3

Contents

Consideration of the Gender Equality Principles in the Gender Equality Act 2020 .................... 6

The Business Case for Gender Equality.............................................................................. 7

Alignment with other Organisational Strategies .................................................................. 8

The Development of Our Plan........................................................................................... 9

Measuring and Monitoring Progress..................................................................................10

Overarching Strategies and Actions .................................................................................11

Indicator 1: Gender Composition.....................................................................................13

Indicator 2: Gender Composition of the Governing Body (Council) .......................................15

Indicator 3: Remuneration..............................................................................................16

Indicator 4: Sexual Harassment ......................................................................................17

Indicator 5: Recruitment and Promotion...........................................................................20

Indicator 6: Flexibility and Leave.....................................................................................22

Indicator 7: Gendered Segregation ..................................................................................24

Expertise and Resources.................................................................................................26

Costs ...........................................................................................................................26

Action Schedule ............................................................................................................26

1

–

Gender Composition of the Workforce.........................................................................27

2

–

Gender Composition of the Governing Body.................................................................28

3

–

Pay Equity...............................................................................................................28

4

–

Sexual Harassment ..................................................................................................28

5

–

Recruitment and Promotion.......................................................................................29

6

–

Leave and Flexibility.................................................................................................30

7

–

Gendered Segregation ..............................................................................................30

Complementary Strategies and Measures Table.................................................................31

Definitions ....................................................................................................................33

4

Our Plan for Gender Equality at Brimbank

Gender equality in the workplace is where all people are able to participate and access resources,

opportunities and benefits equally, and feel safe and included regardless of gender or any other

attributes of their identity.

Council is strongly committed to achieving gender equality both in the workplace and the

community. This Gender Equality Action Plan 2021-2025 is our plan for advancing gender

equality in the workplace.

Through our Plan we aim to ensure a safe and equal workplace, where people of all genders can

develop to their full potential and are treated with dignity, respect and fairness. We also want to

strengthen and support an organisational culture that genuinely values and promotes gender

equality, diversity and inclusion.

Through delivering on our Gender Equality Action Plan over the next four years we aim to

•

Strengthen and support an organisational egalitarian culture of equity that values and

promotes gender equality, diversity and inclusion.

•

Progress towards a workplace where women, men and gender diverse people are

equitably represented at all levels of Council and have equal access to career opportunities

and remuneration.

•

Promote a positive culture of workplace flexibility and equitable support and access for

family and caring responsibilities for people of all genders

•

Enhance and embed policies, procedures and processes to ensure a safe and inclusive

workplace and equip leaders and all employees to demonstrate equitable and inclusive

practices

The development of the plan is a requirement of the Gender Equality Act 2020, which came into

force on 31 March 2021. The Gender Equality Act 2020 aims to improve workplace gender

equality across the Victorian public sector including hospitals and health services, universities,

and local governments. Under the Act, Council has to plan, measure and track progress towards

gender equality in the workplace.

Council acknowledges that advancing gender equality is a shared responsibility which will require

everyone’s involvement.

This is an exciting time for Council and we are committed to making progress to advance gender

equality in the workplace and looking forward to working with all staff and Councillors on this

journey.

5

Brimbank’s History of Gender Equality

Brimbank City Council has a strong history of working on advancing gender equality primarily

through its work in preventing violence against women. In 2010, Council developed the

‘Brimbank Family Violence Prevention Action Plan 2010

-

2013’, its first strategy aimed at

preventing family viol

ence. Council used lessons learned from this plan to develop ‘Brimbank City

Council’s Plan to Prevent Men’s Violence against Women: Towards Gender Equity 2015

-

2019’.

This Plan had a strong focus on promoting gender equality in recognition of this as the underlying

driver of violence against women.

In 2018, Council endorsed a Position Statement for the Prevention of all Forms of Violence

Against the Person and in 2019 developed its current gender equality strategy, ‘Fairness, Equality

and Respect: Brimbank’

s Strategy for Gender Equality, Respectful Relationships and the

Prevention of Family Violence 2019-

2023’.

Council has regularly participated in acknowledging the 25 November as the International Day for

the Elimination of Violence Against Women and has undertaken a number of events and activities

to mark the 16 Days of Activism and International Women’s Day.

To support employees with work-life balance, Council introduced an

clause into its 2010 Enterprise agreement.

The introduction of the

clause was about recognising that

caring responsibilities, restricted to school aged children particularly were not broad enough to

provide access to work for employees who had carer responsibilities or other intersectional

matters of disadvantage (such as age, cultural identity or disability) and a recognition that

‘standard’ working arrangements can create barriers to participation, both in the workplace and

to responsibilities or needs outside of work.

This recognition has continued with introduction and increases to the period of paid parental

leave and contributions to superannuation for unpaid parental leave. These measures aim to

assist in reducing the impact of caring responsibilities on the financial security of women and the

gender pay gap.

6

The Case for Change

Consideration of the Gender Equality Principles in the Gender

Equality Act 2020

Council is fully committed to all the gender equality principles in the Act and we recognise that

gender equality is a fundamental human right and that all people should be free to develop their

abilities, pursue their professional careers and caring roles, and make choices about their lives

without being limited by gender stereotypes, gender roles or prejudices.

We have considered the gender equality principles in both the development of the plan and the

strategies themselves. Our consultation process provided multiple opportunities for people to be

engage whether through all staff workshops, online submissions or at targeted team sessions.

Sessions were organised for people of different genders and people had the option for anonymous

feedback or one-on-one sessions.

Through implementing the plan we aim to bring about significant economic, social, health and

wellbeing benefits to our employees.

For this iteration of the Gender Equality Action Plan we have a particular focus on the principles of

ensuring that all staff have a safe and inclusive workplace and have access to equal power,

resources and opportunities.

We recognise the need to ensure we have a safe and inclusive workplace that values diversity.

This is about enhancing and embedding policies and procedures to support this, as well as

educating our workforce, including our leaders, in demonstrating and supporting equitable and

inclusive practices. Key strategies to do this include developing an organisational culture of

shared accountability and building a culture free from sexual harassment including sexism,

racism, ableism, homophobia and transphobia through developing an active bystander culture

and improving our response process.

Like other organisations in our sector and in other industries, we have seen that there are more

men in leadership positions than women, that there are more women working part-time and in

casual roles than men, and that the cultural diversity of the leadership is different to the broader

organisation. We need to create more equitable access to power across the organisation and to

do this we need to further investigate and analyse our recruitment process to remove any

barriers to participation so we can attract, support and retain women and gender diverse people

from all backgrounds. We also want to normalise flexibility for leaders of all genders to enable

more options for diverse people to enter these roles.

We recognise that the influence of social and economic factors has contributed to differing access

to resources. In terms of supporting equitable access to resources we want to build our

organisational capacity to analyse and redress any gender pay gaps and improve access to

parental leave for women, men and gender diverse employees.

