Appendix 1: Diversity and Inclusion Program Logic


An engrained culture and systemic bias has amplified inequality and impeded diversity.


A diverse workplace and inclusive organisation.


  • Engaging hearts and minds
  • Equitable outcomes
  • Employee co-design
  • Licence to challenge
  • Evidence based.

Key assumptions

  • That diversity and inclusion will be a priority for the organisation
  • That diversity and inclusion is also a priority for lead command and departments
  • That the goal of inclusion continues to be adequately resourced
  • That the community values a police force that is reflective of the people it serves.


  • Current policies, processes and training perpetuates systemic inequality
  • Inherent requirements of policing are poorly defined
  • Some key data measures and systems are not fit-for-purpose
  • Lack of clarity and accountability for managers in their response to discriminatory workplace harm
  • Lack of knowledge and understanding of diversity and inclusion.
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    • Engage all employees to advance organisational diversity and inclusion
    • Identify and engage leaders to support diversity and inclusion across the organisation
    • Embed intersectionality into the program of work
    • Establish and maintain relationships between lead commands and departments and employee networks
    • Create monitoring, evaluation and learning framework to inform future planning and strengthen accountability.
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    • Diversity and Inclusion Communication Strategy
    • Diversity and Inclusion Resource Hub and targeted training for managers
    • Authorising framework and diversity and inclusion governance structure
    • Embedded process to ensure inclusivity in all people-focused policies and processes
    • Recommendations proposed for designated units response to workplace harm and for uplift in inclusive capability
    • Programs to enhance diverse and inclusive recruitment, selection and retention are developed
    • Insightful and timely monitoring and evaluation reports.
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    Short-term outcomes (reactive, proactive and progressive)

    • Leaders have increased understanding of the importance of diversity and inclusion
    • Governance structures have increased responsibility for inclusion
    • Recommendations on employee focused policies and processes are accepted
    • People and processes responding to workplace harm have an increased understanding of inclusion
    • Amendments impacting recruitment, progression and retention are endorsed
    • All employees recognise and promote the value of inclusion
    • Inclusive leadership capability developed at all levels of the organisation
    • Response to discrimination enhanced with diversity and inclusion capability
    • Diversity does not restrict access to recruitment and progression
    • Employees drive diversity and inclusion in their workplaces
    • Increased leadership accountability to enable inclusive workplaces
    • Diverse employees feel safe at work
    • Strengthened accountability processes demonstrate discriminatory workplace harm is not tolerated
    • Employees at all levels reflect our diverse community
    • Inclusion is embedded in the cultural identity of Victoria Police
    • Leaders proactively create and sustain inclusive workplaces
    • Diverse employees feel empowered at work
    • Employees have confidence in response to discriminatory workplace harm
    • Discriminatory workplace harm is minimised
    • The diversity of Victoria Police strengthens service delivery to the community.
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    Long-term outcomes (inclusive)

    • Victoria Police champions inclusion
    • Leaders harness diversity and inclusion to achieve organisational results
    • Employees feel valued and have a true sense of belonging
    • The community has trust in our response to diverse communities.
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    A diverse workplace and inclusive organisation