1

2

Our Vision

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3

Our Aim

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3

Our Values

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3

Workplace gender equality indicators

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5

Gender Impact Assessments

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7

Strategies and Measures

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13

Workplace gender equality indicators

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20

Brimbank City Council respectfully acknowledges and recognises the Wurundjeri and Bunurong

Peoples as the Traditional Custodians of this land and pays respect to their Elders, past, present

and future.

3

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 (GEAP) is our plan for advancing gender

equality in the workplace.

Through our GEAP 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.

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.

•

Strengthen and support an organisational 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.

Defined entities are required to report on their gender equality progress to the Public Sector

Gender Equality Commissioner every two years.

The first progress report was due on 20 February 2024.

Progress reports must include:

•

The policies, programs and services that were subject to a gender impact assessment

and the actions taken as a result of each gender impact assessment

•

The progress in relation to the measures and strategies set out in our Gender Equality

Action Plan

•

The progress in relation to the workplace gender equality indicators

The Gender Equality Act 2020 aims to improve outcomes across the broader Victorian community

by eliminating the systemic causes of gender inequality in policies, programs and services in

workplaces and communities.

5

Workplace

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.

Composition of

governing body

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

Equal

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.

Sexual

Harassment

This indicator 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.

Recruitment and

promotion

Th is indicator is focused on people’s experiences and

perceptions of recruitment, promotion, and training and

higher duties opportunities within the organisation.

Leave and

flexibility

This indicator is focused on people’s experiences and

perceptions of workplace flexibility and leave (including

family violence leave).

Gendered

segregation of

the workforce

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 employee

6

* Were actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders, address gender inequality and promote gender equality as a result of the GIA?

7

Table 1

What is the title of the

policy, program or service

that was the subject of the

GIA?

Was the subject of

the GIA a policy,

program, or

service?

Provide a description of

the policy, program, or

service subject to the GIA.

Was the policy,

program, or

service new, or

up for review?

Were

actions as

a result of

the GIA?*

Describe the actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders,

address gender inequality and promote gender equality.

Alfrieda St Master Plan Policy

Developing a Master

Plan for Alfrieda Street

in St Albans

New

Yes

The Master Plan incorporated the following into the Alfrieda Street designs:

•

Encouraged mixed use areas, particularly outdoor dining and on-street trading, by expanding footpaths,

increasing canopy cover and informal play areas

•

Provided sufficient easy to read wayfinding signage to support feelings of safety

•

Enhanced street lighting and explored appropriate lighting that avoids the ‘floodlit effect’ and provides

consistent and layered lighting

•

Provided sufficient rest stops, such as benches and seats, for those unable to walk longer distances

between destinations.

•

Ensured access ramps are provided at appropriate gradients and widths

•

Ensure streetscapes can be easily well-maintained to improve perceptions of safety

•

Ensured vegetation is kept low to maintain passive surveillance and good sightlines

•

Incorporated formal and informal play areas to activate the spaces and support carers using the streets

•

Prioritised walking and cycling and pedestrian crossings

•

Suburban roads and local streets near schools and kinders have wide accessible footpaths and bike lanes

•

Commitment to enhance street lighting and explore appropriate lighting that avoids the ‘floodlit effect’ and

provides consistent and layered lighting

•

Commitment to install public art that celebrates and reflect diversity, particularly of women and gender

diverse people

Creating Streets for

People Strategy

Policy

Creating Streets for

People Policy will guide

future investment in the

street network in

Brimbank to create

people focused places

that facilitate active

travel choices,

community cohesion,

and adaptation for the

future climate.

For Review

Yes

The Policy articulated that a key objective of the policy is to support ‘equitable streets for all’ and what this entails

from a gender perspective. It included as key actions for creating equitable streets:

•

Incorporating gender analysis into the design of projects to ensure compliance with the Gender Equity Act

2020 (or updated legislation);

•

Considering mobility impaired access within the streetscape

•

Providing sufficient rest stops, such as benches and seats, for those unable to walk longer distances

between destinations

•

Wheelchair and pram users, ensuring access ramps are provided at appropriate gradients and widths

•

Ensuring lighting strategies adapt to increased canopy cover, which can reduce street lighting effectiveness

•

Explore appropriate lighting that avoids the ‘floodlit effect’ and provides consistent and layered lighting

•

improve pedestrian movements and safety and install more pedestrian crossings

•

Provide sufficient easy to read wayfinding signage to support feelings of safety

•

Ensure streetscapes can be easily well-maintained to improve perceptions of safety

•

Support mixed use areas where people can walk, play, eat and exercise at different times of the day

ensure that the area is used at all times

•

Incorporate formal and informal play areas to activate the spaces and support carers using the streets

•

Ensure vegetation is kept low to maintain passive surveillance and good sightlines

* Were actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders, address gender inequality and promote gender equality as a result of the GIA?

