Workforce and Diversity Action Plan 2020-2022 - Department of Fire and Emergency Services
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Department of Fire and Emergency Services Workforce and Diversity Action Plan 2020–2022 dfes.wa.gov.au FOR A SAFER STATE
Acknowledgement of Country and Traditional Owners The Department of Fire and Emergency Services acknowledges the Traditional Custodians of the lands we live on. We pay our respects to all Elders, past, present and emerging, of all Aboriginal and Torres Strait Islander nations.
Contents
Commissioner’s Leadership Statement 01
About Us 02
Our Workforce 03
Our Action Plan 05
Our Commitment 06
Our Capability 07
Our Focus 13
Aboriginal Australians 14
People with disability 18
Intergenerational equity for youth and mature-age people 22
Culturally and linguistically diverse (CALD) people 25
Women in leadership 28
People with diverse sexualities and genders 30
Measuring Our Success 32
Contact Us 33Commissioner’s Leadership Statement
The Department of Fire and Emergency Services (DFES) is proud to be an inclusive the negative effects of bias, both conscious and unconscious.
employer and values the diversity of all our DFES personnel and volunteers. DFES’s
The People and Culture Governance Committee, formerly known as the Equity and
Workforce and Diversity Action Plan 2020-2022 provides a blueprint to build the
Diversity Committee, will provide the stewardship for all people and culture related
diversity and capacity of our workforce. To achieve our vision of All Western
matters within DFES and will help drive and promote a positive organisational culture,
Australians working together for a safer State, it is crucial that we represent the
aligned to DFES’s capacity and capabilities.
community we serve.
There is no suggestion that achieving greater diversity is easy. However, we must do
With this in mind, in 2018 we launched our Statement of Strategic Intent 2018-2020,
more to take full advantage of the opportunities that diverse and inclusive teams
which outlined our future direction. Unwaveringly, we recognised that people hold
bring and offer. Through a consolidated effort, we will and we can achieve a positive,
the key to building an effective emergency management service. Therefore, our
dynamic, productive and inclusive emergency service organisation.
Statement of Strategic Intent’s key initiatives included a greater focus on building
a sustained culture that is inclusive and collaborative, where DFES personnel and
volunteers are engaged and feel valued. This means we work together to get things
Darren Klemm AFSM
done, hold each other accountable, focus on mutual support, share knowledge, build
Commissioner
our capabilities and create mutually beneficial relationships with our stakeholders
and Western Australian communities.
Workplace inclusion is key to unlocking and enhancing our workforce potential. We
are committed to improving diversity outcomes by improving the way we recruit,
develop, retain and value our talented people. Together DFES will achieve this by
implementing contemporary human resource and safety management practices that
optimise employment opportunities and contribute towards the social and economic
wellbeing of all people.
DFES’s executive leadership group, the Corporate Executive Committee,
wholeheartedly back this workforce and diversity blueprint. The Corporate Executive
Committee will continue to advocate the value of inclusiveness where all DFES
personnel and volunteers are encouraged to contribute fully and are recognised and
valued for their differences in an environment that is free from discrimination and
1 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022About Us
Established 1 November 2012, the Department of Fire and Emergency Services (DFES) performs a critical role
coordinating emergency services for a range of natural disasters and emergency incidents threatening life
and property.
Working in collaboration with Western Australian communities and an array of government agencies, DFES helps
prevent, prepare for, respond to and recover from diverse hazards including fires, cyclones and floods to name
a few.
DFES personnel and volunteers work closely particularly with the Western Australia Police Force and St John
Ambulance, helping to coordinate and carry out search and rescue missions on land and at sea, and assist at road
and traffic emergencies across the State. Additionally, DFES provides advice on emergency management issues to
various local, State and national stakeholders.
Comprising of more than 1600 operational and corporate personnel, and supported by an extensive network of
more than 27,000 volunteers, the workforce is engaged in the delivery of services across the State.
Our people have a wide range of experience and skills, and collectively they play an important part in making
Western Australia a safer place to live. Together with our emergency management partners, we are responsible
for delivering emergency management services for the largest jurisdiction in Australia, with a population of
approximately 2.7 million.
DFES operates 24 hours per day, seven days per week, on land, in the air and by sea across 2.59 million square
kilometres of our great State.
2 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Our Workforce
Our workforce is comprised of:
Career Fire and Rescue Service (CFRS)
Public Service and Government Officers
Fleet and Equipment Technicians
Bush Fire Service (BFS) under the control of DFES
Volunteer Fire and Rescue Service (VFRS)
State Emergency Service (SES)
Marine Rescue Western Australia
Volunteer Fire and Emergency Service (VFES)
Fire and Emergency Service Units (non-VFES).
Volunteers form 95 per cent of DFES’s response team and attend over 7,500 incidents per year. Volunteer support
is critical in helping local communities prepare, defend and recover from fire, flood, storm, cyclone, and search and
rescue. Volunteers contribute to the economic, social, environmental and cultural resilience of local communities.
In order to develop and maintain a competitive and sustainable volunteer workforce and undertake evidence
based volunteer workforce action planning, DFES developed the Western Australian Emergency Services Volunteer
Sustainability Strategy 2016-2024. This strategy outlines our commitment to supporting our volunteers now and
into the future by identifying the many factors, issues and stakeholders that impact, promote and influence the
recruitment and retention of members in this workforce.
This strategy brings into focus our commitment to the Western Australian emergency services volunteer workforce.