We want to ensure equitable access to opportunities and are committed to supporting workplace

flexibility for people of all genders. We recognise that flexibility is increasingly important for all

employees as employees and managers balance competing priorities in life. We recognise that

flexibility can bring improvements in productivity, and wellbeing benefits for all staff, whilst

helping attract and retain women and gender-diverse people in particular. We are also planning

to strengthen career development practices to ensure that they are gender equitable and

inclusive.

We also acknowledge that gender inequality in the workplace is not experienced by all people in

the same way. We recognise that gender inequality may be compounded or experienced

differently based on factors such as Aboriginality, age, disability, ethnicity, race, religion or sexual

orientation. A number of strategies seek to address these intersectional issues such as applying

an intersectional gender lens to our internal policies and seeking to balance the representation of

people who are Aboriginal and/or Torres Strait Islander, have a disability, are from a culturally

diverse background or are LGBTQI+ amongst our leadership.

7

The Business Case for Gender Equality

Gender inequality is a systemic issue in all industries that disproportionately disadvantages

women and gender-diverse people and also impacts men. Gender inequality in the workplace

limits people from participating and achieving their full potential and accessing opportunities and

benefits equally.

The Workplace Gender Equality Agency highlights that in all industries women are less likely to be

in leadership positions and are more likely to work in part-time and casual roles. There are strong

gendered occupational differences with industries dominated by women often attracting lower

wages. Similarly to other industries, this is reflected at Brimbank and is addressed by strategies

under Indicators 1 and 7.

Gender bias can create inequalities for women in relation to recruitment and promotion. Gender

based stereotypes can affect which candidates get recruited for certain roles, how salaries are

negotiated and which employees receive career development opportunities. At Brimbank there

are gendered differences in perception of recruitment and promotion, and women feel they are

not accessing learning and development and higher duties opportunities. Strategies to address

this are under Indicator 5.

All of these factors above contribute to a gender pay gap where women on average are earning

less than men. The gen

der pay gap impacts women’s earning over their whole lifetime, resulting

in women often experiencing financial insecurity and retiring with significantly less

superannuation than men. Strategies to address this are under Indicator 3.

Lack of workplace flexibility and support for caring and family responsibilities can disadvantage

women as they are often carers of children and other family members which limits the amount of

paid work they can do, whilst also undertaking more unpaid work than men. It also

disadvantages men from building better relationships with their children and supporting equitable

relationships with their partners. Achieving caring equality and eliminating discrimination on the

basis of gender in relation to family and caring responsibilities is crucial to achieving workplace

gender equality. At Brimbank a greater number of women are in part time and casual roles

reflecting their disproportionate share of caring responsibilities, whilst no men took unpaid

parental leave over the last 12 months. These issues are addressed under Indicator 6.

Sexual harassment in the workplace is a gender equality issue with women and gender-diverse

people more likely to experience harassment than men. Sexual harassment can cause significant

harm to those who experience it and can create a culture that feels unsafe for employees.

Strategies to address these issues are under Indicator 4.

Council recognises that gender equality, diversity and inclusion it is not only ‘fair’ and the ‘right

thing to do’ but w

ill greatly enhance and add value to our organisation. Workplace gender

equality is associated with a number of organisational benefits including:

Research has shown that a diverse and inclusive workforce has increased efficiency, productivity,

innovation, creativity and improved employee engagement. This impact occurs at all levels of the

organisation and is especially important at senior leadership, where studies show that gender

diversity in executive teams leads to better financial and organisational performance.

Diverse teams are associated with greater innovative capacity. International research suggests

that more gender-balanced teams are better in promoting an environment where innovation can

flourish compared to teams of one particular gender. This relates to how a well-managed diverse

team brings together varied perspectives and more holistic analysis, leading to improved

decision-making.

8

When workplaces are equally appealing to women, men and gender-diverse people organisations

understandably have access to a larger talent pool. Similarly, workplaces that support gender

equality are an important tool to retain talented employees. Employees value positive workplace

cultures and environments that offer gender equality policies and practices, flexible working

arrangements and support for employees with family and caring responsibilities.

Organisations with gender equality policies and strategies that include family friendly workplace

policies and that address sex-based harassment and discrimination against employees are

reducing the risk of workplace discrimination cases, which can potentially be damaging for an

organisation’s reputation.

Alignment with other organisational strategies

By applying an intersectional approach to workplace gender equality, the strategies and actions in

our Gender Equality Action Plan will complement a number of existing Council strategies relating

to Aboriginality, age, disability, ethnicity, gender identity, race and sexual orientation. The table

in Appendix 2 highlights some of these synergies and complimentary strategies are listed below.

While the GEAP is a stand-alone plan, it fits into the broader People Strategy goals, particularly

the goal to have a diverse, empowered and high performing workplace.

Complimentary strategies include:

•

Age Friendly City Plan 2018-2022

•

Disability Action Plan 2017-2020 (next iteration currently being developed)

•

Fairness, Equality and Respect: Brimbank’s Strategy for Gender Equality, Respectful

Relationships and Family Violence 2019-2023

•

Neighbourhood Houses and Community Centres Strategy and Action Plan 2019-2024

•

People Strategy 2019-2024

•

Physical Activity Strategy

•

Reconciliation Action Plan 2019-2021

•

Settlement Action Plan 2019-2022

•

Social Justice Charter

•

Together We Are Brimbank: Council Plan, Community Vision and Municipal Public Health

and Wellbeing Plan 2021-2025

•

Youth Jobs Strategy 2018-2023

•

Youth Strategy 2020-2024

9

The Development of Our Plan

Developing a whole-of organisation Gender Equality Action Plan required the establishment of a

Gender Equality Act Working Group with representatives from all Directorates. This ensured that

all areas of Council were engaged, could inform the development of the plan and communicate

information to their teams. The working group was chaired by Shane Marr, Director of

Organisational Excellence to highlight senior leadership commitment from the start. Below is a list

of the working group members and Council is appreciative of their efforts in developing this plan.



Justine Willis (Organisational Excellence)



Stephen Hiley (Community Wellbeing)



Jodie Ramage (Infrastructure and City Services)



Julian Kris Sakarai (Advocacy Partnerships & Community Engagement)



Ben Bowman (City Development)



Paul Battaglia (Community Wellbeing)

Prior to developing the Gender Equality Action Plan Council undertook a workplace gender audit.

The audit was conducted to assess the state and nature of gender inequality in the workplace as

at 30 June 2021 and examined the seven workplace gender equality indicators that are outlined

in the Gender Equality Act 2020.

The audit involved an analysis of our workforce data, which was extracted from our internal data

collection systems, and employee experience data, which consisted of responses from employees

to the People Matter survey. The People Matter survey was conducted in June 2021 by the

Victorian Public Sector Commission. Council had a 21 per cent response rate to the People Matter

survey (257 responses)

Council conducted consultation and engagement sessions with a range of stakeholders, including

the Executive Management Team, Councillors, employees and Trade Unions. These session were

an opportunity to present the key findings from the workplace gender audit and to engage

stakeholders in their ideas on how to progress workplace gender equality.