8

What is the title of the

policy, program or service

that was the subject of the

GIA?

Was the subject of

the GIA a policy,

program, or

service?

Provide a description of

the policy, program, or

service subject to the GIA.

Was the policy,

program, or

service new, or

up for review?

Were

actions as

a result of

the GIA?*

Describe the actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders,

address gender inequality and promote gender equality.

Creating Better Parks

Policy

Policy

The Creating Better

Parks Policy directs how

we improve Brimbank's

parks and playgrounds.

For Review

Yes

The Creating Better Parks Policy incorporates the following actions from the GIA into the final policy.

•

Provide sufficient easy to read wayfinding signage to support feelings of safety

Enhance lighting and explore appropriate lighting that avoids the ‘floodlit effect’ and provides consistent

and layered lighting

•

Ensuring lighting strategies adapt to increased canopy cover, which can reduce lighting effectiveness

•

Provide sufficient rest stops, such as benches and seats, and sheltered areas

•

Support sightlines of entrances and exits to parks to increase perceptions of safety

•

Ensure access ramps are provided at appropriate gradients and widths

•

Ensure parks can be easily well-maintained to improve perceptions of safety

•

Ensure vegetation is kept low to maintain passive surveillance and good sightlines

•

Incorporate formal and informal play areas to activate the spaces and support carers using the parks

Lionheart Pavilion Design

Brief

Program

The Lionheart Pavilion

(for tennis) is being

redesigned and rebuilt

as it is outdated, and a

new facility can support

other co-located clubs

(such as the football

and cricket) increase

their access to facilities

like changing rooms and

toilets. This GIA is to

inform the consultant

architect’s design brief.

New

Yes

The design brief incorporated the following aspects:

•

Ensure there are safety considerations for the entrance. Possibilities incudes having the entrance located in

a way that supports passive surveillance and is not hidden away, using an airlock space and use of alarm

codes.

•

There must be clear lines of sight between all playing fields/courts, the pavilion, and car-parking facilities

•

Good accessibility to and from the car park to the entrance and well-lit

•

Clear sightlines should be maintained throughout the building where possible, allowing users to easily see

each other, making the space feel safer and more active.

•

Maximise use of lighting around the facility to increase safety with a focus on the entrance to pavilion and

path of travel to the car park and main playing field. Lighting that provides consistent and layered lighting

should be used – where there are multiple light sources and where surfaces with different reflective values

are taken into consideration

•

The building and surrounds should allow for passive surveillance to increase safety (i.e. both perceived and

actual). This could be achieved by ensuring windows are included in well-used rooms to increase passive

surveillance of surrounding areas, particularly to car parks and playgrounds.

•

Avoid the creation of potential hiding places within the building (for example- through sequential internal

lockable spaces). Avoid hiding places externally – enclose all voids / openings.

•

Easy to read signs and directions

•

Low, wide footpaths for strollers, wheelchairs, and walkers from car park to pavilion and main playing field

at the end

•

The landscaping of the site should allow for clear sightlines for all users. Landscape design should consider

relative heights and viewing angles – avoid mid-height shrubbery that allows concealment.

•

Should have bike parking facilities close to entrance and well-lit

•

Have all gender facilities such as changing rooms, toilets (both internal and external) etc.

•

Have baby change facilities in all toilets/changing rooms

•

Any social space within a Pavilion must be accessible to all community members and age groups, providing

sufficient separation from change areas and player amenities.

Paths and approaches to the building should be inclusive of different modes of transport, e.g. bikes,

scooters, mobility aids.

•

Paths and doorways should be of sufficient width and appropriate surfacing to accommodate prams

(including double-width prams) and mobility aids.