3 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022KIMBERLEY
2 22 12 494
KIMBERLEY
PILBARA
Our Workforce at a Glance 2 22 Kununurra
12 494
2 27 14 656
PILBARA
Kununurra MIDWEST GASCOYNE
Broome
2 27
KIMBERLEY 14 656
2 107 40 2,461
MIDWEST GASCOYNE
Metro North Broome
Coastal KIMBERLEY GOLDFIELDS MIDLANDS
Port Hedland
Karratha 2 107 40 2,461
Metro North 3 132 37 3,344
Coastal GOLDFIELDS MIDLANDS
PILBARA
Port Hedland
Karratha PERTH METROPOLITAN
3 132 37 3,344
PILBARA 31 100 1,500 4,589
Metro
PERTH METROPOLITAN
Joondalup North East UPPER GREAT SOUTHERN
Perth 31 100 1,500 4,589
Metropolitan
Metro
Area East
North MIDWEST GASCOYNE 1 100 8 3,483
Joondalup
Belmont UPPER GREAT SOUTHERN
GREAT SOUTHERN
olitan
MIDWEST GASCOYNE 1 100 8 3,483
Belmont
Geraldton 2 131 44 4,971
GREAT SOUTHERN
Metro
DFES SOUTH WEST
South East GOLDFIELDS MIDLANDS
Emergency
Services Geraldton 2 131 44 4,971
Kwinana Complex
DFES
Metro 2 50 63 1,671
South East Metro GOLDFIELDS MIDLANDS SOUTH WEST
Emergency Kalgoorlie
Services South LOWER SOUTH WEST
Coastal
Kwinana Complex
Northam 2 50 63 1,671
Metro Kalgoorlie
South 1 122 21 4,809
UPPER GREAT SOUTHERN LOWER SOUTH WEST
Coastal
SOUTH WEST Narrogin
MAP LEGEND Northam GREAT SOUTHERN TABLE LEGEND
Bunbury
Esperance DFES offices/career stations Paid personnel
DFES Emergency Services Complex 1 122 21 4,809
LOWER SOUTH WEST
UPPER GREAT SOUTHERN Volunteer brigades/groups/
Regional offices Manjimup Total volunteers
SOUTH WEST Narrogin units (includes Bush Fire Service
ND GREAT SOUTHERN TABLE LEGEND volunteers)
Bunbury Albany
Emergency Services Complex Esperance DFES offices/career stations Paid personnel
LOWER SOUTH WEST Volunteer brigades/groups/
nal offices Manjimup Total volunteers
units (includes Bush Fire Service
volunteers)
Albany
4 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Our Action Plan
Workplace diversity and inclusion matters. TheWorkforce and Diversity Action Plan Inclusion refers to the way our organisational culture relates to our working
2020-2022 (Action Plan) focuses on a cohesive set of actions underpinned by environments where all people are treated fairly and respectfully, with equal access
enduring principles. This Action Plan serves as a guide for DFES to realise good to opportunities and resources. It is not about treating everyone exactly the same all
practices and systems of attracting, recruiting, retaining and developing our people; of the time, rather our culture, values and behaviours are such that everyone feels
in line with the Public Sector Standards in Human Resource Management. This will they are thriving and appreciated in the workplace.
require sustained effort, a different way of doing things and stronger accountability.
With a reenergised approach, this Action Plan is in effect an overarching blueprint In this way, diversity becomes a strategic asset that drives performance. In turn,
designed to build an inclusive culture where: it creates a strong and dynamic working environment that effectively accesses
the potential of an untapped workforce. The principles of respect, inclusion and
individual differences are respected embracing difference are to be reflected at all levels our organisation. Excellence
diverse skills and knowledge are valued and utilised in service delivery will come from genuinely understanding our communities and
stakeholders in all its diversity.
opportunities are available for all
The Action Plan will guide and progress our people management skills, processes
engagement and partnership with stakeholders is effective and practices to be non-discriminatory and provide optimal employment opportunity
the voice of our communities are represented. for people from all diversity profiles. This Action Plan aligns to a primary objective
highlighted in the Department of Fire and Emergency Services Strategy 2020-24 that
being: Nurture a culture where we value diverse and capable people who are united
By valuing workplace inclusion and diversity, we see benefits such as: and supportive.
improved engagement and wellbeing
better retention of talent
improved performance
increased innovation
improved services to our communities
minimised risk of unlawful behaviours such as bullying, discrimination
and harassment
being an employer of choice.
5 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Our Commitment
Our commitment is reinforced by guiding principles that provide focus for our deliberate actions that will form the
critical success factors. This Action Plan will enable us to realise the vision of culturally inclusive work environments
where DFES personnel and volunteers are supported and valued for their contribution, and where managers and
supervisors are diversity aware.
Focus Guiding Principles
Attract, Recruit and Retain Our workforce reflects the diversity of the communities we service. We will provide resources to build the capability
and confidence of our people to harness the power of an inclusive and diverse workforce.
Build, Develop and Educate We provide opportunity for growth and development. We will recognise the value of flexible work and the removal of
barriers to foster a high performing and dynamic workforce.
Inclusive Design We will show case the benefits of designing for diversity and ensure our practices, services, programs and facilities
are accessible. By taking a universal inclusive design approach, we will effectively remove barriers that create
exclusion. Inclusive design is human centred and helps to uncover additional efficiencies and potentials often
hidden when designing for the majority takes precedent.
Engage and Collaborate Inclusion and diversity is everyone’s responsibility and requires a collective approach.
