AFAC Valuing differences to enhance SES operational capability by AFAC

Valuing differences to enhance SES operational capability

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Copyright © 2020, Australasian Fire and Emergency Service Authorities Council Limited All rights reserved. Copyright in this publication is subject to the operation of the Copyright Act 1968 and its subsequent amendments. Any material contained in this document can be reproduced, providing the source is acknowledged and it is not used for any commercialisation purpose whatsoever without the permission of the copyright owner. Australasian Fire and Emergency Service Authorities Council Limited (ABN 52 060 049 327) Level 1, 340 Albert Street East Melbourne Victoria 3002 Telephone: 03 9419 2388 Facsimile: 03 9419 2389

The information in this document is for general purposes only and is not intended to be used by the general public or untrained persons. Use of this document by AFAC Member agencies, organisations and public bodies does not derogate from their statutory obligations. It is important that individuals, agencies, organisations and public bodies make their own enquiries as to the currency of this document and its suitability to their own particular circumstances prior to its use. AFAC does not accept any responsibility for the accuracy, completeness or relevance of this document or the information contained in it, or any liability caused directly or indirectly by any error or omission or actions taken by any person in reliance upon it. You should seek advice from the appropriate fire or emergency services agencies and obtain independent legal advice before using this document or the information contained herein.

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Citation

Disclaimer This document has been developed from consultation and research between the Australasian Fire and Emergency Service Authorities Council Limited (AFAC), its members and stakeholders. It is intended to address matters relevant to fire, land management and emergency services across Australia, New Zealand and the Pacific region.

Australasian Fire and Emergency Services Authorities Council. (2016) Valuing Differences to Enhance SES Operational Capability. East Melbourne, Vic: Australia. AFAC Ltd.

Acknowledgements AFAC would like to acknowledge the work of the SES Operations Group for their significant contribution to the development of this publication. Special acknowledgement to the units and departments that provided the case studies: ACT SES – Woden Unit and ACTESA; SA SES – Bordertown Unit; WA DFES – Aboriginal Advancement Unit; NSW SES – Metro Southern Capability Unit, Auslan Liaison Team; NT ES – Hermannsburg Volunteer Unit and Tjuwanpa Women Rangers, NT; Sonya Brabon, artist, NT. Images courtesy of Victoria State Emergency Service and New South Wales State Emergency Service.

Valuing Differences to Enhance SES Operational Capability

Contents Purpose

Scope

Statement of Engagement

Audience

Definitions, acronyms and key terms

Introduction

Case Studies

LGBTIQ+

Cultural and Linguistic Diversity (CALD)

Case study: Pride SES Truck

Case study: Manila Brigade

Indigenous

Case study: Nationally Accredited Certificate II

Disability

Religious and Spirituality Diversity

Gender

Case study: Auslan Liaison Team

Case study: SES Blessing of the Fleet

Case study: Tjuwanpa Women Rangers

Appendices

References

Valuing Differences to Enhance SES Operational Capability

The purpose of this publication is to showcase how the State Emergency Services (SES) is working to build an inclusive culture, by embracing the value of bringing people from different backgrounds and different points of view to work together.

Statement of Engagement

Through documented SES case studies, guidance is provided on strategies and learnings that may assist the broader fire and emergency services industry to support existing efforts at improving greater diversity and inclusion across all AFAC member agencies.

This publication was developed using member agency learnings and case studies from the AFAC SES Operations Group. Specialist input was provided by the relevant SES units and brigades engaged in initiatives that harness diverse skills, knowledge, backgrounds and lived experience.

Scope

Audience

This publication is designed to provide suggestions and showcase existing initiatives within the SES demonstrating the value of greater inclusion and diversity. It provides real life examples that all fire and emergency services can apply and identify opportunities and use elements for their own organisations. While this publication presents case studies under key diversity categories to highlight specific strategies, learnings and actions, the AFAC SES Operations group recognise that valuing diversity requires appreciation of multidimensional aspects of individual diversity.

This publication is intended to be used by personnel who have the responsibility to create policy, procedures and practices around diversity and inclusion. The publication is also intended to be shared and made available to the wider AFAC membership to showcase the work SES are performing and provide guidance to promote valuing differences and enhance operational capability in other fire and emergency services agencies.

Valuing Differences to Enhance SES Operational Capability

Definitions, acronyms and key terms

- - -

In this publication, the following terms have specific meanings.

LGBTIQ+: Lesbian, gay, bisexual, transgender/gender diverse, intersex, queer/questioning, other identity terms CALD: Cultural and Linguistic Diversity Diversity refers to the mix of people in an organisation – that is, all the differences between people in how they identify. Inclusion refers to the organisational approach to creation of a culture that embraces a mix of people in an organisation to work together to improve performance and wellbeing. Operational: For the purpose of this publication the term operational refers to the full scope of activities from community resilience building to incident response elements of service delivery, including recovery after an emergency event. This is the activity that involves directly engaging the community before, during and after an emergency, and includes associated command and control (such as Incident Management Team [IMT]) roles and support roles. (VICSES 2017 – 2022, p. 3) Capability: Our collective ability to reduce the likelihood and consequences of an emergency before, during and after. (EMV, 2015-2025) Capacity: The extent to which the core elements of capability can be sustained before, during and after an emergency. (EMV, 2015-2025) Enhance: to improve the quality, amount, or strength of something. Disability: Persons with disabilities include those who have long-term physical, mental, intellectual or sensory impairments which in interaction with various barriers may hinder their full and effective participation in society on an equal basis with others. (UN Convention on the Rights of Persons with Disabilities, 2006, p. 4) Disability can be visible or non-visible, inherited or acquired (due to illness or injury), temporary or permanent. The breadth of impairments and medical conditions include: - - - - -

Learning disability Physical disfigurement or Immunological - the presence of organisms causing disease in the body To be deemed a disability, the impairment or condition must impact daily activities, communication and/or mobility, and has lasted or is likely to last 6 months or more.