•

Need to support wheelchair access internally and at main playing field

•

Need to have priority pram parking spaces in car park

It is recommended that the design is reviewed through consultation with sporting clubs and the consultation

includes a balanced gender composition of women, men, and gender-diverse people where possible representing

a range of stakeholders (committee members, casual user, person in a wheelchair if possible)

* Were actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders, address gender inequality and promote gender equality as a result of the GIA?

9

What is the title of the

policy, program or service

that was the subject of the

GIA?

Was the subject of

the GIA a policy,

program, or

service?

Provide a description of

the policy, program, or

service subject to the GIA.

Was the policy,

program, or

service new, or

up for review?

Were

actions as

a result of

the GIA?*

Describe the actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders,

address gender inequality and promote gender equality.

Festivals and Events

Policy

Policy

Defines Council's role

and ways to support a

festivals and events

program. It articulates

the resource

commitments Council

will make and how

Council will work with

the community to

ensure festivals and

events are inclusive,

best practice,

sustainable and

flourishing.

For Review

Yes

Incorporated a focus on gender and social equity into the Policy Objectives "To provide a festivals and events

program that is content diverse, supports gender and social equity, and is geographically spread across the

municipality."

Incorporated the following to the Strategy: Develop a program of skills based training and information to support

festivals and event’s organisers:

“Council will explore how to make the training increasingly accessible through 1:1 mentoring or targeted training

in community languages or with interpreters. Some may be recorded, have subtitles in other languages to

increase accessibility.”

Included the following to support diverse accessibility options to the Strategy:

Investigate new sites and platforms for holding festivals and events:

“Council will prepare an inventory of locations / platforms suitable for festivals and events, including indoor and

outdoor venues, online options and any other suitable media (e.g. radio, TV) and promote them for festival and

event planning and make recommendations.”

Housing Strategy,

Neighbourhood Character

Strategy and Residential

Development

Framework

Policy

These strategies will

guide

the form and location of

housing across the

municipality for the next

20 years.

For Review

Yes

The Housing strategy incorporated a focus on encouraging a greater diversity of housing types (i.e. 1 and 2

bedroom apartments and townhouses) and encourage more housing to be located in areas that have good access

to a range of existing services and facilities. By increasing housing diversity, including encouraging housing that is

suitable for single person households, the strategies aim to improve housing affordability. This is particularly

relevant to meeting the needs of older women who are disproportionately at risk of homelessness, and women

who head single parent households in Brimbank.

LGBTIQA+ Action Plan Policy

Brimbank's LGBTQIA+

Action Plan aims to

support, connect, and

uplift members of

Brimbank’s LGBTQIA+

identifying community

and to create a safe and

inclusive community

New

Yes

The following actions were included in the LGBTQIA+ Plan:

•

Provide a safe and welcoming first point of contact through inclusive signage and LGBTQIA+ inclusivity

trained staff at front facing Council services.

•

Ensure information, images and the language used in our promotional materials, websites and resources are

LGBTQIA+ inclusive and respectful.

•

Include LGBTQIA+ communities in the development and implementation of culturally safe and inclusive

programs and activities across all life-stages and intersectionalities including:

o

Rainbow families and families of LGBTQIA+ identifying people.

o

First nations, CALD, refugees, asylum seekers, people with disability

o

Children, young people and seniors

•

Develop a LGBTQIA+ engagement toolkit that integrates an intersectional approach to the safe, inclusive and

accessible planning and delivery of Council events and consultations.

•

Support and facilitate community infrastructure and planning to be responsive to LGBTQIA+ community

needs by creating inclusive, safe and affirming spaces in Council facilities.

•

Review relevant Council policies, processes and referral systems to ensure they are responsive to LGBTQIA+

people at risk of or experiencing homelessness and family violence.

•

Build the capacity of local organisations to develop inclusive and safe pathways and opportunities for

LGBTQIA+ people to volunteer in Brimbank.

•

Promote inclusive, accessible and diverse best practice models to local businesses that includes:

o

The benefits of a LGBTQIA+ friendly workplace

o

Recruitment and retention tips

o

Good news stories

* Were actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders, address gender inequality and promote gender equality as a result of the GIA?

10

What is the title of the

policy, program or service

that was the subject of the

GIA?

Was the subject of

the GIA a policy,

program, or

service?

Provide a description of

the policy, program, or

service subject to the GIA.

Was the policy,

program, or

service new, or

up for review?