Lead and Inspire Leading self, leading others - strong leadership that sets the tone for diversity of thought, respecting the various
backgrounds, experiences, and frames of reference that give each person a sense of self. Inclusive leadership
assures that all people feel they are treated respectfully and fairly, are valued and sense they belong, and are
confident and inspired.
6 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Our Capability
High performing contemporary organisations understand they are only ever as good Curiosity about others: They demonstrate an open mindset and deep curiosity
as their workforce. Placing their people first is therefore vital to business success. about others, listen without judgment, and seek with empathy to understand those
The capability of our people has a direct impact on the quality of services DFES around them.
delivers to our communities, therefore developing, supporting and enhancing the
contribution made by all our people must be front and centre of our work. Cultural intelligence: They are attentive to others’ cultures, awareness of variances
in identity in all its multiple facets, and adapt as required.
Our capability is influenced by the quality of our leadership and the capacity of our
Effective collaboration: They empower others, pay attention to diversity of thinking
people to learn, develop and thrive.
and psychological safety, and focus on team cohesion.
Inclusive Leadership Learning and Development
Leadership is vested in every one of our people – regardless of their role, their
A new enterprise learning and development strategy is in-development and its
pay or their place in the organisation. That’s because leadership begins with
design is intended to inform the current state and improve future state
leading ourselves: we complete our work to a high standard, we are willing to
organisational capacity and capability across both the operational and corporate
learn and we work well with others to do the job at hand.
business environments.
(Sharyn O’Neill, Public Sector Commissioner, October 2019)
DFES Learning and Development currently undertakes the development, delivery and
management of the following core training:
Inclusive leadership assures that all people feel they are treated respectfully
Operational training including firefighter and officer training programs
and fairly, are valued and sense that they belong, and are confident and inspired.
According to the Harvard Business Review (March 2019) , traits or behaviours that Pathways and Volunteer Training Programs
distinguish inclusive leaders from others include:
Training administration systems and records
Visible commitment: They articulate authentic commitment to diversity, challenge State exercise development
the status quo, hold self and others accountable and make diversity and inclusion a
personal priority. Incident Management training, academic and specialist programs
Humility: They are modest about capabilities, admit mistakes, and create the space Registered Training Organisation compliance.
for others to contribute.
Awareness of bias: They show awareness of personal blind spots as well as flaws in
the system and work hard to ensure meritocracy.
7 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Our Capability
Develop our workforce individually and collectively, to meet the present and future needs of our communities
Focus Actions Responsibility Timeframe
Attract, Review, evaluate and update existing recruitment strategies and establish clear and strategically Human Resources September
Recruit and aligned recruitment objectives to build capability to meet and exceed diversity targets and Safety 2020
Retain
Review and improve existing recruitment workflows to ensure they are fit for purpose, efficient
and effective
Periodically audit recruitment processes inclusive of promotions and transfers with the end-user in mind
Develop guidelines outlining a variety of fit for purpose assessments and selection methods, with a
focus on:
ensuring assessment and selection methods are inclusive by incorporating reasonable adjustments
(e.g. for people with disability)
undertake a trial for rolling recruitment and recruitment pools
Make necessary improvements to our external recruitment web pages with a focus on accessibility December
2020
Explore recruitment flexibilities that are not included in Public Sector Commissioner’s Instruction No.
2 - Filling a Vacancy but which public sector agencies have the discretion to determine according to
agency need such as:
job application process – what form the application should take and how the application is lodged
shortlisting process – used to determine shortlisted applicants
selection process – used to determine preferred and suitable applicants
Develop a talent management strategy with guidelines that outline key methods to systematically
identify, attract, develop, engage, deploy and retain individuals who are of particular value to our
workforce capability
8 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Focus Actions Responsibility Timeframe
Attract, Identify and develop strategic partnerships with appropriate organisations and community groups to Human Resources December 2020
Recruit and engage and attract a diverse range of suitable applicants and Safety
Retain
Deliver training that prevents conscious and unconscious bias, particularly for key decision makers
and hiring managers to build a comprehensive understanding of the benefits of diversity, inclusion and
substantive equality
Investigate opportunities for CFRS physical aptitude testing to be conducted in regional locations and
hold information sessions and open days for diversity groups
Develop a suite of new and inclusive volunteer roles and role descriptions that attract and retain a Strategic Volunteers July 2021
diverse range of suitable applicants and Youth Programs
Review and update DFES personnel and volunteer induction content to ensure inclusion and diversity Human Resources June 2020
principles are embedded and Safety
Build, Provide training and development opportunities for all DFES personnel and volunteers to enhance skills Learning and December 2022
Develop and and adapt to internal and external workforce changes and challenges Development
Educate
Facilitate mentoring opportunities by seeking partnerships with appropriate mentoring services and
programs
Review the WA Public Sector Inter Agency Mentoring Program and determine how it may be
incorporated into DFES mentoring opportunities
Facilitate coaching opportunities by seeking partnerships with appropriate coaching services and
programs
Develop and implement a Mental Health and Wellbeing Strategy with a focus to increase mental health Human Resources December 2020
and wellbeing literacy, awareness and understanding of mental health conditions and appropriate and Safety
support services
9 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Focus Actions Responsibility Timeframe
Inclusive Support workplace flexibility by: Human Resources December 2022
Design and Safety
providing clear guidelines about flexible working arrangements and leave types