Indigenous Australians/Aboriginal and Torres Strait Islander Peoples: Australia’s Indigenous peoples are two distinct cultural groups made up of Aboriginal and Torres Strait Islander peoples. There is great diversity within these two broadly described groups exemplified by the over 250 different language groups spread across the nation. In Australia today, there are three legal ‘tests’ that determine whether a person is Indigenous. They must: - - -

Be of Aboriginal or Torres Strait Islander descent. Identify as an Aboriginal or Torres Strait Islander person. Be recognised as an Aboriginal or Torres Strait Islander by other Aboriginal or Torres Strait Islander people.

Religion: the belief in and worship of a god or gods, or any such system of belief and worship. Spirituality: the quality that involves deep feelings and beliefs of a religious nature, rather than the physical parts of life. Gender: Gender is the state of being male or female in relation to the social and cultural roles that are considered appropriate for men and women. Gender: refers to the socially constructed characteristics of women and men – such as norms, roles and relationships of and between groups of women and men. It varies from society to society and can be changed. Gender diversity: an umbrella term that is used to describe gender identities that demonstrate a diversity of expression beyond the binary framework. For many gender diverse people, the concept of binary gender – having to choose to express yourself as male or female – is constraining. Some people would prefer to have the freedom to change from one gender to another, or not have a gender identity at all.

Physical - affects a person’s mobility or dexterity Intellectual - affects a person’s abilities to learn Mental Illness - affects a person’s thinking processes Sensory - affects a person’s ability to hear or see Neurological – affects the person’s brain and central nervous system,

Valuing Differences to Enhance SES Operational Capability

Introduction The State Emergency Services (SES) is a largely volunteer based organisation that provides emergency assistance to the community, property and the environment through the provision of effective prevention, preparedness, response and recovery (PPRR) activities across a range of fire and emergency events including natural and human induced disasters. The SES operates on a national basis and each state and territory has core responsibilities to provide PPRR activities particular to the legislation under which they operate. As a volunteer based organisation, the opportunity to attract, retain and increase volunteers is at the heart of a successful organisation. The fire and emergency services industry is stereo-typically white Anglo-Saxon male dominated, however, jurisdictions are developing and implementing policies, strategies, initiatives and actions, to address this imbalance. The SES are at the forefront of embracing diversity and inclusion in terms of respecting and valuing the different backgrounds, skills and experiences individual members bring to support broader collective SES goals, using diversity as a source of strength to assist communities to prepare for and respond to emergencies. (NSW SES Diversity and Inclusion Strategy 2016-2019, page 2)

The Concepts of Diversity and Inclusion Diversity is the mix of people in your organisation – the differences between people in how they identify in relation to their age, carer responsibilities, cultural background, disability, gender, Indigenous background, sexual orientation, and socio-economic background (Social Identity), and their profession, education, work experiences, and organisational role (Professional Identity). As noted in NSW SES Diversity and Inclusion Strategy 2016-2019, “Support for diversity does not mean that everyone thinks the same way about a particular issue. In fact, quite the opposite. The very nature of diversity means that we will have differing views between our members and within our communities. It’s how we understand those differences and how we respond that matters.” Inclusion occurs when a diversity of people (for example, of different ages, cultural backgrounds and gender) feel valued and respected, have access to opportunities and resources, and can provide their perspectives and talents to improve or contribute to their agency.

“Diversity and inclusion …is not about trying to change individual values or beliefs. It is about how we work together to ensure everyone is treated with respect and valued for what they bring to the organisation.” NSW SES Diversity and Inclusion Strategy 2016-2019, page 4

Improving Service Delivery The benefits of creating a diverse workforce through an inclusive SES come in many forms. An SES unit with a diverse membership that reflects the community demographics is in a better position to understand the challenges faced by that community and more effectively engage with community members to strengthen resilience before, during and after emergency events. An SES unit demonstrates the value of diversity and inclusion through their membership, shows the community that the SES is a welcoming and safe organisation, providing community oriented services. This in turn promotes the core responsibility of SES to support community PPRR. (NSW SES Diversity and Inclusion Strategy 2016-2019, p. 3) This results in continued growth of volunteer membership reflecting the local communities that the SES serves. (NSW SES Diversity and Inclusion Strategy 2016-2019, p. 4) Each SES jurisdiction have different legislative responsibilities to provide response and assistance for a variety of hazards, such as floods, storm, earthquake, tsunami, landslides and associated incidents; road crash rescue, swift water rescue, as well as supporting other fire and emergency service organisations. To provide these responses, a variety of roles within the SES unit are required to support the response to these hazards and associated incidents, from frontline responders and incident controllers, that are directly involved with the incidents, to support staff, such as radio operators, administration support and community liaison. Each of these roles is important to the overall response to incidents and is a legislative responsibility. Further roles around the provision of effective PPRR activities are as important, if not more so, as these roles help to provide a more informed and resilient community. Having a diverse and inclusive membership enables all members to participate in capacities based on their own skills and experiences. Each of these roles contributes to the overall operational capability of the SES unit and organisation.