Were

actions as

a result of

the GIA?*

Describe the actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders,

address gender inequality and promote gender equality.

o

Safe and inclusive premises

o

Supporting LGBTQIA+ specific events and activities

•

Increase LGBTQIA+ community representation on Council committees and working groups to ensure their

voices are amplified to accurately reflect the changing demographic and needs.

•

Provide opportunities to celebrate, engage with and reflect on the LGBTQIA+ identifying community through

events including, but not limited to:

o

Midsumma Festival

o

International Day Against Homophobia, Biphobia, Interphobia and Transphobia (IDAHOBIT)

o

Wear It Purple Day

o

Pride Month

o

Transgender Awareness Week

o

A potential LGBTQIA+ category within the We Are Brimbank Awards to recognise achievements of those

who are a part of the LGBTQIA+ identifying community.

•

Implement relevant LGBTQIA+ inclusive questions into the data collection standards, policies and procedures

to ensure the effective delivery of programs and services for LGBTQIA+ identifying communities.

•

Build the knowledge and awareness of Councillors, staff and volunteers through the delivery and promotion of

LGBTQIA+ inclusion awareness training and professional development opportunities.

•

Establish a LGBTQIA+ internal working group to provide support to LGBTQIA+ identifying staff and allies and

progress the gender equality and inclusion workplace agenda.

•

Explore ethical and inclusive LGBTQIA+ data collection methods that align with the Australian Bureau of

Statistics standards for sex, gender, variations of sex characteristics and sexual orientation variables. This

can provide a comprehensive understanding of the Brimbank LGBTQIA+ identifying community to assist in

policy development and in the planning of inclusive program and service delivery.

•

Advocate for the provision of culturally safe, accessible, and inclusive LGBTQIA+ health and support services

in Brimbank thereby reducing barriers to participation.

Lifelong Learning

Strategy

Policy

The Lifelong Learning

Strategy is an approach

for Council and its

partners to improve the

social and economic

wellbeing of our

community.

For Review

Yes

Included a statement explicitly outlining Council’s commitment to gender equality and the link to lifelong learning.

Included ‘Inclusion’ as a Guiding Principle and reference the people may face barriers to participation in lifelong

learning based on gender, ethnicity, socio-economic status, age, sexuality and ability to support an intersectional

approach to action planning

Included in the ‘Objectives’ of the Early Years stage this objective ‘Learning experiences and environments

support and reflect the diversity of families including non-binary, LGBTQIA+, men as caregivers and single

parents’

Included in the ‘Objectives’ of the Young People (post compulsory school age, 17 to early adulthood) stage this

objective 'Focus on young people with priority needs and those facing barriers to learning reflecting young

people’s different lived experiences and systemic barriers based on gender, sexuality, ethnicity and ability'

Included in the ‘Objectives’ of the Priorities for Life Stages – Adults (25 – 60 years) stage this objective

encourage diverse and affordable adult learning opportunities, co-designed with learners, with consideration of

childcare options to encourage parents and carer’s participation'

* Were actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders, address gender inequality and promote gender equality as a result of the GIA?

11

What is the title of the

policy, program or service

that was the subject of the

GIA?

Was the subject of

the GIA a policy,

program, or

service?

Provide a description of

the policy, program, or

service subject to the GIA.

Was the policy,

program, or

service new, or

up for review?

Were

actions as

a result of

the GIA?*

Describe the actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders,

address gender inequality and promote gender equality.

Place Naming Policy

Policy

Provides guidance in the

naming of places in the

municipality

For Review

Yes

The updated policy recommends specifically addressing gender equality in these ways:

1. Section 4.5 of the revised policy encourages relevant areas or project groups handling place naming

requests to consider how the proposal accords with Council’s equality policies, including the Gender

Equality Strategy, Reconciliation Action Plan and Safe and Inclusive Brimbank Strategy

2. The policy requires all place naming proposals to be managed in accordance with the Place Naming

Rules of Geographic Names Victoria which promotes gender equality in naming and recognition and use of

Traditional Owner languages.

