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NumberTitleStatusOwnersCategoryWhat we are doingWhere we are up toTimeframe
1Learning through reflective practiceImplemented to a moderate extentExecutive Director, Equality & Workplace ReformLeadership development and values
  • Define our approach to reflective practice
  • Support our people to engage in reflective practice discussions on the learnings from the review
  • Embed reflective practice to enable continual improvement as we implement reforms and share learnings
  • The Executive Committee and over 60 senior leaders participated in reflective practice workshops following the release of Volume 1 of the final report of the Victorian Equal Opportunity & Human Rights Commission in late 2021. This enabled those leaders to listen and connect with the experiences of AV’s workforce.
  • In mid-2022, AV engaged an expert to develop a framework to support regular and ongoing reflective practice at a Board and organisational level, to enable reflection on the key drivers of unlawful and harmful workplace conduct in AV, sense-making related to the Commission’s findings and ownership of new ways of working to ensure a safe, fair and inclusive organisation going forward. In addition to starting work to deliver the framework, the consultant is preparing to facilitate individual director and joint Board discussions to enable reflective practice. Going forward, AV will use this same framework to ensure alignment between reflective practice undertaken at a Board and organisational level. AV will also consider how to use the framework to embed reflective practice into our program of work to implement the Commission’s recommendations once key staff are recruited.

To be confirmed

2Bearing witness, learning through listening and acknowledging through restorative justiceIn planning or scopingExecutive Director, Equality & Workplace ReformSafety
  • Identify providers of restorative engagement schemes and the different models available
  • Co-design the scope and elements of the scheme with the selected provider
  • Define criteria for selecting leaders to participate in the scheme and provide appropriate training
  • Determine funding arrangements
  • Report regularly to the workforce on the de-identified outcomes of the scheme
  • Informed by expert advice from one of Victoria’s foremost experts in restorative justice, AV has:
    • identified several providers of restorative justice schemes
    • the different models and approaches available
    • leading practice strategies to select and effectively prepare senior leaders to participate in the scheme as representatives of the organisation.

    Shared with our Steering Committee and our Staff Reference Group, this advice has provided an evidence-based foundation to inform AV’s decision about which independent provider and model to select.

  • AV is planning to meet with some providers to better understand how they would support the co-design, and lead the set up and operation, of a restorative justice scheme for AV. Together with the expert advice already received, this will enable AV to determine our preferred provider and support subsequent discussions with the Victorian Department of Health.

To be confirmed

3A holistic, evidence-based prevention planImplementation activities agreedExecutive Director, Equality & Workplace ReformSafety
  • Develop and implement a holistic and evidence-based prevention plan
  • AV will start work to develop a prevention plan once key staff are recruited.

To be confirmed

4Communicating regularly and proactively about preventionImplemented to a moderate extentExecutive Director, Equality & Workplace ReformAwareness, engagement and adoption
  • Develop, share and implement schedule of opportunities to reiterate commitment to create a safe, fair and inclusive Ambulance Victoria, reiterate appropriate behaviours and improve awareness and understanding of the prevention plan, the report and complaint system and support pathways
  • AV is regularly using opportunities to reiterate its commitment to a safe, fair and inclusive organisation, including through regular updates from the CEO and the Executive Director, Equality & Workplace Reform, monthly communiques arising from meetings of the Equality & Workplace Reform Steering Committee and the Staff Reference Group, communication activities on recognised days of significance, all staff and volunteer forums, and forums like ‘Workplace’ where employees and first responders can contribute their views and experiences.
  • On 28 July 2022, AV reinforced our commitment to a safe, fair and inclusive organisation through Safe Fair Inclusive: Your AV Roadmap 2022-27 – our official response to the Commission’s final report and AV’s roadmap to create a safe, fair and inclusive organisation. Among other things, the roadmap describes our vision for a safe, fair and inclusive organisation, the case for change, our priorities for action and the sequencing of work to achieve this vision, and the governance framework to ensure effective delivery of the reforms.
  • AV will update its existing schedule of significant events to ensure greater utilisation of opportunities to reiterate our commitment to a safe, fair and inclusive workplace and promote the prevention plan (to be developed) once new staff are recruited.

To be confirmed

5The critical role of unions and professional associations in preventionImplemented to a significant extentExecutive Director, Equality & Workplace Reform;Unions and professional associationsAwareness, engagement and adoption

What we are doing to implement Recommendation 5(a)

  • Share upcoming key events and communications and afford opportunities to input, and share information regarding implementation progress and the current state of workplace equality
  • Participate in union and professional association forums, upon request

Progress against Recommendation 5(a)

  • AV continues to work with the unions and professional associations to keep them informed of our response to the recommendations, including through joint briefings with VEOHRC on Volume 2 of the final report, their participation on the Equality & Workplace Reform Steering Committee and engagement via the Executive Director, Equality & Workplace Reform.
  • AV has shared with the unions the cadence of our regular communications on creating a safe, fair and inclusive organisation, to facilitate further opportunities for input and dissemination, and will continue to share updated information.
  • On 28 July 2022, AV will publish a page on our external website to track our progress in implementing the reforms recommended by the Victorian Equal Opportunity & Human Rights Commission. This webpage will further facilitate the ability of the unions and professional associations to disseminate information about the findings and recommendations, and our progress in implementing the reforms.
  • On 26 May 2022, the Executive Director, Equality & Workplace Reform presented to an AMPA / Professionals Australia ‘equality and inclusion forum’, together with the Victorian Equal Opportunity & Human Rights Commission.