Valuing Differences to Enhance SES Operational Capability

Another key benefit in having a diverse and inclusive membership is the strategic advantage that comes from having a wide variety of perspectives in decision making, problem solving, capability development and service delivery. (NSW SES Diversity and Inclusion Strategy 2016-2019, p. 3) By listening to and understanding how other people think and their perspectives, allows an organisation to become more effective operationally and they are more able to identify barriers to achieving the agency’s goals, and different ways and processes to achieve the agency’s objectives. (ACT ESA strategic plan) It has been identified through many research initiatives, commissioned by the Bushfire Natural Hazard Cooperative Research Centre (BNHCRC), the issues and problems and the accompanying risks of not addressing the lack of diversity and inclusion in the fire and emergency sector. (Young & Jones, 2019) As described above, the benefits gained from continuing to action diversity and inclusion initiatives and ongoing work in the workplace, can come in many forms, tangible and intangible. Identifying the specific categories and reasons why diversity and inclusion can benefit an organisation can assist in explaining and engaging with teams, why diversity matters, what is offers to individuals, organisations and communities. (Cooper, 2019)

A draft framework has been developed through extensive research documented by Young, Rogers, Kumnick, (2018, p. 57) in partnership with the BNHCRC to assist with implementing the different and complex systems and actions required to address and continue to improve diversity and inclusion in the fire and emergency services. The key areas and components identified provide the basis for exploring the complexity associated with diversity and inclusion in the workplace and the sort of structures, processes and tools to be most useful and their best application. These key areas are shown in the figure below. Whilst detailed explanation of these components is not provided in this publication, the following case studies highlight some of these key components whilst developing effective diversity and inclusion. From the following case studies, it can be seen these initiatives are addressing diversity and inclusion in several different areas. The case studies also offer the reader feedback on ways that worked to improve and enhance service and operational effectiveness, as well as opportunities for learning and ongoing development to enhance operational capability.

Values Inclusive environment and culture

Innovation

Social transformation Lifelong learning

Systems

Change

Complex decision making

Figure 1: Key components of effective diversity and inclusion (Young, Rogers, Kumnick, 2018, p 57)

Valuing Differences to Enhance SES Operational Capability

Diversity and Inclusion Data AFAC members are encouraged to engage in, contribute to and participate in research and relevant data gathering exercises to build the body of knowledge in relation to diversity in their workforce. To this end, AFAC and its members should, where possible, seek partnerships with trusted research institutions and peak industry bodies. AFAC members should drive and advocate effective data collection and monitor and advocate collection of relevant data by their agencies and with other industries. This will assist in informing research that supports advocating for cultural change. This includes ensuring AFAC agencies’ systems can provide useful data to aid decision making.

Fire and Emergency (29)

Category

Aviation Rescue Fire Fighting

Aviation

ACT Parks & Conservation

Land mgmt

Department of Environment and Water (SA)

Land mgmt

Dept Biodiversity, Conservation & Attractions, Parks & Wildlife Service

Land mgmt

DELWP (Forest Fire Mgt)

Land mgmt

Forestry Corp NSW

Land mgmt

Forestry SA

Land mgmt

NSW NPWS

Land mgmt

The Male Champions of Change (MCC) Fire and Emergency was established in April 2017 and is supported by the AFAC Diversity and Inclusion Group (DIG). The MCC is convened by the Victorian Equal Opportunity and Human Rights Commissioner and the membership is made up of Chief Executives, Commissioners and Chief Fire Officers from the leading 29 agencies responsible for fire, emergency and land management services across Australia and New Zealand. (MCC Fire and Emergency Progress Report 2018, p. 4). The MCC progress report 2018 provided an overview of the initiatives and works undertaken to increase diversity and inclusion in the fire and emergency sector. One stream of work is gender equality and the AFAC DIG worked with MCC members to develop an agreed standard approach for capturing and reporting on gender representation across the fire and emergency services.

Parks Victoria

Land mgmt

Qld Parks & Wildlife

Land mgmt

ACT Emerg Svcs Agency

Multi hazard

WA Dept Fire &Emerg Svcs

Multi hazard

Fire and Emergency New Zealand

Multi hazard

NT Fire, Rescue & Emerg Svcs

Multi hazard

Qld Fire & Emerg Svcs

Multi hazard

Bushfires NT

Rural fire

CFA Victoria

Rural fire

NSW Rural Fire

Rural fire

SA Country Fire Service

Rural fire

Tasmania Fire Service

Rural fire

The MCC 2019 Impact report provides opportunity for comparison of progressive years of data, noting the gender diversity of the fire and emergency services organisations are moving closer to achieving gender balance (40 – 60% women’s representation.) (MCC Fire and Emergency Progress Report 2018, p. 4). Refer to Appendix for detailed percentage information.

NSW State Emergency Service

SES

SA SES

SES

Tasmania SES

SES

Vic SES

SES

Fire & Rescue NSW

Urban fire

MFESB

Urban fire

SA Metro Fire

Urban fire

Capturing the gender balance of fire and emergency services, allows comparison between the different types of organisations. This highlights that some organisations have better gender diversity than others, enabling further investigation into the reasoning behind these differences.

Table 1: Categories of fire and emergency service organisations.

The following two charts show the average percentage of women in the overall frontline service delivery workforce between 2018-2019. To assist with comparison, the fire and emergency service organisations have been categorised into their key target area for response. The following table identifies the organisations and their assigned categories.

Valuing Differences to Enhance SES Operational Capability

Chart 1 highlights that SES at an average of 33.5% is ahead of the other fire and emergency services with the average percentage of women on the frontline service delivery workforce. Chart 2 highlights SES is ahead of the other fire and emergency services with a higher average percentage of women as frontline service delivery enablers. In the MCC 2019 report, VICSES had the with the largest overall increase from 32 to 39.1 % in the overall women’s representation of the workforce. Frontline Service Delivery (FSD) includes any person whose primary role is to directly engage with the community to deliver a service that assists in the prevention, preparedness, response or recovery of incidents and they can be uniformed or non-uniformed. (MCC Fire and Emergency Progress Report 2018, p. 4). Frontline Service Delivery Enablers (FSDE) include any person whose primary role is to enable the operations of frontline service delivery. They don’t have direct engagement with the community, but their function is vital to the sustainability of Frontline Service Delivery and they can be uniformed or non-uniformed. (MCC Fire and Emergency Progress Report 2018, p. 4).

