Print - Victoria Police Annual Report 2024–25

Date:: 30 Oct 2025

Foreword from the Chief Commissioner of Police

In accordance with the Financial Management Act 1994, I am pleased to present the Victoria Police Annual Report for the reporting period ending 30 June 2025.

This report is a record of our performance against a range of statutory requirements and the Government’s budget performance measures.

We have also included an overview of our most important programs, initiatives, and achievements over the past 12 months.

2024–25 in review

Since commencing at Victoria Police I have been impressed by the organisation’s dedication to serving the Victorian community.

Through a significant period of change and operational pressures, the professionalism and commitment of our staff has been unwavering and they can be very proud of their conduct and achievements.

I want to thank former Chief Commissioner Shane Patton for his 46 years of dedicated service to the community and to the people of this organisation.

Thank you also to Acting Chief Commissioner Rick Nugent and the broader Executive team for their strong leadership through a critical time.

I want to acknowledge the tremendous work of the last 12 months, which you will read about in this report. The Safe from harm: Victoria Police Strategy for Family Violence, Sexual Offences and Child Abuse 2024–2029 and the Victoria Police Road Safety Strategy, both released in December 2024, will be key guiding documents as we continue to target these behaviours in the years ahead.

Public trust and confidence of the community is vital to policing. It is the foundation of all law enforcement.

In the coming 12 months, community will be at the heart of everything we do. We will make sure our people have the right skills and equipment; we will make sure that what we do is intelligence informed; we will engage closely with our partners and we will have a strong focus on crime prevention.

Everyone at Victoria Police will be working hard to increase the trust and confidence of the Victorian community and to reduce crime and road trauma.

We have commenced a review of our strategy, operating model and values to lay the groundwork for change. We will do everything we can to support everyone within the organisation to be their very best, to strengthen our partnerships and to ensure Victoria Police is an exemplar policing organisation.

This will start with a focus on four priorities – technology, recruitment and retention, bureaucracy and leadership at every level.

I look forward to sharing the outcomes of this work with you in the next annual report.

Together, we will ensure that Victorians are safe and feel safe.

Mike Bush CNZM

Chief Commissioner

Victoria Police

Publication information

Victoria Police respectfully acknowledges the Traditional Owners of the country throughout Victoria.

We pay our respects to Elders past and present, and continue to recognise and embrace the fact that Aboriginal people are connected to the oldest, continuous culture and history.

Published October 2025

Authorised and published by Victoria Police

Victoria Police Centre
311 Spencer Street, Docklands VIC 3008
police.vic.gov.au

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without the prior written permission of the State of Victoria (through Victoria Police).

This publication is copyright. No part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968.

Victoria Police Annual Report 2024–25: Our organisation

Victoria Police was established in 1853 and provides policing services to the Victorian community 24 hours a day, seven days a week.

Our mission is to keep everyone safe.

Our vision

Our vision is for a community in which:

everyone is safe and feels safe
those affected by crime feel supported
those who break the law are held to account
police work with the community and our partners to prevent crime, reduce harm and build a better, safer Victoria.

Our role

Our role, as defined by the Victoria Police Act 2013, is to serve the Victorian community and uphold the law to promote a safe, secure, and orderly society.

We achieve this by:

preserving the peace
protecting life and property
preventing the commission of offences
detecting and apprehending offenders
helping those in need of assistance.

Our values

Our organisational values underpin our policies, procedures, and practices and how employees interact with the community and each other.

As at 30 June 2025, the values were:

Respect
Everyone is treated fairly and with dignity and feels valued and included.
Leadership
Being people-focused, confident but still humble and committed to living our values.
Professionalism
Being accountable, transparent and committed to maintaining the highest standards of conduct.
Support
Having empathy and being genuinely committed to responding to the needs and wellbeing of others.
Integrity
Acting with honour, being fair and respectful of both the law and human rights.
Safety
Safety is at the heart of our purpose, it is fundamental to, and underpins, everything we do.
Flexibility
Providing a service that is agile and evolves with the community’s needs.

Our services

Our services include:

responding to calls for assistance in matters of personal and public safety, emergencies, and serious incidents
preventing crime through a range of proactive community safety programs
detecting and investigating offences and bringing to justice those responsible for committing them
providing a visible presence within the community and at major events
supporting the judicial process to achieving efficient and effective court case management, providing safe custody for alleged offenders, supporting victims, and ensuring fair and equitable treatment of victims and offenders
providing professional prosecution services to support judicial proceedings
assisting coroners with their investigations into deaths and fires, and supporting to our members who are investigating matters on behalf of coroners
managing and support major emergency responses with other agencies
promoting safe road-user behaviour
conducting private security and firearms licensing
conducting national police record and fingerprint checks.

Find further information about our services and regional maps.

Victoria Police regions

We provide policing services to the Victorian community 24 hours a day, seven days a week across the following four regions:

North West Metro Region: encompassing inner western and northern areas of Melbourne, across five divisions.

Southern Metro Region: aligned to the southern metropolitan region, across four divisions.

Eastern Region: a geographically-diverse region, incorporating metropolitan, rural, and alpine areas, across six divisions.

Western Region: the largest geographic area covering 60 per cent of the state, across six divisions.

These regional boundaries correspond with other Victorian Government departments, enhancing the delivery of government services, particularly in emergency management.

Map of Victoria regions

Victoria Police divisional regions, North West Metro region, Southern Metro region, Eastern region and Western region.

Download 'Map of Victoria regions'

Our operating environment

Victoria Police operates under the Victoria Police Act. Disclosures required under the Act and other legislation, as well as additional reporting requirements, are presented in Chapter 5 – Other disclosures.

Our organisational structure

Four Deputy Commissioners and two Deputy Secretaries support the Chief Commissioner of Police.

The Deputy Commissioner, Regional Operations, is responsible for the oversight of:
- all four police regions, and,
- the State Emergencies and Support Command.
The Deputy Commissioner, Specialist Operations, is responsible for the oversight of the:
- Family Violence Command
- Forensic Services Department
- Legal Services Department, and,
- Road Policing Command.
The Deputy Commissioner, Public Safety and Security, is responsible for the oversight of the:
- Counter Terrorism Command
- Crime Command
- Intelligence and Covert Support Command
- Transit and Public Safety Command, and,
- Reliever and Special References.
The Deputy Commissioner, Capability, is responsible for the oversight of the:
- Capability Department
- Media, Communications and Engagement Department
- People Development Command
- Professional Standards Command, and,
- Service Delivery Transformation Command.
The Deputy Secretary, Corporate and Regulatory Services, is responsible for the oversight of the:
- Financial Services Department
- Investment, Governance and Assurance Department
- Human Resources Command
- Regulatory Services Department, and,
- Police Enquiry and Data Sharing Department.
The Deputy Secretary, Information Technology and Infrastructure Services, is responsible for the oversight of the:
- Digital Services and Security Department, and,
- Operational Infrastructure Department.

Organisational chart as at 30 June 2025

An organisational chart structured vertically showing visually the information which is set out in text in Our organisational structure.

Download 'Organisational chart as at 30 June 2025'

Senior leadership group

Executive Command Board

The Executive Command Board comprises the Chief Commissioner of Police, all Deputy Commissioners and Deputy Secretaries, and is the primary decision-making body for Victoria Police.

The board is responsible for providing leadership, strategic direction and oversight for the organisation, setting culture and modelling Victoria Police values.

As at 30 June 2025, the members of the Executive Command Board were:

Mike Bush CNZM: Chief Commissioner of Police
Robert (Bob) Hill APM: Deputy Commissioner, Regional Operations
Chris Gilbert APM: Acting Deputy Commissioner, Specialist Operations
Wendy Steendam AM APM: Deputy Commissioner, Public Safety and Security
Elizabeth Murphy: Acting Deputy Commissioner, Capability
David Butler: Acting Deputy Secretary, Corporate and Regulatory Services
Karl Kent OAM: Deputy Secretary, Information Technology and Infrastructure Services.

Command is made up of the:
- Chief Commissioner of Police
- Deputy Commissioners
- Deputy Secretaries
- Assistant Commissioners
- Executive Directors
- Commanders, and,
- Directors.
Command meets several times a year to discuss current and emerging community and organisational issues.
The Chief Commissioner of Police is the Chief Constable and the Chief Executive Officer of Victoria Police under the Victoria Police Act and the Public Administration Act 2004 respectively.
The Chief Commissioner of Police may delegate duties, functions and powers to employees at differing ranks and levels.
Decision-making occurs through Instruments of Delegation and through functional lines across the organisational and governance structures, as set out and approved by the Chief Commissioner of Police.

Committees

Victoria Police’s governance structure includes standing executive, corporate and advisory committees that support decision making, risk management and organisational performance.

For 2024–25, the key committees are listed in the table below.

Decision-making committees

Committee	Focus
Executive Command Board ^(a) – meets weekly on contemporary issues and meets monthly on strategic issues	Primary decision-making and oversight body for Victoria Police on matters that have organisation-wide impacts including, but not limited to, strategic and long-term priorities, new policy and strategic projects, financial and resourcing matters, risk management, major investment, and organisational reform.
Asset Strategy Committee – meets every three months	Provides oversight and governance of the strategic direction and policy priorities of asset management for Victoria Police. Enhances asset management maturity and capability by approving the Asset Management Strategy, endorsing Asset Management Plans for each asset class, and supporting improvement initiatives. The governance function also helps the Chief Commissioner of Police and Audit and Risk Committee to fulfill their responsibilities under the Victorian Government Asset Management Accountability Framework.
Digital Transformation Committee – meets every two months	Provides oversight and advice on enterprise information management and security-related priorities, governance, risk management and compliance with organisational and government Information Management Frameworks, policies, strategic direction, and associated standards.
First Peoples Committee ^(b) – meets every three months	Provides oversight for the implementation, delivery, monitoring and acquittal of the actions outlined in the Chief Commissioner’s Statement of Commitment. This statement, made in May 2023, sets out areas where Victoria Police will act until the end of 2025. The committee is co-chaired by the Deputy Commissioner, Capability and the co-chair of the Aboriginal Justice Caucus.
Operations Committee – meets every three months	Provides a risk-based approach to identifying, coordinating, and responding to significant community safety issues with a progressive focus on developing policing services.
Police Procurement Board – meets every two months	Ensures that procurement activity efficient and conducted in accordance with the commercial policy, processes and practices prescribed by the Financial Management Act 1994 and Victorian Government Purchasing Board. Ensures the procurement strategy delivers effective outcomes that support organisational requirements and drives value.
Safety, People and Culture Committee – meets every two months	Oversees safety and people and culture-related priorities, initiatives, and projects. Provides strategic direction regarding the development of safety, people and culture-related policies, strategies, plans and frameworks. Shapes organisational responses to emerging safety, people and culture-related issues, risks, and trends.
State Tasking and Coordination – meets monthly	Leads the state-level tasking and coordination process. Provides an evidence-based, intelligence-led process of prioritising issues, risks and threats, planning effective responses, allocating tasks and coordinating resources to improve community safety.

_Notes:
_{(a) While the board typically meets weekly and monthly, it can meet more frequently, including daily, if needed operationally.}
_{(b) The committee includes independent members.}

Advisory committees

Committee

Focus

Audit and Risk Committee^(a) – meets once every three months (plus one special meeting to review Victoria Police’s annual financial statements)

Required by the Standing Directions 2018 of the Minister for Finance under the Financial Management Act, the committee provides independent assurance and assistance to the Chief Commissioner of Police regarding our financial, risk, control, and compliance frameworks, in addition to our external accountability responsibilities. Maintains effective communication with external auditors and considers recommendations from internal and external auditors.

^Note:
^{(a) The committee includes independent members.}

Oversight and assurance

Audit and Risk Committee

The Audit and Risk Committee is established under the Financial Management Act 1994. Its objective is to provide independent assurance and assistance to the Chief Commissioner of Police in relation to our risk, control and compliance framework, and external accountability responsibilities.

The committee has no executive powers, except those expressly provided by the Standing Directions 2018 (Standing Directions) of the Minister for Finance, and powers that may be delegated to it from time to time by the Chief Commissioner of Police. All committee members are external to Victoria Police.

