| 2.1 Ensuring that recruitment, induction and transfer documentation and processes reflect CFA values and the Behavioural Standards, are understood and used to inform decision making processes at all levels |
| Actions |
| 2.1.1 Review Employee Position Description Template, Interview Questions, onboarding and Induction materials with a view to embedding understanding and application of CFA Values and Behavioural Standards in each touch-point |
| 2.1.2 Confirm Behavioural standards workshops includes practical examples on decision making that is informed by CFA values and behavioural standards |
| 2.1.3 Review Behavioural Standards Post-session survey feedback |
| 2.1.4 Develop an additional survey to be distributed to participants 3 months post their participation in a workshop |
| 2.1.5 Implement 'post 3 month participation survey' to inform understanding of how behavioural standards are being embedded by participants following attendance at a Behavioural Standards session (commencing with all participants from commencement of roll-out through to Sep-22) |
| 2.2 Ensuring position descriptions for Brigade Management Teams (BMTs) and leaders at the Group Officer level support the values and behaviours and recognise the importance of diversity and inclusion |
| Actions |
| 2.2.1 Update Brigade Management and Group Officer role descriptions to include a focus on: modelling CFA Values, holding and embedding CFA Behavioural Standards and promoting Diversity & Inclusion |
| 2.2.2 Ensure all current BMT and GOs receive a copy of the updated role descriptions |
| 2.2.3 Embed throughout the brigade management manual a focus on modelling CFA Values, upholding and embedding CFA Behavioural Standards and Promoting diversity and inclusion |
| 2.3 Working with Districts to ensure that the Volunteer Charter is embedded in organisational practice and Commanders, ACFOs and Group Officers are supported to understand their responsibility in this area and to address localised challenges and opportunities |
| Actions |
| 2.3.1 Complete development of online-learning 'working with volunteers' e-module and embed Charter and good practice into induction processes for all staff |
| 2.3.2 Ensure that practical and meaningful examples of applying the Volunteer Charter into practice are consistently included as part of the as part of the Behavioural Standards workshops. |
| 2.3.3 Include practical and meaningful examples of applying the volunteer charter into practice as part of the CFAs Commander induction and commander program |
| 2.3.4 Confirm Volunteer Charter displayed in every Fire station, District office and HQ building |
| 2.3.5: Confirm Volunteer Charter is appropriately referenced in the Brigade Management Manual (and update as required) |
| 2.3.6 Ensure the Volunteer Charter is referenced in the CFA Policy Framework and the standard processes for consultation in the development of new /revised policy statements |
| 2.3.7 Create a set of resources to assist districts with developing and building members understanding of the core principles of the Volunteer Charter and Volunteer obligations contained within the Charter |
| 2.4 Enhancing and expanding training opportunities to support best practice across the organisation (in communicating and applying values and behaviours) |
| Actions |
| 2.4.1 Develop, deliver and report against a revised schedule to scale-up delivery of Behavioural Standards workshops |
| 2.5 Working with ACFOs and Commanders to set clear priorities in their roles to support the implementation of the plan for organisational change (outlined in Recommendation 1) and the role of all members of CFA |
| Actions |
| 2.5.1 Identify & Articulate role of ACFOs and Commanders in: socialising the plan, enabling its delivery, socialising progress reports/updates and, feeding back to HQ how the plan and related actions are being received |
| 2.5.2 Embed into Chief Officers Annual Expectations of Districts to 'lead cultural and organisational reform of the CFA' |
| 2.6 Incorporating into the current review of the recognition scheme for volunteer members of CFA, a process which is consistently applied to all members, and which enables nominations by local communities, includes assessment input by volunteer CFA members, and which builds local and less formal recognition processes at the community level |
| Actions |
| 2.6.1 Scope review with Executive and Honours and Awards Committee |
| 2.6.2 Undertake Review and report findings to Executive and Honours, Awards & Remembrance Committee, and implement agreed recommendations |
| 2.7 Increasing leadership of Board members in endorsing the values and standards of CFA including ensuring alignment with the values and standards of CFA on selection as well as alignment with the Victorian Government Guidelines on diversity and inclusion in recruitment and appointment processes including application of the Victorian Government’s Board skills and diversity matrix template |
| Actions |
| 2.7.1 Incorporate increased visibility of Board to Members into the 2023 Annual Board Work Plan |
| 2.7.2 Review Board and Board Committee Member onboarding material and update as required to ensure CFA values and VGG D&I are embedded throughout |
| 2.7.3 Map existing Board skills and diversity against the Victorian Governments board skills and diversity matrix template |
| 2.8 Developing formalised and regular engagement opportunities at senior levels of CFA with the VFBV to ensure mutual understanding of the work of CFA and transparency and communication about how this engagement is incorporated by the management of CFA |
| Actions |
| 2.8.1 Review, in consultation with VFBV, the terms of reference for the CFA-VFBV Joint Consultative Committees, including CFA's membership |
| 2.8.2 Ensure that the CFA Engagement Framework (and its constituent documents) appropriately recognises the Volunteer Charter and the role and importance of meaningful engagement with VFBV |
| 2.8.3 In communications to CFA staff, ensure the obligations for appropriate consultation with VFBV are more strongly profiled |
| 2.8.4 Ensure that the CFA Project Management Framework properly embeds VFBV as a key stakeholder group in program and project development and delivery |