With any complex initiative, the increase and growth may be slow, however, it is encouraging that the gender diversity is progressing. Some of the initiatives noted in the MCC report demonstrate the breadth of work being undertaken to continue to enhance, develop and implement diversity and inclusion initiatives and actions. Some examples of community engagement on gender equality include: -

Metropolitan Fire Brigade (MFB) led and coordinated the Emergency Management Sector’s preeminent International Women’s Day event for 2019 in Federation Square. Emergency Management Victoria (EMV), the Country Fire Authority (CFA), and AFAC supported and participated in the event. Over 10,500 people experienced the event which promoted careers and volunteer opportunities for women. The event showcased the achievements of women in natural hazards, as well as provided information, activities and advice to the public. (MCC 2019 Impact report, page 9) Queensland Fire and Emergency Services is participating in the MCC Founding Group’s Gladstone Project on whole of community responses to domestic and family violence.

42.5%

5.1% 33.5%

59.3% 47.2%

TOTAL

19.3% 19.6%

54.2%

30.8%

52.5%

3.6%

0.0%

34.9%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

Urban fire SES Rural fire Multi hazard Land mgmt Aviation

Chart 1: Frontline service delivery workforce 2018-2019 – average percentage of women

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

Urban fire SES Rural fire Multi hazard Land mgmt Aviation

Chart 2: Highlights the Frontline Service Delivery Enablement average percentage of women.

Valuing Differences to Enhance SES Operational Capability

Case Studies

LGBTIQ+

This publication has been developed to showcase the work that SES jurisdictions are undertaking in various areas of diversity, as well as provide opportunities to learn from and improve further on the work undertaken. SES agency statistics, policies and procedures have been gained from the various annual plans, strategies and case studies based on real events and situations.

The term LGBTIQ+ represents the collective community of people who identify as lesbian, gay, bisexual, intersex, transgender/gender diverse, queer/questioning and other identity terms. In isolation these letters represent:

Importance of Language The language used is paramount when implementing, developing and maintaining a diverse and inclusive environment. To assist with demonstrating the success of SES agencies in promoting diverse and inclusive organisational membership, the case studies have been categorised into the following areas: - - - - - -

LGBTIQ+ Cultural and Linguistic Diversity Indigenous Disability Religion and Spiritualty Gender

It should be noted that the labels we give people work against us - all people are different and by working together those differences can be used in order to make the workplace and all involved, be the best they can in the situation.

Lesbian

A same sex female relationship

Gay

A same sex male relationship

Bisexual

A person who is attracted sexually and / or romantically to both males and females

Transgender

A person whose gender identity is opposite to their biological sex

Intersex

A term which describes an assortment of conditions where a person is born with reproductive or sexual anatomy that is not typically male or female

Queer or Questioning

An umbrella term used to describe a range of identities

Is any/all other identity terms that are not heterosexual, non-intersex, or cisgender, such as pansexual and asexual to name a few

In Australia, the Commonwealth Government uses the initials ‘LGBTI’ to refer collectively to people who are lesbian, gay, bisexual, trans, and/or intersex. One way of thinking about ‘community’ is as a group of people who share some things in common, and within which there is also diversity. Communities also intersect and overlap.

Cultural and Linguistic Diversity (CALD) A culturally and linguistically diverse group of people are from different countries, including other English-speaking countries, have different cultural backgrounds, can speak other languages besides English and follow different religions, traditions, values and beliefs. Australia is one of the world’s most successful multicultural societies. The Foreign Policy White Paper notes our diversity is a national strength, which we embrace. One in four Australians were born overseas and almost half of all Australians were either born overseas or have at least one parent born overseas.

Valuing Differences to Enhance SES Operational Capability

Case study: Pride SES Truck Jurisdiction and agency: ACT, SES Unit/Brigade: Woden Unit

Background The ACTSES Headquarters was approached by their Woden Unit with the idea of honouring all members of their Unit, Service and greater community by displaying Rainbow Artwork on their primary storm response vehicle. The vehicle branding was developed by the CMTEDD (ACT Government Chief Ministers, Treasury and Economic Development Directorate) design team in line with the ACT Government LGBTIQ branding guidelines.

How has it improved operational capability? The ACTSES workforce reflect the community they serve and protect. By honouring and acknowledging LGBTIQ+ service members ACTSES are creating a safe place for people to work as staff and volunteers feel empowered to live and work authentically. Providing a culture of inclusiveness at the workplace has resulted in a beneficial side effect of increased operational productivity and participation. The impact has also overflowed into the ACTSES’s interactions with the community. As the vehicle responds to community requests for assistance, the ACTSES is proudly displaying their commitment to inclusion and diversity. By displaying this commitment, the ACTSES is demonstrating that they are a safe and approachable service. This has been particularly effective in communities where there can be mistrust towards emergency services. The artwork on the vehicle has been a disarming tool in this space and has invited conversations, trust building and respect between the LGBTIQ+ community and the emergency services.

Valuing Differences to Enhance SES Operational Capability

Image: ACT SES Pride Truck

What did the agency learn from this journey? Through the process of fixing the artwork to the vehicle, the service has learnt to appropriately consult the units, volunteers and staff. ACTSES have learned that the artwork is a crucial tool to enable an inclusive and diverse workforce. The artwork is a visual representation of the Services’ commitment to their service members but is only an element of a larger cultural change program. This program will focus on building cultural awareness into the core of the service in daily practice, with the ambition of creating a safe place for service members and the wider community.

Does the agency have any advice to others? ACTSES would advise other services to also show their commitment to inclusion and diversity. By building cultural awareness into workplace practices, people are being invited to live authentically. ACTSES would advise other services to engage with their members and staff on how they would like to show their commitment and support them to achieve these goals. A key lesson for ACTSES was implementing advice from ‘bottom-up’ as opposed to ‘top-down’. This approach resulted in significant buy-in and drive from the unit, as there was an element of personal connection to the initiative.