To be confirmed

6Protecting safety in isolated environmentsImplemented to a moderate extentExecutive Director, Corporate ServicesSafety
  • Install privacy locks across metropolitan, regional and rural locations
  • Audit security in a representative sample of isolated work environments and act to address identified risks to our people
  • Learn from industry leaders who oversee workers in similarly unsupervised and isolated environments
  • AV has installed privacy locks across all metropolitan and regional locations to ensure the privacy of our staff in all bathroom and other private settings.
  • AV is finalising arrangements to engage a consultant to undertake a security audit of a representative sample of isolated work environments, with a view to identifying any necessary security measures to prevent harm to our people and contribute to a culture of safety. A representative sample of 127 locations has been established using the following location criteria: geographically remote facilities; standalone relievers quarters / residences; branches with co-located relivers quarters / residences; branches with integrated relivers quarters / residences; unique buildings / use; branches of modern construction and functionality (e.g. constructed in the last 10 – 15 years); and revised audit criteria have been established – E.g. ISO 22341 & ISO 45001.

To be confirmed

7Resetting and embedding organisational valuesIn planning or scopingExecutive Director, Equality & Workplace ReformLeadership development and values
  • Co-design a new set of organisational values and seek internal and external feedback
  • Develop and implement a plan to embed the new organisational values
  • Hold each other accountable for values-driven behaviour, including via mandatory Key Performance Indicators in performance plans
  • AV has undertaken initial planning and preparatory work to engage a consultant to lead the co-design of AV’s new organisational values. The consultant will also be asked to develop an implementation plan to embed those new values.

To be confirmed

8Encouraging a ‘speak-up’ cultureIn planning or scopingDirector, Operations Capability;Director, Organisational DevelopmentLeadership development and values
  • Include information in Ambulance Victoria’s prevention plan to enable a ‘speak-up’ culture
  • Embed the Upstander program as part of Ambulance Victoria’s regular training program and ensure a minimum completion rate of 75 per cent
  • Include information in Ambulance Victoria’s revised complaint policy to recognise the role of people who speak up against unlawful or harmful workplace conduct
  • AV will start work to develop a prevention plan once key staff are recruited and this will include consideration of how to enable a ‘speak up’ culture.
  • AV has begun work to update the design of the ‘Upstander’ program and is considering opportunities to integrate content into broader equal opportunity training, so people understand their rights and responsibilities and feel encouraged and able to raise concerns about unlawful and harmful workplace conduct.

To be confirmed

9Introduce workplace contact officers and establish a local champions networkImplemented to a moderate extentExecutive Director, Equality & Workplace ReformSafety
  • Co-design and implement a new Contact Officer model
  • Select, train and regularly promote the new Contact Officer network, supported by the Contact Officer Coordinator
  • Select and support your Ambulance Victoria champions
  • AV has undertaken initial planning to support the reintroduction of contact officers so that our workforce can reach out to trusted and trained peers for advice if they’ve experienced or witnessed unlawful or harmful conduct. On 27 April 2022, at AV’s request, the Victorian Equal Opportunity & Human Rights Commission provided a memorandum detailing leading practice Contact Officer models, to inform and support the implementation of Recommendation 9(a). Further work to reintroduce Contact Officers will be prioritised once the new Contact Officer Coordinator has started.
  • In early 2022, AV set up an Equality & Workplace Reform Staff Reference Group (SRG) to represents the voice of the workforce, performing a critical role in helping to shape the way we approach to the reforms to create a safe, fair and inclusive organisation. Chaired by the Executive Director, Equality & Workplace Reform, the 14 members of the SRG have met monthly since March 2022. Five Staff Reference Group members also sit as SRG representatives on the Equality & Workplace Reform Steering Committee, and all SRG members have played a broader leadership role championing the reforms and supporting other employees and first responders to contribute to the reforms.

To be confirmed

10Valuing those who careIn planning or scopingAmbulance Victoria Board;CEO;Minister for Ambulance ServicesGovernance and accountability
  • Identify leading practice measures to include in the Statement of Priorities and advocate potential changes to the Department of Health
  • Develop and embed a plan to ensure Ambulance Victoria affords appropriate weight to measures designed to create a safe, fair and inclusive Ambulance Victoria
  • AV has held initial discussions with the Victorian Department of Health to ensure the 2023 Statement of Priorities includes KPIs related to the health, safety and wellbeing of AV’s workforce and the need to create a positive workplace culture. The department encouraged AV to share suggested KPIs for consideration for inclusion in the forthcoming statement.
  • On 10 June 2022, at AV’s request, the Victorian Equal Opportunity & Human Rights Commission provided a memorandum of advice detailing relevant leading practice KPIs, to inform AV’s discussions with the department.

To be confirmed

11Establish a dedicated division to drive reformImplemented to a significant extentExecutive Director, Equality & Workplace ReformGovernance and accountability
  • Design, consult on and seek approval of proposed structure and roles and recruit and onboard staff
  • Develop operating model and engagement channels, and develop and implement transition plan for relevant work
  • In early 2022, AV created a new division, known as Equality & Workplace Reform, to lead and coordinate efforts to create a safe, fair and inclusive organisation for our people and our patients. This includes work to implement the reforms recommended by the Victorian Equal Opportunity & Human Rights Commission.
  • The inaugural Executive Director, Equality & Workplace Reform started at AV on 23 March 2022. Following consultation with the workforce, the unions and key partners, the (then) Interim CEO approved the organisational structure for the new division in late May. With union endorsement, advertisement of seven priority roles began during the consultation period (from 19 May) to enable AV to recruit to senior and specialist roles to allow critical implementation work to begin as soon as practicable. Applications for all other roles closed in early-to-mid July, with recruitment now in its final stages.
  • Successful candidates will begin to come onboard from mid-August 2022, which will enable AV to progress implementation reforms to create a safe, fair and inclusive organisation.

