports made positive observations and identified matters requiring action and/or follow up by either JARO, the relevant prison and/or Corrections Victoria.

Reviews completed in 2018–19JARO conducts proactive reviews to provide the Secretary with objective advice regarding current and emerging issues in the youth justice and adult correctional systems. Thematic reviews assure the Secretary about the performance of the system and foster continuous improvement for a high-performing system. JARO completed one thematic review in 2018–19.

Suspected suicides in Victorian prisons 2016–18 In light of an increasing number of suspected suicides in Victorian prisons JARO recommended a broader review into recent suicides in custody to identify systemic or thematic factors that may be impacting prisoner care and opportunities to improve the model of care for prisoners at risk of suicide and self-harm.

Professor James Ogloff AM was engaged to lead the review, in collaboration with JARO and with input from the department. This review builds on a 2014 review into three suspected suicides in Victorian prisons, also led by Professor Ogloff.

The review found that the system for preventing suicides in Victoria’s prisons is largely effective, particularly for prisoners identified as being at risk of suicide. The review considered the elements of the suicide prevention strategies in place in Victoria’s prisons against international best practice standards. The analysis revealed that many of the approaches taken in Victoria measure up well against these standards, although some improvements could be realised. Policies and procedures for at-risk prisoners are largely consistent across prisons, there is a clear focus from staff on the preservation of life and a high awareness of suicide risk factors.

The review makes ten recommendations across five key areas including system pressure; remand population; information capture, access and sharing; suicide and self-harm risk ratings; and system flexibility.

Reviews of incidentsJARO reviews serious incidents within youth justice precincts, youth justice community services, prisons, CCS and other adult correctional services to identify systemic risks, consider the adequacy of existing controls and the appropriateness of the response to the incident. Incidents are selected for review based on level of risk, which is determined using JARO’s risk assessment framework or through referral by the Secretary, the divisional heads or the relevant Minister.

Corrections VictoriaIn 2018–19, JARO completed five reviews into significant incidents that occurred within adult correctional centres. This included supporting the independent review into the serious assault on Mr Tony Mokbel in Barwon Prison.

Youth JusticeIn 2018–19, JARO completed four reviews into significant incidents that occurred within youth justice precincts. JARO also undertook a thematic analysis of incidents in youth justice precincts to determine how staff members’ situational awareness affect responses to incidents.

Reviews of deathJARO conducts reviews in response to natural and unnatural deaths within a custodial or correctional facility. The death of offenders or young persons, who were subject to youth justice or Community Corrections Order (CCO), may also be reviewed in certain circumstances. As a central contact point for the department, JARO plays a critical role in the provision of advice to the Coroners Court of Victoria.

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Adult deaths in custodyEach time an adult dies in custody, JARO prepares a report for the Secretary and the Coroner and monitors the coronial investigation and any recommendations.

In 2018–19, there were 19 deaths in adult correctional centres across Victoria compared with 17 the previous year. Of the 19 deaths this financial year, six were from apparent suicide, and eleven from apparent natural causes. The other two deaths are classified as unknown, pending further information from either the Medical Examiner’s Report or inquest findings. During this period, JARO completed 20 reviews into the death of adult prisoners.

Offender deathsJARO also prepares a report for the Coroner when a parolee or a person subject to a CCO combined with a period of imprisonment, dies within three months of their release from prison. A report may also be completed, at the request of the Coroner, for any person who has been in custody or under supervision of CCS. During 2018–19, JARO prepared 19 reports into parolee and offender deaths.

Impact of reviewsThrough its reviews, JARO aims to mitigate emerging and enduring risks and drive continuous improvement within the adult correctional and youth justice systems.

Corrections VictoriaA number of key changes and improvements have been made to the adult correctional system in 2018–19 as a result of recommendations made by JARO related to:

safety and security prisoner management incident reporting case management.

Youth Justice JARO’s reviews of the youth justice system have resulted in a number of recommendations that are consistent with the Youth Justice Review and Strategy – independent review into youth justice (the Armytage and Ogloff Review), July 2017, and relate to the following key areas:

assessment and classification behaviour and case management of young people incident and emergency management response application of reasonable force workforce strategies infrastructure and procedures.

Inspector-General for Emergency ManagementThe Inspector-General for Emergency Management (IGEM) is an independent statutory role providing assurance to government and the community in respect of emergency management arrangements in Victoria and fostering their continuous improvement.

Established on 1 July 2014 by the Emergency Management Act 2013, IGEM works with their emergency management partners and the community to strengthen emergency management arrangements and community safety in Victoria. IGEM strives to give Victorians

confidence that the emergency management arrangements are effective and are helping to keep communities safe.

On 17 October 2018 the IGEM became a Governor in Council appointment, reporting to the Minister for Police and Emergency Services. This legislative change gives greater independence to this crucial assurance position. An office provided by the Department of Justice and Community Safety assists Tony Pearce, the current Inspector-General.

All IGEM’s assurance activities are guided by the Assurance Framework for Emergency Management. The framework and its principles seek to drive a more coordinated, less burdensome and more valuable approach to assurance activities in the sector and generate continuous improvement across the emergency management system in Victoria. Adoption of this approach contributes to better outcomes for Victorian communities before, during and after emergencies.