educating managers and supervisors regarding the value of flexible work
implementing a keep in touch scheme for DFES personnel on extended leave (e.g. parental leave,
career breaks)
exploring flexible working arrangements for CFRS members
Offer new and flexible ways for people to volunteer beyond first responder roles Strategic Volunteers December 2022
and Youth Programs
Increase eAcademy usability and accessibility for DFES personnel and volunteers Learning and December 2022
Development
Review existing policies, procedures and supporting resources to improve the understanding of Human Resources December 2022
expected behaviours at work and to prevent unacceptable behaviours such as bullying, discrimination and Safety
and harassment
Review and provide training to reinforce expected behaviours at work and to prevent unacceptable Human Resources December 2022
behaviours such as bullying, discrimination and harassment by: and Safety
implementing an online biannual refresher workplace behaviour training with a target of 90% Professional
employee completion Standards
delivering targeted face-to-face training for Tier 3 and 4 managers, and supervisors and DFES
personnel
ensuring all Job Description Forms (JDF) state a commitment to Equal Employment Opportunity
(EEO) principles and other positive workplace behaviours
training participation rates to be included in executive performance reporting
10 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Focus Actions Responsibility Timeframe
Inclusive Workforce data to be collected and analysed to identify any emerging issues and opportunities for Human Resources Biannual
Design improvement. This is to be provided to the People and Culture Committee and the Corporate Executive and Safety
Committee. It will include:
reports on the usage of the free confidential counselling program
reports on DFES personnel and volunteers on-boarding and exit surveys
results from periodic workplace perception surveys
Improve and maintain an up to date diversity data collection system to support DFES workforce December 2022
planning decisions
Implement the DFES Disability Access and Inclusion Plan (DAIP) December 2022
Develop and implement a DFES Reconciliation Action Plan (RAP) - Reflect December 2020
Promote and communicate the Workforce and Diversity Action Plan internally and externally Human Resources December 2022
and Safety
Media and
Communications
Engage and Ensure all workforce related matters arising from DFES committees and working groups are made Human Resources December 2022
Collaborate available to relevant stakeholders to facilitate knowledge sharing, wider participation, contribution, and Safety
promotion and celebration of collaborative partnerships
Promote the completion of Family and Domestic Violence (FDV) training to support a flexible and safe Human Resources December 2022
workplace for DFES personnel affected by FDV and to enable them to continue their employment and and Safety
receive further assistance, as appropriate
Develop a dedicated training information page on the Volunteer Hub to keep volunteers informed of Learning and December 2021
professional development opportunities Development
11 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Focus Actions Responsibility Timeframe
Engage and Research, develop and roll out a pilot internal Diversity Award program that recognises the value of Human Resources June 2021
Collaborate diversity and inclusion to improve organisational performance and Safety
Support and help drive diversity priorities outlined in this Action Plan People and Culture December 2022
Committee
Lead and Progress work on enhancing development pathways for volunteers Learning and June 2021
Inspire Development
Implement an Officer Development Program for Community Emergency Services Managers, Area Learning and June 2021
Officers and Station Officers Development
Report on the progress of the Workforce and Diversity Action Plan to the People and Culture Human Resources Quarterly
Committee and the Corporate Executive Committee and publish progress updates online and Safety
12 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Our Focus
Central to this Action Plan, will be our focus on the following diversity profiles: Culturally and linguistically diverse (CALD) people
People who are born in identified countries that are not mainly English speaking.
Aboriginal Australians
Our Focus: Improve our understanding and respect of CALD communities and build
People who identify as being of Aboriginal or Torres Strait Islander origin. intercultural competency and awareness.
Our Focus: Create and maintain a culturally safe and inclusive workplace and
increase cultural competency.
Women in leadership
People who identify as women and are part of the Senior Executive Service or hold
People with disability key management positions.
People who identify as having a mild or moderate core activity limitation. Our Focus: Embrace innovation and collaboration to achieve real gender equity
Our Focus: Greater inclusion and removal of barriers to tackle all forms of bias and outcomes for women.
address stereotypes.
People with diverse sexualities and genders
Intergenerational equity for youth and mature-age people People who identify as having sexualities or genders that are outside the dominant
Youth: people who are aged 24 years and under. Mature-age: people who are aged social norm.
45 years and over. Our Focus: Support and protect the equitable and fair representation of people with
diverse sexualities and genders and remove bias and discrimination.
Our Focus: Continue to generate fairness and justice, in terms of treatment and
interactions across the generational continuum.
13 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Aboriginal Australians
Representation of Aboriginal Australians in the public sector workforce has remained Workforce diversity targets for Aboriginal Australians
at 2.7% for the last four years (Public Sector Commission 2019).
Public Sector
We acknowledge the importance and impact of history as well as the importance Commission 2015 2016 2017 2018 2019 2020 2021 2022
of working together. We are dedicated to improving employment and training
opportunities, job outcomes and career progression for Aboriginal Australians. DFES Actual
will continue to listen, learn and develop collaborative partnerships to enhance our representation 2.8 2.7 2.7 2.7 2.6
efforts to reduce inequalities most felt by Aboriginal Australians. We strive to develop (%)
trust, gain better engagement noting that language and understanding of cultural
protocols are important for successful engagement. Proposed
targets (%) 2.75 2.85 3.0
To assist with increasing workforce representation of Aboriginal Australians, DFES
will develop and relaunch a new and improved Reconciliation Action Plan (RAP) -
Reflect 2021-2023. The RAP will assist DFES in creating, guiding and maintaining
work environments that respect Aboriginal Australians’ histories and cultures,
focus on building respectful relationships through meaningful engagement, and
provide employment opportunities that will make DFES a better place for Aboriginal
Australians to work.
