Professional Documents
Culture Documents
SAFE &
STRONG
VI C TO RI A P O L I CE
G EN D E R E Q UA L I T Y S T R AT E GY
2020 –2030
AC K N OW L E D G E M E N T S TAT E M E N T
ACKN OWLED GEMENT OF COUNTRY
Victoria Police respectfully acknowledges the Traditional Owners of the country throughout
Victoria. We pay our respects to Elders, past, present and emerging and continue to
recognise and embrace the fact that Aboriginal People are connected to the oldest,
continuous history.
Dr Niki Vincent
Public Sector Gender Equality Commissioner
5 Introduction
5 Our Vision
6 Strategic environment
7 Where are we at?
7 What’s gender equality?
7 Gender inequality doesn’t impact everyone in the same way
8 How far we’ve come
10 Why is this still a problem?
11 Benefits of gender equality
12 Where do we want to be?
12 Sustainable gender equality
14 How are we getting there?
14 Victoria Police’s 10-year strategy to sustainable gender equality
16 Who is involved?
17 How are we holding ourselves accountable?
17 Monitoring and evaluating progress
18 Useful acronyms
19 Glossary
21 Appendices
21 Appendix 1: Program logic
22 Appendix 2: Interim Action Plan
OUR VISION
• Victoria Police leads the way in sustainable gender equality.
• All Victoria Police employees work in a safe and equal workplace, have access
to equal power, resources and opportunities, and are treated with dignity, respect
and fairness.
• Victoria Police culture values a diverse workforce, reflective of gender
representation in the community.
• All Victoria Police employees recognise that gender equality benefits everyone
and enhances police responses to the community, especially those who have
experienced gendered violence.
Gender equality will create a better workplace for our impacts our capability to deal with family violence, sexual
people and help them meet the demands of contemporary offences and child abuse.
policing and provide excellence in community service,
COVID-19 has revealed Victoria Police to be an adaptable
particularly on the issue of gendered violence. Equal, Safe
organisation that quickly accelerated flexible, agile
and Strong is our long-term strategy towards achieving
and inclusive work practices across our many roles and
sustainable gender equality in Victoria Police by 2030.
workplaces. Achieving gender equality requires us to call
The strategy recognises gender equality as foundational to on this flexibility, learn from our workforce’s lived experience
the transformational change that accompanied Blue Paper: and elevate the voices of our women. Equal, Safe and
A vision for Victoria Police in 2025. Our workforce must reflect Strong will drive lasting organisational change
modern society where all employees have caring and work and ideally lead similar changes across the state.
responsibilities. Development and leadership opportunities
The Strategy’s four broad sections are:
should be available regardless of gender. Regular action plans
will hold us accountable for outcomes as we modernise and 1. Where are we at?
strengthen our workforce with the skills to reach its potential. 2. Where do we want to be?
The strategy owes much to our unique partnership with the 3. How are we getting there?
Victorian Equal Opportunity and Human Rights Commission 4. How are we holding ourselves accountable?
(VEOHRC) which has revealed the nature, extent and drivers
of sexual harassment, sex discrimination and predatory
behaviour in our organisation. Despite five years of hard
work and significant improvement across many areas, the Sustainable gender equality is an
deep and transformative change we want requires ongoing ongoing integrated approach that
resourcing, leadership and strategic commitment. assesses and removes the gendered
Strict gender stereotypes continue to define features of influence on organisational structures,
Victoria Police culture. These harm our employees, forcing practices and culture.
them to shut themselves off to adapt. This profoundly
This document is a point in time reference. The Capability Framework and related guidelines are expected to change.
1
W H AT’S G EN D E R E Q UA L I T Y?
The Victorian Gender Equality Act (2020) defines this as “equality of rights, opportunities, responsibilities and outcomes
between persons of different genders.” You should be free to develop your personal abilities, pursue professional careers and
make life choices free from gender stereotypes, roles or prejudices. Gender equality is a human right and a precondition to
social justice. Removing limiting gendered expectations creates equal, safe and strong workplaces.
G E N D E R I N E Q U A L I T Y D O E S N ’ T I M PA C T
E V E R YO N E I N T H E S A M E WAY
For many, gender inequality is compounded with other forms of discrimination and disadvantage. We need to understand the
full complexity of a person’s barriers or potential and that these can make it harder for them to bring their whole selves to work.
• Lesbian, Gay, Bisexual, Transgender, • Culturally and linguistically diverse
Intersex and Queer employees can feel employees face multiple barriers that can
like they need to hide their gender identity affect their day-to-day work including
or sexuality especially in a workplace that linguistic, cultural, racial and religious
values heterosexuality and stereotypical discrimination. Victoria Police must ensure all
masculinity. A gender equal workplace gender equality initiatives are considerate
removes the rigid gendered expectations of the diversity of our employees and offer
and allows everyone to bring their best self culturally appropriate resources.
into a safe and respectful workplace.