Through its publicly released Annual Assurance Summary, IGEM reports on its full program of assurance activities conducted in accordance Part 7 of the Emergency Management Act 2013.

IGEM’s reports and publications are available online at www.igem.vic.gov.au

Post Sentence AuthorityThe Post Sentence Authority (the Authority) is an independent statutory body established under the Serious Offenders Act 2018 (the Act) to provide oversight of Victoria’s post sentence scheme. It comprises ten members and the department provides a secretariat to assist the Authority carry out its functions under the Act. The department also provides administrative and business services to the Authority to support its efficient operation.

The Authority is responsible for reviewing the progress of serious offenders placed under supervision orders or detention orders by the courts, at the conclusion of their custodial sentences and monitors their compliance with court-ordered conditions to reduce their risk of reoffending.

The Authority discharges its statutory functions through formal hearings. It issues directions to serious offenders and responds to any escalation in risks of reoffending. In circumstances where an offender has contravened an order condition, the Authority can take a range of actions, including issuing a formal warning, recommending prosecution or recommending a change to court ordered conditions.

In 2018–19 the Authority:

convened 151 hearings and considered 1,122 offender matters

conducted 152 interviews with serious offenders issued 266 directions issued 28 formal warnings for contraventions of

supervision order conditions.The Authority also reviews the delivery of coordinated services to offenders by a panel made up of representatives from Corrections Victoria, the Department of Health and Human Services and Victoria Police.

These services are contained in Coordinated Services Plans which detail the agreed services, tailored to the specific risks and behaviours of each serious offender

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subject to a supervision order. In 2018–19 the Authority convened 52 meetings to review 302 individual Coordinated Services Plans.

The Authority’s Annual Report for 2018–19 financial year is available via its website: www.postsentenceauthority.vic.gov.au

Community Safety TrusteeOn 20 April 2017, the Victorian Government announced the appointment of Mr Ron Iddles OAM, APM as the Community Safety Trustee (Trustee).

The Trustee holds the government to account for delivering the initiatives and reforms set out in the Community Safety Statement.

The Trustee is independent to government and Justice Assurance and Review Office provides administrative and program management support to assist the Trustee to fulfil his functions.

To date, the Trustee has provided five independent reports to the Minister for Police and Emergency Services. These focus on government’s implementation progress of Community Safety Statement initiatives, as well as tracking towards its outcomes.

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10. Statutory complianceFinancial Management Compliance Attestation 2018–19 I Rebecca Falkingham, Secretary of the Department of Justice and Community Safety (DJCS), certify that DJCS has complied with the applicable Standing Directions under the Financial Management Act 1994 and Instructions, except for the following Material Compliance Deficiency:

Instruction 3.4.3 Internal Control System Managing Revenue: The Accountable Officer must ensure that the Agency’s revenue is managed in accordance with the Agency’s revenue policies, which must provide for promptly , completely and accurately identifying, managing, recording and reporting of revenue; the timely and appropriate writing off of revenue; and collecting and securing revenue .

DJCS is responsible for managing the end-to-end infringement system in Victoria. Associated with this activity are administrative arrangements related to the collection, recording and reporting of infringement penalty revenue. From 1 January 2018 , following the implementation of a new system to manage these responsibilities, issues associated with the production of financial reports from the new system has meant that the department has not been able to comply in full with the requirements of this Instruction.

For 2018-19 DJCS received an independent assurance report over the operations of the new infringement penalty system. In the absence of system generated financial reports available for 2018-19 , a third party has verified the accuracy of the infringement penalty revenue recorded in the system. DJCS is working through a number of options to finalise the outstanding financial reports required for its business needs. It is anticipated that initial reports may be available in the second quarter of the 2019-20 and a full suite of financial reports will be completed for the end of 2019-20 financial year.

Signed

Rebecca FalkinghamSECRETARY, DEPARTMENT OF JUSTICE AND COMMUNITY SAFETY

Date: 2 October 2019

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Capital projects/asset investment programsThe department and its related portfolio entities manage a range of capital projects to deliver services for government.

Information on the new and existing capital projects for departments and the broader Victorian public sector is

contained in the most recent Budget Paper No. 4 State Capital Program (BP4) which is available on the DTF’s website.

During the year, the department/agency completed the following capital projects with a total estimated investment [TEI] of $10 million or greater. The details related to these projects are reported below.

Capital projects reaching practical completion during the financial year ended 30 June 2019

Project Name

Original completio

n date

Latest approved completio

n date

Practical completio

n date

Reason for variance in completion

dates

Original approved

TEI (a)

budget ($ million)

Latest approved

TEIbudget

($ million)

Actual TEI cost

($ million)

Variation between

actual cost and latest approved

TEI budget

Reason for variance from

latest approved TEI

BudgetManagement of serious sex offenders

September 2018

September 2018

September 2018

- 32.540 51.564 50.683 0.881 Variance of 1.7 per cent

underspend within

tolerance.

Capital projects reaching financial completion during the financial year ended 30 June 2019

Nil.