The Audit and Risk Committee members as of 30 June 2025 were:

Sandra (Sam) Andersen (Chair) LLB CPA FAICD FFin
David Cullen
Stephen Fontana APM
Megan Haas
Ramaswamy (Narayan) Prasad MBA FCPA GAICD.

In accordance with the Standing Directions issued under the Financial Management Act, Victoria Police maintains an internal audit function (Standing Direction 3.2.2 – Internal Audit).
Where the requirement to have an internal audit function arises, internal audit provides independent and objective assessment of the efficacy of the organisation’s governance, risks, and controls. The Standing Direction requires that the internal audit function is independent of management.
Our internal audit function continues as a co-sourced arrangement under a commercial contract with KPMG. In 2024–25, Scyne was appointed as Victoria Police’s secondary-service provider.
Our internal audit program includes compliance and performance reviews, with outcomes and mitigation actions reported to the Executive Command Board and the Audit and Risk Committee.
Victoria Police, external agencies or oversight bodies conduct reviews, audits and inquiries which give recommendations to enhance our business practices.
These reviews generally result in mitigation strategies aimed at addressing the risks identified in the findings.
A range of bodies undertake external reviews of Victoria Police, including:
We may also help in other public inquiries including, but not limited to, Royal Commissions and Parliamentary Inquiries.

Risk management

Under Standing Direction 3.7.1 – Risk Management Framework and Processes, Victoria Police must apply the 2020 Victorian Government Risk Management Framework.

We must consider material risks in decision-making and appropriately manage risk while considering our obligations, constraints, and objectives. Effective risk management enhances service delivery and community safety outcomes.

The Victorian Government Risk Management Framework describes the minimum risk management requirement to demonstrate that risks are managed effectively.

It adopts the ISO 31000:2018 Risk management — Guidelines, an internationally-accepted basis for best practice risk management.

Risk management obligations include the requirement that risk considerations are documented and reflected in the organisation’s overall governance, strategic planning, performance management, financial management and service delivery processes and outcomes.

The Victoria Police Risk Management Framework aligns to the Victorian Government Risk Management Framework and incorporates the Victoria Police Risk Appetite Statement and risk evaluation matrix.

Strategic risks are managed collaboratively and reported on regularly.

The Executive Command Board recognises risk management as an integral part of organisational culture, policies, systems, and processes required to ensure community safety. The Executive Command Board is committed to advancing a positive risk culture to enhance understanding by all employees and contractors.

This will support employees to manage risks in their areas of responsibilities through sound risk management practices.

Victoria Police Annual Report 2024–25: Our people

Victoria Police is committed to building and maintaining a safe, respectful, and inclusive workplace and culture that embraces diversity and equality.

We also have a strong focus on ensuring the health, safety, and wellbeing of our people.

Workforce overview

Victoria Police has 21,332 employees made up of police officers, protective services officers (PSOs), police custody officers (PCOs) and Victorian Public Service (VPS) employees.

Further details about our workforce numbers can be found in Chapter 5 – Other disclosures.

Full-time equivalent (FTE) summary

Employees (FTE)	As at 28 June 2025	As at 29 June 2024
Police	15,909	16,059
Police recruits	110	100
PSOs	1462	1417
Reservists	2	2
PCOs	321	325
VPS employees	3528	3811
Total	21,332	21,715

^Notes:

^{This table is prepared in accordance with}^{Financial Reporting Direction (FRD) 29 Workforce Data}^{disclosure requirements and therefore excludes employees who were not on salary at the end of the last pay period of the financial year (which ended 28 June 2025 for 2024–25 and 29 June 2024 for 2023–24).}

^{Due to rounding, the FTE total may not tally, as the figures have been rounded to the nearest whole number, in line with FRD 29.}

^{PCOs are VPS employees and are listed separately.}

^{This table excludes employees who are employed within statutory and nationally funded bodies administered by Victoria Police.}

A commitment to equality and inclusivity

Victoria Police is committed to building and maintaining a safe, respectful, and inclusive workplace by improving our culture and practices, for the benefit of our people and the community.

We aim to have a diverse workforce that reflects the range of backgrounds and experience of the community we serve. A diverse workforce is vital to better understand and respond to community needs.

This year marked the 10th anniversary of the landmark Victorian Equal Opportunity and Human Rights Commission’s Independent review into sex discrimination and sexual harassment, including predatory behaviour in Victoria Police.

Initiated by former Chief Commissioner of Police Ken Lay, the review included a comprehensive independent examination of attitudes, behaviours and outcomes within the organisation and its recommendations laid the foundation for an extensive and enduring program of reform.

Ten years on, we have implemented 55 gender equality, diversity and inclusion initiatives, reaching a significant milestone in our progress towards a sustainable gender equal, diverse and inclusive workplace.

These initiatives were underpinned by the following:

We have started work on our first integrated Gender Equality, Diversity and Inclusion Action Plan that will consolidate the objectives of both Equal, Safe & Strong: Victoria Police Gender Equality Strategy 2020–2030 and the Workforce Diversity and Inclusion Framework 2023–2030. This action plan will build on the decade of evidence and employee experiences changing workforce culture, systems and processes.

The Equal, Safe & Strong: Victoria Police Gender Equality Strategy 2020–2030 sets out our plan to achieve sustainable gender equality in Victoria Police by 2030.
The Gender Equality Action Plan 2022–2024 was designed to meet all requirements under the Gender Equality Act 2020.
The actions aligned to the following outcome areas:
- our culture recognises and promotes the value of gender equality
- leaders take ownership and proactively sustain gender equality outcomes
- the community has trust in our response to gendered violence
- gender does not restrict access to flexible work, recruitment, or progression
- employees have confidence in our response to gendered workplace harm
- gendered workplace harm is minimised.
All actions have been implemented under this first action plan.
We implemented a Monitoring, Evaluation and Learning Framework to measure the outcomes of the first action plan and gather insights to inform the development of future action plans.
In accordance with the Gender Equality Act 2020, Gender Impact Assessments are now embedded in the development of policies, programs and services.
We have also completed our biannual gender progress report and audit, which was independently validated by the Commission for Gender Equality in the Public Sector.
The Workforce Diversity and Inclusion Framework 2023–2030 aims to transform our leadership and operational frameworks and build the knowledge, capability, processes and accountability required for a diverse and progressive workforce.
It complements Equal, Safe & Strong: Victoria Police Gender Equality Strategy 2020–2030.

Aboriginal and Torres Strait Islander Inclusion Action Plan 2023–2025
This action plan details six initiatives for improving the workplace experience of Aboriginal and Torres Strait Islander employees. It sets the foundation for self-determination and cultural safety.
Our key achievements included:
- establishing an Aboriginal Employee Mentoring Program in partnership with Murri Matters and the Victorian Public Sector Commission
- holding the third annual forum to enable Aboriginal and Torres Strait Islander employees to connect and participate as a collective in culturally-safe discussion
- developing a Cultural Safety Assessment Tool to facilitate cultural safety and support for Aboriginal and Torres Strait Islander employees
- our Aboriginal Inclusion Officer graduating from the VPS Barring Djinang Leadership Program.
We also convened a Self-Determination Reform Framework Working Group to support and implement self-determination reform for Aboriginal and Torres Strait Islander employees.
The working group will make recommendations on how Aboriginal and Torres Strait Islander employees can be involved in decisions that impact them. Once established, the Self-Determination Reform Framework will inform the next action plan.
Access and Inclusion Action Plan 2023–2024
This action plan details actions to improve the workplace experience of employees with disability.
All actions have been delivered, including:
- promoting the uptake of special measures specified in the Equal Opportunity Act 2010 for VPS positions
- reviewing and upgrading the accessibility of our intranet
- developing an accessibility checklist for the content and delivery of training and development programs
- updating the reasonable adjustment guide and passport
- developing a formal process to ensure all software and applications are accessible for employees with disability
- ensuring all new construction and major renovations are fully accessible.
CALD Inclusion Action Plan 2023–2024
This action plan details actions to improve the workplace experience of employees of culturally and linguistically diverse (CALD) backgrounds.
Key achievements include:
- implementing a mentoring program for CALD employees, led by the African Employee Network, and sharing what we learn with other employee networks
- strengthening the resources to support applicants with CALD backgrounds.
The next action plan will build on these initiatives to further support CALD employees and future employees.
LGBTIQ+ Inclusion Action Plan 2023–2024
This action plan details actions to improve the workplace experience of employees who identify as lesbian, gay, bisexual, transgender, intersex, queer/questioning and/or asexual (LGBTIQA+).
All actions have been delivered including:
- developing a LGBTIQA+ Liaison Officer recruitment plan
- developing and promoting a LGBTIQA+ Liaison Officer workplace support guide and dedicated training
- developing and promoting a Trans and Gender Diverse Workplace Toolkit containing guidelines and resources to help individuals, managers and allies navigate gender diversity in the workplace.
Victoria Police has several diversity and inclusion networks established and run by employees.
These networks provide peer support and advice to inform organisational policy and practices. In 2024–25, we reviewed the employee networks to identify where we could better support them.
The review made 14 recommendations to enhance the function, participation, equitable representation and consistent executive support for the networks. All networks have now been linked with sponsors and champions.
The recommendations will also be used to inform the next integrated Gender Equality, Diversity and Inclusion Action Plan.
During 2024–25, several Victoria Police work units made changes to promote diversity and inclusion. A work unit was identified as having multiple barriers to women’s progression, including challenges in both attraction and retention.
As part of an Equal Access Project, the unit was supported to examine its workforce composition, leadership, job structures, workplace policies, and impacts of bias.
Through sustained and visible leadership over a three-year period, and changes to communications, performance standards and accountability mechanisms, the unit has seen improvements.
This was demonstrated by:
- In a workplace survey on a scale of 1 to 10:
  - perceptions of gender equality and inclusion increased from 7.2 to 9.0
  - positive workplace culture increased from 6.5 to 8.9
  - leadership effectiveness increased from 5.2 to 8.5.
- Applications for vacancies increased from 5–10 candidates to 35–50, with strong female representation.
- Hesitancy to join the unit due to reports of negative workplace culture reports reduced by 85 per cent among women and 10 per cent among men.
- All respondents now agree their work team is professional and supportive; 92 per cent of women and 93 per cent of men would encourage women to apply for detective roles.
Another team undertook a similar program of culture change which resulted in initiatives to broaden attraction, recruitment, retention and promotion.
This included the introduction of a negotiator pilot program to provide opportunities for a broader and more diverse group of police officers to develop the skills required to apply for this specialised role.
As part of Victoria Police’s best practice and continuous improvement, we did a comprehensive Gender Equality Health Check of our recruitment processes in May 2025.
The check did not identify any adverse findings. However, it acknowledged that there were gender minority cohorts.
We updated factsheets about merit and unconscious bias which are now used during recruitment processes.
Supportive leadership is key to sustaining gender equality, diversity and inclusion. Consequently, the Gender Equality and Inclusion Division delivered 10 sessions to the Senior Sergeant Development Program and Inspectors’ Development Program, reaching hundreds of emerging leaders across the organisation.
In these sessions, a representative from the Gender, Equality and Inclusion Division leads groups of senior sergeants and inspectors through a 90-minute interactive discussion focused on strengthening their leadership by actively driving gender equality, diversity and inclusion in their workplace.
These sessions evolved significantly in response to participant feedback, contemporary knowledge and organisational priorities.
The Restorative Engagement and Redress Scheme established in December 2019 to provide redress support to former and current employees who had experienced past workplace sex discrimination or sexual harassment closed in April 2024.
The scheme was administered by the Department of Justice and Community Safety and was independent of Victoria Police. In 2024–25, Victoria Police worked with the department’s dedicated team to action the final applications.

Employment conditions

Legislation, enterprise agreements and Victoria Police policy govern the terms and conditions of employment for our employees.

In addition to the Fair Work Act 2009, and Fair Work Regulations 2009, our police officers and protective service officers (PSOs) are governed by the Victoria Police Act 2013 and Victoria Police Regulations 2024.

Our Victorian Public Service (VPS) employees (including police custody officers [PCOs]) are governed by the Public Administration Act 2004.