14 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Aboriginal Australians
Create and maintain a culturally safe and inclusive workplace and increase organisational cultural competency
Focus Actions Responsibility Timeframe
Attract, Design and implement culturally appropriate recruitment and selection processes by: Human Resources June 2021
Recruit and and Safety
identifying and filling all current 50(d) positions across DFES
Retain
designing staged application processes with realistic activities/tasks to address often complex
selection criteria
providing information to selection panels on the Public Sector Commission Merit Principle outlined
in the Commissioner’s Instruction No. 1 – Employment Standard
Develop and implement actions arising from the new Reconciliation Action Plan (RAP) - Reflect 2021– December 2020
2023 and establish a RAP Aboriginal Workforce Development Strategy Working Group
Incorporate measures to improve equity and diversity targets across DFES by: December 2022
utilising Section 51 of the Equal Opportunity Act 1984 (WA) to attract and recruit applicants from all
diversity groups
educating managers and selection panels about the use of Sections 50 and 51 under the Equal
Opportunity Act 1984 (WA)
Develop and utilise culturally appropriate communication strategies to attract potential Aboriginal
applicants with a focus on:
advertising current vacancies on Jobs and Skills WA, Aboriginal Services Jobs Board and other
relevant sites and publications
creating on-going relationships with universities and TAFEs to promote DFES employment pathways
and other opportunities
partnerships with Jobs and Skills WA, Aboriginal Services Jobs Board to identify and attract suitable
applicants
promoting positions internally by encouraging and supporting DFES Aboriginal employees to apply,
where appropriate
15 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Focus Actions Responsibility Timeframe
Attract, Develop and explore opportunities to: Human Resources December 2022
Recruit and and Safety
host public sector and school based trainees
Retain
develop integrated and sponsored graduate, apprenticeship, trainee and cadetship programs
Build, Deliver Aboriginal Cultural Awareness and Cultural Competency training including online refresher Learning and December 2022
Develop and courses for all DFES personnel and volunteers Development
Educate
Human Resources
and Safety
Identify professional development opportunities to support DFES Aboriginal employees with their Human Resources December 2021
career development through encouraging attendance at public sector resume writing and selection and Safety
criteria workshops
Develop an Emerging Aboriginal Leadership Program to increase employee talent retention
Develop and implement a mentoring program to support and promote Aboriginal people in obtaining
higher level positions
Develop a buddy system for all new Aboriginal employees December 2020
Develop and implement an Aboriginal Trainee Mentor Program March 2021
Improve and maintain an up to date diversity data collection system to support DFES workforce January 2021
planning decisions relating to Aboriginal people
Engage and Pilot the use of an expression of interest register for future jobs targeted at Aboriginal people (e.g. for Human Resources December 2020
Collaborate use at community events) and Safety
16 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Focus Actions Responsibility Timeframe
Engage and Explore the possibility of displaying Aboriginal artwork and other culturally significant materials Human Resources December 2022
Collaborate across DFES owned and leased buildings and Safety
Identify strategic partnerships to engage and attract a diverse range of talent such as: Human Resources December 2020
and Safety
participating in community events and forums relevant to increasing Aboriginal employment
engaging with workforce agencies, Aboriginal community groups, universities, TAFEs, government
and non-government organisations to attract Aboriginal applicants
organising cultural events such as NAIDOC Week
Lead and Promote the benefits of completing the Public Sector Commission’s online ‘Sharing Culture – Cultural Human Resources December 2020
Inspire Awareness Module’ and Reconciliation Australia’s ‘Share our Pride’ online awareness raising program and Safety
Welcome to Country is performed by an Aboriginal Elder and/or Acknowledgement of Country is All Commands December 2022
delivered by a DFES employee at significant events
17 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022People with disability
Representation of people with disability has trended down over the last five years and Workforce diversity targets for people with disability
is currently at 1.5% of the public sector workforce (Public Sector Commission 2019).
Public Sector
Approximately one in five Australians have some form of disability (Australian Bureau Commission 2015 2016 2017 2018 2019 2020 2021 2022
of Statistics). Discrimination in the workplace is the number one barrier for people
with disability (Australian Human Rights Commission). Many people with disability who Actual
want to work have the necessary skills and are capable, yet they encounter individual representation 2.2* 2.0* 1.9* 1.5 1.5
and structural barriers to employment. (%)
A disability confident organisation understands the impact of disability, identifies Proposed
and deliberately removes barriers at both individual and collective levels. Practical targets (%) 1.6 2.2 2.9
approaches that prioritise and address disability employment issues include flexible
work arrangements and processes for reasonable workplace adjustments. Training
and support is also required to ensure DFES personnel and volunteers have a
comprehensive understanding of disability.
By taking this approach, DFES will endeavor to achieve the status of being a disability
confident organisation that is supportive, positive and inclusive for all people
particularly those with disability. This will also help eliminate all forms of disability
discrimination: direct, indirect or unintentional.
This Action Plan, aligned to the Department’s Disability Access and Inclusion
Action Plan 2015-2020 (DAIP), outlines a number of new initiatives that will promote
inclusiveness and increase workforce representation of people with disability
* In 2017, DEOPE reported 1890 people with disability which included 194 employees who were incorrectly Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022
reported by their agency as having disability.