Council felt it was appropriate to consult with employees in accordance with the gender that they

identified with so they could address specific gender barriers and or actions. As such there were

multiple sessions presented to staff who identify as women, non-binary or trans women, staff

who identify as men, non-binary or trans men, and staff who identify as non-binary, trans

women, trans men or gender diverse. There were also sessions with teams that had a

predominance of one gender over others, as well as invitations to other teams or individuals to

meet on a one-on-one basis.

In addition, the key findings were summarised and made available to all staff online

via the ‘Your

Say’ engagement tool. Employees were also invited to submit their comments on the findings and

ideas on how to improve the results for each indicator.

Following the drafting of the Gender Equality Action Plan, a second phase of consultation was

implemented. This was focused on sharing the draft Plan and seeking feedback on the strategies

and measures. Engagement was similar to the first phase with Executive, Councillor, employee

and Trade Union sessions.

The key findings of the workplace gender audit and consultation process, as well as any data

gaps, are included under each workplace gender equality indicator in the next section ‘Strategies

and Measures’.

10

GEAP Strategies and Measures

Strategies and measures are grouped according to each workplace gender equality indicator. Each

indicator will provide an overview of the indicator and why it is important, some of the key findings

from the workforce data and consultation sessions and then a table of strategies, actions, who is

accountable for each action, the timeline for completion of the action, baseline measures and targets

for 2025.

Prior to this some overarching strategies and actions are provided. These overarching strategies sit

outside of the workplace gender equality indicators and aim to establish a robust accountability

framework for gender equality and inclusion.

In summary, the overarching strategies and actions work to build the capacity of Brimbank to deliver

improvements and changes to gender equality across all indicators, meet our vision and promote

gender equality.

The objectives are

1. Establish a robust accountability framework for gender equity and inclusion

2. Council leaders drive a gender equitable and inclusive workplace to balance gender and

intersectional representation in leadership

3. Council represents the diversity of genders and identities across the municipality

4. Equal pay for women, men and gender diverse people at Council for work of equal or comparable

value

5. Brimbank is a workplace free from sexual harassment and employees are confident to call out

negative behaviour

6. Ensure that women, men and gender diverse people have equitable access to career and learning

and development opportunities

7. Women, men and gender diverse people equitably access flexible work and leave arrangements,

particularly in relation to family and caring responsibilities

8. Teams are progressing towards gender equitable workplace composition

Under each objective are strategies and actions to improve Gender Equality across Brimbank.

Measuring and Monitoring Progress

An important method of understanding whether our Gender Equality Action Plan is achieving positive

change is through regularly monitoring, measuring and reporting the outcomes of our actions over

time. Council will report on progress to the Commission for Gender Equality in the Public Sector every

second year as required under the Gender Equality Act 2020.

In addition, Council intends to create a Gender Equity Dashboard for regular reporting to senior

leadership at Council. The dashboard will reflect the workforce data measures under gender equality

indicator and will be presented to the GEAP Working Group and Executive Management Team

quarterly. The dashboard will use an intersectional approach and take account of attributes such as

Aboriginality, age, disability, ethnicity and sexual orientation.

Ongoing consultation with employees will continue through the development and delivery of a biennial

organisational culture survey that will include questions associated with measures in the Gender

Equality Action Plan. Progress will also be communicated to staff through annual report cards.

11

Overarching Strategies and Actions

Making progress towards gender equality in the workplace requires a whole-of-organisation approach. Everyone in the organisation needs to share

accountability for advancing gender equality and Council needs to invest in systems and people to ensure we have the capability to implement actions

and measure and track progress. Below are the overarching strategies and actions that are required to establish a robust accountability framework for

gender equality and inclusion.

Objective 1: Establish a robust accountability framework for gender equity and inclusion

1.1

Develop an

organisational culture

of shared

accountability

Undertake quarterly Gender equity reporting to

the Executive Management Team

Manager, People

& Performance

2022

See targets under

each indicator

Quarterly Gender Equity reporting

undertaken

Senior leadership regularly monitoring and

measuring progress

1.2

Establish a GEAP Working Group with Executive

Sponsorship

Director,

Organisational

Excellence

2022

N/A

Terms of Reference completed and GEAP

Working Group meetings quarterly

1.3

Develop a recommendations report on systems

improvements to data collection against the

measures contained in the Gender Equality Act

2020

Manager, People

& Performance

2022

N/A

Process and systems recommendations

implemented and Council able to collect

and report on all measures under the

Gender Equality Act 2020

1.4

Invest in

organisational

capability to deliver

gender equity

actions

Recruit a Workplace Gender Equity Officer

Manager, People

& Performance

2022

N/A

Workplace Gender Equity Officer recruited

1.5

Coordinate an organisation wide gender equality

training program aimed at growing understanding

of gender equity and gender equality

Manager, People

& Performance

2022

N/A

Organisation wide gender equality program

regularly delivered to staff

1.6

Establish a Gender Equity Advocates Program

Manager,

Community

Strengthening &

Social Planning

2022

N/A

Gender Equity Advocates attend a minimum

of two trainings per year and lead 16 Days

Activism Campaign internally

1.7

Strengthen

workplace culture

to be gender

equitable and

inclusive

Review the People Strategy with an intersectional

gender lens to ensure that overarching

organisational activities are gender equitable and

inclusive

Manager,

People &

Performance

2024

N/A

People Strategy reviewed and

recommendations integrated into

overarching organisational activities for next

People Strategy

1.8

Incorporate gender equality and inclusion

questions into the biennial organisational culture

survey

Director,

Organisational

Excellence

2022

N/A

Greater understanding of gender equality

and inclusion within the organisation

1.9

Apply an intersectional gender lens to all People

and Performance polices

Manager,

People &

Performance

2023

N/A

All People and Performance polices have an

intersectional gender lens applied

12

Objective 1: Establish a robust accountability framework for gender equity and inclusion

1.10

Undertake Gender Impact Assessments (GIAs) on

any policy, program or service that is being

developed or reviewed and report to EMT on

recommendations

Manager,

People &

Performance

Manager,

Community

Strengthening

& Social

Planning

As

Required

N/A

EMT regularly approve GIA

recommendations that progress gender

equality outcomes

13

Indicator 1: Gender Composition

This indicator focuses on how many women, men and gender diverse people are employed at each level of the organisation. It also explores this

composition by Aboriginality, age, disability, ethnicity, religion and sexual orientation where possible.

Women and gender-diverse people are often underrepresented in leadership roles and overrepresented in lower level roles. This contributes to the

gender pay gap and means that organisations may be missing out on the expertise and skills of women and gender-diverse people at senior levels. By

collecting and reporting data on gender composition at all levels, organisations can see where they could benefit from greater gender diversity and take

action to support women and gender-diverse people into senior roles

1

.

Workplace Gender Audit key findings:



Overall, Council employs slightly more women (55%) than men (45%).



There are more men than women at the leadership level. Executive Leadership Team are 33% women and 67% men and Managers are 32%

women and 68% men.



Below senior leadership, gender distribution is roughly proportional.



There are more women in part-time roles. 42% of women are part-time compared to 19% of men.