The work conditions of all employees are covered by dedicated enterprise agreements, the Victoria Police (police officers, protective service officers, police reservists and police recruits) Enterprise Agreement 2025 and the Victorian Public Service Enterprise Agreement 2024.

2024–25 Honour and awards

Victoria Police recognises the outstanding service and contribution of employees and the community to keeping Victoria safe.

We bestow various medals and awards on our employees and commend members of the community for their actions.

In 2024–25, 34 Victoria Police employees received an honour or award and 13 community members received a commendation.

The list of honours and awards recipients in 2024–25 can be found in Appendix C.

Occupational health, safety and wellbeing

We have a strong focus on the health, safety and wellbeing of our employees and we remain committed to continually improving our safety culture. Our people operate in demanding and evolving settings where there is risk of injury and harm. We provide relevant training and ensure supports are available to prevent our people from sustaining physical and psychological injuries. We support our people who are injured to return to health as quickly as possible.

To achieve a safe and healthy workforce, our focus included providing:

mentally healthy workplaces
timely access to tailored support
connected and holistic support
quality and consistent services
our people to health by returning to work.

Occupational health and safety (OHS) performance indicators

Measure	Key performance indicator (KPI)	2024–25	2023–24	2022–23
Incidents	Number of incidents	4342	3809	4164
	Rate per 100 FTE	20.4	17.5	19.5
	Number of incidents requiring first aid and/or further medical treatment	1231	1130	1068
	Number of mental health injuries	538^(a)	Not available	Not available
Claims_^(b)	Number of standard claims	1078	1350	1272
	Rate per 100 FTE	5.1	6.2	6.0
	Number of lost time claims	904	1290	1467
	Rate per 100 FTE	4.2	5.9	6.9
	Number of claims exceeding 13 weeks	302	332	260
	Rate per 100 FTE	1.4	1.5	1.2
Fatalities	Fatality claims	0	3	2
Claim costs	Average cost per standard claim	$137,041	$214,578	$188,062
Return to work	Percentage of claims with return-to-work plan less than 30 days	Not available^(c)		Not available^(c)
Management commitment	Evidence of OHS policy statement, OHS objectives, regular reporting to senior management of OHS, and OHS plans (signed by Chief Executive Officer or equivalent)	Completed		Completed
	Evidence of OHS criteria(s) in purchasing guidelines (including goods, services and personnel)	Completed		Completed
Consultation and participation	Evidence of agreed structure of designated workgroups, health and safety representatives and issue resolution procedures	Completed	Completed	Completed
	Compliance with agreed structure of designated workgroups, health and safety representatives and issue resolution procedures	Completed	Completed	Completed
	Number of quarterly OHS committee meetings	Not available^(d)		Not available^(d)
Risk management	Percentage of internal audits/inspections conducted as planned	100%	100%	100%
	Percentage of reported incidents investigated	85.6%	82.0%	83.4%
	Number of Improvement Notices issued across the Department by WorkSafe Inspector	4	1	9
	Percentage of issues identified and actioned arising from: a) internal audits b) Health and Safety Representatives (HSR) provisional improvement notices c) WorkSafe notices	a) Not available^(e) b) 9 issued, 80% completed c) 4 notices, 50% completed	100%	100%
Training	Percentage of managers and staff that have received OH&S training:	-	-	-
	a) induction	74%	73%	71%
	b) management training	Not available^(f)		Not available^(f)
	c) contractors and temporary employees	Not available^(g)		Not available _^(g)
	Percentage of health and safety representatives trained:
	a) upon acceptance of role (initial training)	60%	86%	Not available^(h)
	b) retraining (annual refresher)	11%	20%	Not available^(h)

^Notes:
^{Data in this table is subject to change based on date of extraction due to their dynamic nature. These values are indicative of the numbers as at 30 June 2025. Data for 2024–25 was extracted 14 July 2025.}

^{a) A new additional measure of mental health injury data included, which commenced in the 2024–25 financial year.}

^{b) Data sourced from the Victorian WorkCover Authority. The date the claim was lodged has determined which financial year it is reported in. Due to the dynamic nature of claim data, figures may vary from those reported in earlier financial years.}

^{c) Victoria Police systems do not track return-to-work plans less than 30 days. This data is not available without manually examining every claim.}

^{d) Victoria Police regions and commands conduct quarterly OHS committee meetings, with involvement from their dedicated health and safety representatives. System capability does not extend to recording the number of meetings.}

^{e) Centralised checking of the completion of OHS internal audits has stopped due to staff resourcing constraints.}

^{f) Senior sergeants and above ranks receive OHS training during promotional and mandatory annual leadership training. Recruits also receive foundational training during their induction. We cannot include this specific training data from these groups.}

^{g) Contractors and temporary employees attending a police facility sign-in and complete a station induction program. This local record keeping is not digitised.}

^{h) The percentage of health and safety representatives was not available in 2022–23 as the total number varied. In 2023–24 a process was used to account for this variance}

Victoria Police Annual Report 2024–25: Our performance

Victoria Police’s performance during the 2024–25 financial year is measured against a range of objective indicators.

A summary of our financial performance shows how we achieve our goals with the resources we are given.

Performance summary

Victoria Police received a total output cost budget of $4.499 billion in 2024–25 to deliver policing services to the Victorian community 24 hours a day, seven days a week.

We are accountable to the Victorian Government and the community for our performance.

This chapter presents information on our performance against the Victorian Government Budget Papers.

The actions taken in accordance with the Victoria Police Corporate Plan 2024–2025 can be found in Chapter 4 – Year in review.

Performance against objective indicators

Each year, the Victorian Government provides an overview of the goods and services it provides to the Victorian community and details its budget decisions within Budget Paper No. 3: Service Delivery and the Department Performance Statement. Victoria Police is required to report on how we are meeting performance targets and how these outputs contribute to key objectives.

Victoria Police is required to report on how we are meeting performance targets and how these outputs contribute to key objectives.

Objective
Ensuring community safety through policing, law enforcement and prevention activities

Output
Policing and community safety

Indicators
Community safety during the day and at night	Community safety on public transport	Crime statistics	Number of road fatalities	Number of road injuries

^{Source: Department Performance Statement 2025–26}

Performance data for both “Community safety during the day and at night” and “Community safety on public transport” indicators is collected through the annual National Survey of Community Satisfaction with Policing (NSCSP).

Due to timing, the 2023–24 survey data is used for reporting against the objective indicators in this section.

Data from the survey is also reported in the Commonwealth Productivity Commission’s Report on Government Services (RoGS) released in January each year. The 2023–24 NSCSP results have also been reported and released in the 2025 RoGS.

The 2024–25 NSCSP results will be reported in the 2026 RoGS, which will be published by the Commonwealth Productivity Commission in January 2026 and reported in the Victoria Police Annual Report 2025–26.

When completing the national survey, respondents were asked to rate their feelings for each indicator, ranging from “very unsafe” to “very safe”. Victorian results from those who reported feeling “safe” or “very safe” are shown in the following tables.

Community safety during the day and at night

Indicator ^(a)	2023–24 %^(b)	2022–23 %	2021-22 %	2020-21 %	2019-20 %	Change from 2022–23 to 2023–24 ^(c)	Change over 5 years ^(c)
Walking alone in the neighbourhood during the day	87.3	91.3	91.8	91.5	89.9	Not available	Not available
Walking alone in the neighbourhood at night	44.9	53.0	51.1	51.7	49.1	Not available	Not available
At home at night	77.4	87.7	88.1	88.0	85.9	Not available	Not available

Community safety on public transport

Indicator ^(a)	2023–24 ^(b) %	2022–23 %	2021–22 %	2020–20 %	2019–20 %	Change from 2022–23 to 2023–24 ^(c)	Change over 5 years ^(c)
Travelling alone on public transport during the day	75.4	66.3	65.7	66.8	68.4	Not available	Not available
Travelling alone on public transport at night	31.3	32.6	31.6	31.6	32.6	Not available	Not available

Crime statistics

Crime statistics are based on reports from the public crimes detected by police and demonstrate our progress in ensuring community safety through policing, law enforcement, and crime prevention activities.

The Crime Statistics Agency is responsible for processing and publishing Victorian crime statistics, independent of Victoria Police.

Visit crimestatistics.vic.gov.au for a breakdown of crime statistics.

Changes to recorded crime may be due to increased policing presence and focus on community safety, police detection and enforcement activity, the introduction of new offences or changes to police powers to detect crime and enforce the law.

Changes may also be due to social, economic, and environmental factors, or changing public confidence in reporting crime to police.

Indicator	2024–25	2023–24	2022–23	2021–22	2020–21	Change from 2023–24 to 2024–25 (%)	Change over 5 years (%)
Crimes against the person offences	97,890	88,943	84,193	82,069	85,397	10.1	14.6
Property and deception offences	378,050	311,906	272,692	235,998	251,757	21.2	50.2
Drug offences	32,511	31,540	30,241	29,992	36,707	3.1	–11.4
Public order and security offences	29,763	28,023	29,426	28,655	29,893	6.2	–0.4
Justice procedure offences	98,862	89,842	88,350	81,218	84,508	10.0	17.0
Other offences	1564	1799	1221	11,079	33,189	–13.1	–95.3
Total offences	638,640	552,053	506,123	469,011	521,451	15.7	22.5
Total offence rate per 100,000	8998.9	7910.5	7425.3	7073.4	7963.7	13.8	13.0

^{Source: Crime Statistics Agency.}

^Notes:

^{Recorded crime data relating to previous years may change in subsequent data extracts as the Victoria Police Law Enforcement Assistance Program (LEAP) is a live database. Information is continually updated in LEAP as investigations progress and cases are completed by Victoria Police.}

^{Data provided by the Crime Statistics Agency is correct at the time of extract from LEAP 18 July 2025.}

^{Further information about Crime Statistics Agency offence classification is available at}^{crimestatistics.vic.gov.au}^.

In 2024–25, there was an increase in total recorded crime of 15.7 per cent from 552,053 offences in 2023–24 to 638,640 in 2024–25. Increases occurred across all listed categories, aside from a small decrease in ‘other offences’.

Property and deception offences increased by 21.2 per cent, from 311,906 offences in 2023–24 to 378,050 in 2024–25.

Road fatalities and injuries

The Victoria Police Road Safety Strategy 2024–2028 demonstrates the commitment of Victoria Police, together with our road safety partners, to reducing road trauma with a vision of zero deaths and serious injuries on Victorian roads.

Our collective focus is to reduce fatalities and injuries through prevention, enforcement, deterrence, engagement and enhancement to embed a culture of road safety in the Victorian community.

We aim to ensure all Victorians feel safe on and around our roads. During 2024–25, Victoria Police targeted speeding, distraction, impaired driving, seatbelt and restraint non-compliance, rural roads, high-risk driving and unauthorised drivers to maintain community safety on our roads. These priorities also form part of our broader Road Safety Strategy.

In 2024–25, there were a total of 296 road fatalities in Victoria, which is an increase of nine fatalities compared to the previous year.

The total number of road injuries decreased by 11 per cent in 2024–25 compared to the previous year.