Case study: Manila Brigade Jurisdiction and agency: SA, SES Unit/Brigade: Bordertown Unit

Background Bordertown, South Australia is a medium sized rural town located on a major transport route, and like many rural towns, is undergoing change driven by fluid, and largely positive economic conditions, changes in migration policy and mobility, communications technology and demographic trends. (J. Pyke, 2018, p.42) A global meat processing company, JBS, has a plant in Bordertown and is the largest employer in the town. The plant currently employs around 480 workers and employee retention has been a major issue for the company and in recent years has reduced its turnover rate from 120% ten years ago, to a current rate of 27%. (Pyke, 2018, p.43) This has been achieved primarily through the recruitment of workers on temporary visas – primarily skilled, working holiday or refugee visas. Interviewees as part of the BNHCRC study (Pyke, 2018, p43), noted the benefits of the increased migrants in Bordertown included increased opportunity of engagement, including volunteering. JBS’ support of flexible working arrangements, enhances the opportunity and supports volunteering in the community and SES.

visas, in particular from the Philippines, the unit was unofficially known as the “Manila brigade.” It has been noted, that without the migrant workers volunteering, many services would not exist.

What did the agency learn from this journey? -

How has it improved operational capability? Temporary migrant workers have volunteered for organisations in Bordertown, from community-based organisations like churches and community centres, as well as the SES. The Bordertown SES Unit was so heavily recruited by volunteers on temporary

The value of a SES Unit being connected to and understanding the nuances of their local community in order to advance their volunteering needs outside of their traditional recruitment profile. It is important for the unit to be culturally aware prior to recruiting CALD communities, and vital in the retention of any CALD members. Locally led initiatives have better buy in with the members and in many cases are more sustainable. On the back of the Bordertown success, the same idea was explored in other South East Units, and it was identified that additional work on the unit’s culture would need to be undertaken to facilitate diversity. Based on this, the idea was deemed unachievable in the short term and other recruitment options were explored. Diversity within the unit breaks down traditional volunteering expectations and opens the unit up for new ideas. Including the CALD community in regional recruitment SWOT (Strength Weakness Opportunity Threats) analysis and creating connections with CALD community leaders and services.

Valuing Differences to Enhance SES Operational Capability

Does the agency have any advice to others? -

Do not restrict your recruitment priority scans to things you have always done or know. Bordertown took advantage of something new and are now a healthy regional unit in an area where other emergency services are desperate for numbers. Unit culture must be known before recruiting in diversity. If a positive culture doesn’t exist, steps must be taken to shift the culture from within over time. This must be led by the Unit Manager/Leadership. HQ can still support regional units who are going well by recognising their achievements, rewarding them with additional resources to continue their good work and ultimately be left alone. Reach out to business, establish networks with them and value the benefit volunteering can have for the businesses and the SES unit. Through SES, the migrant workers have established a connection with

Image: Bordertown, SA SES ‘Manila Brigade’

the community, which is critical to their culture and may provide them with a greater resilience and wellbeing. In return, the migrants are more likely to have healthy mindset despite the challenge of being away from home in a new environment AND be provided free training that will improve their

Valuing Differences to Enhance SES Operational Capability

ability to be productive at work, including a greater awareness of health and safety. All these benefits were achieved, and it led to more migrant workers signing up and in return, more free training and life skills provided for the business.

Indigenous

Aboriginal peoples are the oldest surviving culture in the world, having occupied Australia for at least 60,000 years.

The Aboriginal and Torres Strait Islander peoples are diverse within their own community with approximately 700 languages spoken by different Indigenous groups throughout Australia at the time of colonisation.

Aboriginal and Torres Strait Islander people make up 3% of Australia’s population. New South Wales has the highest Aboriginal population (208,500 people), while the Northern Territory has the highest proportion of Aboriginal people (30% of the Northern Territory’s population).

Programs and policy approaches that are geared towards long-term achievements. Real investment of dollars and people based on need and ongoing support for programs that work. Regular and independent public evaluation of programs and policies to make sure we learn from mistakes and successes. Co-operative, cross sector approaches which reduce the burden of duplication and red-tape on community organisations.

Reconciliation Australia highlights ten principles for successful Aboriginal and Torres Strait Islander policies and programs: - - - -

- -

Genuine engagement with communities in talking about, developing and implementing policies. Active and well-supported Aboriginal and Torres Strait Islander led decision-making in program-design. Grass-roots, bottom-up approaches that knit together local knowledge within a national framework. Local and region specific programs that are tailored to the needs of particular communities rather than “one size fits all” approaches. Investment in and support for local Aboriginal and Torres Strait Islander leadership. Long-term investment in strengthening communities at a local level to decide and manage their own lives.

Valuing Differences to Enhance SES Operational Capability

Case study: Nationally Accredited Certificate II Jurisdiction and agency: Department of Fire and Emergency Services (DFES), WA Unit/Brigade: DFES Aboriginal Advancement Unit

Background DFES established the Aboriginal Advancement Unit (AAU) to oversee the implementation of the DFES Emergency Management Strategy which aims to implement and advance emergency management, including hazard planning with Aboriginal Communities in WA. This is achieved through an all-hazards approach to emergency management, working in partnership with Aboriginal people in their Communities, government and non-government organisations to train and develop people’s skills and knowledge; to better prevent, prepare, respond and recover from natural disasters and emergencies.

Image: Prescribed burning in WA

How has it improved operational capability? The soon to be launched ‘Ready on Country – Introduction to Emergency Management’ Training Package provides a commitment by DFES to a shared set of principles and priorities. The Framework embedded throughout the training package aims to provide an opportunity for DFES, key government agencies, industry and non-government organisations to work collaboratively with Aboriginal communities. It provides pathways that progress Communities and

staff in developing cultural capabilities, and emergency management skill. The development of the training package was achieved in partnership with Aboriginal elders. The AAU believed that the new Ready on Country (ROCIEM001) required 3 distinct elements and performance criteria embedded throughout the package. These were: 1.