Men and women are represented evenly by average age across all levels of the organisation below senior management



Cultural diversity of the senior leaders is different to the broader organisation. 64% of the workforce identify with the cultural identity

‘Australian’ while 81% of senior leaders identify as ‘Australian’

Consultation Analysis: Summary of findings



A view that senior roles are not flexible and have a high workload

–

which is not suitable for people with carer responsibilities and particularly

women



There is no choice to work part time or job share at senior levels



There is a need to explore diversity barriers



The organisations recruitment processes need to be reviewed to assess for any barriers

Data Gaps



There is no data on people who prefer to self-describe their gender, Aboriginality, disability, religion or sexual orientation

1

Workplace gender equality indicators | Commission for Gender Equality in the Public Sector (genderequalitycommission.vic.gov.au)

14

Objective 2: Council leaders drive a gender equitable and inclusive workplace to balance gender and intersectional representation in leadership

2.1

Strengthen leader capacity, confidence and

accountability to lead a gender equitable

workplace

Conduct Gender Equitable Leadership training

program for all senior leaders and integrate into

leaders’ on boarding process

Manager,

People &

Performance

2022 N/A

All leaders with direct reports

have completed Gender

Equitable Leadership program

2.2

Leaders position descriptions are updated to

include capabilities on gender equitable and

inclusive leadership

Manager,

People &

Performance

2022 N/A

All leader position descriptions

updated

2.3

Leaders Key Performance Indicators (KPIs) are

reviewed and include at least one regarding

gender equitable and inclusive leadership

Manager,

People &

Performance

2022 N/A

All leaders are achieving their

KPIs related to gender equitable

and inclusive leadership

2.4

Normalise workplace flexibility.

Identify and undertake actions to address

barriers to senior leaders accessing flexibility

Manager,

People &

Performance

2023 No Managers,

Directors or CEO

have formal

flexible work

arrangements

Increase in Senior Leaders access

to formal flexible working

arrangements

2.5

Managers and supervisors speak with their staff

about flexibility during annual discussions

Manager,

People &

Performance

2023

Leaders who work flexibly feel

supported by Council

2.6

Campaign promoting flexible work at all levels of

leadership

Director,

Organisational

Excellence

2023

Annual campaign promoting

Council as a flexible employer to

existing employees

2.7

Transparent reporting of representation of

women, men and gender diverse people

across each level of leadership

Track the gender composition of the leadership

group with quarterly reporting to the Executive

Management Team

Director,

Organisational

Excellence

2022 Executive

Leadership Team

are 33% women

and 67% men

Managers are 32%

women and 68%

men

Gender composition of

leadership progresses to similar

levels of overall organisational

gender composition

2.8

Train and empower women and gender

diverse people to be leaders

Identify existing women and gender diverse

employees with leadership potential and deliver

tailored leadership development training.

Manager,

People &

Performance

Manager,

Community

Strengthening

& Social Planning

2022- 2025

Tailored leadership development

training delivered for two women

or gender diverse people each

year.

2.9

Encourage diverse representation of our

leadership

Quarterly reporting to Executive of diversity

measures for Leaders through the Gender Equity

Dashboard

Manager,

People &

Performance

Quarterly

reporting

90% of women

and 76% of men

senior leaders

identify as

‘Australian’

No data on

disability or

Aboriginality

Increase in diversity of our

leaders

15

Indicator 2: Gender Composition of the Governing Body (Council)

This indicator looks at how many women, men and gender diverse people are part of the governing body, which for local government is the Council.

Boards, councils, committees of management and other governing bodies make important decisions about finances

and strategy. It’s important that

governing bodies have diverse voices at the table

2

. Councillors are elected by Brimbank residents and not selected by the organisation.

Workplace Gender Audit key findings:



There are more women than men on the governing body



73% of Councillors are women and 27% are men

Consultation Analysis: Summary of findings



Continue with Community Leadership program

Data Gaps



No intersectional data available

Objective 3: Council represents the diversity of genders and identities across the municipality

3.1

Strengthen the Council’s confidence

and capacity on gender and

intersectional leadership

Apply an intersectional gender lens to Council

induction

Manager,

Governance

2023

N/A

The Council leads a gender

equitable and inclusive workplace

3.2

Deliver a Gender Equitable and Inclusive

Leadership for Councillors program

Manager,

Governance

2023

N/A

Gender Equitable and Inclusive

Leadership for Councillors

program delivered

3.3

Build leadership capacity of a broad

range of community members with

a focus on increasing representation

of intersectional attributes

Continue with Community Leadership Program

and seek to increase representation of people

with intersectional attributes

Manager,

Community

Strengthening &

Social Planning

Annually

65% women

participants and

35% men

participants

Record and monitor the Gender

and diversity participants

3.4

Establish processes and protocols to

support Councillors who experience

sexual and gender-based

harassment when performing their

role

Develop standards of behaviour and appropriate

responses

–

between Councillors and between

community and Councillors

Manager,

Governance

2023

N/A

Standards developed and Council

is safe and inclusive

3.5

Establish formal processes for Councillors to

report or receive support

Manager,

Governance

2023

N/A

All Councillors feel safe and

supported

3.6

Councillors training on responding to sexual

harassment and discrimination

Manager,

Governance

2023

N/A

Councillors feel empowered to

respond to sexual and gender

based harassment and

discrimination

2

Workplace gender equality indicators | Commission for Gender Equality in the Public Sector (genderequalitycommission.vic.gov.au)

16

Indicator 3: Remuneration

This indicator looks at the gender pay gap at all levels of the organisation. The gender pay gap measures the difference between the average earnings

of women and men in the workforce.

The gender pay gap is the result of the social and economic factors that combine to reduce women’s earning

capacity over their lifetime. It is not the difference between two people being paid differently for work of the same or comparable value.

The gender pay gap is influenced by a number of factors, including: conscious and unconscious discrimination and bias in hiring and pay decisions,

women and men working in different industries and different jobs, with female-dominated industries and jobs attracting lower wages; lack of workplace

flexibility to accommodate caring and other responsibilities, especially in senior roles; high rates of part-time work for women and

women’s greater

time out of the workforce for caring responsibilities impacting career progression and opportunities.

The gender pay gap is persistent in Victoria and as at November 2019 stands at 9.6%. In the Victorian public sector it is 10%. By collecting and

reporting pay data, organisations can see where pay gaps are largest and identify the underlying causes

3

.