Road fatalities and injuries

	2024–25	2023–24	2022–23	2021–22	2020–21
Fatalities (lives lost) ^(a)(b)	296	287	266	246	203
Injuries ^(c)	18,426	20,623	20,875	18,611	18,283

^Notes:
^{a) Due to the reclassification of road fatalities by the Road Fatality Review Panel, data may vary from that reported for previous financial years.}
^{b) Data may differ from the annual figures published elsewhere, as fatality data tends to be reported by calendar year rather than financial year.}
^{c) Injuries include both serious and other injuries. Due to the nature of the Traffic Incident System operating as a dynamic database, data may vary from that reported for previous financial years. In addition, there is a standard three-month lag for injuries data to be considered complete. As such, data for 2024–25 should not be considered complete.}

Road policing statistics by user

Road user	2024–25		2023–24
Road user	Lives Lost ^(a)(b)	Injuries^(c)	Lives Lost ^(a)(b)	Injuries ^(c)
Driver	132	9459	116	11,105
Passenger	34	2804	41	3342
Pedestrian	51	1659	55	1627
Bicyclist	10	1396	7	1569
Motorcyclist	65	2499	68	2595
Pillion passenger	1	62	0	58
Other	3	547	0	327
Total	296	18,426	287	20,623

Road policing statistics by area

Area ^(d)	2024–25			2023–24
	Lives Lost ^(a)	Injuries ^(b)	Collisions ^(c)	Lives Lost ^(a)	Injuries ^(b)	Collisions ^(c)
Metro	131	12,909	10,885	124	14,239	11,717
Regional	165	5517	4481	163	6384	5013
State (total)	296	18,426	15,366	287	20,623	16,730

^Notes:

^{a) Due to the potential reclassification of road fatalities by the Road Fatality Review Panel, data may change for the current reporting period. Therefore, data for 2024–25 should not be considered complete as the date of extraction was 5 July 2025. Data may also vary from that reported for previous financial years and may vary from the annual figures published elsewhere as fatality data tends to be reported by calendar year rather than financial year.}

^{b) Injuries include both serious and other injuries. Due to the nature of the Traffic Incident System operating as a dynamic database, data may vary from that reported for previous financial years. In addition, there is a standard three-month lag for injuries data to be considered complete. As such, data for 2024–25 should not be considered complete as the date of extraction was 5 July 2025.}

^{c) Collisions is the number of collisions which resulted in the lives lost and injuries. As per notes (a) and (b) the data for collisions for 2024–25 should not be considered complete as the date of extraction was 5 July 2025.}

^{d) Area is based on Victoria Police Regions and Division as follows:}

^{Metro consists of Southern Metro Region, North-West Metro Region, and Eastern Region Divisions 1 and 2}
^{Regional consists of Eastern Region Divisions 3, 4, 5 and 6, and Western Region.}

Performance against output measures for policing and community safety

We strive 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 table below provides a comparison of actual results against performance target measures for 2024–25, resulting from the delivery of programs and services as part of the policing and crime prevention output.

Quantity

Performance measures	Unit of measure	2024–25 actual	2024–25 target	Performance variation (%)	Result
Community calls for assistance to which a Victoria Police response is dispatched	Number	1,096,302	900,000	21.8	✔
The actual is higher than the target due to continued increases in community calls of all priority types.
Contravention of family violence intervention order (FVIO) offences per 100 000 population	Number	911.9	720	26.7	✔
The actual is higher than the target due to an increase in contravention offences for FVIOs, likely driven by recidivist perpetrators, with offenders often committing multiple offences. The result also reflects Affected Family Member (AFM) willingness to re-engage with police if family violence continues.
Crimes against property – excluding family violence related crime (rate per 100 000 population)	Number	5139.9	4100	25.4	■
The actual is higher than the target due to continued increase in acquisition crime, particularly for theft related offences.
Crimes against property – family violence related (rate per 100 000 population)	Number	187.1	171	9.4	✔
The actual is higher than the target due to increased reporting of family violence related property damage offences, which are commonly committed by perpetrators as acts of grievance or indirect violence.
Crimes against the person – excluding family violence related crime (rate per 100 000 population)	Number	756.0	660	14.5	■
The actual is higher than the target due to a combination of contributing factors, such as increased social polarisation, concurrent macro stressors including financial pressures, geopolitical tensions and growing concern about inequality, which may be influencing shifts in social behaviour and tolerance.
Crimes against the person – family violence related crime (rate per 100 000 population)	Number	623.3	580	7.5	✔
The actual is higher than the target due to increased reporting of family violence assault offences, which is correlated with recidivist behaviour. In addition, the higher result reflects an increase in harassment offences driven by a heightened focus on stalking behaviours as a recognised risk factor.
Number of alcohol screening tests conducted	Number	n/a	3,000,000	n/a	■
Victoria Police is unable to provide the 2024–25 actual for this measure due to the impact of Protected Industrial Action (PIA).
Number of family violence incidents recorded	Number	106,429	91,200	16.7	✔
The actual is higher than the target due to the overall increase in family violence reporting.
Number of impounded/surrendered vehicles related to high risk driving behaviours or other traffic offences	Number	11,653	14,628	–20.3	■
The actual is lower than the target due to reprioritisation of operational tasking to other activities within Road Policing during the second half of the financial year.
Number of prohibited drug screening tests conducted	Number	169,070	150,000	12.7	✔
The actual is higher than the target due to a focus by Victoria Police to expand its roadside drug testing capacity.
Number of youth referrals	Number	3381	3260	3.7	✔
Police record checks and police information reports compiled	Number	928,771	850,000	9.3	✔
The actual is higher than the target due to an increase in the number of criminal record checks conducted in support of the Continuous Police Checking Services. This is attributed to the growth in participants of the National Disability Insurance Scheme and of persons requiring Working with Children Check clearances which require continuous monitoring.
Total persons reported injured in vehicle collisions	Number	18,426	15,000	22.8	■
The actual is higher than the target due to an increase in road trauma. Collisions involving vulnerable road users such as pedestrians and motorcycle riders has increased, which impacts the severity of injury.
Total reported road fatalities in vehicle collisions	Number	296	≤200	48.0	■
The actual is higher than the target due to several factors, including population growth leading to rising registered vehicle numbers, and significant growth in the use of alternate transport options (such as ebikes and e-scooters).
Perceptions of safety – walking locally at night	Per cent	44.3	55	–19.5	■
The actual is lower than the target due to a change in data collection methodology for the National Survey of Community Satisfaction in Policing (NSCSP) in 2023–24, which has contributed to notable changes in the results compared to previous years. Survey results are now collected through a combination of phone and online methods, which has contributed to changes in the results compared to previous years.
Proportion of Family Incident Report affected family members receiving referrals	Per cent	87.6	87	0.7	✔
Proportion of community satisfied with policing services (general satisfaction)	Per cent	52.3	80	–34.6	■
The actual is lower than the target due to a change in data collection methodology for the NSCSP in 2023–24, which has contributed to notable changes in the results compared to previous years. Survey results are now collected through a combination of phone and online methods, which has contributed to changes in the results compared to previous years.
Proportion of drivers tested by road safety cameras who comply with posted speed limits	Per cent	99.8	99.5	0.3	✔
Proportion of successful prosecution outcomes	Per cent	92.5	92	0.5	✔
Proportion of the community who have confidence in police (an integrity indicator)	Per cent	58.8	82	–28.3	■
The actual is lower than the target due to a change in data collection methodology for the NSCSP in 2023–24, which has contributed to notable changes in the results compared to previous years. Survey results are now collected through a combination of phone and online methods, which has contributed to changes in the results compared to previous years.

^{Source: Victoria Police, the National Survey of Community Satisfaction with Policing and the Crime Statistics Agency}

^Key:

^{✔ Performance target achieved or exceeded – performance greater than target, either within 5 per cent or exceeding 5 per cent variance.}
^{◯ Performance target not achieved – performance less than target by less than 5 per cent (or $50 million for cost measures only) variance.}
^{■ Performance target not achieved – performance less than target by more than 5 per cent (or $50 million for cost measures only) variance.}

Timelines

Performance measures	Unit of measure	2024–25 actual	2024–25 target	Performance variation (%)	Result
Proportion of crimes against the person resolved within 30 days	Per cent	35.9	45.0	–20.2	■
The actual is lower than the target due to the increase in overall crime rates and workforce availability challenges impacting investigation capacity and clearance rates.
Proportion of property and deception offences resolved within 30 days	Per cent	18.5	25.0	–26.0	■
The actual is lower than the target due to the increase in overall crime rates and workforce availability challenges impacting investigation capacity and clearance rates.

^{Source: Victoria Police, the National Survey of Community Satisfaction with Policing and the Crime Statistics Agency}

^Key:

Cost

Performance measures	Unit of measure	2024–25 actual	2024–25 target	Performance variation (%)	Result
Total output cost	$ million	4609.4	4499.3	2.4	■
The actual is higher than the target due to additional resources provided to support Victoria Police operations, to increase policing capacity to meet current and future demand and provide high visibility and proactive policing in the community.

^{Source: Victoria Police, the National Survey of Community Satisfaction with Policing and the Crime Statistics Agency}

^Key:

Road safety

In 2003, Victoria Police and other road safety government agencies adopted the internationally recognised Safe System approach to understand the interaction between road-use elements, to help develop effective countermeasures and to mitigate road trauma.

As part of the Safe System approach to road safety, Road Policing Command plays a critical role with a commitment to specific and general deterrence through highly visible and sustained enforcement. Holidays continue to be high-risk periods on Victorian roads.

Throughout 2024–25, we conducted several state-wide operations to minimise road trauma risks.

State-wide policing operations in 2024–25

Outcome
Scoreboard	26–29 September 2024	4	Not Available	Not Available	Not Available	Not Available
Furlong	1–5 November 2024	5	Not Available	Not Available	Not Available	Not Available
Roadwise	13 December 2024 to 1 January 2025	20	Not Available	Not Available	Not Available	Not Available
Amity	24–27 January 2025	4	Not Available	Not Available	Not Available	Not Available
Arid	7–10 March 2025	4	152	197	4952	363
Compass	17–27 April 2025	11	375	371	11,758	1364
Action	12 May 2025	1	8	19	903	89
Regal	6–9 June 2025	4	205	168	6005	584

Financial performance

	2024–25 $’000	2023–24 $’000	2022–23 $’000	2021–22 $’000	2020–21 $’000
Financial Performance
Income from government
Total Income from Transactions	4,574,811	4,317,179	4,166,583	4,102,352	4,110,686
Total Expenses from Transactions	4,610,341	4,350,210	4,163,706	4,100,602	4,107,823
Net Result from Transactions	(35,530)	(33,031)	2877	1750	2863
Net Result	(37,103)	(4588)	41,178	86,939	24,993
Cash Flows
Net Cash Flow from Operating Activities	171,837	193,428	166,849	152,568	157,094
Net Cash Flow from Financing Activities	(120,356)	(58,385)	101,390	(64,179)	(25,887)
Balance Sheet
Total Assets	5,000,875	4,978,010	4,906,632	4,804,153	4,651,571
Total Liabilities	2,992,496	2,937,322	2,889,612	2,831,219	2,808,968
Net Worth	2,008,379	2,040,687	2,017,020	1,972,934	1,842,603

Road user	2022–23	2023–24
Metro	120	14,681	11,723	124	13,063	10,849
Regional	146	6151	4814	166	5839	4659
State (total)	266	20,832	16,537	290	18,902	15,508

Overview

The Victorian Government considers the net result from transactions to be the most appropriate measure of financial management directly attributable to government policy.

This measure excludes ‘other economic flows’ reported within the Comprehensive Operating Statement, as other economic flows are impacts outside the control of Victoria Police (such as revaluations of assets and liabilities arising from changes in market prices and other changes in the volume of assets).

Income from government

Total income from transactions was $4,574.9 million, an increase of $257.6 million from 2023–24.
Additional funding from the Victorian Government was used to support the outcomes of the Victorian Public Service (VPS) Enterprise Agreement 2024 and the Victoria Police Enterprise Agreement 2025.
Other income was also generated from increased demand for policing capacity at special events, including the Land Forces 2024 exposition.
Total expenditure from transactions was $4,610.4 million, an increase of $260.1 million, which represents a six percent increase from 2023–24.
Expenditure surpassed income by one per cent, resulting in a $35.5 million deficit. Key drivers of this expenditure included employee expenses, an increase in WorkCover premiums from 8.59 per cent to 9.3 per cent.
Operating costs also contributed, with growth in property rental, corrective maintenance, legal and ICT expenditure.

Cash flows

Net cash flow from operating activities were $17,837 million, a decrease of $21.6 million compared to 2023–24.
This was driven primarily by increased Victoria Police enterprise agreement entitlements, including long service leave, personal leave in advance, and overtime.
This was partially offset by an increase in other income associated to the 2024 Land Forces exposition, which totalled $12.6 million.