To be confirmed

12Supporting robust governance and oversight of reformsImplementedCEO;Executive Director, Equality & Workplace ReformProgram management
  • Establish Terms of Reference and operating model for a Steering Committee and a Staff Reference Group, identify and invite members, convene regular meetings and regularly communicate meeting outcomes
  • In early 2022, AV set up an Equality & Workplace Reform Staff Reference Group (SRG) to represent the voice of the workforce, performing a critical role in helping to shape the way we approach the reforms to create a safe, fair and inclusive organisation. Chaired by the Executive Director, Equality & Workplace Reform, the 14 members of the SRG have met monthly since March 2022. Five members also sit as SRG representatives on the Equality & Workplace Reform Steering Committee (see below), and all SRG members have played a broader leadership role championing the reforms and supporting other employees and first responders to contribute to the reforms.
  • In late 2021, AV established the Equality & Workplace Reform Steering Committee, an advisory group that provides expert advice to the CEO and AV’s Equality & Workplace Reform Program Control Board (PCB) to support creation of a safe, fair and inclusive AV. Comprised of external experts, union representatives, and SRG and other AV representatives, the committee has met monthly since January 2022 (except for February and March).
  • AV shares communiques after each meeting of the SRG and the Steering Committee, describing the key issues and outcomes. From July/August 2022, these communiques will be publicly available on AV’s external website, in addition to being available on AV’s intranet.
  • In late 2021, AV set up a PCB, chaired by the CEO and comprised of key Executive Committee members, to govern the strategic planning, implementation and embedding of the whole program of reforms to create a safe, fair and inclusive AV. The PCB also serves as both the escalation point for the Pillar Governance Committees and as a conduit between the Steering Committee, the SRG and the Board. With the establishment of the Pillar Governance Committees, AV is transitioning the PCB to monthly meetings.
  • AV is currently setting up six Pillar Governance Committees to provide traditional project governance across projects within the six identified focus areas of safety, leadership development and values, governance and accountability, flexibility, diversity and inclusion, and complaints. Each committee is responsible for managing risk, resolving issues, coordinating dependencies and decision making as required to facilitate successful project delivery.

To be confirmed

13A victim-centred and fair report and complaint systemIn planning or scopingChief Operations OfficerComplaints
  • Conduct a review of matters considered by Professional Conduct Unit over past two years
  • Continue to receive reports and complaints during transition period
  • Develop and implement a new reports and complaints operating model, informed by an Expert Advisory Group and consultation with workforce and key partners, including our unions and professional associations
  • Consider how to better incorporate restorative engagement principles into new model (informed by work under R2)
  • Develop and implement transition plan for relevant work
  • AV has begun initial work on the design of the new reports and complaints system, in line with the model proposed by the Victorian Equal Opportunity & Human Rights Commission and reporting to the Chief Operations Officer. AV has appointed an Interim Director of the Professional Standards and Behaviours Department.
  • AV has developed a proposed organisational structure and foundational roles for the Professional Standards and Behaviours Department and will shortly commence formal consultation with the workforce and unions. Planning to enable recruitment to certain priority roles is well advanced to enable critical work on the reforms to progress. Recruitment to remaining roles in the department will occur after consultation takes place.
  • For now, people can continue to bring reports or complaints of unlawful or harmful workplace behaviour to AV’s existing Professional Conduct Unit. To support the Professional Conduct Unit’s handling of existing complaints, as well as new complaints made during the transition period, AV has engaged the specialist services of an external law firm. People can also make complaints confidentially to the Chief Operations Officer.
  • AV has begun initial work to plan to transition of complaint handling from the Professional Conduct Unit to the Professional Standards and Behaviours Department.

To be confirmed

14Enhancing perceptions of independence and supporting capability for the new organisational response to reports and complaints of unlawful conductIn planning or scopingChief Operations OfficerComplaints
  • Design, consult on and seek approval of proposed structure and roles and recruit and onboard staff (R13)
  • Work closely with the Department of Health to adequately fund the new report and complaint system to meet demand and established service standards
  • Create a new reports and complaints model that reports into the COO and close the Professional Conduct Unit
  • AV has begun initial work on the design of the new reports and complaints system, in line with the model proposed by the Victorian Equal Opportunity & Human Rights Commission and reporting to the Chief Operations Officer. AV has appointed an Interim Director of the Professional Standards and Behaviours Department.
  • AV has developed position descriptions for key foundational roles in the Professional Standards and Behaviours Department that reflect the necessary core attributes, skills and expertise required to provide effective complaint handling.
  • AV has engaged and is working closely with a recruitment agency to ensure staff to be appointed to the Professional Standards and Behaviours Department have a range of skills and experiences in areas such as bullying, discrimination, dispute resolution, investigations etc.