Workplace Gender Audit key findings:



There are gender pay gaps for senior roles



There is a negative gender pay gap for roles at Band 5 and Bands 1-3



More analysis is needed to understand the factors affecting the gender pay gap at Brimbank

Consultation Analysis: Summary of findings



More clarity and understanding of what the pay gap is and how it is influenced

Objective 4: Equal pay for women, men and gender diverse people at Council

4.1

Increase

organisational

capacity to

analyse, take

action and

report on pay

gap data

Quarterly reporting of pay gap to Executive

Manager,

People &

Performance

Quarterly

Reporting

N/A

Reporting at quarterly

EMT meetings

4.2

Investigate pay gaps by employment level to

understand factors impacting the pay gap at

Brimbank and develop an action plan to

address pay gaps

Manager,

People &

Performance

2024

6.2% base pay gap at Director level favours men

3.1% base pay gap at Manager level favours men

4.7% base pay gap at Team Leader and Coordinator level

favours men

18.8% base pay gap at Bands 1-3 favours women

Pay gap at all levels is

reduced

4.3

Improve understanding of the pay gap across

the organisation through workshops and

promotional materials

Director,

Organisational

Excellence

2024

N/A

Workshop on gender pay

gap delivered

*Many of the strategies and actions in the GEAP will assist in closing the gender pay gap including addressing the amount of women and gender-diverse people in

leadership positions, supporting more workplace flexibility, diversifying work areas in terms of gender composition, training on gender equity and unconscious bias and

reviewing of existing return to work program.

3

Workplace gender equality indicators | Commission for Gender Equality in the Public Sector (genderequalitycommission.vic.gov.au)

17

Indicator 4: Sexual Harassment

This in

dicator looks at the number of formal complaints and employee’s experiences of sexual harassment at the organisation. It also

looks perceptions

of the organisational climate and the witnessing of any negative behaviours.

Sexual harassment in the workplace is common in Australia, including Victoria. It causes financial, psychological, and physical harm to victim survivors.

It also has a significant economic cost to organisations and the community. Often, victim survivors don’t make a formal repor

t of their experience of

sexual harassment. Barriers to reporting include fear of reprisals or other negative consequences, lack of confidence in the reporting system, and a

limited understanding of what sexual harassment is.

By consistently collecting and reporting data on workplace sexual harassment, organisations will be more transparent and accountable to employees

and the community. This will build confidence to report experiences of sexual harassment

4

.

Workplace Gender Audit key findings:



Some employees have experienced sexual harassment in the last 12 months. Most common behaviours experienced were intrusive questions

about their private life or comments about their physical appearance



Employees are not formally reporting sexual harassment. There were no formal reports in the last 12 months.



There are gendered differences in perceptions of the organisational climate



There are gendered differences regarding the witnessing of negative behaviours in the workplace

Consultation Analysis: Summary of findings



More education and training about sexual harassment



Review of sexual harassment policy and procedures

–

there is a need to separate sexual harassment policy from other policies and create a

greater understanding of sexual harassment



There is only a highly forma

l reporting process, no ‘middle’ way.6



Need to improve the workplace culture to address sexual harassment and negative behaviours



Need to train leadership about how to address sexual harassment and negative behaviours

Data Gaps



No intersectional data available

4

Workplace gender equality indicators | Commission for Gender Equality in the Public Sector (genderequalitycommission.vic.gov.au)

18

Objective 5: Brimbank is a workplace free from sexual harassment and employees are confident to call out negative behaviour

5.1

Build a culture free from

sexual and gender-based

harassment including

sexism, racism, ableism,

homophobia and

transphobia

Establish a sub-working group of the GEAP

Working Group to review all 11

recommendations from the VAGO Sexual

Harassment Report

Director,

Organisational

Excellence

2022

10% of women and 6% of men

respondents to People Matter survey

experienced sexual harassment in the

previous 12 months

For 38% of employees who

experienced sexual harassment in the

previous 12 months the respondent

was a colleague

63% of women and 85% of men feel

safe to challenge inappropriate

behaviour

27% women and 14% men witnessed

negative behaviours in the previous

12 months

Sexual harassment working group

established with Terms of

Reference, VAGO report reviewed

and recommendations integrated

into actions

5.2

Review sexual harassment, discrimination

policy to identify how to better address

identifications of and reporting of sexual

harassment.

Manager, People

& Performance

2022

Sexual harassment and

discrimination policies reviewed

5.3

Deliver ‘sexual

harassment training for

leaders’ to all leaders with direct reports

Manager, People

& Performance

2023

All leaders undertake sexual

harassment for leaders training

5.4

Deliver face-to-face Active Bystander

training to the whole of the organisation

Manager, People

& Performance

2023

All departments undertake Active

Bystander Training

5.5

Apply an intersectional gender lens to

Council’s Code of Conduct

Manager, People

& Performance

2023

Code of Conduct has an

intersectional gender lens applied

5.6

Communicate to the organisation annually

the organisation’s position on sexual

harassment and promote access to formal

reporting mechanisms

Manager, People

& Performance

Manager,

Communications

2023

Organisational culture is safe and

responsive to sexual harassment

5.7

Include Sexual Harassment in induction pack

and training for all staff

Manager, People

& Performance

2023

Sexual harassment included in

induction pack and training

5.8

Apply an intersectional gender lens to online

Sexual Harassment training

Manager, People

& Performance

2023

Online sexual harassment training

has an intersectional gender lens

applied

5.9

Improve response

processes to focus on the

perpetrators and ensures

the safety of the

victim/survivor

Update Sexual Harassment reporting

processes so it is accessible, safe and

supports the victim/survivor

Manager, People

& Performance

2022

No formal reports of sexual

harassment

Revised Sexual Harassment

reporting process

5.10

Build the capacity of Contact Officer training

in responding to sexual harassment

Manager, People

& Performance

2023 - 2025

Contact Officer training delivered

5.11

Develop a process to assess complainants

satisfaction of formal complaints of sexual

harassment

Manager, People

& Performance

2023

Assessment process developed

19

Objective 5: Brimbank is a workplace free from sexual harassment and employees are confident to call out negative behaviour

5.12

Take positive action to

prevent sexual

harassment and negative

behaviours by the

community towards

employees

Investigate the experience of women, men

and gender diverse people in community

facing roles of sexual harassment and

discrimination

Manager, People

& Performance

Manager,

Customer

Experience

2024

For 33% of employees who

experienced sexual harassment in the

previous 12 months the respondent

was external to the organisation

Report produced on experience of

people in community-facing roles

5.13

Develop position statements to share with

community members on standards of

behaviour and Council’s response.

Manager, People

& Performance

Manager,

Customer

Experience

2024

Position statements developed

and shared with the community

5.14

Deliver training for community-facing team

members on responding to and reporting of

sexual harassment and negative behaviours

Manager, People

& Performance

Manager,

Customer

Experience

2024

Training for community-facing

team members delivered

20

Indicator 5: Recruitment and Promotion

This indicator is focused on people’s experiences and perceptions of recruitment, promotion, and training and higher duties o

pportunities within the

organisation.

Gender bias and gender stereotypes can influence recruitment, promotion and career progression practices. This means that women and gender

diverse people may not have access to the same career opportunities as men. Other forms of disadvantage and discrimination can also have an impact,

limiting career opportunities for women and gender-diverse people from different backgrounds, such as women with disability or older women. Data on

recruitment and promotion outcomes can show where women and gender diverse people

’s

careers are stalling and help identify strategies to create

more equal opportunities

5

.