Establish context for emergency management

Identify community risk

Contribute to community risk management.

These three elements will enable community capability in the areas of applying PPRR to an identified emergency, with a clear understanding of the Management Act (2005); contributing to the development of a risk management plan for community, employing a risk rating process which encompasses, establishing, identifying and applying risk management strategies developed for community, and applying emergency risk management processes when dealing with an emergency such as fire, flood and cyclone. Communities will be provided with an awareness with the governing emergency management legislation (2006), in addition to the Emergency Management Act of (2005). With this type of training, community members living in communities develop a sense of ownership and responsibility to initiate an emergency risk assessment with a community or as part of a community. From the commencement of this training package to date, the interest in securing training from Aboriginal communities has been overwhelming, and has started to filter down to Aboriginal Ranger groups who wish to participate in this training package. It is envisaged that identified

Valuing Differences to Enhance SES Operational Capability

Aboriginal Rangers throughout WA will undertake facilitator training to deliver to their surrounding communities in country. It has also been discussed that this package can be converted into language for other groups whose first language is not English. Talks have commenced with Interpreters WA for the training package to be converted to the language within the seven regions, this will commence in 2020, with the Pilbara Elders.

What did the agency learn from this journey? That a cultural capability plan towards 2020 ensures that the guiding principles encompass:

Image: Prescribed burning in WA

Participation of Aboriginal and Torres Strait Islander people in relevant formal advisory bodies at local, state and federal levels Corporate Policy values, supports and recognises Aboriginal and ATSI culture Development of Community Based Training in Aboriginal Communities with a focus on emergency management and hazard planning, continues throughout WA regions with Aboriginal remote communities Cultural support mechanisms are provided for Aboriginal staff to continue their roles in emergency management with Aboriginal communities in the regions Collaborate with stakeholders to initiate programs that enable and empower Indigenous peoples to incorporate their cultural values into initiatives designed to offset the impacts of global warming (i.e. Traditional Burning Practices for bushfire mitigation)

Ongoing improvement and sustainability of cultural capability of staff through appropriately resourced, sustainable training, education, mentoring and other developmental experiences appropriate to their roles within the organisation, including sound orientation to the local Aboriginal and Torres Strait Islander community where relevant.

and should always be developed in consultation with Aboriginal and Torres Strait Islander people; and that will meet their communities’ needs to understand their options to make informed decisions about their safety.

Does the agency have any advice to others? Agencies should understand that communication with individuals is undertaken with the knowledge that cultural differences exist, and that the Aboriginal community is complex and diverse, and should be adapted to meet the needs of the individuals, and their communities to best achieve mutual understanding. Emergency and hazard management knowledge is provided by services in ways that are meaningful and respectful,

Valuing Differences to Enhance SES Operational Capability

Disability A human rights-based approach to disability inclusion acknowledges that people with disability must be afforded the same rights as all other Australians. Approximately 20% of Australians are living with a disability, and AFAC members are encouraged to increase the awareness, inclusion and employment of people with a disability. The UN Convention on the Rights of Persons with Disabilities (UNCRPD), and the Sendai Framework for Disaster Risk Reduction, both lay out expectations regarding the inclusion of the rights of people with disabilities in situations of risk and humanitarian emergencies. Persons with disabilities are often overlooked throughout the disaster management cycle and especially during relief operations. The UN Convention on the Rights of Persons with Disabilities (CRPD), in its articles 11 and 322, requires that persons with disabilities benefit from and participate in disaster relief, emergency response and disaster risk reduction strategies. With the right attitude, knowledge and by making sure to provide equal opportunities for all, inclusion is possible. The National Disability Strategy 2010-2020 advocates for the following approaches to supporting greater disability inclusion: -

Involvement of people with disability—the views of people with disability are central to the design, funding, delivery and evaluation of policies, programs and services which impact on them, with appropriate support and adjustment for participation. Community engagement—a whole-of-community change effort is required to remove barriers and support inclusion of people with disability in the life of their communities. Universal approach—products, services, environments and communities are accessible and usable by all people to the greatest extent possible without the need for specialised modification. Life course approach—takes into account a person’s likely needs and aspirations over their lifetime, paying particular attention to milestones and times of transition. Person-centred—policies, programs and services for people with disability are designed to respond to the needs and wishes of each individual. Independent living—the provision of services and equipment that facilitate the greatest level of independence and the enjoyment of a lifestyle that reflects the choices of people with disability. Interconnectivity—governments work together to ensure interconnectivity of policies and programs.

Religious and Spirituality Diversity Australia is a multicultural, multi-faith society with a wide range of religious and spiritual beliefs. In the 2016 Census, Christian religion affiliations were reported by 52% of the population. Non-Christian religions represented about 8% of the population. About 39% of the population stated they had no religion or did not state their religion. The 2016 Census recorded over 120 different religious denominations each with 250 or more followers. The religious composition of the States and Territories varies.

Gender Equal participation of women is of such importance to the social and economic fabric of societies that Gender Quality has been identified as one of 17 UN Sustainable Development Goals. The AFAC Male Champions of Change (MCC) are helping to address the inherent biases in the fire and emergency services and support the wider work of AFAC on diversity and inclusion. It is noted in Male Champions of Change Progress 2018 report the first detailed account of gender equality across frontline service delivery and enablement roles, with the overall workforce women’s representation across all fire and emergency services organisations of 22%. Work continues to be undertaken to reduce the gender division in the SES and of note, in NSW SES 34% of volunteers and 51% of staff are women, amongst the highest of any emergency service, with the proportion of women in leadership roles steadily increasing. In VIC SES, women volunteers and staff make up 70% of all leadership roles, which includes unit controllers, deputy unit controllers, officers and senior managers.