• Employees with accessibility needs can
• In the spirit of self-determination, Victoria face various attitudinal and environmental
Police Aboriginal and Torres Strait Islander barriers hindering their full potential. Victoria
employees together with the Aboriginal Police has committed to offer meaningful
community, are best placed at the centre of employment opportunities that are equally
this work to ensure initiatives are culturally accessible for people with differing abilities.
appropriate and addressing the unique
barriers of racism and sexism experienced See Victoria Police’s Diversity and Inclusion Framework for
by our First Nations people. Victoria Police is more on current priorities.
committed to strengthening partnerships with
Aboriginal communities, building culturally
safe workplaces and increasing Aboriginal
employment.
The use of terms sex and gender are consistent with the Victorian Government inclusive language guidelines. Victorian Government (2016) Victorian
2
H O W FA R W E ’ V E C O M E
VEOHRC has been working closely with Victoria Police Figure 2. Leadership6 composition of males and females for
since 2015 to help us better understand the scale, scope Police officers and Victorian Public Service (VPS) roles within
Victoria Police.
and drivers of gender inequality in our organisation. Its
first independent audit, the Review into Sex Discrimination, 100%
Sexual Harassment, including Predatory Behaviour in Victoria
Police was released in 2015, revealing entrenched sexism.3 80%
VEOHRC completed two more audits over the following five 60%
years, aimed at supporting Victoria Police to create cultural
and systemic change. Our close collaboration has seen us 40%
implement a range of recommendations across the organisation.
In August 2019, VEOHRC released its third and final audit 20%
which found that “Victoria Police is transforming into a
0%
modern policing organisation that is disrupting its deeply 2015 2017 2020 2015 2017 2020
entrenched culture of systemic discrimination and high Police Officer VPS
tolerance for gendered harm.”4 This work has contributed
Women percentage Men percentage Goal
to an increase in women’s representation in leadership
positions (see Figure 2) and an increase in uptake of flexible
work (see Figure 3). Figure 3. Flexible work uptake
2
The use of terms sex and gender are consistent with the Victorian Government inclusive language guidelines. Victorian Government (2016) Victorian
Public Sector: Inclusive Language Guide.
3
Victorian Equal Opportunity Human Rights Commission (VEOHRC) (2015), Independent review into sex discrimination and sexual harassment, including
predatory behaviour in Victoria Police: Phase 1 audit and review, Victorian Equal Opportunity Human Rights Commission, Melbourne, Australia.
4
Victorian Equal Opportunity Human Rights Commission (VEOHRC) (2019), Independent review into sex discrimination and sexual harassment, including
predatory behaviour in Victoria police: Phase 3 audit and review, Victorian Equal Opportunity Human Rights Commission, Melbourne, Australia.
5
Ibid.
6
Leadership, as referred to in this graph includes VPS: VPS5, VPS6, VPS7, EO-1, EO-2, EO-3, and Police Officer ranks of Senior Sergeant, Inspector,
Superintendent, Commander, Assistant Commissioner, Deputy Commissioner, Chief Commissioner.
VEOHRC, (2015)
7
60%
formal report.13 4,000
• significant overrepresentation of women in flexible 40%
and part time work which demonstrates that caregiving 2,000
20%
is still seen as the primary responsibility of women
(see Figure 4 and 5). 0 0%
le le t t tor t
• over representation of men, especially in leadership ab ab e an ean c den
nst nst erg erg pe ten
positions and access to higher duties (see Figure 4 Co Co S rS Ins rin
r io pe
nio en Su
and 6). Se S
8
Leonard et al (2018), Policing for same sex attracted and sex and gender diverse (SSASGD) young Victorians, Monograph Series No 110 GLHV@
ARCSHS, La Trobe University: Melbourne.
9
Our Watch (2015), Australia’s National Research Organisation for Women’s Safety (ANROWS) and VicHealth Change the story: A shared
framework for the primary prevention of violence against women and their children in Australia, Our Watch, Melbourne, Australia.
10
Ibid. Leonard et al (2018).
11
Our Watch (2019) Men in focus: unpacking masculinities and engaging men in the prevention of violence against women, Our Watch, Melbourne, Australia.
12
Victorian Equal Opportunity Human Rights Commission (VEOHRC) (2019), Independent review into sex discrimination and sexual harassment, including
predatory behaviour in Victoria Police: Phase 3 audit and review, Victorian Equal Opportunity Human Rights Commission, Melbourne, Australia.
13
Ibid.
14
Ibid.
15
Ibid. (VEOHRC) (2015).
16
Victorian Equal Opportunity Human Rights Commission (VEOHRC) (2019), Proud, Visible, Safe, responding to workplace harm experienced by LGBTI
employees in Victoria Police, Victorian Equal Opportunity Human Rights Commission, Melbourne, Australia.
17
Saxena, A. (2014). Workforce diversity: A key to improve productivity. Procedia Economics and Finance, 11(1), 76-85.
18
Victorian Equal Opportunity Human Rights Commission (VEOHRC) (2019), Independent review into sex discrimination and sexual harassment, including
predatory behaviour in Victoria Police: Phase 3 audit and review, Victorian Equal Opportunity Human Rights Commission, Melbourne, Australia.