Balance sheet

Non-financial assets totalled $3,533.4 million, a decrease of $84.0 million compared to 2023–24.
The decrease mainly reflects depreciation and amortisation on property, plant and equipment and intangible assets.
Construction of the Clyde North Police Station, Benalla Police Station, and refurbishment at Narre Warren Police Station, were funded through a capital investment of $63.7 million.
Additional infrastructure investment was made across a further 62 police stations and specialised facilities, equating to $48.5 million.
A further $16.5 million was also invested for new leases at Narre Warren and Shepparton Multi-Disciplinary Centres, and lease renewals/extensions in metropolitan and regional areas.
Total liabilities totalled $2,992.5 million, an increase of $55.2 million, which represents a two per cent increase from 2023–24.
This increase is primarily due to Payables, including:
- a one-off $101.4 million payment for the Victoria Police Enterprise Agreement 2025
- a $54.9 million decrease in supplies and services payables
- other employee provisions increased by $32.3 million, an increase of four per cent
- borrowings (lease liabilities) decreased by $28.6 million as scheduled.

Capital projects/asset investment programs

Victoria Police 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 which is available on the DTF website.

During the financial year, there were no capital projects completed that individually met the total estimated investment project completion disclosure threshold of $10 million.

Victoria Police Annual Report 2024–25: Year in review

In 2024–25, Victoria Police focused on addressing youth crime, family violence, and cyber security threats, supported a health-led response to public drunkenness, implemented the Road Safety Strategy and continued responding to critical incidents and emerging threats across Victoria

Information Sharing Automation Project
During 2024–25, Victoria Police produced 9782 FVISS/CISS reports compared with 8987 in 2023–24.
Expanded Field Interview project
As at June 2025, 798 interviews have been completed using Expanded Field Interview, freeing up 3990 frontline hours, averting 1596 custody hours, and avoiding 2394 police contacts.
Expanding Roadside Drug Testing locations
The number of Roadside Drug Testing locations was expanded from 72 to 141, with a focus on regional areas.
Safer Exchange Site program
During its first week, the program generated over 2.2 million impressions and nearly 400,000 engagements across social media platforms.
Aboriginal Cultural Awareness Training
As at 30 June 2025, 94 per cent of police officers, PSOs and PCOs (17,120) had completed the training.
Cryptocurrency Capability Uplift Program
Delivered to 527 frontline members.
Victorian Fixated Threat Assessment Centre
70 per cent of clients showing a reduced level of concern as a result of interventions by the program.

Keeping You Safe: Victoria Police Strategy 2023–2028

The role of Victoria Police is to serve the Victorian community and uphold the law to promote a safe, secure, and orderly society. The Keeping You Safe: Victoria Police Strategy 2023–2028 sets our direction and reflects our core purpose — to keep all Victorians safe.

We deliver this through:

Policing — highly visible and responsive policing
People — skilled people, ready and able to respond
Partnerships — strong partnerships across community, government, and business.

All our people play a part in working towards our vision to deliver positive outcomes for the Victorian community and to keep everyone safe every day.

2024–25 Victoria Police Corporate Plan

The 2024–25 Victoria Police Corporate Plan sits under the Keeping You Safe: Victoria Police Strategy 2023–2028, and outlines priority initiatives that form part of our plan to achieving our vision for a safer Victoria.

Our corporate plan is aligned to the medium-term planning requirement set out in the Resource Management Framework, published by the Department of Treasury and Finance.

The corporate plan forms part of an integrated organisational planning framework which coordinates focus across the organisation.

It is refreshed every year to reflect changes in organisational priorities, government objectives and community safety needs.

Policing

Policing: Initiatives and projects.

Initiative/project	Update (as at 30 June 2025)
Rostering Reform Project Transform Victoria Police’s service delivery and operating model.	An organisation-wide rostering policy is being developed. A desktop trial to compare alternative roster patterns to real-life rostering practices is currently underway. The project aims to improve member wellbeing and service delivery. Redevelopment of the Staff Allocation Model (SAM) continued. After completing the redevelopment of the Regional Operations Module (ROM), consultations were conducted across the state to redevelop the modelling for specialist work units. A concept model of a Divisional Operations Centre was developed and is currently being considered for trial.
Enterprise Rostering Project Plan and deliver an integrated, organisation-wide rostering and time sheet solution.	Procurement has progressed to contract negotiations with a supplier to implement and support an automated rostering system.
Oracle Fusion Cloud Project Plan and deliver a suite of finance and procurement systems, including Oracle Cloud Financials.	Detailed design activities are currently underway. This includes the scoping of a future state finance and procurement operating model. The project is on track to start being built in 2025–26.
Electronic Document and Records Management System Project Plan and deliver an organisation-wide electronic document and records management solution supported by an enterprise-wide service management solution.	The procurement of an electronic document and records management solution has been finalised. Records365 is being implemented in 2025.
Electronic Penalty Infringement Notices (ePINS) solution Plan and deliver an ePINS solution to replace manual paper-based processes for capturing infringement information.	As at May 2025, the ePINs solution was fully deployed and operational across Victoria Police.

Initiative/project

Update (as at 30 June 2025)

Rostering Reform Project

Transform Victoria Police’s service delivery and operating model.

An organisation-wide rostering policy is being developed. A desktop trial to compare alternative roster patterns to real-life rostering practices is currently underway. The project aims to improve member wellbeing and service delivery.

Redevelopment of the Staff Allocation Model (SAM) continued. After completing the redevelopment of the Regional Operations Module (ROM), consultations were conducted across the state to redevelop the modelling for specialist work units.

A concept model of a Divisional Operations Centre was developed and is currently being considered for trial.

Enterprise Rostering Project

Plan and deliver an integrated, organisation-wide rostering and time sheet solution.

Procurement has progressed to contract negotiations with a supplier to implement and support an automated rostering system.

Oracle Fusion Cloud Project

Plan and deliver a suite of finance and procurement systems, including Oracle Cloud Financials.

Detailed design activities are currently underway. This includes the scoping of a future state finance and procurement operating model. The project is on track to start being built in 2025–26.

Electronic Document and Records Management System Project

Plan and deliver an organisation-wide electronic document and records management solution supported by an enterprise-wide service management solution.

The procurement of an electronic document and records management solution has been finalised. Records365 is being implemented in 2025.

Electronic Penalty Infringement Notices (ePINS) solution

Plan and deliver an ePINS solution to replace manual paper-based processes for capturing infringement information.

As at May 2025, the ePINs solution was fully deployed and operational across Victoria Police.

Policing: Key achievements in 2024–25

Safer exchange site program

In October 2024, the Safer Exchange Program was launched at selected police stations across Victoria.

The initiative provides designated safe spaces on police premises for members of the community to conduct physical transactions for online purchases and sales.

By offering a secure environment for these exchanges, the program aims to reduce opportunistic theft and related crimes. The feedback and responses from our social media community was positive.

During its first week, the program generated over 2.2 million impressions and nearly 400,000 engagements across social media platforms.

Content promoting the program recorded more than 3.5 million impressions and over 460,000 engagements across Victoria Police corporate and Eyewatch channels.

Information Sharing Automation Project

The Information Sharing Automation project which allows better integration with Salesforce and Victoria Police systems was completed in 2024.

The project improves the efficiency of Victoria Police’s functions under the Family Violence and Child Information Sharing Schemes (FVISS and CISS) to help in Multi-Agency Risk Assessment and Management (MARAM).

This project improved the ability to provide timely and critical risk-relevant information about the safety and wellbeing of vulnerable individuals to more than 6000 prescribed agencies. This includes specialist family violence services, hospitals, drug and alcohol rehabilitation and various educational and health services.

During the 2024–25 financial year, Victoria Police produced 9782 FVISS/CISS reports compared with 8987 in the 2023–24 financial year.

Axon’s auto-transcription tool

After a successful trial, the Axon automated transcription tool was rolled out to frontline members in April 2025.

The tool significantly improves Victoria Police’s transcription processes. Previously, members relied on external providers to manually transcribe. Now, users can now instantly generate transcripts for records of interview, prison calls, Triple Zero calls and body worn camera footage.

This transition has reduced stenography requests by 80 per cent and has streamlined administrative workflows.

Expanded Field Interview project

In December 2024, the Expanded Field Interview project trial, which uses body worn cameras to conduct and record in-field interviews, was launched. The project has shown significant operational and strategic benefits and transformed how minor indictable offences are managed.

It allows police officers to conduct interviews in the field using body-worn cameras.

The average processing time for indictable offences has decreased from three-and-a-half hours to 30 minutes, reducing time in police custody and freeing up officers for other frontline duties.

As at June 2025, 798 interviews have been completed using Expanded Field Interview, freeing up 3990 frontline hours, averting 1596 custody hours, and avoiding 2394 police contacts.

These outcomes reflect a scalable and sustainable shift in practice that enhances efficiency, reduces demand on station resources and supports a more responsive and community-focused policing model.

Online reporting unit

In May 2025, Victoria Police completed updates to the Police Assistance Line and Online Reporting service to improve functionality and user experience of the online platform first launched in 2019.

The 2025 updates include user-friendly changes to reporting forms and expanding the range of reportable incidents to include theft of a motor vehicle and burglary online – bringing the total number of reportable crime types and events to eight.

Streamlining State Police Search and Rescue Coordination Centre Services

During 2024–25, Victorian Police completed essential upgrades to technology and equipment at the State Police Search and Rescue Coordination Centre to integrate information technology and communication systems with other emergency service agencies and volunteer organisations.

The upgrade improves situational awareness and streamlines resource coordination.

This coordination is critical to provide a unified and efficient response framework and reinforces the State Police Search and Rescue Coordination Centre’s vital role in supporting search and rescue missions throughout Victoria.

Completion of the new Benalla Police Station

The new Benalla Police Station was completed in February 2025 and officially opened on 11 April 2025.

The new station features an Incident Police Operations Centre to improve the region’s capacity to respond to major incidents. The station also has dedicated vehicle and property storage.

A memorial garden will also be established on site to honour Victoria Police members who have lost their lives while serving the Benalla community.

Sustaining and improving our critical technology infrastructure

The Critical Information and Communications Technology (ICT) Asset Refresh program upgrades and replaces Victoria Police’s ICT assets.

The program aims to keep ICT assets up-to-date, operational, and fit-for-purpose. This ensures the latest digital capabilities are available to Victoria Police, which enhances member and community safety.

In 2024–25 the Critical ICT Asset Refresh program delivered a range of projects, including:

deployed refreshed computers and monitors to police stations
improved network reliability and security at police stations
uplifted the audio-visual hardware at the Police Academy and Victoria Police Centre
enhanced the Air Wing’s live-video feed
redesigned the data centre network to enhance availability and security
migrated key software applications to modern data centre infrastructure
uplifted core frontline policing applications to improve stability and supportability.

Family Violence, Sexual Offences and Child Abuse Strategy 2024–2029

In December 2024, Victoria Police launched the Safe from Harm: Victoria Police Strategy for Family Violence, Sexual Offences and Child Abuse 2024–2029.

The strategy is underpinned by a new Family Violence, Sexual Offences and Child Abuse Outcomes Framework which enables Victoria Police to measure the quality of police responses.

The strategy outlines Victoria Police’s direction to consistently deliver high-quality responses to family violence, sexual offences, and child abuse. The sector-wide approach is structured around four domains: victim survivors, perpetrators, children and young people and our people.

Key initiatives that will be progressed under the strategy include:

strengthening police identification of the predominant aggressor to reduce misidentification
improving identification and risk management of high-risk family violence offenders
delivering a statewide model to respond to stalking
centralising the triage and assessment of incoming child abuse report notifications.

Victoria Police Road Safety Strategy

The Victoria Police Road Safety Strategy was launched in December 2024 and will operate until June 2028.

The vision for the strategy is “everyone should be safe, and feel safe, on our roads” and builds on previous efforts with a simplified and targeted approach.

The strategy is based on emerging research and focuses on simplifying our approach to deliver a highly-visible policing presence on Victorian roads. It also aims to reduce trauma by using the preventative effect of general deterrence.

People

People: Initiatives and projects.