Statement of compliance with the Building Act 1993The Minister for Finance guidelines, pursuant to section 220 of the Building Act 1993, promote better standards for buildings owned by the Crown and public authorities, and require entities to report on achievements. The department is responsible for 82 properties used for legal, court, prison and emergency services. Other corporate entities within the portfolio, such as the Country Fire Authority, the Metropolitan Fire and Emergency Services Board and Victoria Police, will report separately on building compliance issues.

New buildings conforming to standardsIn 2018–19, all works controlled by the department were required to be conducted in accordance with the provisions of the Building Act 1993, relevant building regulations and other statutory requirements.

The department has established appropriate mechanisms to ensure compliance, including the issuing of building permits and occupancy certificates and inspection of works. Agencies of the department are exempt from lodging building plans with local councils.

Buildings maintained in a safe and serviceable condition

Mechanisms in place within the department to ensure buildings are maintained in a safe and serviceable condition include:

a contract with an external service provider to manage all building essential service tasks, in accordance with legislative requirements

the development of departmental program targeting compliance with the Asset Management Accountability Framework

collaboration with the Victorian Asbestos Eradication Agency in accordance with that agency’s work plan

the development of a departmental works program forming part of the overall departmental investment strategy

a program to monitor and review effectiveness of these mechanisms.

Buildings with combustible cladding Registered fire engineers were contracted to conduct a fire risk assessment for those departmental buildings identified as having combustible cladding. The risk assessment contract required a site visit, material testing, and a final report with rectification recommendations.

All reports, and recommendations were emailed to EMV for implementation. EMV is working with these agencies through its Emergency Management Sector Assets and Infrastructure Committee on building compliance and acquittal against ratings and any rectification recommendations.

Four buildings (Tabcorp Melton, Legends café Melton, Sandown Greyhound racing and Ballarat District Trotting Club) were transferred to the Department of Jobs, Precincts and Regions as part of the Machinery of Government changes.

Sunshine MFB and Warrnambool MFB received a low risk rating, and the MFB Burnley Training Complex received a low to medium risk rating.

HM Prison Langi Kal Kal received a low risk rating with no rectification required.

DTF, through the Shared Service Provider, are working with landlords to assess all departmental leased buildings.

Existing buildings conforming to standardsAll departmental buildings comply with Minister for Finance guidelines. The mechanisms established by the department are intended to maintain compliance and the effectiveness of those mechanisms is continuously monitored.

Registered building practitionersThe department requires building practitioners carrying out building works to be registered and for registration to be maintained throughout the course of the works.

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Capital projects commenced and completed 2018–19

Capital projectTotal project budget ($m) Permits issued and works to be certified at end

Commenced

Fire Ring Main Port Phillip 4.3 Permits issued and works to be certified at end

Completed

Barwon prison – Telecourt Expansion 0.78 Works certified at practical completion

Barwon prison – Property Store 2.2 Works certified at practical completion

Intermediate Secure facility - Ararat (including 250k redirected) 52.53 Works certified at practical completion

MAP-Reception Upgrade 14.6 Works certified at practical completion

Melbourne Assessment Prison – Acute Assessment Unit 4 Works certified at practical completion

Melbourne Assessment Prison – cellular accommodation (BDRP) (including $1.5m redirected)

8.51 Works certified at practical completion

DPFC mental health unit (including $4.07m redirected) 36.63 Works certified at practical completion

Justice Accommodation Expansion Program (JAEP) – Justice Service Centre (JSC) Warragul

1.63 Works certified at practical completion

JAEP - JSC Melton 1.9 Works certified at practical completion

JAEP - JSC Echuca 1.27 Works certified at practical completion

JAEP - JSC Sunshine 4 Works certified at practical completion

Information and Communication Technology The department’s strategic vision for IT is that ‘Technology is a catalyst for DJCS’s service delivery innovation and productivity’, recognising the critical role of IT as a strategic enabler of outcomes. In 2018–19, the department made significant progress against the IT Strategy 2018–2021 on the following key initiatives:

Accelerated deployment of Windows 10 and Office 365, a contemporary computing platform which supports collaboration, flexible working and mobility for staff.

Improved service management processes between the department and its suppliers to minimise business disruption in the event of significant incidents, allowing the department to maintain services to staff and the community.

Upgrading the department’s state-wide data network for most sites, improving the performance and reliability of IT systems.

Removing out-of-date infrastructure supporting key business applications, leveraging both private and public cloud solutions to achieve best value for money whilst maintaining the security of critical data assets.

Information and Communication Technology ExpenditureInformation and Communication Technology (ICT) expenditure refers to the department’s costs in providing business-enabling ICT services. It comprises Business As Usual (BAU) ICT expenditure and Non-Business As Usual (Non-BAU) ICT expenditure. BAU ICT expenditure primarily relates to ongoing activities to operate and maintain the department’s current ICT capability. Non-BAU ICT expenditure relates to extending or enhancing the department’s current ICT capabilities.

For the 2018-19 reporting period, the department had a total ICT expenditure of $220.402 million, comprising of $118.121 million in BAU ICT expenditure and $102.281 million in non-BAU ICT expenditure, as shown in the table below.