18People with disability
Greater inclusion and remove barriers, to tackle all forms of bias and address stereotypes
Focus Actions Responsibility Timeframe
Attract, Review new mechanisms such as the RecruitAbility Scheme to fast track people with disability, to Human Resources December 2020
Recruit and interview and work experience to a role matching their skills and Safety
Retain
Partner with external organisations and disability service providers to improve employment January 2020
opportunities for people with disability
Explore the option of partnering with a disability service provider to implement a traineeship program December 2020
for people with disability
Develop a pilot toolkit for managers and selection panels that will provide information to assist in April 2020
recruiting and retaining people with disability
Ensure recruitment systems and processes are accessible and inclusive for people with disability December 2020
Provide managers and selection panels with guidelines on reasonable workplace adjustments
Promote our work experience and entry-level pathway programs to provide employment opportunities
for people with disability, including Aboriginal people with disability
Explore the suitability of participating in the Public Sector Commission’s Disability Employment June 2020
Programs including traineeships and cadetships
Build, All DFES personnel and volunteers are encouraged to complete Disability Awareness training to better Human Resources June 2021
Develop and understand and support people with disability and Safety
Educate
19 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Focus Actions Responsibility Timeframe
Inclusive Review our procurement policies and practices to ensure accessibility through a universal design Human Resources December 2021
Design approach for all service, system or property related procurement activities and Safety
Ensure as much as possible that Departmental web content is compliant with Web Content Media and December 2022
Accessibility Guidelines (WCAG) 2.0 AA and accessible for people with disabilities Corporate
Communications
Continue to enhance accessibility and compatibility of documents for people with vision All Commands December 2022
impairments and other disabilities
Develop and implement the Disability Access and Inclusion Action Plan 2021–2025 with a focus on but Human Resources December 2020
not limited to: and Safety
qualifying as a disability confident organisation
improving people with disability data collection
Engage and Celebrate events of significance such as: Human Resources December 2022
Collaborate and Safety
International Day of People with Disability
R U OK? Day
World Mental Health Day
Implement internal and external communication activities to raise disability awareness including June 2020
disabilities that are not always visible for example acquired brain injury
Facilitate a disability employee network to harness the experiences and knowledge to support and March 2020
foster an accessible and inclusive workplace culture
Implement measures that foster a culture of trust and inclusion, where people with disability feel December 2022
comfortable to share their disability information and therefore enable managers and supervisors to be
more responsive in accommodating accessibility needs
20 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Focus Actions Responsibility Timeframe
Lead and Trial the Changing Mindsets: Direct Experiences Program to encourage senior leaders to think Human Resources June 2021
Inspire differently about the recruitment, career progression and overall work experience of people and Safety
with disability
Set workforce goals to shift the equity index for people with disability to ensure they are represented December 2020
in higher tiers and higher salaries of employment, where appropriate
Implement universal design principles to ensure people with disability are considered in all All Commands December 2022
organisational planning activities
21 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Intergenerational equity for youth and mature-age people
Young people aged 24 years and under decreased in representation in the public Workforce diversity targets for youth
sector workforce over the last five years, notably at 4.2% in 2019. Representation
of mature-age people aged 45 years and over in the public sector workforce Public Sector
Commission 2015 2016 2017 2018 2019 2020 2021 2022
has remained stable over the last five years and in 2019 is at 52.5% (Public Sector
Commission 2019).
We value, protect and positively engage with youth, as they are our future emergency 4.3 4.2
responders and community disaster resilience advocates. Youth offer a unique (%)
view of the work we do and have much to contribute to building safe and resilient
communities. DFES has implemented the Child Safe, Child Friendly Policy to support, Proposed
targets (%) 4.3 4.5 4.8
protect and engage youth who seek to work or volunteer in the emergency
services and for those who may connect with DFES personnel and volunteers in the
community. Attracting, recruiting, developing and retaining young people is a priority
area for DFES and is a key focus.
Similarly, the experience of mature-age employees can provide significant benefits
to DFES including retention of corporate and industry knowledge. Mature-age
employees can bring a depth of thinking and knowledge sharing that can truly
complement a younger workforce and make for a very strong team.
Age diversity can have substantial positive productivity effects, particularly in terms
of expertise, innovation and creativity.