Initiative/project	Update (as at 30 June 2025)
Infrastructure projects Modernise police facilities through our infrastructure program of works.	The Benalla Police Station was completed in February 2025. Construction has started in: South Melbourne Clyde North Narre Warren Point Cook A major refurbishment of the Narre Warren Police Station and replacement of the South Melbourne police station are also both on track for opening in February and October 2026 respectively. The Narre Warren Police Station is currently closed, with operations temporarily relocated to a purpose-built facility while construction is underway. There has been significant progress on the construction of new police stations in Clyde North and Point Cook, with planned station openings late 2025 and late 2026 respectively. The Rochester Police Station has been completed with the installation of high-quality demountable buildings.
Conducted energy devices Rollout of conducted energy devices (CEDs) to every frontline police officer and PSO.	Training and CED deployment started in late 2023. Regional Victoria, specialist units and the Dandenong and Springvale metropolitan Melbourne pilot sites were completed in September 2024. The program rollout to the remainder of metropolitan Melbourne started in December 2024. As at 30 June 2025, 6817 police officers and PSOs have received CED training, 4854 CEDs have been deployed and 125 police stations have had CED-related building upgrade works completed. The program is continuing to be rolled out, with full implementation expected by the end of 2026.

Initiative/project

Update (as at 30 June 2025)

Infrastructure projects

Modernise police facilities through our infrastructure program of works.

The Benalla Police Station was completed in February 2025.

Construction has started in:

South Melbourne
Clyde North
Narre Warren
Point Cook

A major refurbishment of the Narre Warren Police Station and replacement of the South Melbourne police station are also both on track for opening in February and October 2026 respectively.

The Narre Warren Police Station is currently closed, with operations temporarily relocated to a purpose-built facility while construction is underway.

There has been significant progress on the construction of new police stations in Clyde North and Point Cook, with planned station openings late 2025 and late 2026 respectively.

The Rochester Police Station has been completed with the installation of high-quality demountable buildings.

Conducted energy devices

Rollout of conducted energy devices (CEDs) to every frontline police officer and PSO.

Training and CED deployment started in late 2023. Regional Victoria, specialist units and the Dandenong and Springvale metropolitan Melbourne pilot sites were completed in September 2024.

The program rollout to the remainder of metropolitan Melbourne started in December 2024.

As at 30 June 2025, 6817 police officers and PSOs have received CED training, 4854 CEDs have been deployed and 125 police stations have had CED-related building upgrade works completed. The program is continuing to be rolled out, with full implementation expected by the end of 2026.

People: Key achievements in 2024–25

Peer support dog pilot

In August 2024, a 12-month peer support dog program was launched in North West Metro Region.

The initiative is the second of its kind within Australian emergency service agencies and was modelled on the highly successful peer support dog program at Ambulance Victoria.

The program aims to have a positive impact on employee mental health.

The program has peer support dogs teamed with peer support-qualified police members, providing general welfare support, advice and referrals in workplaces and stations, as well as support at critical incident debriefs, and has resulted in impactful outcomes to date.

The program provides invaluable wellbeing support to employees by creating information opportunity for connection with employees who might not otherwise engage with the available wellbeing support and intervention.

Layered System of Dress

In July 2024, Victoria Police introduced the Layered System of Dress strategy for police officers and protective service officers.

The strategy ensures frontline members can be deployed where needed with uniform that is fit-for-purpose in a rapidly changing policing environment.

As part of this strategy, several uniform items were upgraded or replaced to improve functionality, comfort and protection, including equipping our members with suitable layering options to stay warm and dry in varying conditions.

The tactical trousers were improved, the standard issue raincoat replaced, and new garments, including a wet weather jacket, introduced.

Aboriginal and Torres Strait Islander mentoring program

Victoria Police worked with the Victorian Public Sector Commission’s Aboriginal Employment Unit and selected provider, Murri Matters, to develop and pilot a tailored Aboriginal and Torres Strait Islander mentoring program.

The pilot session was held in July 2024 and involved 10 Victoria Police Aboriginal and Torres Strait Islander employees.

Child Abuse Report Triage Team

In early 2025, the Child Abuse Report Triage Team (CARTT) pilot was launched in Gippsland and central Victoria to trial a centralised triage process.

The CARTT initially triages Child Protection notification reports to allow regional Sexual Offences and Child Abuse Investigation Team (SOCIT) detectives to spend more time on investigations. In April 2025, the pilot was expanded to include all regional SOCITs.

The initial benefits included:

returned SOCIT members from intake duties to core investigative functions
established best-practice for consistent intake assessment and triage
strengthened inter-agency protocols and relationships with the Department of Families, Fairness and Housing report-takers through shared learnings, ongoing collaboration and continuous improvement.

Expanding Roadside Drug Testing locations

In 2024–25, as part of our ongoing State-wide commitment to reducing the harm caused by illicit drug-driving on Victorian roads, Victoria Police significantly increased the number of police members trained and equipped to conduct Roadside Drug Testing.

The number of Roadside Drug Testing locations was expanded from 72 to 141, particularly across regional areas.

Cryptocurrency Capability Uplift Program

Victoria Police has developed an open-source cryptocurrency tracing and investigation program that has so far been delivered to 527 frontline members.

The success of the training program secured a grant from the National Cybercrime Capability Fund to develop and deliver a “Train the Trainer” capability uplift program for all Australian police and partner agencies.

The five-day course has been delivered to 78 members across Australia. The program equips participants with the knowledge and training material to deliver the one-day Victoria Police course to the broader workforce.

This program of work has built capability across the national law enforcement framework and will assist in the investigation of serious crimes across borders and jurisdictions.

Partnerships

Partnerships: Initiatives and projects.

Initiative/project	Update (as at 30 June 2025)
Aboriginal Youth Cautioning Program (AYCP) Expand the AYCP to minimise the contact of young Aboriginal people have with the criminal justice system.	Since 1 July 2024, the AYCP has expanded to sites in Barwon South West, Wimmera, Geelong and the Mornington Peninsula. The AYCP now provides access to community support panels across 59 local government areas (LGAs). This includes 28 LGAs established as primary AYCP sites, which support a further 34 surrounding local government areas. These surrounding LGAs typically closely border primary sites or have a significantly smaller population of Aboriginal people living in the area. Five Aboriginal Youth Cautioning Support Officer (AYCSO) positions have been established to support the ongoing expansion of the AYCP. Each of the four police regions has been allocated a dedicated AYCSO position, which will be supported by one centralised AYCSO overseeing the program.
Mental health response Support a health-led response to mental health crisis with reduced police involvement.	Victoria Police continued to work with the Department of Health and other partners to complete our implementation of Mental Health and Wellbeing Act 2022 related reforms.
Youth Crime Prevention and Early Intervention Program (YCPEIP) Recruit and deploy youth crime coordinators in the regions and a centrally-based program manager, through the YCPEIP	In 2024–25, the pilot projects concluded, with efforts focused on consolidating partnerships with community organisations and refining delivery models. Final-year data was collected to assess program outcomes, including participant engagement rates, offence frequency changes, and qualitative feedback from stakeholders. Work started to identify funding pathways and operational models to sustain successful interventions beyond the pilot. Consultants Allen + Clarke completed the independent program evaluation in February 2025, providing 14 recommendations to strengthen and embed the YCPEIP. These findings will inform ongoing Victoria Police youth crime prevention strategies and contribute to broader government discussions on youth justice and community safety. As part of the 2024–25 State Budget, the YCPEIP received funding to expand the program to two Police Service Areas (PSAs) located within each of the four police regions (total of 8 PSAs). In May 2025, a program manager was appointed to oversee implementation, including the recruitment of youth crime coordinators across Victoria in the future.
Embedded Youth Outreach Program (EYOP) Continue to provide a targeted joint response to high-risk young people in areas of high need through the provision of the EYOP.	Victoria Police with Youth Support and Advocacy Services and Anglicare Victoria work together under EYOP to provide a targeted joint response ensuring the best possible outcome for reducing the appearance of high-risk young people in Victoria’s criminal justice system. In 2024–25 Victoria Police continued to deliver the EYOP, which is now operating from Caroline Springs, Dandenong, Shepparton and Werribee stations. Two new expanded EYOP sites—Caroline Springs, serving the Brimbank and Melton local government areas, and Shepparton, serving the Greater Shepparton local government area—became fully operational in July 2024. Swinburne University continued to evaluate the benefits of the EYOP, providing the 2022–23 evaluation report in August 2024.
Drug Court Support regional therapeutic Drug Court programs.	Victoria Police continues to deliver prosecution services to regional Drug Courts in Ballarat and Shepparton. The service facilitates referrals to the Drug Courts by screening potential participants for suitability to engage in case conferences. It also monitors and reviews Drug Court participants against their Drug and Alcohol Treatment Order treatment and recovery goals.
Children’s Court Continue engagement with the Children’s Court Weekend Online Remand Court (WORC).	Victoria Police continues to provide police prosecutor services to the WORC. The WORC operates from 1pm to 9pm every Saturday and Sunday and public holidays, except Christmas Day. Rostering of WORC is monitored weekly and based on applications that may require help from the Bail and Remand Court.

Initiative/project

Update (as at 30 June 2025)

Aboriginal Youth Cautioning Program (AYCP)

Expand the AYCP to minimise the contact of young Aboriginal people have with the criminal justice system.

Since 1 July 2024, the AYCP has expanded to sites in Barwon South West, Wimmera, Geelong and the Mornington Peninsula.

The AYCP now provides access to community support panels across 59 local government areas (LGAs). This includes 28 LGAs established as primary AYCP sites, which support a further 34 surrounding local government areas. These surrounding LGAs typically closely border primary sites or have a significantly smaller population of Aboriginal people living in the area.

Five Aboriginal Youth Cautioning Support Officer (AYCSO) positions have been established to support the ongoing expansion of the AYCP. Each of the four police regions has been allocated a dedicated AYCSO position, which will be supported by one centralised AYCSO overseeing the program.

Mental health response

Support a health-led response to mental health crisis with reduced police involvement.

Victoria Police continued to work with the Department of Health and other partners to complete our implementation of Mental Health and Wellbeing Act 2022 related reforms.

Youth Crime Prevention and Early Intervention Program (YCPEIP)

Recruit and deploy youth crime coordinators in the regions and a centrally-based program manager, through the YCPEIP

In 2024–25, the pilot projects concluded, with efforts focused on consolidating partnerships with community organisations and refining delivery models. Final-year data was collected to assess program outcomes, including participant engagement rates, offence frequency changes, and qualitative feedback from stakeholders. Work started to identify funding pathways and operational models to sustain successful interventions beyond the pilot.

Consultants Allen + Clarke completed the independent program evaluation in February 2025, providing 14 recommendations to strengthen and embed the YCPEIP. These findings will inform ongoing Victoria Police youth crime prevention strategies and contribute to broader government discussions on youth justice and community safety.

As part of the 2024–25 State Budget, the YCPEIP received funding to expand the program to two Police Service Areas (PSAs) located within each of the four police regions (total of 8 PSAs). In May 2025, a program manager was appointed to oversee implementation, including the recruitment of youth crime coordinators across Victoria in the future.

Embedded Youth Outreach Program (EYOP)

Continue to provide a targeted joint response to high-risk young people in areas of high need through the provision of the EYOP.

Victoria Police with Youth Support and Advocacy Services and Anglicare Victoria work together under EYOP to provide a targeted joint response ensuring the best possible outcome for reducing the appearance of high-risk young people in Victoria’s criminal justice system.

In 2024–25 Victoria Police continued to deliver the EYOP, which is now operating from Caroline Springs, Dandenong, Shepparton and Werribee stations.

Two new expanded EYOP sites—Caroline Springs, serving the Brimbank and Melton local government areas, and Shepparton, serving the Greater Shepparton local government area—became fully operational in July 2024.

Swinburne University continued to evaluate the benefits of the EYOP, providing the 2022–23 evaluation report in August 2024.

Drug Court

Support regional therapeutic Drug Court programs.

Victoria Police continues to deliver prosecution services to regional Drug Courts in Ballarat and Shepparton. The service facilitates referrals to the Drug Courts by screening potential participants for suitability to engage in case conferences. It also monitors and reviews Drug Court participants against their Drug and Alcohol Treatment Order treatment and recovery goals.

Children’s Court

Continue engagement with the Children’s Court Weekend Online Remand Court (WORC).

Victoria Police continues to provide police prosecutor services to the WORC. The WORC operates from 1pm to 9pm every Saturday and Sunday and public holidays, except Christmas Day. Rostering of WORC is monitored weekly and based on applications that may require help from the Bail and Remand Court.

Partnerships: Key achievements in 2024–25

Operation Bastion

From 11 to 13 September 2024, the Melbourne Convention and Exhibition Centre hosted the international land defence exposition, Land Forces 2024.