To be confirmed

15Supporting staff to confidently report through anonymous pathwaysIn planning or scopingExecutive Director, Equality & Workplace ReformComplaints
  • Engage appropriate provider to set up and administer anonymous reporting pathways for staff
  • Set up anonymous reporting pathways into new report and complaints system
  • Promote internal and external anonymous reporting pathways
  • AV has identified the critical elements of leading practice anonymous reporting tools that offer employees and volunteers a victim-centred and trauma-informed approach to reporting unlawful and harmful workplace conduct. This has included considering expert advice provided by the Victorian Equal Opportunity & Human Rights Commission on 2 June 2022.
  • In mid-2022, AV met with different providers of anonymous reporting tools to understand the nature, scope and operation of their tools and determine whether those tools can effectively meet our requirements. These tools are currently under consideration.

To be confirmed

16Embedding a victim-centred approach to processes and proceduresImplementation activities agreedChief Operations OfficerComplaints
  • Amend and consolidate Ambulance Victoria’s complaint handling policies and procedures into a single policy
  • AV will start work to amend and consolidate our complaint handling policies and procedures into a single policy once key staff are recruited and other foundational work is progressed.

To be confirmed

17Supporting choice and control and addressing harm at the earliest opportunityIn planning or scopingChief Operations OfficerComplaints
  • Develop options to support people to resolve reports of unlawful and harmful conduct informally
  • Document in the consolidated complaint policy and procedure [R16] guidance for complainants and managers on when an informal resolution is safe and appropriate
  • AV has begun work to support the design of the new Professional Standards and Behaviours Department which will include options for informal complaint resolution in line with the Commission’s recommendation.
  • AV will start work to amend and consolidate our complaint handling policies and procedures into a single policy once key staff are recruited and other foundational work is progressed. This will include providing guidance on when an informal resolution is safe and appropriate.

To be confirmed

18Developing resources to support accessibility of the report and complaint systemImplementation activities agreedChief Operations OfficerComplaints
  • Develop information guides and fact sheets on the new reports and complaints model
  • Publish and share the information guides and fact sheets widely and update them annually
  • AV will start work to develop resources to support the accessibility of the Professional Standards and Behaviours Department once key staff are recruited and other foundational work is progressed.

To be confirmed

19Supporting transparency and developing learning toolsIn planning or scopingChief Operations OfficerComplaints
  • Regularly create and publish de-identified case studies of the outcomes of reports and complaints
  • Regularly publish de-identified performance data on the report and complaints model against agreed benchmarks (R20)
  • AV has begun identifying and preparing de-identified case studies, to promote transparency around complaint outcomes and continued learning in relation to acceptable and unacceptable workplace behaviour.
  • AV has begun developing a procedure that details how we will identify and share case studies, while also safeguarding the privacy and confidentiality of people affected by individual reports or complaints.

To be confirmed

20Understanding how the report and complaint system is workingImplementation activities agreedExecutive Director, Equality & Workplace ReformComplaints
  • Establish agreed benchmarks to measure the performance of the new report and complaint model
  • Seek to agree common benchmarks to measure performance across the health sector
  • AV will start work to better understand how the report and complaint system is working system once key staff are recruited and other foundational work is progressed.

To be confirmed

21Learning lessons and improving service delivery at the earliest opportunityIn planning or scopingChief Operations OfficerComplaints
  • Develop process to seek feedback from parties to a complaint, inc to identify and intervene against any victimisation and enable continual improvement
  • Provide guidance to complaint managers on the factors to inform analyses of organisational and systemic issues
  • AV will start work to develop standard processes to ensure continual improvement in the new reports and complaints system once key staff are recruited and as part of work to design the new operating model.
  • AV is giving careful consideration to the capabilities needed to administer the new reports and complaints system, as part of work to design the proposed structure and roles for the Professional Standards and Behaviours Department.

To be confirmed

22Creating and maintaining records and data to improve analytical capabilityImplementation activities agreedChief Operations OfficerComplaints
  • Ensure that the new complaint handling policy and procedure [R16] requires the creation and appropriate maintenance of records of all incidents, complaints, responses anddecisions related to unlawful and harmful conduct
  • Introduce a centralised and secure case management system
  • AV will start work to update its policies and procedures related to reports and complaints record management once key staff are recruited and other foundational work is progressed.

To be confirmed

23Supporting the effective delivery of reporting and complaint reformsIn planning or scopingChief Operations OfficerComplaints
  • Establish Terms of Reference and operating model for an Expert Advisory Group, identify and invite members, convene regular meetings and regularly communicate meeting outcomes
  • AV has progressed work on a draft Terms of Reference and a proposed operating model for an Expert Advisory Group, which will provide expert advice to support the creation of a victim-centred and fair report and complaint system.
  • AV has begun to identify potential experts with the specialist capabilities needed for an effective Expert Advisory Group.

To be confirmed

24Enhancing accountability of the report and complaint systemImplementation activities agreedChief Operations OfficerComplaints
  • Determine the precise steps to be taken subject to the proposed design of the new report and complaint system
  • AV will start work to enhance the accountability of the report and complaint system once key staff are recruited and other foundational work is progressed.

