Our current environment

Aboriginal self-determination

Our Aboriginal Self-Determination and Outcomes division aims to elevate First Peoples’ leadership. It leads and coordinates the department’s implementation of the Victorian Government’s commitment to Aboriginal self-determination, Closing the Gap, Truth and Treaty. The division also seeks to ensure cultural safety is embedded in our workplaces, policies, programs, projects and services.

This includes embedding Aboriginal voice and ways of knowing, being and doing in our policies and programs. 

As we hand decision-making power back to First Peoples, we will undertake bold reform approaches.

Our goal is to transform the system rather than undertaking piecemeal change to existing programs, projects and services.

Planning for and responding to growing demand

Over the past 3 years, demand for most of our services continued to outpace population growth.

This trend will continue as Victoria’s population grows and ages, and as cost-of-living pressures persist.

To respond to these challenges, we will continue to drive system innovation and improvement across the state, while using place-based, evidence-led approaches tailored to local challenges. We will strengthen our focus on ensuring services remain sustainable, accessible and responsive by making the best use of available resources, improving productivity and partnering across government and the community sector.

We will:

• work to prevent and reduce widening inequities
• listen and respond to evolving community expectations and needs
• partner with communities and the funded sector to put supports where they are most needed
• innovate with local communities, using evidence-led approaches
• use evidence, data and demand forecasting to inform service planning and investment decisions
• improve system capability, productivity and resource allocation to maximise service delivery
• maintain service continuity and resilience while delivering system reform. 

In our role as steward of Victoria’s housing and social services systems, we will continue to work to meet increased demand for homes and support while balancing affordability, sustainability and quality. This includes maintaining service continuity in sectors undergoing significant reform.

Supporting the workforce

We need a strong housing, child protection and community sector workforce. This will ensure that Victorians receive the support they need, in the right way, at the right time and in the right place.

This means working to:

• attract, train, retain and equip the workforces that deliver vital inclusive and accessible programs and services
• build an inclusive, safe and high performing organisational culture that make us an employer of choice
• strengthen leadership capability and workforce agility to respond to changing community needs and government priorities
• strategically plan for our future workforce capability, skills and emerging ways of working
• support our funded agencies to build sustainable and capable workforces.

We cannot meet future demand for government services without a capable, adaptable and resilient workforce delivering outcomes for Victorians across the state.

Modernising technology and digital capability

We will continue to modernise our digital platforms and infrastructure to improve resilience, strengthen cyber security and enable better outcomes to Victorians.

This means working to:

• modernise ageing systems and infrastructure to improve reliability, security and service continuity
• prioritise technology investment based on business need, risk and value
• strengthen digital capability and governance to support innovation and informed decision-making
• improve resilience through secure, scalable and sustainable technology platforms.

By investing in modern, resilient technology, we will improve service delivery, reduce technology debt and better enable the department to respond to changing community needs and government priorities.

Supporting the sustainability, capability and capacity of the community service sector

To ensure Victorians can access the services they need, we must also support the community services sector to ensure its capability, capacity and long-term sustainability.

This means working to:

• support equitable and resilient service markets across metropolitan, regional and remote Victoria
• use evidence and demand forecasting to inform commissioning, investment and market stewardship decisions
• foster strong partnerships with providers to improve service quality, continuity and outcomes for vulnerable Victorians.

By fostering sustainable service markets, we will improve service continuity, reduce inequities in access and deliver better outcomes for vulnerable Victorians.

Building stronger partnerships and networks for the communities we serve

Our department plays a unique and vital role in the lives of many individuals, families and communities, often during times of crisis or disadvantage.

We will foster strong families, neighbourhoods and support networks that prevent harm before it occurs.

We will strive to help Victorians when and where they need us most.

To achieve this, we will continue to:

• coordinate more effectively both within and outside our department
• develop new partnerships and models for collaboration with our communities
• ensure our technologies and processes stay efficient and fit for purpose.