The event attracted more than 20,000 attendees and more than 150 delegations from 30 countries.

Land Forces was a highly complex logistical and security undertaking. Victoria Police led the coordination of security activities to ensure the safety of attendees, and the maintenance of public order and community safety.

Victoria Police was supported by the Australian Federal Police and specialist units from interstate. Known as Operation Bastion, nearly 1800 police officers were deployed daily to secure Land Forces venues and protect attendees.

2025 Music Festival Forum

On 24 June 2025, Victoria Police co-hosted the 2025 Music Festival Forum with the Australian Festival Association.

An initiative under the Victoria Police Drug Strategy 2020–2025, the purpose of forum was to address key issues impacting festival safety and operations.

More than 150 attended the forum, online and in person, from Victoria Police, music industry leaders and regulatory agencies. The event included:

a music festival case study from Laneway Festival’s General Manager
an overview of the Victorian Pill Testing Implementation Trial from Department of Health
The Loop, information on liquor licensing processes and obligations from Liquor Control Victoria and the Melbourne Cricket Ground
an update on relevant regulations and permits from the Victorian Building Authority and the Department of Transport and Planning.

Special Operation AVALITE

In December 2024, Special Operation AVALITE was established as a joint agency operation by the Australian Federal Police (AFP) and Australian Security Intelligence Organisation (ASIO).

The joint agency initiative was formed to respond to and investigate matters of antisemitism in the Australian community.

Since the formation of Operation AVALITE, the Victoria Police Counter Terrorism Command Security Investigation Unit has worked collaboratively with Operation AVALITE to identify and respond to offences, and prosecute offenders to ensure the safety of the Victorian community and further support national security interests.

Victorian Fixated Threat Assessment Centre

The Victorian Fixated Threat Assessment Centre (VFTAC) is a partnership between Victoria Police and the Victorian Institute of Forensic Mental Health.

VFTAC operates as a co-located work unit that receives referrals from policing, mental health agencies, courts, and the prison system.

The centre is supported by investigators, mental health clinicians, intelligence practitioners and psychiatrists. The centre also manages individuals fixated on Victorian senior public office holders.

Co-operation with other centres interstate and in New Zealand occurs and is governed through a Community of Practice.

An independent review in 2024–25 validated the success of the program’s preventative approach.

The review found the centre has strengthened its capacity to address fixated and grievance-fuelled violence, with 70 per cent of clients showing a reduced level of concern after interventions by the program.

International Conference for Sex Offender Registries

In November 2024, Victoria Police hosted the International Conference for Sex Offender Registries which welcomed more than 70 participants from 28 law enforcement jurisdictions around the world.

The conference focused on the theme of capability-building, featuring presentations and workshops aimed at sharing best practice through case studies and project work.

The event highlighted the need for ongoing and meaningful collaboration between jurisdictions to ensure the protection and safety of the most vulnerable members of society.

National Criminal Intelligence System

The National Criminal Intelligence System (NCIS) is a joint project between Australian police agencies, the Australian Criminal Intelligence Commission, and the Department of Home Affairs.

The NCIS project connects data from Australian law enforcement agencies and provides secure access to a national view of policing information and criminal intelligence, resulting in better frontline policing operations.

Throughout 2024–25, Victoria Police continued to work with NCIS partner agencies to uplift this key national policing system and was one of the first jurisdictions to supply data to the NCIS from our information systems.

Access to the national data enhances frontline policing effectiveness.

Our frontline police members can access NCIS data through the Mobile Technology (IRIS) devices, enabling real-time identification of interstate offenders and persons of interest, supporting both officer safety and improved decision making.

New mental health treatment partnership

In June 2025, Victoria Police launched the Victoria Police Clinical Pathways, a new partnership with the St John of God Hospital in Berwick, which facilitates access to multidisciplinary teams and service offerings to suit Victoria Police employees.

The hospital’s Langmore Centre offers in-patient and day patient mental health services, for eligible current and retired members of the emergency services and armed forces within a dedicated mental health unit.

The model of care is having exceptional clinical outcomes, with in-patient feedback exceeding expectations during the first three-months of operations.

The dedicated trauma unit at the Langmore Centre offers a range of evidence-based treatments, available to clients in a private unit for first responders suffering from post-traumatic stress disorder and psychological injury. Treatments are delivered by a team of experienced clinicians who have received training in emergency services and defence culture.

Shepparton Multidisciplinary Centre Launch

In March 2025, a new Multidisciplinary Centre for victims of sexual offences, child abuse and family violence was opened in Shepparton.

More than 20 detectives from Victoria Police’s SOCIT and Family Violence Investigation Units work at the new facility.

Shepparton Multidisciplinary Centre is the eighth of its kind across the state with others based in Mildura, Seaford, Geelong, Dandenong, Bendigo, Morwell and Wyndham.

The Multidisciplinary Centres are a joint initiative involving government and community-based services, designed to ensure victim-survivors receive integrated, trauma informed support.

Specialist police work at the centres alongside child protection practitioners, sexual assault counsellor advocates and community health nurses. The co-location of services allows for better collaboration, information sharing and more efficient service delivery.

Intensive Case Management List

On 5 May 2025, the Intensive Case Management List six-month pilot commenced.

A partnership between Victoria Police and the Melbourne Magistrates’ Court, the Intensive Case Management List is an additional court process designed to manage matters more than 18-months old and/or those involving five or more briefs of evidence against a single accused.

These matters are case-managed by a magistrate to support timely justice outcomes and help reduce the backlog in the court system.

In its most successful week, 40 per cent of all matters heard were finalised, this was the highest result of any court in Victoria.

Victoria Police Annual Report 2024–25: Aboriginal-focused initiatives and outcomes

The Chief Commissioner’s commitment to the Yoorrook Justice Commission that real change would take place in Victoria Police in its dealings with the Victoria Aboriginal community continued in 2024–25. This chapter reports on these actions, initiatives and outcomes.

Victoria Police First Peoples Committee

The Victoria Police First Peoples Committee oversees the implementation and delivery of actions in the Chief Commissioner’s Statement of Commitment.

The First Peoples Committee is made up of senior leaders who have responsibility for Statement of Commitment actions.

The committee is co-chaired by a Senior Aboriginal Community Representative and the Deputy Commissioner, Capability.

As at 30 June 2025, 64 of the 79 actions had been delivered by the Committee, including:

improving the transparency of policing outcomes affecting First Peoples including enabling increased understanding of risks and impacts of laws and reforms (Actions 5, 6, 9, 11, 12, 15, 16, 20)
completing a review of the methodology and output of Victoria Police’s predictive tools to ensure they are free from bias (Action 7)
improving, and formalising with the Coroners Court of Victoria, the process for delivery of the Victoria Police apology to families affected by Victoria Police’s actions or inactions during an investigation into the passing of Aboriginal community members (Action 18)
completing an audit of the implementation status of all Aboriginal-related recommendations directed to Victoria Police by external reviews and inquiries since 1991 (Action 59)
reviewing all 332 policies in the Victoria Police Manual for disproportionate impact on Aboriginal people with consideration underway of 49 recommendations impacting 39 policies (Action 75).

Victoria Police has committed to seeking acquittal from the committee for all actions in the Statement of Commitment by 31 December 2025.

Aboriginal Community Liaison Officers

The Aboriginal Community Liaison Officer (ACLO) program was established to address recommendation 231 of the 1991 Royal Commission into Aboriginal Deaths in Custody -’That different jurisdictions pursue their chosen initiatives for improving relations between police and Aboriginal people in the form of police aides, police liaison officers and in other ways.’

ACLOs are Victorian Public Service (VPS) employees whose role is to foster trust, understanding and respect between Victoria Police and the Aboriginal community.

They do this by consulting with the community, providing advice to senior police on local Aboriginal issues, and encouraging Aboriginal communities to engage with police to resolve issues.

ACLOs assist with delivering Victoria Police Aboriginal programs including the Aboriginal Youth Cautioning Program, Aboriginal Community Justice Panels, Police and Aboriginal Community Protocols Against Family Violence, and Aboriginal Cultural Awareness Training.

As at 30 June 2025, there were 17 ACLO positions in regional and metropolitan Victoria.

Senior Aboriginal Programs Coordinator

The Police Aboriginal Liaison Officer (PALO) Program was implemented to address Recommendation 231 of the Royal Commission into Aboriginal Deaths in Custody, to strengthen relationships and facilitate communication between Victoria Police and Aboriginal people across the State.

PALOs are police who are considered to have extensive knowledge and expertise in community networking, community development, and liaison, which is the basis for their work with police and communities.

As at 30 June 2025 there were 275 PALOs across Victoria.

A PALO forum was held on 29 November 2024. The forum is the first in a series of communities of practice.

In 2025, Victoria Police recruited a Senior Aboriginal Programs Coordinator to support the ACLO and the PALO networks.

Aboriginal Youth Cautioning Program

Since 2020, the Aboriginal Youth Cautioning Program (AYCP) has given Aboriginal children aged 10–17 years the option to access support from Aboriginal community representatives after receiving a caution from police.

The AYCP is consent-based and aims to reduce offending by addressing factors underlying problem behaviours.

In 2025, the AYCP consists of primary sites located in 25 local government areas supported by additional sites in 34 surrounding local government areas.

Victoria Police engaged Victorian Aboriginal consultancy, Karabena Consulting Trust, to review the AYCP and identify opportunities for improvement. The completed evaluation report provides feedback that will enhance the effectiveness of the AYCP.

Police and Aboriginal Community Protocols Against Family Violence

In accordance with the Dhelk Dja Safe Our Way – Strong Culture, Strong Peoples, Strong Families Agreement 2018–2028, Victoria Police participates in Aboriginal-led initiatives and actions to ensure that Aboriginal people, families and communities are stronger, safer, thriving and free from family violence.

Current organisational commitments are documented in the second Dhelk Dja Action Plan 2023–2025 and are complemented by the Chief Commissioner’s Statement of Commitment.

One of our key strategies to address family violence in Aboriginal communities is the Police and Aboriginal Community Protocols Against Family Violence. The protocols are an agreement between local Aboriginal communities and Victoria Police that document the local police response to family violence where a person identifies as Aboriginal.

The protocols are now established state-wide across 17 localised partnerships between Aboriginal communities, Dhelk Dja representatives and Victoria Police.

These protocols provide an ongoing mechanism for the delivery of localised Aboriginal-led initiatives and actions in accordance with the second Dhelk Dja Action Plan and Action 54 of the Statement of Commitment.

Aboriginal Cultural Awareness Training

Aboriginal Cultural Awareness Training (ACAT) highlights the importance of working in partnership with Aboriginal communities using self-determination principles to develop culturally competent policing responses.

ACAT aims to improve Victoria Police employees’ awareness and understanding of Aboriginal Victorian peoples, culture, history and contemporary issues, and how these continue to impact the circumstances of Aboriginal people today. The training encourages employees to reflect on and challenge existing beliefs, biases and assumptions about Aboriginal Victorians.

ACAT was endorsed by the Aboriginal Justice Caucus in May 2022 and is mandatory for police officers, protective services officers (PSOs) and police custody officers (PCOs). Since then, Victoria Police have extended this program to include VPS employees as well.

As at 30 June 2025, 17,120 police officers, PSOs and PCOs (94 per cent) had completed the training.

Victoria Police has begun preparing an ACAT refresher package, engaging Neenann partnership in April 2025 to review ACAT and develop a new package.

A Steering Committee established to oversee the project held its first meeting on 5 June 2025. The Steering Committee membership includes Aboriginal Justice Caucus representatives.