Business As Usual (BAU)ICT Expenditure

Non-Business As Usual(non-BAU) ICT Expenditure



(Operational Expenditure and Capital Expenditure)

Operational Expenditure Capital Expenditure

118,121 102,281 75,691 26,590

ProcurementReforming procurementIn 2018–19, the department delivered several significant procurement reforms.

A new contract management system by Zycus, was introduced in February 2019 capturing additional contract data, simplifying approval processes and enhancing reporting.

An upgrade to Oracle R12 has enabled greater visibility of expenditure across purchasing categories, enhanced expenditure analysis and allowed online purchasing via e-Catalogues hosted by suppliers.

Following the upgrade, the department’s centralised Purchasing Support Centre—which supports procurement across the department—created an iSupplier portal enabling the approximately 150 suppliers to interface electronically with the department and share purchasing and payment documents and information.

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A new Chief Procurement Officer was appointed in 2018–19 and the reporting line for procurement staff from across the department was moved to the Chief Procurement Officer in order to strengthen information sharing and oversight. The changes were a part of the department’s organisational restructure which occurred during the year.

Social Procurement Framework Victoria’s Social Procurement Framework became fully operational on 1 September 2018 and applies to procurement of all goods, services and construction.

The framework sets out a series of social and sustainability objectives which are achieved based on the estimated value and complexity of the procurement. This approach is based on expenditure and is aligned with the Local Jobs First (Victorian Industry Participation Policy), Major Projects Skills Guarantee, Supplier Code of Conduct, Sustainable Procurement Standard ISO20400 and Infrastructure Sustainability rating scheme.

The department’s 2018–19 Social Procurement Strategy prioritises the following social procurement objectives:

opportunities for Victorian Aboriginal people opportunities for disadvantaged Victorians opportunities for Victorians with disability environmentally sustainable outputs implementation of the Climate Change

Policy objectives.The department has updated procurement templates to include information and requirements relating to social procurement. This information outlines when the framework applies to procurement and how to incorporate social value into procurement processes in order to deliver a positive impact on local communities and our environment.

Reporting guidelines and parameters for the 2019–20Social Procurement Framework objectives will be developed and updated following learnings from the 2018–19 reporting period to ensure a consistent approach and to enable year on year tracking and trending.

Victorian Industry Participation Policy In August 2018, the Local Jobs First Act 2003 was amended bringing together the Victorian Industry Participation Policy (VIPP) and the Major Project Skills Guarantee (MPSG) policy, which were previously administered separately.

Victorian Government departments and public sector bodies are required to apply the Local Jobs First policy in all projects valued at $3 million or more that are state wide or in metropolitan Melbourne, or for projects valued at $1 million or more in regional Victoria.

MPSG applies to all construction projects valued at $20 million or more.

The MPSG guidelines and VIPP guidelines will continue to apply to respective projects where contracts have been entered prior to 15 August 2018.

Projects (standard) commenced 2018–19During 2018–19, the department commenced four Local Jobs First Standard projects totalling $17.4 million.

These comprised:

one project located in regional Victoria, with a commitment of 76 per cent of local content

two in metropolitan Melbourne, with an average commitment of 15 per cent local content

one project commenced state wide with a commitment of 100 per cent local content.

The MSPG did not apply to any of these projects.

The outcomes expected from the implementation of the Local Jobs First policy to these projects, where information was provided, are as follows:

an average of 52 per cent of local content commitment made

a total of 70 jobs (annualised employee equivalent (AEE)) committed, including the creation of six new jobs and the retention of 64 existing jobs (AEE)

a total of seventeen positions for apprentices, trainees and cadets committed, including the creation of four new apprenticeships, traineeships, and cadets

the retention of the remaining thirteen existing apprenticeships, traineeships and cadets.

Projects (standard) completed 2018–19During 2018–19, the department completed one Local Jobs First Standard project, totalling $9 million. This project was located in regional Victoria with a commitment of 81 per cent local content.

The outcomes expected from the implementation of the Local Jobs First policy to this project are as follows:

an average of 81 per cent of local content commitment a total of 30 jobs (annualised employee equivalent

(AEE)) committed, including the creation of ten new jobs and the retention of twenty existing jobs (AEE)

a total of 30 positions for apprentices, trainees and cadets committed, including the creation of ten new apprenticeships, traineeships and cadets

the retention of the remaining ten existing apprenticeships, traineeships and cadets.

Projects (strategic) – commenced During 2018–19, the department commenced five Local Jobs First Strategic Projects, valued at $24.2 million.

These projects comprised the following:

one project based in metropolitan Melbourne representing 100 per cent of estimated local content

three projects based in regional Victoria with an average estimated local content of 67 per cent

one state wide project representing 97 per cent of estimated local content.

The MPSG did not apply to any projects.

The outcomes reported from the implementation of the policy, where information was provided, were as follows:

an average of 79 per cent of local content outcome recorded

a total of 62 jobs AEE committed, including the creation of two new jobs and the retention of 60 existing jobs

1 new apprenticeship, and traineeship created 2 existing apprenticeships and traineeships retained.

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Projects (strategic) completed 2018–19During 2018–19, the department completed one Local Jobs First Strategic Projects, valued at $42.4 million. The project was based in regional Victoria with an average estimated local content of 85.6 per cent. The MSPG applied to this project.