3. Council’s Governance Team will provide a Gender Impact Assessment as part of their assessment of new

place-naming requests

Sports Facility

Development Plan

Policy

Sports Facility

Development Plan aims

to identify sporting

trends and

infrastructure needs and

establish ways for

people of all ages,

abilities, and gender to

take part in sporting

activities

For Review

Yes

•

Made language more inclusive - Terms like men/women/gender-diverse people are used instead of

male/female

•

Included disaggregated statistics by gender where possible

•

Included a section highlighting the growth of women and girls participation in sport and recreation

•

Included reference to and align with the Victorian Government’s Fair Access Principles

•

Continued to implement the Inclusive Facility Upgrades Program to upgrade change rooms and associated

amenities to encourage inclusive participation. This includes:

o

Provision of showers and toilets that achieve appropriate privacy

o

Provision of shelves and power points to vanities for general accessories

o

Provision of baby change tables accessible by all genders

o

Provision of separate umpire facilities or consideration of design options that split change rooms and

amenities to enhance flexibility

o

Provision of social toilets that achieve appropriate privacy and meet accessibility standards

Included the following priority actions:

Australian Rules Football

•

Providing appropriate facilities for women, girls and gender-diverse players, umpires, officials and

spectators.

•

Co-investment in lighting and playing surface upgrades will support participation growth and club

sustainability.

Baseball

•

Providing appropriate facilities for all gender players, umpires, officials, and spectators, with an emphasis

on creating welcoming environments.

Cricket

•

A continued focus on creating all gender facilities that encourages women and girls’ participation. This

includes provision of facilities for all gender players, umpires, officials, and spectators, with an emphasis

on creating welcoming environments.

Netball

•

Continue with planning for an Indoor Stadium at Energy Park in the south of Brimbank to address current

and future demand.

•

In the medium term, investigate the feasibility of additional courts at KBNS and new courts in the southern

district to cater for future growth.

Rugby Union/League

•

Providing appropriate facilities for all gender players, umpires, officials and spectators, with an emphasis

on creating welcoming environments.

Soccer

•

Increasing the capacity of existing facilities through field lighting, pitch upgrades and providing appropriate

facilities for all gender players, umpires, officials and spectators.

* Were actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders, address gender inequality and promote gender equality as a result of the GIA?

12

What is the title of the

policy, program or service

that was the subject of the

GIA?

Was the subject of

the GIA a policy,

program, or

service?

Provide a description of

the policy, program, or

service subject to the GIA.

Was the policy,

program, or

service new, or

up for review?

Were

actions as

a result of

the GIA?*

Describe the actions taken to develop or vary the policy, program, or service to meet the needs of people of different genders,

address gender inequality and promote gender equality.

•

Work with FV on legacy projects generated from the 2023 Women’s World Cup, including a feasibility study

into the potential future development of a soccer hub within the municipality through funding support from

FV and the State Government.

•

Continue with planning for an Indoor Stadium at Energy Park in the south of Brimbank that could

potentially address any future demand for futsal.

Financial Hardship Policy Policy

Establishes the

guidelines for

assessment of hardship

application based on the

principles of fairness,

integrity, confidentiality,

and compliance with

statutory requirements.

For Review

Yes

The Hardship Policy was translated into a number of languages on the Council website to support people

accessing it from different cultural and linguistic communities.

Council staff connected to implementing the Hardship Policy were trained in making referrals to The Orange Door

13

Table 2

Under Status: Assign each strategy or measure a status from the following list:

•

indicates that all planned activities related to this strategy or measure have been finalised.

•

’ indicates that the activities under this strategy or measure are progressing but not yet complete.

•

indicates that the activities under this strategy or measure do not have an end-date and will be addressed on a continual basis.

•

indicates that the planned activities related to this strategy or measure have not yet commenced, including those that are intended to commence in future years. This should include strategies or

measures that have been delayed.

•

indicates that this strategy or measure appeared in your defined entity’s GEAP but has since been cancelled.

List your organisation’s strategies and

measures. Include one strategy or measure

per row.

These are the planned actions that you have

outlined in your GEAP to promote gender

equality in your workplace.

Complete

In Progress

Ongoing

Not started

Void

Describe your progress in implementing each strategy or measure in your GEAP.

If your GEAP included a timeline

for action or implementation for

your strategies and measures,

include this timeline below.

If you did not include a timeline

in your GEAP, we highly

recommend you do so in this

progress report by including a

timeline below.

Undertake quarterly reporting on Gender

Equity to the Executive Management Team

Complete

A quarterly report is produced by Council's Gender Equality Advisor and is based on the seven gender equality

indicators. The report also highlights achievements and challenges during the quarter and reports on number of GIAs

completed across the organisation and number and status of GEAP actions.