To be confirmed

25Increasing diversity on the Ambulance Victoria BoardImplemented to a moderate extentAmbulance Victoria Board;Victorian Government, including the Department of HealthGovernance and accountability
  • Review, modify and implement ‘New Starter Form’
  • Develop communications describing the value that the Board and Ambulance Victoria attaches to diversity data, why it is collecting this information and how it intends to use it, including as part of the Board’s leadership role in modelling diversity and identify opportunities to disseminate these communications
  • Complete Board skills and diversity matrix template to capture new Board composition from July 2022
  • Determine whether any broader legislative reforms related to the diversity of public sector boards are being considered
  • Advocate for an amendment to the Ambulance Services Act 1986 (Vic) to require the Minister for Ambulance Services to have regard to diversity when recommending appointments to the Board
  • Develop and confirm a framework for assessing demographic diversity and the impact of demographic diversity on Board decision-making and performance
  • Amend Board, committees and individual assessment tools to incorporate new questions to enable annual evaluations and annual assessments (de-identified outcomes summary to be included in annual report)
  • Develop content for the 2021-22 annual report detailing the outcomes of the Commission’s independent review and the Board’s and organisation’s efforts to promote and prioritise workplace equality
  • Develop content for forward annual reports that detail aggregated Board diversity data, efforts to promote and prioritise workplace equality and statement of commitment to workplace equality (R40)
  • The composition of AV’s Board changed from July 2022, introducing greater diversity to the Board.
  • AV has revised its ‘New Starter Form’ for incoming directors, informed by data collection requirements under the Gender Equality Act 2020 (Vic) and the Victorian Government’s template Board skills and diversity matrix. The revised form includes a statement describing the value that the Board and AV attaches to diversity data, why it is collecting this information and how it intends to use it. We are trialling the revised form with our new directors.
  • Safe Fair Inclusive: Your AV Roadmap 2022-27 includes a Statement of Commitment from the Board to a safe, fair and inclusive AV. The Board will reconsider its statement after engaging in facilitated reflective practice exercises throughout the second half of July, to ensure it continues to accurately reflect directors’ joint and individual commitments. The statement will also provide a foundation for forward annual reports (R40).

To be confirmed

26Disrupting harmful stereotypesIn planning or scopingExecutive Director, Equality & Workplace ReformLeadership development and values
  • Prioritise conscious inclusion throughout the recruitment lifecycle to diversity the workforce (R27)
  • Expand organisational photo library to include greater number of images of corporate staff and staff from diverse backgrounds and encourage regular use of imagery depicting all cohorts within the workforce
  • Seek to create a consensus view regarding common skills, capabilities and attributes needed to succeed at Ambulance Victoria and regularly celebrate and give visibility to excellence across all of them
  • Develop a communications guideline to set the standard for inclusive and respectful language
  • Explore with the Minister’s Office and the Department of Health opportunities to externally promote the use of inclusive language that gives visibility to all workforce cohorts
  • See Recommendation 27 regarding AV’s progress in prioritising conscious inclusion throughout the recruitment lifecycle.
  • A planned photo shoot to expand AV’s photo library to include more diversity has had to be put on hold due to AV ceasing non-emergency related activities because of current risks and pressures related to COVID-19. This work will recommence when it is safe and appropriate to do so.
  • Work to reset AV’s organisational values, pursuant to Recommendation 7, will include a focus on identifying common skills, capabilities and attributes needed to succeed at AV.

To be confirmed

27Prioritising conscious inclusion throughout the recruitment lifecycleImplemented to a moderate extentExecutive Director, People ServicesFlexibility, diversity and inclusion
  • Define Ambulance Victoria’s approach to conscious inclusion, learning from leading practices in other organisations
  • Map current recruitment processes, identify opportunities to be consciously inclusive and redesign recruitment model and systems to enable conscious inclusion and align resourcing to enable this
  • Create and improvie the accessibility of employment pathways for people from diverse backgrounds
  • Ensure greater use of external advertising
  • Expand horizons of potential talent pool to include interstate and international candidates, including returning expatriates
  • Consider exchange and secondment learning opportunities with similarly situated ambulance services and internal secondments and placements to diversity knowledge and experience
  • Strengthening onboarding and induction to set up new staff for success and throughout employment lifecycle
  • Set clear and progressive targets within its forthcoming Gender Equality Action Plan to increase the representation of women in operational leadership roles at the middle, senior and executive management levels and among MICA Paramedics and MICA Paramedic Educators
  • In 2022, AV has met with organisations who are exemplifying leading practice approaches to conscious inclusion in recruitment, so that we can learn from how they define and apply conscious inclusion practices.
  • In mid-2022, AV advertised all but one role (Operational Advisor) in the Equality & Workplace Reform Division externally and, with the support of a recruitment agency, developed a recruitment campaign centred around conscious inclusion. Once concluded, AV will undertake an internal evaluation of the effectiveness of the campaign, to determine the impact of this approach and what we can learn for conscious inclusion initiatives across the organisation going forward.
  • The Equality & Workplace Reform Division will test potential amendments to AV’s ‘New Starter Form’ – as part of the onboarding of the division’s staff – to capture better diversity data about our workforce, supported by proposed communications describing the value that AV attaches to diversity data, why it is collecting this information and how it intends to use it. The division will consider how to promote and celebrate the diversity, drawing on the leading practice Board skills and diversity matrix developed by the Victorian Government for public sector Boards and the intersectional data requirements in the Gender Equality Act 2020 (Vic).
  • AV has set clear and progressive targets in its Gender Equality Action Plan to increase the representation of women in operational leadership roles.

To be confirmed

28Removing structural barriers to career advancementIn planning or scopingExecutive Director, People ServicesFlexibility, diversity and inclusion
  • Consider opportunities to deliver the on-road learning model more flexibly for all paramedics and develop a part-time pathway for MICA
  • Remove any managerial endorsement from career advancement opportunities, including from the Recognition and Development Process
  • Amend Recognition and Development Process to remove sick leave patterns as a consideration and include exemptions to the ’12-month rule’ for employees on parental leave or working flexibly during the prior 12 months
  • Amend Recognition and Development Process to enable alternative assessments
  • As part of AV’s digitisation of our performance development system, in July 2022 the Executive Committee had initial discussions regarding the place of managerial endorsement in the Recognition and Development Process. Further work is in progress to consider the endorsement requirement in this context.