The outcomes reported from the implementation of the policy where information was provided, were as follows:

an average of 85.6 per cent of local content outcome recorded

a total of 105 AEE positions were created from this project including 4 AEE positions that were created and 101 AEE positions retained

five new apprenticeships, traineeships and cadets created and 15 existing apprenticeships, traineeships retained.

MPSG projects engaged 20 apprentices, trainees, and cadets.

During 2018–19, 105 small to medium sized businesses were engaged through the supply chain on these projects.

The department commenced two contracts prior to 15 August 2018 for which a VIPP Plan or Local Industry

Development Plan was not required, as the procurement activity was local by nature.

For grants provided during 2018–19, a total of four interaction reference numbers were required, which entailed a conversation with the Industry Capability Network (Victoria) Ltd.

National Competition PolicyThe department continues to comply with the requirements of the National Competition Policy, including compliance with Victoria's Competitive Neutrality Policy. An exemption for prison industries was given by the DPC as the primary focus of their activities is employing prisoners and undertaking vocational training.

Disclosure of major contracts The department has disclosed, in accordance with the requirements of government policy and accompanying guidelines, all contracts greater than $10 million in value entered into during 2018–19. Details of contracts that have been disclosed in the Victorian Government contracts publishing system can be viewed at: www.procurement.vic.gov.au.

Contractual details have not been disclosed for contracts where disclosure is exempted under the Freedom of Information Act 1982 and/or government guidelines.

Details of consultancies (valued at $10 000 or greater) In 2018–19, there were 36 consultancies where the total fees payable to the consultants were $10,000 or greater. The total approved project value for these engagements is $5.75 million (excluding GST). The total expenditure incurred during 2018–19 in relation to these consultancies was $2.58 million (excluding GST). Details of individual consultancies are outlined below.

Consultant Purpose of consultancy Start date End date

Total approved

project fee (excl. GST)

Expenditure 2018–19

(excl. GST)

Future expenditure(excl. GST)

ARTD PTY LTD Evaluation of the Number Plate Theft Reduction Initiative.

18/03/2019 20/06/2019 $36,250 $36,250 $0

DAVID CAPLE AND ASSOC PTY LTD

Independent OHS Risk Assessment for the prevention of occupational violence.

30/10/2018 29/11/2018 $13,750 $13,750 $0

DELOITTE TOUCHE TOHMATSU

Design of solution for eligible entities to estimate the cost of reconstruction in accordance with the control objectives of the DRFA.

4/09/2018 30/06/2019 $525,000 $525,000 $0


Provision of commercial advice on the PPP Prison Service Agreement.

5/11/2018 31/07/2019 $244,000 $0 $244,000


Cost review of the Victorian Commission for Gambling and Liquor Regulation as required by the government as part of 2018-19 budget process.

6/08/2018 12/10/2018 $181,818 $181,817 $1


Commercial advisory services to support IMES Reform Program.

29/01/2019 21/07/2019 $420,113 $0 $420,113

DELOITTE RISK ADVISORY PTY LIMITED

Assessment of Birth, Deaths and Marriages Compliance.

9/07/2018 30/09/2018 $45,000 $45,000 $0


Emergency Management Operational Fleet Energy Transition Study.

16/07/2018 28/02/2019 $44,925 $0 $44,925


Commercial advice to ensure continuity across the Service Payment Models.

2/07/2018 24/06/2019 $40,909 $0 $40,909

DESIGNED INTERVENTIONS

Services to support Aboriginal Dispute Resolution Program.

27/05/2019 17/06/2019 $11,550 $11,550 $0

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Total approved



(excl. GST)


DESIGNED INTERVENTIONS

Services to support Aboriginal Dispute Resolution Program.

26/04/2019 17/05/2019 $33,950 $33,950 $0

ERNST AND YOUNG Services to provide advice on a prison facility delivery model.

29/10/2018 30/09/2019 $1,145,455 $223,341 $922,114

ERNST AND YOUNG Review and Analysis of FDRSC Camera Network Segmentation Solution Options.

1/10/2018 28/02/2019 $45,111 $45,110 $1

ERNST AND YOUNG Information management services for the MPSE project.

17/09/2018 31/03/2019 $35,500 $35,500 $0

KPMG Development of a Strategic Framework for the Post Sentence Authority.

16/07/2018 21/12/2018 $285,956 $285,956 $0

KPMG Provision of services to assist with investigation of program efficiencies in the road safety camera system.

17/05/2019 30/06/2019 $142,835 $128,552 $14,284

KPMG Provision of technical services for Emergency Management Common Operating Procedure and Vic Emergency ICT procurement.

20/07/2018 30/09/2019 $142,499 $88,950 $53,549

KPMG Services to support development of Post Sentence Authority Strategic Plan – Phase 2.

23/11/2018 20/12/2018 $129,980 $129,980 $0

KPMG Services to support development of Post Sentence Authority Strategic Plan - Delivery of final report.

13/12/2018 4/01/2019 $127,381 $127,381 $0

KPMG Advisory services to support justice infrastructure and asset planning

27/05/2019 21/06/2019 $97,500 $91,330 $6,170

KPMG Development of a Privacy Impact Assessment for Multi-agency Panel.