2022

Establish a GEAP Working Group with

Executive Sponsorship

Complete

The Gender Equality Working Group comprise of an employee from:

• People, Culture and Wellbeing;

• Community Planning and Development;

• Each directorate; and

• A nominated Director, as the chair.

The Working Group meets on a monthly basis to discuss GEAP actions.

2022

Develop a recommendations report on

systems improvements to data collection

against the measures contained in the

Gender Equality Act 2020

Complete

The People, Culture and Wellbeing department (Learning and Development Team and Payroll Team) have identified

data collection requirements as stipulated by the Commission for Gender Equality in the Public Sector and the Gender

Equality Act 2020. These data collection requirements have been entered in the payroll system for staff to update

their data.

2022

Recruit a Workplace Gender Equity and

Diversity Officer

Complete

A Gender Equality Advisor was appointed to Council in December 2022.

2022

Coordinate an organisation wide gender

equality training program aimed at growing

understanding of gender equity and gender

equality

Ongoing

After undertaking a competitive tendering process, Council is working with GenWest to co-design an organisational

wide gender equality training program aimed at growing the understanding of gender equity and gender equality. The

program is scheduled to be delivered in 2023/24

2022

Establish Gender Equity Advocates Program

through the existing Gender Equality Working

Group

Not started This action has been deferred to a year 3 following the completion of the organisational wide gender equality training. 2024

14

List your organisation’s strategies and

measures. Include one strategy or measure

per row.

These are the planned actions that you have

outlined in your GEAP to promote gender

equality in your workplace.

Complete

In Progress

Ongoing

Not started

Void

Describe your progress in implementing each strategy or measure in your GEAP.

If your GEAP included a timeline

for action or implementation for

your strategies and measures,

include this timeline below.

If you did not include a timeline

in your GEAP, we highly

recommend you do so in this

progress report by including a

timeline below.

Develop and deliver an organisational culture

survey every two years

Complete

The Gender Equality Employee Experience Survey was held in May/June 2023. Council conducted the survey using

Qualtrics and engage with Davidson WP to support the delivery of the survey.

2023

Review the People Strategy with an

intersectional gender lens to ensure that

overarching organisational activities are

gender equitable and inclusive

Not started This is a year 3 action.

2024

Apply an intersectional gender lens to all

People and Performance policies

In progress

People, Culture and Wellbeing, as a standard practice, is applying an intersectional gender lens to policies as they are

updated.

2023

Undertake Gender Impact Assessments

(GIAs) on any policy, program or service that

is being developed or reviewed and report to

EMT on recommendations

Ongoing

A total of 11 GIA were completed within the reporting period. These GIA have come from different department across

Council as new policy, services and programs are being developed. The Health and Wellbeing Policy Officer

2022

Gender Equitable Leadership training

program delivered to all senior leaders and

integrated into leaders on boarding process

Ongoing

After undertaking a competitive tendering process, Council is working with GenWest to co-design an organisational

wide gender equality training program aimed at growing the understanding of gender equity and gender equality. The

program is scheduled to be delivered in 2023/24

2022

Leaders position descriptions are updated to

include capabilities on gender equitable and

inclusive leadership

Complete

Leaders position descriptions have been updated to include capabilities on gender equitable and inclusive leadership. 2022

Leaders Key Performance Indicators (KPIs)

are reviewed and include at least one

regarding gender equitable and inclusive

leadership

Complete

Leaders Key Performance Indicators (KPI) have been reviewed and include reference regarding gender equitable and

inclusive leadership.

2022

Identify and undertake actions to address

barriers to senior leaders accessing flexibility

Not started

This action has been deferred to a year 3 for completion, however work is being undertaken to address barriers to

senior leadership accessing flexibility.

2024

Managers and supervisors speak with their

staff about flexibility during annual

discussions.

Not started This action has been deferred to a year 3 for completion.

2024

Develop materials and information promoting

flexible work at all levels of leadership

Not started

This action has been deferred to a year 3 action once barriers have been identified which are affecting senior

leadership accessing flexibility.

2024

15

List your organisation’s strategies and

measures. Include one strategy or measure

per row.

These are the planned actions that you have

outlined in your GEAP to promote gender

equality in your workplace.