Workplace Gender Audit key findings:



More women were recruited at all levels between Bands 4-7



The organisation is not always perceived as making fair recruitment and promotion decisions



There are gendered differences regarding perceptions and experience of workplace support for diversity and inclusion



There are gendered differences regarding perceptions of equal employment opportunity



Women feel they are not getting access to learning and development opportunities



Women are having less opportunities for higher duties than men

Consultation Analysis: Summary of findings



Recruitment processes need to be reviewed to address bias



Recruitment process needs to address barriers to participation for gender, culture and age



Need to review how learning and development needs are identified and addressed



Part time work might be a barrier

–

higher duties not offered to Part time



Need to review managers understanding of higher duties and selection of staff for higher duties

Data Gaps



No intersectional data available



No data collected on promotion

5

Workplace gender equality indicators | Commission for Gender Equality in the Public Sector (genderequalitycommission.vic.gov.au)

21

Objective 6: Ensure that women, men and gender diverse people have equitable access to career and learning and development opportunities

6.1

Strengthen end to end

recruitment practices to

ensure that they are gender

equitable and inclusive

Apply an intersectional gender lens

to recruitment end to end

Manager, People

& Performance 2023

46% of women and 62% of

men feel they have an equal

chance of promotion

Report developed

6.2

Develop action plan to address

gender inequality and gendered

patterns of recruitment

Manager, People

& Performance 2023

Action Plan developed and

at least 25% of actions

initiated.

6.3

Integrate ‘Gender Equitable and

Inclusive Hiring Practice’ into

training for leaders and hiring

managers

Manager, People

& Performance 2023

Hiring Manager training

integrated and undertaken

6.4

Deliver face-to face unconscious

bias training across the organisation

Manager, People

& Performance 2023-2025

All departments undertake

Unconscious Bias training

6.5

Strengthen career

development practices to

ensure they are gender

equitable and inclusive

Apply an intersectional gender lens

to higher duties policy and practices

to ensure they are gender equitable

and inclusive

Manager, People

& Performance 2024

55% of women and 75% of

men believe there are

adequate opportunities to

develop skills and experience

Women participated in 39% of

higher duties opportunities

compared to men with 61%

Higher duties policy and

practices have

intersectional gender lens

applied and

recommendations

implemented

6.6

Track and report on higher duties

via gender and intersectional

attributes

Manager, People

& Performance 2024

Higher duties tracked and

reported

6.7

Strengthen learning and

development practices to

ensure they are gender

equitable and inclusive

Apply an intersectional gender lens

to learning and development policy

and practices to ensure they are

gender equitable and inclusive

Manager, People

& Performance 2024

51% of women and 70% of

men are satisfied with their

learning and development in

the past 12 months

Learning and development

policy and practices have

intersectional gender lens

applied and

recommendations

implemented

6.8

Include questions about learning

and development in annual

organisational culture survey

Manager, People

& Performance 2024

Learning and development

questions included in

culture survey annually

22

Indicator 6: Flexibility and Leave

This indicator is focused on people’s experiences and perceptions of workplace flexibility and leave (including family violen

ce leave). Flexible working

arrangements and leave entitlements including parental leave help Victorians of all genders balance paid work with other responsibilities. However,

structural and cultural factors mean women are far more likely than men to work flexibly, especially by working part time, and taking longer parental

leave. On average, women do nearly twice as much unpaid work as men.

It’s important that Council collects clear data on who is accessing flexible work so they can see what extra support might be

needed. By encouraging

more men to work flexibly and take leave to care for children or others, organisations can contribute to a more equal gender balance in paid and unpaid

work.

Workforce Data Analysis findings



No men took unpaid parental leave



There was an equal proportion of women and men taking carer’s

leave over the last 12 months



There is perception the organisation could provide more flexibility, particularly for women



There is a perception the organisation could provide more support for women with family and caring responsibilities

Consultation Analysis: Summary of findings



Need to have flexibility options for senior roles



Continue to offer flexible work options for all staff



Need a formal flexible work policy that is outside of the Enterprise agreement that offers a range of flexibility options and a clear process of how

to access it



Parental leave needs to be equal for all parents

–

Women have more time out of the workplace and reduced earning capacity which has long

term impacts

23

Objective 7: Women, men and gender diverse people equitably access flexible work and leave arrangements

7.1

Strengthen women, men

and gender diverse

people’s access to

flexible work

arrangements across all

levels and areas of

Council

Apply an intersectional gender lens to the

flexible work framework to strengthen

gender equitable and inclusive workplace

practice across the entire workforce

Manager,

People &

Performance

2022

Flexible work arrangements currently

managed through conditions in the

Enterprise Agreement

49% of women and 62% of men

respondents believe that using flexible

work arrangements is not a barrier to

success

64% of women and 86% of men

respondents felt positive that a flexible

work request would be considered

Flexible work framework

reviewed through an

intersectional gender lens

7.2

Socialise framework with leaders to

understand barriers to flexible leave

arrangements in their area. Provide

support to remove barriers.

Manager,

People &

Performance

2022

Increase in men accessing

formal flexible working

arrangements

Increase in women and men’s

perception that having caring

responsibilities is not a barrier

to career success

Increase in women feeling

confident a request for flexible

work arrangements would be

considered

7.3

Leaders have annual conversation with

team members during performance

reviews regarding flexible work options.

All Directors/

Managers

Annually

7.4

Improve organisational

culture towards women,

men and gender diverse

people that access

flexible work

arrangements and

towards those with

caring responsibilities

Run a campaign celebrating staff of all

genders and levels in the organisation

accessing flexible work arrangements

Manager,

People &

Performance

Manager,

Communications

Annually

46% of women and 75% of men felt that

there was a positive culture in relation

to employees who used flexible work

arrangements

47% of women and 75% of men believe

that having caring responsibilities is not

a barrier to success

Increase in women and men’s

belief that there is a positive

culture in relation to employees

who use flexible work

arrangements

7.5

Improved access to

parental leave for

women, men and gender

diverse employees

Undertake benchmarking of best practice

approach to parental leave across Local

Government sector

Director,

Organisational

Excellence

2024

13 men accessed paid parental leave

No men accessed unpaid parental leave

Best practice parental leave

conditions for women, men and

gender diverse people

Increase men’s uptake of paid

and unpaid parental leave

7.6

Promote

men’s access to parental leave

Director,

Organisational

Excellence

2024

7.7

Review existing return to work program

and improve support for parents coming

back following parental leave

Director,

Organisational

Excellence

2024

24

Indicator 7: Gendered Segregation

This indicator looks at different industries within Council where there are high proportions of either women or men. This gender segregation can occur

for a range of reasons including reflecting broader gender stereotypes in society about employment options, as well as conscious or unconscious bias in

recruitment of employees.

Workforce Data Analysis findings



Gender segregation follows traditional gender stereotypes



Men are disproportionately represented across engineering, outdoor work (gardeners, labourers, arborists) and trades (mobile plant operators,

mechanics)



Women are disproportionately represented across health and caring sectors (MCH nurses, child care workers, family support workers), education

(kindergarten educators, libraries) and administrative roles (personal assistants, administrators)



Gendered differences in experience of cultural safety

Consultation Analysis: Summary of findings



Explore quotas/Targets



Need to address cultural safety before increasing recruitment



Strategically use work placements in non-traditional gender roles



Systemic issue

25

Objective 8: Teams are progressing towards gender equitable workplace composition

8.1

Workforces which are

predominantly women or men pilot

approaches to address gender

patterns of employment

Identify two work areas which are

predominantly women or men and

develop a three year action plan to

diversify teams.