22 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Intergenerational equity for youth and mature-age people
Continue to generate fairness and justice across the generational continuum in terms of treatment and interactions including youth, adults and seniors
Focus Actions Responsibility Timeframe
Attract, Attract and retain employees 24 years of age and under through an integrated employment pathway Human Resources June 2021
Recruit and continuum, for example moving from work experience to a traineeship and Safety
Retain
Consider innovative recruitment techniques that increase youth employment prospects such as video December 2021
submission of job applicantions
Attend career expos and university open days to promote DFES December 2022
Trial implementation of Section 66ZP of the Equal Employment Opportunity Act 1984 to target December 2021
recruitment and development opportunities to increase the representation and advancement of youth
and mature-age people in employment
Identify opportunities to improve the recruitment and retention of intergenerational employees December 2022
Build, Create opportunities for young professionals to attend leadership conferences and seminars Human Resources September 2020
Develop and and Safety
Educate
Inclusive Implement and evaluate the pilot Youth Employment Strategy (YES) Project in Halls Creek Strategic Volunteer December 2021
Design and Youth Programs
Develop procedures and guidelines to support mature-age people seeking to change their employment Human Resources December 2020
status from ongoing to a transition to retirement arrangement and Safety
Develop resources which support managers and supervisors to appropriately manage a multi- March 2021
generational workforce
23 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Focus Actions Responsibility Timeframe
Inclusive Ensure reasonable workplace adjustments, assistive technology and health case management are Human Resources December 2022
Design extended to mature-age employees to minimise workplace barriers caused by acquired disability or and Safety
chronic health conditions
Engage and Establish a mentoring program partnering senior DFES personnel with youth Human Resources December 2022
Collaborate and Safety
Implement internal and external communication activities which are age-positive and address negative
stereotypes, age discrimination and promote the positive contributions of an intergenerational
workforce
Lead and Collect and analyse workforce data to identify trends in intergenerational employment and identify any Human Resources Quarterly
Inspire organisational human capital risks to our future capability and Safety
24 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Culturally and linguistically diverse people
Representation of culturally and linguistically diverse (CALD) people was Workforce diversity targets for culturally and linguistically diverse people
approximately 12.5% of the public sector workforce between 2015 and 2017; and
increased to 13.1% in 2018 and 13.3% in 2019 (Public Sector Commission 2019). The Public Sector
Commission 2015 2016 2017 2018 2019 2020 2021 2022
definition of culturally and linguistically diverse used in the public sector is limited
and based on country of birth only. In other jurisdictions, the definition is broader and
encompasses other characteristics. Actual
representation 12.4 12.6 12.7 13.1 13.3
Australia has a unique history that has shaped the diversity of its people and culture (%)
and there is a need to recognise that people from CALD backgrounds are not
homogenous. There is considerable diversity within each group, as well as many other Proposed
targets (%) 13.6 13.9 14.3
factors that affect each person’s identity. Similarly, a person may have a bicultural or
multicultural heritage. A person’s cultural, ethnic or religious identity is likely to have
a significant influence, either conscious or unconscious, on their beliefs, behaviour,
values and attitudes. There is a range of other factors that are relevant for example:
age, gender, education and socioeconomic status
level of proficiency in English
the reason for migration and how long they have been living in Australia
whether the person is a first, second or later generation Australian
the extent to which they identify with a particular cultural or ethnic group.
People from CALD backgrounds across Western Australia face many hurdles in their
search for work, from a lack of recognition of previous skills and qualifications
through to cultural differences and language barriers. Inclusion matters and
long-term employment allows people from CALD backgrounds to gain financial
independence, build confidence and self-esteem, and foster a vital sense of
belonging.
25 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Culturally and linguistically diverse (CALD) people
Improve our understanding and respect of CALD communities and build intercultural competency and awareness
Focus Actions Responsibility Timeframe
Attract, Review all recruitment activities to determine the level of applications from people from CALD Human Resources December 2020
Recruit and backgrounds and remove barriers and reduce selection bias, where appropriate and Safety
Retain
Trial implementation of Section 51 of the Equal Opportunity Act 1984 to target recruitment and
development opportunities to increase representation of people from CALD backgrounds
Build, Build knowledge and deliver cultural awareness and competency training for all DFES personnel and Human Resources December 2020
Develop and volunteers and Safety
Educate
Investigate the availability of suitable work rooms to be used for personal reflection, meditation June 2020
or prayer
Improve and maintain an up to date diversity data collection system to support DFES workforce June 2020
planning decisions relating to people from CALD backgrounds
Engage and Promote DFES employment and volunteer pathways to CALD communities through the Office of Human Resources December 2022
Collaborate Multicultural Interests and Safety
Celebrate cultural days of significance such as Harmony Day and Refugee Week
Lead and Provide cultural awareness and competency training specifically tailored to managers and supervisors Human Resources June 2021
Inspire and Safety
Identify executive sponsors to promote the value and contribution of people from CALD backgrounds in
the workforce
26 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Women in leadership
Women have represented approximately 72.8% of the public sector workforce over Workforce diversity targets for women in leadership
the last five years and representation of women in the Senior Executive Service
(SES) has increased with a 4.3 percentage point rise to 36% in 2019 (Public Sector Public Sector
Commission 2015 2016 2017 2018 2019 2020 2021 2022
Commission 2019).
Women remain under-represented in senior leadership positions. Increasing the Actual
number of women in senior leadership and key management positions is paramount representation 31.7 32.9 34.2 33.3 36.0
to achieving equality in the workforce. Providing women with advancement and (%)
support requires sustained effort, a different way of doing things and stronger
accountability. Proposed
targets (%) 38.3 40.7 43.0
Attracting more women is also a major strategic workforce issue for the emergency
services sector. The Male Champions of Change Program was established in April 2017
with support from the Australasian Fire and Emergency Services Authorities Council
(AFAC). Convened by the Victorian Human Rights and Equal Opportunity Commissioner,
its membership includes Chief Executives and Commissioners from leading
agencies, including our DFES Commissioner. Together their objective is to advance
gender equity, promote inclusive cultures and achieve significant and sustainable
improvements in the representation of women in our workplaces, including senior
leadership positions amongst our DFES personnel and volunteers. This Action Plan
is in addition to the strategic work undertaken by the Male Champions of Change
Program.
