Five-year financial summary
| 2022 $ | 2021 $ | 2020 $ | 2019 $ | 2018 $ | |
| Total income from transactions | 39,866,515 | 17,925,861 | 19,932,142 | 17,792,385 | 17,112,268 |
| Total expenses from transactions | 40,907,425 | 20,388,510 | 20,091,717 | 19,434,276 | 14,293,808 |
| Net result from transactions | (1,040,880) | (2,462,649) | (159,575) | (1,641,891) | 2,818,460 |
| Other economic flows included in net result | (209,745) | (220,915) | (26,568) | (90,827) | (1,173) |
| Net result for the period | (831,135) | (2,242,454) | (186,143) | (1,732,718) | 2,817,287 |
| Net cash flow from operating activities | (2,490,148) | 718,478 | 712,109 | 360,839 | 770,841 |
| Total assets | 16,653,760 | 11,583,033 | 13,783,258 | 13,023,799 | 13,799,370 |
| Total liabilities | 9,077,305 | 5,847,223 | 5,825,576 | 4,885,613 | 4,271,466 |
Notes: Includes gains or losses from disposal of non-financial assets and revaluation of leave liabilities for changes in the government bond rate.
Financial performance
| Target | Actual | Achieved | |
| Operating position | |||
| Net result from transactions is within budget (Y/N +/- 5%) 2 |
5% | 0.07% | ✓ |
| Liquidity position | |||
| Current ratio (current assets / current liabilities >1) |
1% | 1.69% | ✓ |
| Efficiency | |||
| Average accounts receivable collection period (target 30 days) | 90% | 64.62% | ❌ |
| Average time for accounts payable (target 30 days) | 90% | 80.17% | ❌ |
Non-financial performance
Promote workforce reform
Provide WoVG people, data analytics and insights, support a digitally enabled and flexible workforce, provide workforce planning advice.
| Strategic Priority | Target | Actual | Achieved |
| Proportion of data collection, validation and reporting of Victorian public sector annual workforce data within target timeframes | 95% | 100% | ✓ |
| Proportion of People matter survey users who rate the service average to very good | 67% | 88% | ✓ |
| Representation of All Departments in Strategic Workforce Planning Community of Practice | 100% | 100% | ✓ |
| Proportion of Innovation Network event attendees who were satisfied with the delivered event | 90% | 93.3% | ✓ |
| Proportion of users who were satisfied with their Suburban Hubs experience | 90% | 96.5% | ✓ |
Support a positive employee experience
Promote diverse, inclusive and health workplaces, support employment and career pathways, develop leading practice to support WOVG people initiatives.
| Strategic Priority | Target | Actual | Achieved |
| Careers.VIC customer satisfaction score | 50% | 43% 3 | ❌ |
| Careers.VIC conversation rate (average monthly conversion rate of ‘Job Views’ to ‘Applications’ | 6.0% | 7.3% | ✓ |
| Proportion of graduates participating in Aboriginal and disability pathways | 10% | 19% | ✓ |
| Overall satisfaction with engagement, consultation, and responsiveness from the VPSC grads team | 85% | 89% | ✓ |
| Real cost per graduate recruitment and development over 12 months | < $17,634 | < $17634 | ✓ |
| Springboard cost per transaction | < $30.00 | $17.83 | ✓ |
| Number of engagement and promotion activities undertaken by the Jobs and Skills Exchange | 20 | 69 | ✓ |
| Satisfaction with response to user queries on the Jobs and Skills Exchange platform | 80 | 92% | ✓ |
| Percentage of Jobs and Skills Exchange members with member profiles | 20% | 45% | ✓ |
| Percentage of Victorian Public Service workforce registered with the Jobs and Skills Exchange | 70% | 88% | ✓ |
| Percentage of Victorian Public Service jobs advertised through the Jobs and Skills Exchange | 90% | 77% 4 | ❌ |
Develop outstanding leadership and stewardship
Support high quality leadership development and strengthen executive leadership capability, promote a connected and collaborative senior executive service, support executive mobility and career pathways.
| Strategic Priority | Target | Actual | Achieved |
| Total number of modules delivered | 100 | 154 | ✓ |
| Program relevance to the Victorian Public Service | 80% | 97% | ✓ |
| Program suitability to the executive level | 80% | 95% | ✓ |
| Overall participant satisfaction with the Victorian Leadership Academy | 80% | 93% | ✓ |
| Percentage of new to VPS executives participating in the VPSC induction program | 78% | 96% | ✓ |
| Completion rate across programs | 80% | 85% | ✓ |
Promote public trust
Promote and advocate for an impartial and professional public sector, drive a preventative approach to integrity and governance issues, strengthen integrity and governance capability.
| Strategic Priority | Target | Actual | Achieved |
| Entity classification assessments completed on schedule | 80% | 46% 5 | ❌ |
| Percentage of executive employment queries responded to within standard timeframe | 80% | 98% | ✓ |
| Percentage of agencies who interacted with the VPSC and indicated advice and support assisted them to improve integrity and capability | 85% | 85% | ✓ |
| Branch responds to requests for ad-hoc advice, lobbyist registration, and reviews according to acceptable timeframes set out in the policy manuals | 85% | 96% | ✓ |
1
Net results of output appropriation and does not include trust funds.
2
In 2021-22 Careers.Vic improved its user experience and invested in customer service training. The customer satisfaction score for actual recruiters and applicants had a positive trend. A key reason for the below target customer satisfaction score is that the platform is seen by some users as an entry point to Government for non-recruitment related matters, for example lockdown, elections, vaccinations.
3
In 2021-22 23% of job advertisements (4,447 job ads) were advertised externally. Of the 4,447 roles that were advertised externally, 42% were in Legal, Medical, Nursing, Environment and Community Services. There is evidence to suggest that these roles are difficult to fill through internal advertisement on the Jobs and Skills Exchange.
4
Assessments were completed at a slower pace than anticipated due to factors including PEER policy requirements driving significant volume of ‘on-demand’ assessments; significant growth in total number of assessments required; staffing and recruitment of staff during Covid-19 restrictions; significance of this reform across Government required considerable stakeholder management.