30/11/2018 14/12/2018 $71,875 $71,875 $0

KPMG Provision of financial reporting services for Fines and Enforcement Services.

26/06/2019 30/09/2019 $45,455 $0 $45,455

KPMG Services to support development of Youth Justice evaluation framework

6/09/2018 20/09/2018 $21,946 $21,946 $0

MBMPL PTY LTD Review of the Facilities and Asset Annual Management Plans for PPP.

10/05/2019 10/08/2019 $37,000 $18,000 $19,000

NOUS GROUP PTY LTD

Specialist health consultant advisory services to assist in the procurement of contracts for the Health, Alcohol and Other Drug and Forensic Mental Health Services Project.

14/12/2018 31/12/2020 $153,609 $72,425 $81,184

NOUS GROUP PTY LTD

Design of a culture change and capability future state and development of a roadmap and engagement plan to support effective change.

19/11/2018 30/11/2018 $77,675 $0 $77,675

NOUS GROUP PTY LTD

Design of a culture change and capability future state and development of a roadmap and engagement plan to support effective change.

20/11/2018 30/06/2019 $77,675 $77,675 $0

NOUS GROUP PTY LTD

Services to support development of IMES Strategic Plan.

29/05/2019 31/05/2019 $65,000 $44,318 $20,682

NOUS GROUP PTY LTD

Review of Immersive Bushfire Experience and Experiential Learning Project.

25/02/2019 30/05/2019 $45,455 $0 $45,455

PITCHER PARTNERS CONSULTING PTY LTD

Advisory Services for the Mobile Data Network Sole Source Extension Negotiation (MDN SSEN) project.

3/09/2018 31/08/2019 $372,364 $169,742 $202,621

PITCHER PARTNERS CONSULTING PTY LTD

Provision of spend analysis of DJCS procurement.

6/05/2018 17/08/2018 $29,200 $29,200 $0

89


Total approved



(excl. GST)


PITCHER PARTNERS INVESTMENT SERVICES PTY LTD

Provision of Independent Investment Advisory services for CAV Trust Funds.

1/10/2018 30/09/2021 $275,400 $22,500 $252,900

PRICEWATERHOUSECOOPERS ADVISORY SERVICES AUSTRALIA PTY LTD

Appointment of Statutory Manager for Skyline Development.

12/03/2019 30/08/2019 $454,545 $0 $454,545

QUALITY INNOVATION PERFORMANCE

Services to support Rainbow Tick accreditation.

1/04/2019 31/03/2022 $14,825 $0 $14,825

SALTIE CO Provision of clinical guidance and training support to stakeholders involved with the IBISS pilot project.

20/05/2019 19/05/2020 $31,680 $0 $31,680

SHIFTWORK SOLUTIONS PTY LTD

Analysis and advice supporting the Public Prisons Budget Sustainability Project.

10/01/2019 9/01/2020 $228,905 $44,930 $183,974

Note: [The disclosure on ‘start date’ and ‘end date’ of a consultancy is not a mandatory requirement of FRD 22H.]

Details of consultancies under $10 000In 2018–19, there were nine consultancies where the total fees payable to the consultants were under $10,000. The total approved project value for these engagements is $37,076 (excluding GST). The total expenditure incurred during 2018–19 in relation to these consultancies was $27,985 (excluding GST). Details of individual consultancies are outlined below.


Total approved



(excl. GST)


BYTESMART PTY LTD Investigation into the efficiency of Victoria’s Road Safety Camera System.

17/06/2019 31/07/2019 $9,091 $0 $9,091

EPIQ AUST PTY LTD Provision of Transcript facilities for Hearings and VLAC Meetings.

29/10/2018 28/11/2018 $607 $607 $0

EPIQ AUST PTY LTD Provision of Transcript facilities for Hearings and VLAC Meetings.

26/11/2018 24/12/2018 $593 $593 $0

IMPACTFUL WORK Services to support revision of Inspector General of Emergency Management’s Assurance Capability Framework.

28/02/2019 29/03/2019 $6,000 $6,000 $0

KNH CONSULTING PTY LTD

Services to support the development of the four-year strategic work plan for the Commissioner for Residential Tenancies.

30/10/2018 17/11/2018 $2,250 $2,250 $0

PSA PROJECT CONSULTING PTY LTD

Provision of program management services for Barwon Prison Bed Expansion project.

31/01/2019 27/03/2019 $660 $660 $0

REAL POLITIC CONSULTING

Services to support development of DJCS MARAM Strategy.

15/02/2019 20/02/2020 $4,800 $4,800 $0

SQUAREDIMPACT Evaluation of the Immersive Bushfire Experience – Closed Rehearsals.

8/04/2019 24/05/2019 $8,325 $8,325 $0

STOPLINE PTY LTD Provision of disclosure management service for the Office of the Racing Integrity Commissioner.

1/07/2018 31/07/2018 $4,750 $4,750 $0

Note: [The disclosure on ‘start date’ and ‘end date’ of a consultancy is not a mandatory requirement of FRD 22H.]

