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

FY24 Q2

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

Co-design: FY23 Q3
Establishment of scheme: FY24

3A holistic evidence-based prevention planIn planning or scopingExecutive Director, Equality & Workplace ReformSafety
  • Develop and implement a holistic and evidence-based prevention plan

Developing plan: FY23

4Communicating regularly and proactively about preventionImplemented to a significant 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

FY24 Q2

5(a)The critical role of unions and professional associations in preventionImplementedExecutive Director, Equality & Workplace ReformAwareness, 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

FY23 Q2

5(b)The critical role of unions and professional associations in preventionNot availableUnions and professional associationsAwareness, engagement and adoption

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

To be confirmed

7Resetting and embedding organisational valuesImplemented to a moderate extentExecutive 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

Co-design: FY23 Q3
Implementation: FY23-FY24

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

FY24 Q2

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

FY24 Q2

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

To be confirmed

11Establish a dedicated division to drive reformImplementedExecutive 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

FY23 Q2

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

FY23 Q2

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

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

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

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

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

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

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)

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

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

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

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

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

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)

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

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

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

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

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)

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

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

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

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

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

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

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

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

To be confirmed

41Board learning through reflective practiceImplemented to a significant extentAmbulance Victoria ChairLeadership development and values
  • Engage a provider to develop reflective practice methodology and facilitate reflective practice workshop for the Board

FY23 Q4

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

FY23 Q4

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

To be confirmed