Complaint classifications

Classification	Definition	Complaint identity	2024–25	2023–24	2022–23
Management Intervention Model and Local Management Resolution	Allegations of minor nature regarding service delivery, performance management or professional conduct.	Aboriginal	7	0	3
		Non-Aboriginal	298	342	518
		Total	305	342	521
Misconduct– minor/serious/corruption	Misconduct under section 166, of the Victoria Police Act 2013 and section 4 of the Public Administration Act 2004	Aboriginal	9	5	3
		Non-Aboriginal	809	925	1139
		Total	818	930	1142
Complaints registered as incidents and resolved immediately	Resolved in the first instance by the Police Conduct Unit, Professional Standards Command and no further formal investigation required.	Aboriginal	49	3	0
		Non-Aboriginal	635	330	327
		Total	684	333	327
Total		Aboriginal	65	8	6
		Non-Aboriginal	1742	1597	1984
		Total	1807	1605	1990

^Notes:

^{Incidents are complaint reports received by the Police Conduct Unit that are assessed to be minor and can be resolved immediately. These are recorded as an incident only.}

^{Percentages have been rounded to simplify the data shown.}

Complaint allegations by category and determination per financial year finalised

Complaint allegations made by Aboriginal people

		2024-25		2023-24		2022-23
Category	Determination	Count	%	Count	%	Count	%
Case to answer	Established	19	28.8	3	9.4	4	22.2
	Lesser deficiency found	0	0	0	0	0	0
	Sub total	19	28.8	3	9.4	4	22.2
No case to answer	False report	0	0	0	0	0	0
	For intelligence purposes only	0	0	0	0	0	0
	Member exonerated	15	22.7	17	53.1	4	22.2
	No complaint	0	0	0	0	2	11.1
	Not established	30	45.5	4	12.5	8	44.4
	Unable to determine	2	3.0	6	18.8	0	0
	Unfounded	0	0	0	0	0	0
	Withdrawn	0	0	0	0	0	0
	Sub total	47	71.2	27	84.4	14	77.8
Other	Conciliated	0	0	0	0	0	0
	Not finalised	0	0	0	0	0	0
	Not proceeded with	0	0	0	0	0	0
	Sub total	0	0	0	0	0	0
Other (local management actions)	Not resolved	0	0	0	0	0	0
	Resolved	0	0	0	0	0	0
	Sub total	0	0	0	0	0	0
Other (oversight matters)	No complaint (oversight)	0	0	2	6.3	0	0
	Oversight completed	0	0	0	0	0	0
	Sub total	0	0	2	6.3	0	0
Total		66	100	32	100	18	100

Complaint allegations made by non-Aboriginal people

		2024-25		2023-24		2022-23
Category	Determination	Count	%	Count	%	Count	%
Case to answer	Established	1117	39.3	1302	28.4	1332	28.5
	Lesser deficiency found	0	0	2	0.04	7	0.2
	Sub total	1117	39.3	1304	28.5	1339	28.6
No case to answer	False report	0	0	0	0	0	0
	For intelligence purposes only	7	0.3	1	0.02	12	0.3
	Member exonerated	505	17.8	1155	25.2	736	15.7
	No complaint	22	0.8	41	0.9	289	6.2
	Not established	775	27.2	1306	28.5	968	20.7
	Unable to determine	186	6.5	370	8.1	311	6.7
	Unfounded	0	0	8	0.2	303	6.5
	Withdrawn	6	0.2	3	0.1	24	0.5
	Sub total	1501	52.8	2884	63.0	2643	56.5
Other	Conciliated	0	0	0	0	0	0
	Not finalised	0	0	5	0.1	5	0.1
	Not proceeded with	1	0.04	15	0.3	100	2.1
	Sub total	1	0.04	20	0.4	105	2.2
Other (local management actions)	Not resolved	0	0	0	0	69	1.5
	Resolved	0	0	2	0.04	198	4.2
	Sub total	0	0	2	0.04	267	5.7
Other (oversight matters)	No complaint (oversight)	0	0	0	0	7	0.15
	Oversight completed	226	7.9	367	8.0	319	6.8
	Sub total	226	7.9	367	8.0	326	7.0
Total		2845	100	4577	100	4680	100

Total complaint allegations (aggregated)

		2024-25		2023-24		2022-23
Category	Determination	Count	%	Count	%	Count	%
Case to answer	Established	1136	39.0	1305	28.3	1336	28.4
	Lesser deficiency found	0	0	2	0.04	7	0.15
	Sub total	1136	39.0	1307	28.4	1343	28.6
No case to answer	False report	0	0	0	0	0	0
	For intelligence purposes only	7	0.2	1	0.02	12	0.3
	Member exonerated	520	17.9	1172	25.4	740	15.8
	No complaint	22	0.8	41	0.9	291	6.2
	Not established	805	27.7	1310	28.4	976	20.8
	Unable to determine	188	6.5	376	8.2	311	6.6
	Unfounded	0	0	8	0.2	303	6.5
	Withdrawn	6	0.2	3	0.1	24	0.5
	Sub total	1548	53.2	2911	63.2	2657	56.6
Other	Conciliated	0	0	0	0	0	0
	Not finalised	0	0	5	0.1	5	0.1
	Not proceeded with	1	0.03	15	0.3	100	2.1
	Sub total	1	0.03	20	0.4	105	2.2
Other (local management actions)	Not resolved	0	0	2	0.04	198	4.2
	Resolved	0	0	0	0	69	1.5
	Sub total	0	0	2	0.04	267	5.7
Other (oversight matters)	No complaint (oversight)	0	0	0	0	7	0.15
	Oversight completed	226	7.8	369	8.0	319	6.8
	Sub total	226	7.8	369	8.0	326	6.9
Grand total		2911	100	4609	100	4698	100

^Notes:

^{Totals may not add up due to rounding.}

^{A complaint may consist of one or more allegations against one or more employees. The figures in this table reflect the determination for each allegation not the outcome of a single complaint.}

^{Figures in the table represent all allegations determined (finalised) by financial year and may include complaints lodged in previous financial years.}

^{Data provided for earlier financial years may vary from that previously published due to quality control processes that include capturing historical information.}

^{Percentages have been rounding to simplify the data shown.}

Recommended actions for complaint allegations for each financial year finalised

Complaint allegations made by Aboriginal people

Recommendations	2024-25		2023-24		2022-23
Recommendations	Count	%	Count	%	Count	%
Admonishment	0	0	0	0	0	0
Criminal charges	0	0	0	0	0	0
Discipline charges	0	0	0	0	0	0
Management actions	17	25.8	3	9.4	3	16.7
No data recorded	0	0	0	0	0	0
No action	49	74.2	29	90.6	15	83.3
Resigned/retired	0	0	0	0	0	0
Terminated	0	0	0	0	0	0
Total	66	100	32	100	18	100

Complaint allegations made by non-Aboriginal people

Recommendations	2024-25		2023-24		2022-23
Recommendations	Count	%	Count	%	Count	%
Admonishment	230	8.1	266	5.8	231	4.9
Criminal charges	26	0.9	53	1.2	71	1.5
Discipline charges	45	1.6	56	1.2	78	1.7
Management actions	690	24.3	855	18.7	1004	21.5
No data recorded	2	0.07	5	0.1	7	0.2
No action	1734	61.0	3197	69.9	3086	65.9
Resigned/retired	111	3.9	135	3.0	192	4.1
Terminated	7	0.3	10	0.2	11	0.2
Total	2845	100	4577	100	4680	100

Total complaint allegations (aggregated)

Recommendations	2024-25		2023-24		2022-23
Recommendations	Count	%	Count	%	Count	%
Admonishment	230	7.9	266	5.8	231	4.9
Criminal charges	26	0.9	53	1.2	71	1.5
Discipline charges	45	1.6	56	1.2	78	1.7
Management actions	707	24.3	858	18.6	1007	21.4
No data recorded	2	0.07	5	0.1	7	0.2
No action	1783	61.3	3226	70.0	3101	66.0
Resigned/retired	111	3.8	135	2.9	192	4.1
Terminated	7	0.3	10	0.2	11	0.2
Total	2911	100	4609	100	4698	100

^Notes:

^{Totals may not add up due to rounding}

^{Figures in tables represent outcome actions made against allegations determined (finalised) by financial year and may include outcome actions for complaints lodged in previous financial years.}

^{Data provided for earlier financial years may vary from that previously published due to quality control processes that may capture historical information.}

^{Percentages have been rounded to simplify the data shown.}

Cautions

Recommendation 28 of the Yoorrook for Justice report provides that access to pre-charge cautions in the adult criminal legal system in the appropriate cases should be increased by all necessary legislation and administrative means.

This section details the reporting of cautions issued by police in accordance with Victoria Police’s commitment to progress implementation of recommendation 28(c) of the Yoorrook for Justice report.

Cautions issued by Victoria Police

Indigenous status ^(a)	2024–25	2023–24	2022–23	2021–22	2020–21	Change from 2023–24 (%)	Change over 5 years (%)
Aboriginal	1862	1864	1477	845	518	–0.1	259.5
Non-Aboriginal	13,539	12,895	11,981	9210	8282	5.0	63.5
Unknown	586	525	470	395	378	11.6	55.0

^{Source: Crime Statistics Agency – September 2025 release}

^Notes:

^{Caution data includes both cautions and warnings.}
^{a) Indigenous status is derived using the status that Victoria (a) Police has most frequently recorded for that individual and may not represent the status recorded at the time of the incident.}

Outcome
Operation	Period	Duration (days)	Blood alcohol content offences	Oral fluid test offences	Other road safety offences ^(a)	Crime offences
Scoreboard	26–29 September 2024	4	Not Available	Not Available	Not Available	Not Available
Furlong	1–5 November 2024	5	Not Available	Not Available	Not Available	Not Available
Roadwise	13 December 2024 to 1 January 2025	20	Not Available	Not Available	Not Available	Not Available
Amity	24–27 January 2025	4	Not Available	Not Available	Not Available	Not Available
Arid	7–10 March 2025	4	152	197	4952	363
Compass	17–27 April 2025	11	375	371	11,758	1364
Action	12 May 2025	1	8	19	903	89
Regal	6–9 June 2025	4	205	168	6005	584

Road user	2022–23			2023–24
Road user	Lives lost	Injuries	Collisions	Lives lost	Injuries	Collision
Metro	120	14,681	11,723	124	13,063	10,849
Regional	146	6151	4814	166	5839	4659
State (total)	266	20,832	16,537	290	18,902	15,508

Victoria Police Annual Report 2024–25

On this page

Foreword from the Chief Commissioner of Police

2024–25 in review

Publication information

Victoria Police Annual Report 2024–25: Our organisation

Our vision

Our role

Our values

Respect

Leadership

Professionalism

Support

Integrity

Safety

Flexibility

Our services

Victoria Police regions

Map of Victoria regions

Our operating environment

Our organisational structure

Organisational chart as at 30 June 2025

Senior leadership group

Executive Command Board

Oversight and assurance

Audit and Risk Committee

Risk management

Victoria Police Annual Report 2024–25: Our people

Workforce overview

Full-time equivalent (FTE) summary

A commitment to equality and inclusivity

Employment conditions

2024–25 Honour and awards

Occupational health, safety and wellbeing

Victoria Police Annual Report 2024–25: Our performance

Performance summary

Performance against objective indicators

Performance against output measures for policing and community safety

Quantity

Timelines

Cost

Road safety

Overview

Income from government

Cash flows

Balance sheet

Capital projects/asset investment programs

Victoria Police Annual Report 2024–25: Year in review

Information Sharing Automation Project

Expanded Field Interview project

Expanding Roadside Drug Testing locations

Safer Exchange Site program

Aboriginal Cultural Awareness Training

Cryptocurrency Capability Uplift Program

Victorian Fixated Threat Assessment Centre

Keeping You Safe: Victoria Police Strategy 2023­­­­­–2028

2024–25 Victoria Police Corporate Plan

Policing

Policing: Key achievements in 2024–25

Safer exchange site program

Information Sharing Automation Project

Axon’s auto-transcription tool

Expanded Field Interview project

Online reporting unit

Streamlining State Police Search and Rescue Coordination Centre Services

Completion of the new Benalla Police Station

Sustaining and improving our critical technology infrastructure

Family Violence, Sexual Offences and Child Abuse Strategy 2024–2029

Victoria Police Road Safety Strategy

People

People: Key achievements in 2024–25

Peer support dog pilot

Layered System of Dress

Aboriginal and Torres Strait Islander mentoring program

Child Abuse Report Triage Team

Expanding Roadside Drug Testing locations

Cryptocurrency Capability Uplift Program

Partnerships

Partnerships: Key achievements in 2024–25

Operation Bastion

Keeping You Safe: Victoria Police Strategy 2023–2028