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Government advertising expenditureIn 2018–19, there were two government advertising campaigns with total media spend of $100,000 or greater (exclusive of GST). The details of each campaign are outlined below.

Details of government advertising expenditure in 2018–19 (campaigns with a media spend of $100 000 or greater)Campaign summary Expenditure 2018–19 ($ excluding GST) Total

Start/end dateAdvertising (Media)

Creative & campaign

developmentResearch &

evaluationPrint &

collateral

Other campaign

expenditureSummer Fire CampaignThe Summer Fire campaign is an annual Victorian bush and grassfire awareness campaign that aims to improve community understanding of fire and fire risk; encourage Victorians to take responsibility for their own safety; and prompt people to leave early to minimise injury and loss of life due to fire. The campaign included three main components; Fire Action Week in October 2018, Summer Fire Campaign from November 2018 to February 2019 and the March campaign extension in March 2019.

1. Fire Action Week (7 – 14 October 2018) 2. Summer Fire Campaign (11 November 2018– 28 February 2019)3. March Extension (1 March–31 March 2019)

$4,045,127 $556,969 $364,536 $0 $273,256 $5,239,888

Play it Safe by the Water campaign Established in 1998, Play It Safe by the Water is a public education and awareness program aimed at increasing safety around water and reducing the number of drowning incidents in Victoria. The 2018–19 advertising campaign targeted Victorian parents/carers of children aged 0–4 years and older Victorians aged 55 years and over who partake in recreational activities in/on or near water.

Play it Safe by the Water campaign:16 December 2018–28 April 2019 (social media commenced October 2018)

$711,358 $174,226 $86,182 $0 $11,135 $982,902

Freedom of Information Act 1982The Freedom of Information Act 1982 (the Act) allows the public a right of access to documents held by the department. The purpose of the Act is to extend as far as possible the right of the community to access information held by government departments, local councils, ministers and other bodies subject to the Act.

An applicant has a right to apply for access to documents held by a department. This comprises documents both created by the department or supplied to the department by an external organisation or individual, and may also include maps, films, microfiche, photographs, computer printouts, computer discs, tape recordings and videotapes. Information about the type of material produced by the department is available on the department’s website under its Part II information statement.

The Act allows a department to refuse access, either fully or partially, to certain documents or information.

examples of documents that may not be accessed include: cabinet documents

some internal working documents law enforcement documents; documents covered by

legal professional privilege, such as legal advice personal information about other people information provided to a department in-confidence

information that is confidential under another Act (such as the Corrections Act 1986).

From 1 September 2017, the Act was amended to reduce the Freedom of Information (FOI) processing time for requests received from 45 to 30 days. However, when external consultation is required the processing time automatically reverts to 45 days. Processing time may also be extended by periods of 30 days, in consultation with the applicant. With the applicant’s agreement, this may occur any number of times.

If an applicant is not satisfied by a decision made by the department, under section 49A of the Act they have the right to seek a review by the Office of the Victorian Information Commissioner (OVIC) within 28 days of receiving a decision letter.

Freedom of Information activity and timelinessDuring 2018-19, the department received 1392 applications. Of these requests, 13 were from Members of Parliament, 27 from the media, and the remainder from the general public.

In 2018–19, the department made 1183 FOI access decisions and the average time taken to finalise requests was 33.1 days.

675 decisions were made within statutory time periods. Of the decisions made outside time, 503 decisions were made within a further 1–45 days and five decisions were made in greater than 45 days.

During 2018–19, 59 requests were subject to a complaint or review to OVIC with 16 progressing to VCAT.

Work has commenced to improve the timeliness of FOI requests that will consider the provision of information outside the Act and identification of opportunities for pro-active release of information. Once completed, this is expected to result in considerably improved FOI performance.

Making a requestFOI requests can be lodged online at www.ovic.vic.gov.au.An application fee of $28.40 applies. Access charges may also be payable if the document pool is large, and the search for material, time consuming.

Access to documents can also be obtained through a written request to the department’s FOI Unit, as detailed in s17 of the Act.

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When making an FOI request, applicants should ensure requests are in writing, and clearly identify what types of material/documents are being sought.

Requests for documents in the possession of the Department of Justice and Community Safety should be addressed to:

Freedom of Information UnitDepartment of Justice and Community Safety121 Exhibition StreetMelbourne VIC 3000

Telephone enquiries can be made to the department’s FOI Unit on (03) 8684 0063 and email enquiries can be made to [email protected].

Requests for documents held by the department’s portfolio statutory bodies that are subject to FOI, such as the Country Fire Authority, Court Services Victoria, Emergency Services Telecommunications Authority, Metropolitan Fire Brigade, Office of Public Prosecutions, Victoria Police and Victoria State Emergency Services should be sent directly to the relevant statutory body. A list of the department’s statutory bodies that are subject to FOI can be found at www.justice.vic.gov.au.

Further informationFurther information regarding the operation and scope of FOI can be obtained from the Act, regulations made under the Act, and www.ovic.vic.gov.au.

Protected Disclosure Act 2012The department encourages employees and the public to report known or suspected incidents of corrupt or improper conduct. The Protected Disclosure Act 2012 provides protection to people who make disclosures of improper conduct by public officers and/or bodies and establishes the process for the investigation of such matters.