Complete

In Progress

Ongoing

Not started

Void

Describe your progress in implementing each strategy or measure in your GEAP.

If your GEAP included a timeline

for action or implementation for

your strategies and measures,

include this timeline below.

If you did not include a timeline

in your GEAP, we highly

recommend you do so in this

progress report by including a

timeline below.

Track the gender composition of the

leadership group as part of the quarterly

Gender Equity reporting to the Executive

Management Team

Complete

A quarterly report is produced by Council's Gender Equality Advisor and is based on the seven gender equality

indicators. The report also highlights achievements and challenges during the quarter and reports on number of GIAs

completed across the organisation and number and status of GEAP actions.

2022

Identify existing women and gender diverse

employees with leadership potential and

deliver tailored leadership development

training.

Complete

A focus on Identify existing women and gender diverse employees with leadership potential and deliver tailored

leadership development training has seen a positive increase in gender diversity across leadership positions.

Quarterly reporting to Executive of diversity

measures for Leaders through quarter

Gender Equity reporting

Complete

A quarterly report is produced by Council's Gender Equality Advisor and is based on the seven gender equality

indicators. The report also highlights achievements and challenges during the quarter and reports on number of GIAs

completed across the organisation and number and status of GEAP actions.

2022

Apply an intersectional gender lens to Council

induction

Not started This action has been deferred to year 4.

2025

Deliver a Gender Equitable and Inclusive

Leadership for Councillors program

Not started This action has been deferred to year 4.

2025

Continue with Community Leadership

Program and seek to increase representation

of people with intersectional attributes

Complete

A GIA was undertaken on the Community Leadership Program to support gender equitable outcomes for the

community.

2022

Develop standards of behaviour and

appropriate responses – between Councillors

and between community and Councillors

Not started This action has been deferred to year 4.

2025

Establish formal processes for Councillor to

report or receive support

Not started This action has been deferred to year 4.

2025

Councillors training on responding to sexual

harassment and discrimination

Not started This action has been deferred to year 4.

2025

Quarterly reporting of pay gap to Executive Not started This is a year 3 action.

2024

Investigate pay gaps by employment level to

understand the areas and factors impacting

the pay gap at Brimbank and develop an

action plan to address pay gaps

Not started This is a year 3 action.

2024

16

List your organisation’s strategies and

measures. Include one strategy or measure

per row.

These are the planned actions that you have

outlined in your GEAP to promote gender

equality in your workplace.

Complete

In Progress

Ongoing

Not started

Void

Describe your progress in implementing each strategy or measure in your GEAP.

If your GEAP included a timeline

for action or implementation for

your strategies and measures,

include this timeline below.

If you did not include a timeline

in your GEAP, we highly

recommend you do so in this

progress report by including a

timeline below.

Improve understanding of the pay gap across

the organisation through workshops and

promotional materials

Not started This is a year 3 action.

2024

Establish a sub-working group of the GEAP

working group to review all 11

recommendations from the VAGO Sexual

Harassment Report

Complete

The Gender Equality working group are working together to review all 11 recommendations from the VAGO Sexual

Harassment Report. A draft Sexual Harassment Policy and Procedure commence in the new reporting period.

2023

Review sexual harassment, discrimination

policy to identify how to better address

identification and reporting of sexual

harassment

In progress

A number of local government Sexual Harassment policies and procedures have been collected and are currently

being benchmarked. This has been a useful exercise to understand the best ways to address, identify and report on

sexual harassment by staff.

2023

Deliver ‘sexual harassment training for

leaders’ to all leaders with direct reports

Not started This is a year 3 action.

2024

Deliver face-to-face Active Bystander training

to the whole of the organisation

Not started This is a year 4 action.

2025

Apply an intersectional gender lens to

Council’s Code of Conduct

Complete

An intersectional gender lens was applied to Council's Code of Conduct.

2023

Communicate to the organisation annually

the organisations position on sexual

harassment and promote access to formal

reporting mechanisms

Not started This is a year 3 action.

2024

Include Sexual Harassment in induction pack

and training for all staff

Not started This is a year 3 action.

2024

Apply an intersectional gender lens to online

Sexual Harassment training

Not started This is a year 3 action.

2024

Update Sexual Harassment reporting

processes, so it is accessible, safe and

supports the victim/survivor

Not started This is a year 3 action.