To be confirmed

29Advancing equal payIn planning or scopingExecutive Director, People ServicesFlexibility, diversity and inclusion
  • Address actions idenitfied by the Commission to reduce gender pay gap when developing Gender Equality Action Plan
  • Develop an equal pay policy and seek to include an equal pay clause in future enterprise agreements
  • Conduct annual reviews of gender pay gap and report annually against target to reduce gender pay gap
  • Work closely with Department of Health to ensure there is sufficient resources to rectify pay gaps identified through pay gap analyses
  • Support managers and hold them accountable for achieving equal pay including through training and resources and requiring them to demonstrate as part of annual performance appraisals efforts to ensure pay equality
  • Establish processes to raise concerns or make unequal pay complaints
  • Identify actions to target the underlying drivers of unequal pay in the prevention plan (R3)
  • Expand workforce demographic data collection and monitoring to identify any other pay gaps
  • AV included actions identified by the Victorian Equal Opportunity & Human Rights Commission to advance equal pay, in its Gender Equality Action Plan
  • AV will start work to advance equal pay once key staff are recruited and as part of forthcoming enterprise bargaining negotiations.
  • The Equality & Workplace Reform Division will test potential amendments to AV’s ‘New Starter Form’ – as part of the onboarding of the division’s staff – to capture better diversity data about our workforce, supported by proposed communications describing the value that AV attaches to diversity data, why it is collecting this information and how it intends to use it. This data will support future analyses of any pay gaps related to gender or other aspects of diversity.

To be confirmed

30Removing structural barriers and embedding flexibility into immediate and long-term workforce planning and the employment lifecycleImplementation activities agreedExecutive Director, People ServicesFlexibility, diversity and inclusion
  • Evaluate the impacts of the rolled-in rate and identify options for future approach
  • Reconsider the use of the shift-weighting calculator in determining flexible work applications
  • Develop a flexible operating model that applies across the 24/7 service, including by building flexibility into role design by default, rostering Director-level positions overnight and uplifting Area Manager capability
  • Conduct an end-to-end review of return-to-work processes to enable part-time options
  • Implement the first stage of People Based Rostering in Metropolitan Melbourne and commence design work for Rural Victoria and MICA.
  • Consider opportunities to deliver on-road paramedic learning model more flexibly, including developing a part-time pathway
  • Create easier and more accessible pathways to transition from part-time to full-time work
  • Enable team managers to have greater oversight of Fair Work Agreements and empowering their oversight of these agreements by freeing up their time (R38) and supporting them through Senior People Partners (R31)
  • AV will start work to remove structural barriers and embed flexibility into immediate and long-term workforce planning and the employment lifecycle once key staff are recruited.
  • In July 2022, the Victorian Government agreed to fund the first stage of People Based Rostering, enabling work on implementation to progress.

To be confirmed

31Implementing and tailoring the Think Flex First FrameworkImplementation activities agreedExecutive Director, People ServicesFlexibility, diversity and inclusion
  • Adopt the Victorian Public Sector ‘all roles flex’ approach for corporate staff and include this approach in Ambulance Victoria’s forthcoming Gender Equality Action Plan
  • Support local trials to promote flexibility, including through people-based rostering
  • Determine funding arrangements to support increased resourcing in the People Services Division to enable them to provide greater support around flexible working arrangements
  • Determine funding arrangements to support a more flexible operating model across the organisation
  • AV will start work to implement and tailor the Think Flex First Framework once key staff are recruited.
  • AV’s Gender Equality Action Plan includes actions related to flexible work, in line with Recommendations 30-33 made by the Victorian Equal Opportunity & Human Rights Commission.

To be confirmed

32Monitoring the legal compliance and continual improvement of flexible work practicesIn planning or scopingAmbulance Victoria Board;Executive Director, Equality & Workplace ReformGovernance and accountability
  • Further develop the Commission’s outcomes framework by identifying the measures and data sources to understand the current state of flexibility, including compliance with the law and address any data gaps
  • Strengthen reporting on flexibile work arrangements by implementing the Chris21 and any other system improvements to ensure the availability of relevant data
  • Enable and resource the People Services Division to collect related data and collaborate with the Equality & Workplace Reform Division to support whole-of-program reporting
  • AV has formally adopted the outcomes framework developed by the Victorian Equal Opportunity & Human Rights Commission, as an overarching framework to guide the development and delivery of reforms to create a safe, fair and inclusive organisation. In mid-July 2022, AV requested that the Commission provide expert advice on the key metrics to support the indicators in its framework. Work to finalise the framework will occur once key staff are recruited.
  • AV’s Gender Equality Action Plan includes actions related to flexible work, in line with Recommendations 30-33 made by the Victorian Equal Opportunity & Human Rights Commission.

To be confirmed

33Building knowledge, capability and accountabilityIn planning or scopingDirector, Operations Capability;Director, Organisational DevelopmentLeadership development and values
  • Embed information about rights and manager obligations related to flexible work into induction and other relevant training for graduate paramedics and new employees
  • Develop resources and tools for staff and managers to support the implementation of the Think Flex First Framework
  • Develop training to support managers to effectively and lawfully respond to flexible work requests
  • Develop mandatory Key Performance Indicators for manager performance plans
  • Develop and implement learning plans to support managers who are found not to have met their Key Performance Indicators
  • AV will commence work to build knowledge, capability and accountability once key staff are recruited.
  • AV’s Gender Equality Action Plan includes actions related to flexible work, in line with Recommendations 30-33 made by the Victorian Equal Opportunity & Human Rights Commission.