27 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Women in leadership
Embracing innovation and collaboration to achieve real gender equity outcomes for women
Focus Actions Responsibility Timeframe
Attract, Revise existing strategies and practices to increase the representation of women in senior leadership Human Resources December 2022
Recruit and and management positions across all business areas through the: and Safety
Retain
promotion and support of women to apply for acting opportunities, promotional positions,
secondments and professional development
targeting women to participate in management and leadership training
reporting on the gender balance of participants in management and leadership development
training
Ensure appropriate gender balance in selection panels All Commands December 2022
Build, Identify and provide resources to address learning and development needs for women in leadership Learning and December 2022
Develop and Development
Educate
Implement training to build our leadership capability to effectively support women before, during and Human Resources December 2020
after return from parental leave, and to manage a flexible workplace which benefits both the employee and Safety
and business outcomes
Implement training to manage a flexible workplace which benefits both the employee and business December 2020
outcomes
Research, develop and implement a pilot mentoring program for women in leadership positions Learning and December 2021
Development
Human Resources
and Safety
28 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Focus Actions Responsibility Timeframe
Inclusive Promote a flexible workplace environment to support work-life balance, inclusive of all family Human Resources December 2022
Design structures and other non-work commitments, alongside an active career and Safety
Promote the use of Family Work/Carer Cultural rooms for breastfeeding and ad-hoc carer December 2022
responsibilities
Investigate the option of becoming a Breastfeeding Accredited Workplace December 2021
Engage and Promote days of significance such as National Carer’s Week Human Resources December 2022
Collaborate and Safety
Implement internal and external communication activities to promote gender equality, including the September
take-up of flexible working arrangements, and the benefits of a parent/carer-friendly workplace 2020
Implement a keep in touch scheme for women on extended leave (e.g. parental leave, career breaks) June 2020
Lead and Plan for the succession of women in senior leadership positions Human Resources June 2021
Inspire and Safety
29 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022People with diverse sexualities and genders
People of diverse sexualities and genders make up approximately 11% of the
Australian community (Public Sector Commission 2019).
Currently, the Public Sector Commission does not measure representation of this
group however; we need to ensure our workplace is inclusive. Consequently, we are
striving to create an inclusive workplace where people of diverse sexualities and
genders are accepted, affirmed and celebrated.
Australian lesbian, gay, bisexual, transgender, queer, intersex and other (LGBTQI+)
individuals and communities face a number of shared and distinct health and
social inclusion issues. They experience poorer health outcomes and reduced social
engagement due to actual or perceived prejudice. Attitudes and ideas that might be
adverse to LGBTQI+ inclusion can be the result of conscious and unconscious bias
and behaviours. It is our responsibility to challenge these ideas and work towards
promoting inclusion for all DFES personnel and volunteers.
30 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022People with diverse sexualities and genders
Support and protect the equitable and fair representation of people with diverse sexualities and genders and remove bias and discrimination
Focus Actions Responsibility Timeframe
Attract, Promote DFES as an employer that supports people of diverse sexualities and genders Human Resources December 2022
Recruit and and Safety
Retain
Build, Develop and deliver LGBTQI+ awareness and inclusion training Human Resources June 2021
Develop and and Safety
Educate
Inclusive Review our people policies and practices to ensure they are inclusive of LGBTQI+ people and develop Human Resources March 2020
Design resources to implement better practice approaches to address conscious and unconscious bias in and Safety
the workplace
Promote best practice gender affirmation guidelines to support individuals’ transitioning in the December 2022
workplace, as required
Ensure our free confidential counselling program providers are LGBTQI+ inclusive and able to support
LGBTQI+ people
Engage and Participate in at least one event each year to celebrate the LGBTQI+ community and support Human Resources December 2022
Collaborate DFES personnel and volunteers to participate at significant events such as the PrideFEST and Safety
Provide a workplace that is safe and inclusive where people who choose to disclose their sexual All Commands
orientation and/or gender identity do not feel inhibited, unsafe or at risk
Lead and Lead by example in promoting LGBTQI+ equity in the workplace and improve the capability of managers Human Resources December 2022
Inspire and supervisors to support LGBTQI+ people and Safety
31 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Measuring Our Success
Our Workforce and Diversity Action Plan 2020-2022 is designed to be realistic, attainable and relevant in order to
achieve an optimum workforce and meet our diversity obligations. It focusses on developing short and long-term
strategies and actions that will build and maintain a skilled, flexible and sustainable workforce. It is about getting
the right number of people with the right skills in the right positions at the right time (Public Sector Commission
2017).
We will report on our workforce diversity profiles, evaluate trends and identify areas for improvement. We will use
this data to tell us what we need to improve on, and we will frequently engage our people to enquire as to how our
actions are making a difference.
We will have achieved success if we:
improve overall workforce capability
increase the representation of people from key diversity profiles
show that the employment experience of people in our diversity profiles improves over time
improve uptake of, or participation in, our inclusion initiatives and programs.
It is important to celebrate our achievements along the way to ensure we bring our people with us on this
important journey.
This Action Plan is a dynamic document, reviewed annually and modified as necessary. This approach enables us to
address any unforeseen current or future challenges that affect DFES’s ability to provide a critical role coordinating
emergency services and helping to carry out search and rescue missions on land and at sea, and assist at road and
traffic emergencies across the State.
32 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022Contact Us
Email Employee.Relations@dfes.wa.gov.au
Phone 9395 9300 (ask for the Human Resources and Safety Directorate)
Website www.dfes.wa.gov.au
Mail GPO Box P1174
PERTH WA 6844
Visit Emergency Services Complex
20 Stockton Bend
COCKBURN CENTRAL WA 6164
This publication is available in alternate formats on request.
33 Department of Fire and Emergency Services WORKFORCE AND DIVERSITY PLAN 2020 – 2022dfes.wa.gov.au FOR A SAFER STATE
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