Plan to include:



establish targets (short, medium and

long term)



review job descriptions



localised and targeted recruitment

strategies



review of exits



training of leaders and hiring

managers



discuss team culture



identify internal advocates in each

team

Director,

Organisational

Excellence

2023

N/A

Increase in the gender diversity

of selected teams

8.2

Appoint program Executive Sponsorship

Director,

Organisational

Excellence

2023

Leadership support for the

project

8.3

Implement three year plan to diversify

teams

Director,

Organisational

Excellence

2024

Increase in number of women,

men and gender-diverse people

in teams

8.4

Mid-term evaluation to identify lessons

learnt and scaling up across Council more

broadly

Director,

Organisational

Excellence

2025

Mid-term evaluation report

produced with key lessons

identified

8.5

Challenge gender stereotypes and

build positive team culture towards

women, men and gender diverse

people

Gender dominated teams to explore

gender stereotypes and unpacking of

workplace language and gender

stereotypes through targeted workshops

Manager, People and

Performance

2024

21% of women and 13%

of men respondents

report personally

experiencing bullying at

work in the past 12

months

Decrease in women and men

respondents reporting

personally experiencing bullying

at work in the past 12 months

8.6

Develop communications protocols to

guide gender equitable and inclusive

images and language

Manager, Comm’tions

Manager, Community

Strengthening & Social

Planning

2024 N/A

Communications protocol

integrated into all

communications practice

26

Strategic Resource Plan

Expertise and resources

It is estimated the GEAP would take about 10,000 hours to implement including the two yearly audit

and reporting and the development of the next GEAP. Action 1.4 is the appointment of a Workplace

Gender Equity Officer role. This role, along with existing organisational expertise would implement

the action plan either directly or through consultants and training providers. Additionally, the

Employee Services Coordinator and Health and Wellbeing Policy Officer will maintain gender equality

within their portfolios to further support the role in achieving the actions outlined. Other roles and

departments in the organisation will also partner with the Workplace Gender Equity Officer to

undertake some projects. Below is a summary of key staff time allocated to the implementation of

the GEAP:

Workplace Gender

Equity Officer

0.8 FTE per year

over four years

Coordinate and lead the GEAP implementation

Employee Services

Coordinator

0.2 FTE per year

over four years

Support internal reviews and actions to

strengthen workplace culture to be gender

equitable and inclusive

Health and Wellbeing

Policy Officer

0.2 FTE per year

over four years

Lead the Gender Impact Assessment process and

support staff capacity building/training

Manager, People and

Performance

0.1 FTE per year

over four years

Provide oversight and strategic direction for the

implementation of the GEAP

Costs

Costs are primarily for the appointment of a Workplace Gender Equity role and the development and

provision of training, usually organisation wide.

Training programs include:



Organisational-wide gender equality training



Sexual Harassment training



Unconscious bias training



The development and delivery of a program to assist staff in managing difficult community

behaviours

The Workplace Gender Equity Officer will coordinate and develop training and programs with People

and Performance, Community Strengthening and Social Planning, Governance, Customer Experience

and Communications. A budget allocation document has been generated and has support from the

Executive Management team for priority through the annual budget process.

Action schedule

All targets are allocated a year to be completed. Generally work under all indicators will progress

every year, however there are years where greater resources and concentration of work is

undertaken. The first year sees a focus on the promotion of gender equality and reviewing and

developing policy and programs. This is followed by a focus on sexual harassment and negative

workplace behaviours, all working to develop a safe and inclusive culture and to balance gender and

intersectional characteristics in our workplace.

27

0 50

100

150

200

250

300

350

400

Casual

Fulltime

Parttime

Overall gender composition of the

workforce, by employment basis

Women Men

76% 82%

57%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

There is a positive culture within my organisation in

relation to employees of different sexes/genders

Percentage of respondents who agree

:

I use a different term /prefer not to say / non-binary Men Women

Audit Data Requirements

1

–

Gender composition of the workforce

Gender composition

Women Men

28

2

–

Gender composition of the governing body

Gender composition of the Governing Body:

73%

27%

3

–

Pay equity

Median

Annualised

base salary Pay

gap as %

Median

Total

remuneration Pay

gap as %

ALL

-2.0%

-3.2%

Full-time permanent/ongoing

-13.6%

-13.4%

Full-time contract (fixed-term)

9.1%

9.0%

Part-time permanent/ongoing

-24.2%

-25.8%

Part-time contract (fixed-term)

-14.9%

-14.9%

Casual

-10.1%

-10.1%

0 -1

6.2%

6.1%

-2

3.1%

-1.3%

-3

4.7%

3.7%

-4

2.8%

2.7%

-5

-1.1%

-1.1%

-6

3.0%

2.9%

-7

-18.8%

-16.3%

4

–

Sexual harassment

Number of formal sexual harassment complaints made: None

76% 82%

57%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

There is a positive culture within my organisation in

relation to employees of different sexes/genders

I use a different term /prefer not to say / non-binary Men Women

29

5

–

Recruitment and promotion

Percentage of survey respondents who

agreed with the following statements, by

gender:

Women

Men

I use a different term /

prefer not to say /

non-binary

64%

58%

33%

46%

62%

33%

69%

85%

60%

57%

75%

60%

62%

82%

67%

74%

82%

60%

45%

73%

47%

52%

77%

50%

63%

48%

79%

85%

76%

89%

63%

53%

70%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

I feel safe to challenge inappropriate behaviour at

work

My organisation takes steps to eliminate bullying,

harassment and discrimination

My organisation encourages respectful workplace

behaviours

Percentage of respondents who agree

:

I use a different term /prefer not to say / non-binary Men Women

30

6

–

Leave and flexibility

Proportion of the workforce using formal flexible working arrangements:

Proportion of the workforce using formal flexible working arrangements, by gender:

Gender composition of people in the organisation who have taken parental leave

65%

35%

Number of people who exited the organisation during parental leave, by gender

2

0

Percentage of survey respondents who agreed

with the following statements, by gender:

Women

Men

I use a different

term / prefer not to

say / non-binary

79%

85%

87%

64%

86%

60%

72%

90%

63%

7

–

Gendered segregation

Gender composition of ANZSCO code major groups in the organisation:

1

–

Managers

26

36

2

–

Professionals

216

105

3

–

Technicians and trades workers

22

60

4

–

Community and personal service workers

153

71

5

–

Clerical and administrative workers

183

58

6

–

Sales workers

0

0

7

–

Machinery operators and drivers

2

31

8

–

Labourers

59

189

Appendix 1

Complementary Strategies and Measures table

Age Friendly City

Plan 2018-2022

Promote the advantages of employing older people and developing a community register of older people

with different skills that can be used to expand paid work and volunteer opportunities for older people

Disability Action

Plan 2017-2020

(next iteration

currently being

developed)

Key strategies include:



Fostering respect and embracing diversity at Council by undertaking training for council staff to

increase awareness of access and inclusion issues for people with disability.