To be confirmed

34Creating reasonable adjustment policies, expertise and strategyImplementation activities agreedExecutive Director, People ServicesFlexibility, diversity and inclusion
  • Develop a stand-alone overarching Reasonable Adjustments and Resonable Accommodation Policy and Procedure that incorporates the Fitness For Duty Policy and Procedure and Return to Work Policy
  • Amend the Fitness for Duty process to only require a fitness for duty assessment when an employee discloses a condition that prevents them from adequately performing the ‘genuine and reasonable’ requirements of their role
  • Embed information about rights and manager obligations related to reasonable adjustments and reasonable accommodations into induction and other relevant training for graduate paramedics and new employees
  • Develop resources and tools for staff and managers to support the implementation of the overarching policy and procedure
  • Develop training to support managers to effectively and lawfully respond to reasonable adjustment or reasonable acommodation requests
  • Assign responsibility to record all data pertaining to reasonable adjustment and reasonable accommodation requests to the People Services Division.
  • Further develop the Commission’s outcomes framework by identifying the measures and data sources to understand the current treatment of reasonable adjustment and reasonable accommodation requests, including compliance with the law and address any data gaps
  • Enable reporting on reasonable adjustments and reasonable accommodations by the Equality & Workpalce Reform Division
  • AV will commence work to create reasonable adjustment policies, expertise and a strategy once key staff are recruited.

To be confirmed

35Improving long-term planning for transition to retirementImplementation activities agreedExecutive Director, People ServicesFlexibility, diversity and inclusion
  • Develop a transition to retirement strategy
  • Regularly seek feedback to ensure continual improvement of transition to retirement strategy
  • Provide support to enable employees and their managers to prepare a long-term transition to retirement plan

To be confirmed

36Strengthening workplace equality education and trainingIn planning or scopingDirector, Operations Capability;Director, Organisational DevelopmentLeadership development and values
  • Seek to create a consensus view about what good leadership looks like at Ambulance Victoria
  • Re-develop and deliver in induction and annually a workplace equality training program for employees and first responders
  • Re-develop and deliver in induction and annually an advanced, tailored workplace equality training program for leaders and managers (as detailed by the Commission and picking up other related training recommendations) and develop supporting tools and resources
  • Undertake any system improvements to enable accurate recording and reporting on training completion rates
  • AV continues to deliver its equal employment opportunity training to new starters via our induction program, pending a review and the re-development of the training program.
  • In October 2020, AV introduced a new Learning Management System. In February 2022, AV included a function on the LMS to enable real time and in the field tracking of training attendance and competency assessment outcomes.

To be confirmed

37Embedding sustained learning and developmentImplemented to a moderate extentDirector, Operations Capability;Director, Organisational DevelopmentLeadership development and values
  • Continue to deliver the Leading Together Program to middle and frontline managers
  • Develop standard Key Performance Indicators on workplace equality and perople management for performance development plans
  • Ensure consistent preparation and use of performance development plans, including to identify learning needs and schedule regular performance conversations
  • Trial a 360-feedback tool to support people management and leadership development in the first instance and subject to trial outcomes, consider rolling out a 360-feedback tool for performance appraisal in the future
  • Require employees eligible to act in a management role but who have not yet completed leadership and people management training to do so as soon as practicable
  • Assign all acting managers a mentor while acting in a management role
  • Consider exchange and secondment learning opportunities with similarly situated ambulance services and internal secondments and placements to diversity knowledge and experience
  • Audit people management and leadership capability after delivering the Leading Together program to assess its impact and apply lessons
  • In June 2022, AV completed the Leading Together Program for a second cohort of middle-level leaders and focused on integrity in decision making and leading psychological safety in the workplace.
  • AV has begun planning to deliver the Leading Together Program to a third cohort of middle-level leaders and to senior leaders.
  • Following a 2020 pilot of a 360-feedback tool with operational leaders, AV is preparing to implement the tool as part of our Frontline Leadership Onboarding Program.
  • AV is co-designing Frontline Leadership Development pathways to support the development of newly recruited and aspiring leaders.
  • AV is currently finalising the digitisation of our performance development system, which will support regular discussions with managers and staff about performance, learning and development and career advancement.

To be confirmed

38Creating an operating environment where capabilities can be realisedImplementation activities agreedChief Operations Officer;Department of HealthGovernance and accountability
  • Put in place maximum manager-staff ratios and address structural inequalities between regions
  • Address high number of entrenched acting roles by facilitating recruitment to roles on a permanent basis
  • Consider and decide on options to facilitate robust handovers between shifts
  • Amend human resources / financial delegations to locate decision-making at appropriate level and provide guidance
  • Support leadership and people management skills through capability uplift (see above)
  • Create resourcing and system improvements to reduce administration burden and free-up managers to spend more time with staff
  • Consider whether current function time allocation for team managers is adequate and implement any necessary changes