The department has a zero-tolerance approach to improper or corrupt conduct by employees or any reprisal against those who report improper or corrupt conduct.

Internal disclosures of improper or corrupt conduct by departmental staff or contractors can be made to the Secretary or Protected Disclosure Coordinators. Alternatively, disclosures can be made directly to an external oversight body, the Independent Broad-based Anti-corruption Commission (IBAC):

IBACLevel 1, North Tower, 459 Collins StreetMELBOURNE VIC 3000Phone: 1300 735 135Website: www.ibac.vic.gov.au

Further information about making and handing protected disclosures is available www.justice.vic.gov.au.

In 2018–19, the department received 17 disclosures, which is an increase of 13 from the previous financial year.

Protected disclosures2018–19 2017–18

The number of disclosures made by an individual to the department and notified to the Independent Broad-based Anti-corruption Commission

17 4

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11. Additional informationIn compliance with the requirements of the Standing Directions of the Minister for Finance, the following information is provided in the Additional Information component of the department’s Annual Report, found at www.justice.vic.gov.au:

a statement that declarations of pecuniary interests have been duly completed by all relevant officers

details of shares held by a senior officer as nominee or held beneficially in a statutory authority or subsidiary

details of publications produced by the entity about itself, and how these can be obtained

details of changes in prices, fees, charges, rates and levies charged by the entity

details of any major external reviews carried out on the entity

details of major research and development activities undertaken by the entity

details of overseas visits undertaken including a summary of the objectives and outcomes of each visit

details of major promotional, public relations and marketing activities undertaken by the entity to develop community awareness of the entity and its services

details of assessments and measures undertaken to improve the occupational health and safety of employees

a general statement on industrial relations within the entity and details of time lost through industrial accidents and disputes

a list of major committees sponsored by the entity, the purposes of each committee and the extent to which the purposes have been achieved.

Details of all contractors have been retained by the department and are available on request, subject to the provisions of the Freedom of Information Act 1982 (the Act). This includes:

contractors engaged services provided expenditure committed to for each engagement.Details of contractors can be provided upon request by contacting:

Executive Director, Strategic Communication BranchDepartment of Justice and Community SafetyGPO Box 4356MELBOURNE VIC 3000

[email protected]

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AcronymsAcronyms Description

ACCO Aboriginal Community Controlled Organisation

AEE Annualised Employee Equivalent

AJA Aboriginal Justice Agreement

ALO Aboriginal Liaison Officer

ANZSOG Australian and New Zealand School of Government

AOD Alcohol and other drugs

BAU Business as Usual

BASE Building Abilities and Skills for Employment

BDM Registry of Births, Deaths and Marriages

CALD Culturally and linguistically diverse

CAV Consumer Affairs Victoria

CBD Central Business District

CCO Community Correction Orders

CCS Community Correctional Services

CFA Country Fire Authority

CLC Community Legal Centre

CSA Crime Statistics Agency

CSS Community Safety Statement

CWS Child Witness Service

DBDRV Domestic Building Dispute Resolution Service Victoria

DET Department of Education and Training

DHHS Department of Health and Human Services

DJCS Department of Justice and Community Safety

DPC Department of Premier and Cabinet

DSCV Dispute Settlement Centre of Victoria

DTF Department of Treasury and Finance

EMP Environmental Management Plan

EMS Environmental Management System

EMV Emergency Management Victoria

FOI Freedom of Information

FRD Financial Reporting Directions

FTE Full Time Equivalent

HSRs Health and Safety Representatives

ICT Information Communication Technology or IT?

IGEM Inspector–General for Emergency Management

IMES Infringement Management and Enforcement Services

IPV Independent Prison Visitors

JARO Justice Assurance and Review Office

JSC Justice Service Centre

LGBTIQ Lesbian, gay, bisexual, trans and gender diverse, intersex, queer and questioning

LPG Liquefied petroleum gas94

MFB Metropolitan Fire and Emergency Services Board

MOU Memorandum of Understanding

MPSG Major Project Skills Guarantee

MSAR Marine Search and Rescue

NABERS National Australian Built Environment Rating System

NDIS National Disability Insurance Scheme

NGO Non-government organisations

NPA National Partnership Agreement

OHS Occupational health and safety

OPA Office of the Public Advocate

OPP Office of Public Prosecutions

OVIC Office of the Victorian Information Commissioner

PSO Protective Services Officer

ROGS Report on Government Services

SAC Sentencing Advisory Council

SAP Strategic Action Plan

SESG Security and Emergency Services Group

TEI Total estimated investment

VALS Victorian Aboriginal Legal Service

VAP Victim Assistance Program

VCAT Victorian Civil and Administrative Tribunal

VCGLR Victorian Commission for Gambling and Liquor Regulation

VEOHRC Victorian Equal Opportunity and Human Rights Commission

VIFM Victorian Institute of Forensic Medicine

VIPP Victorian Industry Participation Policy

VLA Victoria Legal Aid

VLA Victorian Legal Admissions Committee

VLRC Victorian Law Reform Commission

VPS Victorian Public Sector

VSA Victims Support Agency

WWCCV Working With Children Check Victoria

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