Employment outcomes for people with disability by enhancing employment opportunities and

retention of people with disability working for Council



Participation and representation of people with disability by developing and strengthening

leadership skills of people with disability in Brimbank

Fairness, Equality

and Respect:

Brimbank’s

Strategy for

Gender Equality,

Respectful

Relationships and

Family Violence

2019-2023

A key priority is to address the underlying determinants and factors that lead to gender inequality

through applying an intersectional approach. Another priority is focused on organisational and workforce

development. Key strategies are:



Council will create and support training opportunities to build the skills and knowledge of staff



Council will promote an organisational culture that is welcoming, inclusive and respectful to

everyone



Council will collect, analyse and report on gender disaggregated data

The following focus areas have been identified to achieve positive outcomes across all priority areas:



Increasing women and gender diverse people’s participation and leadership



Engaging men to act as allies for gender equality



Challenging outdated masculine and feminine stereotypes



Supporting LGBTIQ+ inclusion and challenging hetero- and cis-normativity



Addressing sexual and reproductive health inequities



Promote and normalise gender equality in public and private life

Neighbourhood

Houses and

Community

Centres Strategy

and Action Plan

2019-2024

A key goal is to create a culture of race equity. This includes the following actions:



Build a skilled and proactive workforce that represents the diversity of Brimbank’s community.



Work with other Council areas to enhance race, gender and disability equity in the work place.



Prioritise training in recognising unconscious bias and implicit assumptions in cultural, gender and

disability contexts.



Actively recruit staff from the diverse communities of Brimbank

People Strategy

2019-2024

Our People Strategy aspiration is to ensure we provide a workplace for collaboration and achievement,

where we can thrive and our work have meaning.

This strategy has four goals underpinned by outcomes and a detailed action plan:



An adaptive and values-led culture which puts our people and community first.



A diverse, empowered and high-performing workforce who are valued and skilled for the future.



Courageous and collaborative leadership which inspires others.



A progressive, supportive and collaborative environment where our people can thrive.

Physical Activity

Strategy

Programs and activities will be provided in welcoming environments which embrace and promote

cultural diversity. Programs, activities, facilities and resources will be planned and delivered to meet the

needs of a diverse community. This includes diversity of language, religion, ethnicity, gender, socio

economic status, geographic location, sexuality, ability and age.

Reconciliation

Action Plan 2019-

2021

Three pillars focused on increasing Respect, Relationships and Opportunities. Includes the following

complementary actions:



Develop and implement an Aboriginal and Torres Strait Islander cultural awareness training strategy

for staff



Review and refresh the Aboriginal and Torres Strait Islander Employment Framework to enhance

staff recruitment, retention and professional development.



Continue to collect information on our current Aboriginal and Torres Strait Islander staff, and form a

staff network to inform and support future employment opportunities.



Review recruitment procedures and policies to remove any barriers to Aboriginal and Torres Strait

Islander participation in the Council’s workforce.



Offer traineeships/employment to at least 2-3 Aboriginal and Torres Strait Islander peoples each

year.



Develop staff capability to work closely with the community to support the ongoing implementation

of the RAP.



Ensure all Council programs and services are relevant to and accessible for Aboriginal and Torres

Strait Islander peoples.



Ensure there are no barriers to participating and provide opportunities for all Aboriginal and Torres

Strait Islander staff to participate in their culture and communities during NAIDOC Week.

Settlement Action

Plan 2019-2022

Focused on increasing employment prospects and reducing barriers for migrants and new arrivals

including investigating genuine employment opportunities and/or work experience for migrants and new

arrivals at Brimbank Council.

Another focus theme is building capacity and professional development including the following actions:



Strengthen the capacity of Council to plan, support and promote the delivery of culturally sensitive

programs and activities



Providing and supporting professional development opportunities for staff to continue their work

with migrants and new arrivals

Social Justice

Charter

States Council’s commitment to social justice principles of access, equity, participation and human rights

with a focus on vulnerable groups. Includes the following commitments:



Provide an environment that is free of harassment and discrimination in accordance with community

expectations and international, Federal and State laws.



Integrate the principles of social justice into all Council policies, plans and procedures.

Together We Are

Brimbank: Council

Plan, Community

Vision and

Municipal Public

Health and

Wellbeing Plan

2021-2025

A number of strategic directions have strategies focused on:



Supporting increased gender equality and reduce gender-based violence



Supporting safe and inclusive communities



Supporting and advocating to reduce risk factors impacting vulnerable communities



Supporting economic and social inclusion



Continuing to model a safe, healthy, diverse and equitable organisation



Enhancing organisational performance management and reporting

Youth Jobs

Strategy 2018-

2023

This is a framework which responds to Brimbank's high youth unemployment rate. It has a focus on

challenging discriminatory recruitment practices including reviewing internal recruitment practices to

better support young people experiencing barriers (such as mitigation against unconscious bias, use of

positive discrimination).

It is also focused on providing and promoting meaningful workplace experiences by ensuring priority

access to work experience and student placements for young people in Brimbank experiencing barriers

(e.g. young people with disabilities, First Australians, young people from migrant and refugee

backgrounds, early school leavers and young people in contact with the justice system), as well as

identifying and addressing barriers experienced by Council staff to support young people in the

workplace.

Youth Strategy

2020-2024

Has a focus on understanding and addressing the structural and systemic barriers faced by young people

to enhance inclusivity and continuously improving services and systems by improving data collection and

management systems.

Definitions

Refers to people whose gender identity is the same as their biological sex assigned at

birth.

: The socially-constructed differences between men and women, as distinct from 'sex', which

refers to their biological differences.

: The equal rights, responsibilities and opportunities of women, men and gender

diverse people. Equality does not mean that women, men and gender diverse people will become

the same but that their rights, responsibilities and opportunities will not depend on their gender.

: Entails the provision of fairness and justice in the distribution of benefits and

responsibilities on the basis of gender. The concept recognises that people may have different needs

and power related to their gender and that these differences should be identified and addressed in a

manner that rectifies gender related imbalances.

: Generalisations about the gender attributes, differences and roles.

: Gender diverse and non-binary refers to people who do not

identify as a woman or a man. In the same way that sexual orientation and gender expression are

not binaries, gender identity is not a binary either. It is important to challenge our thinking beyond

the binary constructs of male and female.

: A methodology of studying the overlapping or intersecting social identities and

related systems of oppression, domination, or discrimination. An intersecting matter may be cultural

identity or age.

: Refers to a person whose gender identity, does not align with their sex assigned at

birth. In Australia, children are assigned as male or female at birth. Male children are raised as boys

and female children are raised as girls. A person classified as female at birth who identifies as a man

may use the label trans, transman, man or non-binary. Similarly, a person classified as male at birth

who identifies as a woman may use the label trans, transwoman, woman or non-binary.