To be confirmed

39Fully embedding workplace safety and equality in risk management and health and safety systemsIn planning or scopingAmbulance Victoria Board;CEOGovernance and accountability
  • Review independent risk management framework and maturity assessment report on AV
  • Define identified drivers of unlawful and harmful workplace conduct and undertake a thorough assessment through a risk lens, building on historical and contemporary data (considering linkages to the prevention plan)
  • Identify and diversify data sources to enable effective monitoring of relevant enterprise risks
  • Review and unpack relevant enterprise risks and develop an appropriate risk profile
  • Finalise the risk registrar and risk treatment plans for the Equality & Workplace Reform program
  • Clearly communicate Board risk appetite and indicators relating to workplace equality
  • Ongoing risk monitoring, analysis and reporting
  • Assess current health and safety system, in consultation with key internal and external partners and having regard to prior assessments
  • Develop an implementation plan to address any identified gaps and, once endorsed, implement changes
  • Prepare supporting materials and collateral and train relevant groups
  • AV has developed a risk register and risk treatment plans for the Equality & Workplace Reform work program and, in July 2022, submitted the register to the Board for noting. An immediate review of the register and treatment plans are planned after staff in the Equality & Workplace Reform Division are recruited.
  • Further work will take place once key staff are recruited.

To be confirmed

40Updating and strengthening governance documentsImplemented to a moderate extentAmbulance Victoria Board;CEOGovernance and accountability
  • Identify and amend key governance documents to ensure strong statements of commitment to workplace equality and communicate changes to the organisation, once Board has endorsed
  • Capture the requirement to reflect the statements in future Strategic Plans, in appropriate planning documents and in future annual reports
  • On 28 July 2022, AV will release Safe Fair Inclusive: Your AV Roadmap 2022-27 – our official response to the final report of the Victorian Equal Opportunity & Human Rights Commission and our roadmap for the future. The roadmap includes statements of commitment to the creation of a safe, fair and inclusive organisation from the Board, the CEO and each member of the Executive Committee.
  • AV has begun initial work to identify key governance documents that should be amended to ensure strong statements of commitment to creating a safe, fair and inclusive organisation, aligned with each of these statements.

To be confirmed

41Board learning through reflective practiceImplemented to a moderate extentAmbulance Victoria ChairLeadership development and values
  • Engage a provider to develop reflective practice methodology and facilitate reflective practice workshop for the Board
  • In mid-2022, AV engaged an expert to develop a framework to support regular and ongoing reflective practice at a Board and organisational level, to enable reflection on the key drivers of unlawful and harmful workplace conduct in AV, sense-making related to the Commission’s findings and ownership of new ways of working to ensure a safe, fair and inclusive organisation going forward.
  • In addition to starting work to deliver the framework, the consultant is preparing to facilitate a number of individual discussions and joint Board workshops to enable reflective practice.

To be confirmed

42Organisational healing and culture change through reflective practiceImplemented to a moderate extentExecutive Director, Equality & Workplace ReformLeadership development and values
  • Design and implement a program of structured, facilitated reflections on review findings, informed by the considerations detailed by the Commission
  • The Executive Committee and over 60 senior leaders participated in reflective practice workshops following the release of Volume 1 of the final report of the Victorian Equal Opportunity & Human Rights Commission in late 2021. This enabled those leaders to listen and connect with the experiences of AV’s workforce.
  • In mid-2022, AV engaged an expert to develop a framework to support regular and ongoing reflective practice at a Board and organisational level, to enable reflection on the key drivers of unlawful and harmful workplace conduct in AV, sense-making related to the Commission’s findings and ownership of new ways of working to ensure a safe, fair and inclusive organisation going forward.
  • In addition to starting work to deliver the framework, the consultant is preparing to facilitate a number of individual discussions and joint Board workshops to enable reflective practice. Planning will commence once key staff are recruited to enable a broader roll-out of workshops, guided by AV’s forthcoming reflective practice framework.
  • Safe Fair Inclusive: Your AV Roadmap 2022-27 includes statements of commitment to create a safe, fair and inclusive organisation from the Board, the CEO and each member of the Executive Committee.

To be confirmed

43A holistic and evidence-based information and data plan and communications strategyImplemented to a moderate extentExecutive Director, Communication & Engagement;Executive Director, Equality & Workplace ReformGovernance and accountability
  • Adopt the outcomes framework, but apply holistically so that it is applicable to both prevention and response efforts, and develop metrics (with VEOHRC) and identify data sources and address gaps
  • Develop Ambulance Victoria’s official response to the VEOHRC report and roadmap forward
  • Develop and implement an information and data plan to create a safe, fair and inclusive Ambulance Victoria
  • Develop and implement a communication strategy to support reform implementation
  • AV has formally adopted the outcomes framework developed by the Victorian Equal Opportunity & Human Rights Commission, as an overarching framework to guide the development and delivery of reforms to create a safe, fair and inclusive organisation. In mid-July 2022, AV requested that the Commission provide expert advice on the key metrics to support the indicators in its framework. Work to finalise the framework will occur once key staff are recruited.
  • On 28 July 2022, AV released Safe Fair Inclusive: Your AV Roadmap 2022-27, our official response to the final report of the Victorian Equal Opportunity & Human Rights Commission and our roadmap for the future. Published following consultation with our workforce, unions and key partners, the roadmap describes our vision for a safe, fair and inclusive organisation, the case for change, the sequencing of work to achieve this vision and the governance framework to ensure effective delivery of the reforms.
  • AV is well progressed in developing a communication and engagement strategy to support the creation of a safe, fair and inclusive organisation and have been consulting with the Equality & Workplace Reform Steering Committee and Staff Reference Group on key elements.
  • AV will begin work on an overarching information and data plan to support the creation of a safe, fair and inclusive organisation once key staff are recruited.

To be confirmed