19
Ibid.
In building sustainable gender equality, we will shift the organisation from a focus on independent programs and projects
and progress to a more fully integrated approach that removes unnecessary gender influences from the structures, practice,
and by extension, the culture (see Appendix 1). In line with best practice, this means our Strategy does not come with an
end state but will focus on creating gender equal outcomes for all and seek to keep pace with new insights, evidence
and community expectations. In a large, complex workplace like ours, with a wide cross section of the community, gender
equality must become part of our fabric.
Our culture Leaders take The community Gender does not Employees have
recognises and ownership and has trust in our restrict access to confidence in our Gendered
promotes the proactively sustain response to flexible work, response to workplace harm
value of gender gender equality gendered recruitment or gendered workplace is minimised
equality outcomes violence progression harm
Increased Innovative
Increased
Workplace leadership practices support
quality of response
behaviours relfect a accountability and and promote a
to gendered
strengthened culture ownership to drive gender equal
violence
gender equality workplace
V I C TO R I A P O L I C E ’ S 10 -Y E A R P L A N TO
S U S TA I N A B L E G E N D E R E Q UA L I T Y
We have developed and tested a program logic with our key partners and stakeholders (Appendix 1) to achieve sustainable
gender equality by 2030 and our Action Plans to implement our initiatives over the life of the Strategy. Additionally, we have
developed descriptions of what success looks like with each Action Plan, to inform their evaluation (see Figure 8). To comply
with legislative requirements, these Action Plans will be submitted to the Gender Equality Commission in October of the
corresponding year.
Across the life of the strategy, we will oversee:
• Interim Action Plan (Dec 2020 – Sep 2021) • Second Action Plan (2024–2027)
• First Action Plan (2021–2024) • Third Action Plan (2027–2030)
Figure 8. Tracking success
SUSTAINABLE
GENDER
2024 2027 2030 EQUALITY
• Our organisation has • We are consolidating • Workplace behaviours • Our culture recognises
begun to harness policy and systems to reflect our strengthened and promotes the value
innovation in its review of enable a gender-equal culture of gender equality
policies, systems and workplace • The quality of our response • Leaders take ownership
structures that influence and
• Our organisation has to gendered violence and proactively sustain
support gender equality
strengthened accountability and support of victims has gender equality outcomes
• Employees clearly processes, demonstrating increased • The community has
understand the detrimental our organisation will not • Our leaders identify with trust in our response
impact of gender inequality tolerate workplace gender equality issues to gendered violence
on all genders gendered harm while embracing • Gender does not restrict
• Employees understand the • Leaders taking positive accountability practices access to flexible work,
organisational expectations action towards gender • Our organisation has recruitment or progression
and their ‘positive duty’ equality is common innovative practices to
practice • Employees have
• We have a clear support and promote a confidence in our
authorising framework • The police response to gender equal workplace response to gendered
underpinning effective gendered violence has workplace harm
collaboration with enhanced to incorporate
key partners gender equal principles • Gendered workplace
harm is minimised
• Leaders at all levels feel
empowered to
appropriately respond to
gender-based
discrimination and harm
M O N I TO R I N G A N D E VA L U AT I N G P R O G R E S S
The Strategy introduces a group of outcomes over 10 years Our monitoring and evaluation plan will align with the
(see Figure 8) with progress monitored at each Action VEOHRC Outcome Monitoring Framework, the Gender
Plan. Each Action Plan will have its own monitoring and Equality Act 2020 and indicators that track progress on our
evaluation plan containing key evaluation questions and gender equality outcomes. Importantly, we will work closely
performance indicators. Success will initially be monitored with the Public Sector Gender Equality Commissioner and
using indicators from the Gender Equality Act 2020 and meet our reporting obligations as a “defined entity” in the
from the VEOHRC OMF. New data sources will become Gender Equality Act 2020.
available as data collection improves. This will allow annual
reporting and evaluation towards the end of each Action
Plan to shape the next one (see Figure 9).
We’ll be updating the 10-year Strategy in line with the best
available evidence. A final report will review the Strategy’s
achievements and set our future direction.
3 YEAR
ACTION PLAN
GEIC
Gender Equality and Inclusion Command
PSO
Protective Services Officer
VEO HRC
Victorian Equal Opportunity and Human Rights Commission
VPS
Victorian Public Service Employees
WIPLC
Women in Policing Local Committee
20
The use of terms sex and gender are consistent with the Victorian Government inclusive language guidelines. Victorian Government (2016) Victorian
Public Sector: Inclusive Language Guide.
21
United Nations Human Rights (2020), Gendered stereotyping, OHCHR.org.
STEREOT YPE
A widely held but fixed and oversimplified image or
idea of a particular type of person or thing.
This publication may be helpful to you, but the State of Victoria and its
employees do not guarantee it is without flaw of any kind or is wholly
appropriate for your particular purpose. It therefore disclaims all liability for
any error, loss or other consequence from you relying on any information in it.