Valuing Differences to Enhance SES Operational Capability

Case study: Auslan Liaison Team Jurisdiction and agency: NSW SES Unit/Brigade: Metro Southern Capability Unit

Background The NSW SES, together with other emergency service partners, worked together with the Deaf Society on the ‘Deaf Get Ready – Emergency Preparedness’ project. The project recognised that accessing emergency information has been difficult for the Deaf (and Hard of Hearing) Community, and engagement of emergency services with Deaf (and Hard of Hearing) communities has been limited. The project aimed to (i) increase the resilience of Deaf and Hard of Hearing communities to natural disasters via improved access to and provision of emergency management information; and (ii) increase the capability of NSW emergency service organisations to effectively reach and deliver services to Deaf (and Hard of Hearing) communities. As part of the Deaf Get Ready project, Deaf Liaison Officers (DLOs) were identified by the Deaf Society as focal points for communication between emergency services and the Deaf Community. While working with the Deaf Community and the DLOs, the NSW SES formed a Deaf Focus Group to specifically explore: -

how the Deaf (and Hard of Hearing) community contact the NSW SES when they require assistance; how the NSW SES could better engage with the Deaf (and Hard of Hearing) community in emergency preparedness and in the response phase; and how the NSW SES improves inclusivity with the Deaf (and Hard of Hearing) community when in a volunteering capacity.

Since then the NSW SES has: -

Established arrangements with the National Relay Service to assist with communications and call diversions

through to the NSW SES call centre. Continued to run “Get Ready” workshops with Deaf and Hard of Hearing communities to raise risk awareness and build capability in preparedness and response Held a workshop designed to build DLO awareness of NSW SES warning products to better enable DLOs to communicate information in Auslan Encouraged DLOs to join NSW SES to continue work in their communities.

To date, five DLOs have joined the NSW SES bringing specialist skills as Auslanusing members. This has led to increased interest from other Auslan users (ranging from deaf to hearing) in joining the NSW SES.

Image: NSW SES Auslan Liaison Officers

How has it improved operational capability? Most of the Auslan signers from the Deaf Get Ready Project joined the NSW SES Metro Southern Capability Unit. The NSW SES also has several deaf and hard of hearing members serving in Units across the State, some of whom utilise their NDIS funding to assist with relevant adjustments and communications. All bring specialist knowledge, community connections and skills to enhance operational capability before, during and after disasters. Some provide support as Auslan/English interpreters working with

Valuing Differences to Enhance SES Operational Capability

Deaf and Hard of Hearing communities to share emergency preparedness and response information, while others have completed field training and engage in general operational response.

Key learnings to date include: -

Having experienced Auslan-users in the service will enhance capability in a range of areas including: -

improve outreach and engagement with Deaf and Hard of Hearing communities to strengthen preparedness and support response; increase awareness among NSW SES staff and volunteers of communication strategies and techniques when working with people who are Deaf or Hard of Hearing; inform development of deaf-friendly resources such as Auslan videos and pictorial instructions on what to do in a flood or storm emergency; enable NSW SES members to learn about the lived experience of people who are Deaf or Hard of Hearing through ‘Lead and Learn’ sessions where Auslan-using members share stories and answer questions to build understanding among NSW SES staff and volunteers; provide opportunities for experienced Auslan-using members to mentor new Auslan-signers interested in serving as members of the Auslan Liaison Team (ALT).

What did the agency learn from this journey? This initiative is still in early stages of development. The NSW SES are currently working with Auslan-using members to create Auslan Liaison Team ALO roles including functional activation processes that enable access to their skills for training, preparedness and response activities across the State.

Partnering with local community groups or agencies (government, non-government and/or private sector) who are working with diverse communities provides a valuable entry point to explore opportunities for engaging with emergency services. The importance of including captions on videos to increase accessibility for all. The importance of recognising sign languages as equal in status to spoken languages and promoting the linguistic identity of the deaf community. Community connections are the key to how a community prepares, responds and recovers from an emergency. Auslan Liaison Team members are an integral part of building those connections. Flexible volunteering options supported engagement of Auslansigners who expressed interest in joining the NSW SES. Appropriately tailored, role-based training (eg. as Auslan Liaison Team members) needs to be developed alongside appropriately tailored NSW SES ‘job-ready’ training, recognising that standard training frameworks may not be accessible and/or applicable to such specialist community engagement roles. The NSW SES is continually reviewing the structure, resources and support needs of members involved in this initiative, to inform ongoing development and/or replication of the model to meet community and agency needs. As with Auslan-users, the NSW SES is exploring ways to engage people with disabilities, Aboriginal and

Valuing Differences to Enhance SES Operational Capability

Torres Strait Islander communities, and people from culturally and linguistically diverse backgrounds to help build resilient communities at the same time as improving Service capability with the specialist knowledge and experience they bring.

Does the agency have any advice to others? 1.

Valuing differences to enhance operational capability is more than passively identifying diverse members within your agency’s workforce. It’s an active process that recognises and promotes diverse specialist skillsets and identifies mutually empowering opportunities for individuals and for the agency.

Genuinely valuing differences takes dedicated time, ongoing collaboration and targeted resources to build sustainability. It is an ongoing iterative process, not a one-off timelimited project. This commitment is essential to harnessing the intrinsic knowledge, skills and community connections of specialist liaison officers. It is also critical to building respectful relationships and ensuring that diverse stakeholders are directly engaged in creating and shaping preparedness and response initiative affecting their communities.

Start with building trust and confidence with the target communities and demonstrate a genuine commitment to increasing community capacity. Follow up with recruitment opportunities and a flexible, functional approach to supporting those interested in roles within the Service.

