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|
Notes: Includes gains or losses from disposal of non-financial assets and revaluation of leave liabilities for changes in the government bond rate.
|Net result from transactions is within budget
(Y/N +/- 5%) 2
(current assets / current liabilities >1)
|Average accounts receivable collection period (target 30 days)||90%||64.62%||❌|
|Average time for accounts payable (target 30 days)||90%||80.17%||❌|
Promote workforce reform
Provide WoVG people, data analytics and insights, support a digitally enabled and flexible workforce, provide workforce planning advice.
|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.
|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.
|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.
|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%||✓|
Net results of output appropriation and does not include trust funds.
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.
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.
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.