Case study: SES Blessing of the Fleet Jurisdiction and agency: ACT Emergency Services Agency (ESA) Unit/Brigade: ACT State Emergency Service (Included in ESA)

Background The ACT Emergency Services Agency (ESA) has recently engaged three volunteer chaplains from various religious denominations. These three chaplains include a Catholic deacon-intraining, a Presbyterian Deaconess and a Buddhist nun. Their selection does not necessarily reflect the denominational backgrounds of the members of the ESA, but rather these chaplains were selected based upon their experience in supporting personnel working in areas where they are likely to be exposed to challenging situations. One of the key activities supported by our chaplains was the 2019 ACT State Emergency Service pre-season briefing. As part of this, ACTSES held a full-service muster and “Blessing of the Fleet”. The blessing started with a smoking ceremony by a Ngunnawal representative, to recognise the close connection between the Service and the

traditional Ngunnawal lands upon which ACTESA operate. This was followed by a blessing of ACTSES vehicles, including a sprinkling with holy water, and a scatter of rice as part of traditional Buddhist custom.

How has it improved operational capability? The chaplains have become a key part of the ESA’s overall mental health strategy and integrate with other programs including peer support and ESA’s Employee Assistance Program. Having chaplains that cross a variety of faiths and beliefs has helped to reinforce that ESA is an open and inclusive organisation, and to emphasise to volunteers and recruits that ESA and SES is committed to ensuring that the agency, and especially the volunteer services, are truly reflective of the community they serve.

Image: L-R Chris Dudfield, ESA Volunteer Chaplain, Father Joshua Scott, Hospital Chaplain at Calvary Public and Private Hospitals (who was on ‘loan’ to ACTESA as Chris was still a deacon-intraining and not yet able to perform the Blessing so they worked together)

Valuing Differences to Enhance SES Operational Capability

What did the agency learn from this journey? Our Chaplaincy and Wellbeing Program enabled ACTESA to connect with staff and volunteers during everyday activities such as training which offered the opportunity to get to know each other and build working relationships. The connections made in this time came to the fore during the Summer of 2020 where in the ACTESA faced their own local crisis with bush fires, smoke and weather events that challenged members on many fronts operationally. ACTESA chaplains were able to come alongside ESA people and be a safe person for them - not a manager or a boss but as an independent, impartial listener and someone the people could talk to. ESA’s chaplains were available to be called out to an incident at any time, were prepared for it and did so. Walking alongside teams as they deployed, helping them with meal distribution and supplies, reaching out to offer support and encouragement, being present for debriefings and being in trucks beside them as they undertook their work. The flexibility and agility of the team supported the multifaceted response of the Agency.

Image: Venerable Tenpa Bejanke Duim, ESA Volunteer Chaplain

Does the agency have any advice to others? -

Providing support for agency members, staff and volunteers comes in many forms – physical, emotional and mental – and a variety of opportunities to provide this support should be explored. Valuing differences is a journey and active participation from all levels and ongoing management and support benefit the organisation as a whole, and reinforce that the organisation is open and inclusive and in for the long-term benefits.

Image: L-R Ann-Marie Burgoyne, Senior Director Wellbeing and Support Programs, ESA (and SES volunteer!), Venerable Tenpa Bejanke Duim, ESA Volunteer Chaplain, Kathryn Clark, ESA Volunteer Chaplain, Chris Dudfield, ESA Volunteer Chaplain

Valuing Differences to Enhance SES Operational Capability

Case study: Tjuwanpa Women Rangers Jurisdiction and agency: NT Emergency Service Unit/Brigade: NT SES Hermannsburg Volunteer Unit

Background The NT SES Hermannsburg Volunteer Unit is situated in the remote Indigenous town of Hermannsburg with 13 volunteers who live within or nearby the community. To increase diversity and engagement within the community, the unit established a relationship with the Tjuwanpa Women Rangers with the aim of delivering effective and culturally appropriate emergency services to the community. The Tjuwanpa Women Rangers are funded by the Commonwealth Government to deliver training and employment opportunities for Indigenous women in land management.

How has it improved operational capability? The majority of the Women Rangers joined the local NT SES unit in order to “give back to the community”. The relationship is mutually beneficial. In return for their service, the women receive accredited and non-accredited emergency operations training such as map and navigation, and chainsaw, which complements their work as rangers. The NT SES benefits from the women’s language skills, relationships with community members, and strong connection to and understanding of the land. All NT SES members are educated on the importance of diversity and inclusion through the agency’s Respect, Equity and Diversity program, and are reassessed every two years. The training covers the NT Police, Fire and Emergency Services Diversity and Inclusion Strategy and emphasises the importance of strengthening our capability through diversity.

Valuing Differences to Enhance SES Operational Capability

Image: Artist, Coordinator of the Tjuwanpa Women Rangers and a former long-serving NTES member, Sonya Braybon’s painting depicts the relationship between the various agencies and the community to plan and prepare for disasters and promote community safety. The painting takes pride of place on the NT Emergency Service head office wall

What did the agency learn from this journey? Training Indigenous people in emergency management is fundamental to improving resilience in remote Indigenous communities. Community resilience is developed by building on existing strengths and relationships. However, developing trust and confidence through sustainable engagement and relationship building requires a significant time and humanresource commitment.

Does the agency have any advice to others? It is important to identify, build and maintain relationships with key community stakeholders. When key players leave either organisation, it is imperative to re-establish the relationship as soon as practicable, emphasising its importance to the community and the benefits to each organisation. Failing to do so results in reduced engagement and capabilities in the community and significant time and energy to rebuild relationships.

Appendices The following tables have the percentages from the MCC 2018-2019 Impact on which the charts in Section Diversity and Inclusion Data were based, showing women’s representation in fire and emergency services break down of categories:

Frontline Service Delivery - WOMEN FIRE & EMERGENCY (29)