2024

Build the capacity of Contact Officers through

training in responding to sexual harassment

Not started This is a year 3 action.

2024

17

List your organisation’s strategies and

measures. Include one strategy or measure

per row.

These are the planned actions that you have

outlined in your GEAP to promote gender

equality in your workplace.

Complete

In Progress

Ongoing

Not started

Void

Describe your progress in implementing each strategy or measure in your GEAP.

If your GEAP included a timeline

for action or implementation for

your strategies and measures,

include this timeline below.

If you did not include a timeline

in your GEAP, we highly

recommend you do so in this

progress report by including a

timeline below.

Investigate the experience of women, men,

and gender diverse people in community

facing roles of sexual harassment and

discrimination

Not started This is a year 4 action.

2025

Develop position statements to share with

community members on standards of

behaviour and Council’s response.

Not started This is a year 4 action.

2025

Deliver training for community-facing team

members on responding to sexual

harassment and negative behaviours

Not started This is a year 4 action.

2025

Apply an intersectional gender lens to

recruitment end to end

Not started This action has been deferred to year 4.

2025

Develop action plan to address gender

inequality and gendered patterns of

recruitment

Not started This action has been deferred to year 4.

2025

Integrate ‘Gender Equitable and Inclusive

Hiring Practice’ into training for leaders and

hiring managers

Not started This action has been deferred to year 4.

2025

Deliver face-to-face unconscious bias training

across the organisation

Not started This action has been deferred to year 4.

2025

Apply an intersectional gender lens to higher

duties policy and practices to ensure they are

gender equitable and inclusive

Not started This is a year 4 action.

2025

Track and report on higher duties via gender

and intersectional attributes

Not started This is a year 4 action.

2025

Apply an intersectional gender lens to

learning and development policy and

practices to ensure they are gender equitable

and inclusive

Not started This is a year 4 action.

2025

Include questions about learning and

development in annual organisational culture

survey

Not started This is a year 4 action.

2025

18

List your organisation’s strategies and

measures. Include one strategy or measure

per row.

These are the planned actions that you have

outlined in your GEAP to promote gender

equality in your workplace.

Complete

In Progress

Ongoing

Not started

Void

Describe your progress in implementing each strategy or measure in your GEAP.

If your GEAP included a timeline

for action or implementation for

your strategies and measures,

include this timeline below.

If you did not include a timeline

in your GEAP, we highly

recommend you do so in this

progress report by including a

timeline below.

Apply an intersectional gender lens to the

flexible work framework to strengthen

gender equitable and inclusive workplace

practice across the entire workforce

Not started This is a year 3 action.

2024

Socialise framework with leaders to

understand barriers to flexible arrangements

in their area. Provide support to remove

barriers.

Not started This is a year 3 action.

2024

Leaders have annual conversation with team

members during performance reviews

regarding flexible work options.

Not started This is a year 3 action.

2024

Regular advocacy campaign celebrating

people of all genders and levels in the

organisation accessing flexible work

arrangements

Not started This is a year 3 action.

2024

Undertake benchmarking of best practice

approach to parental leave across Local

Government sector

Not started This is a year 3 action.

2024

Promote men’s access to parental leave

Not started This is a year 3 action.

2024

Review existing return to work program and

improve support for parents coming back

following parental leave

Not started This is a year 3 action.

2024

Identify two work areas dominated by

women and 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

In progress

This action was brought forward to align with the Free From Violence Local Government Program.

External consultants, Gender Works, have been appointed and will be consulting with two teams in Council to

understand employees gendered experience in relations to recruitment, promotion, leadership, access to flexible work

and work culture.

Recommendations from this consultation will align with GEAP actions.

2024

19

List your organisation’s strategies and

measures. Include one strategy or measure

per row.

These are the planned actions that you have

outlined in your GEAP to promote gender

equality in your workplace.

Complete

In Progress

Ongoing

Not started

Void

Describe your progress in implementing each strategy or measure in your GEAP.

If your GEAP included a timeline

for action or implementation for

your strategies and measures,

include this timeline below.

If you did not include a timeline

in your GEAP, we highly

recommend you do so in this

progress report by including a

timeline below.

Appoint program Executive Sponsorship

Complete

Two Directors are the Executive Sponsors of the program. On going support from two divisions across Council

improves success outcomes and has also ensure gender equality actions are at the front of mind for Council's ETL.

2024

Implement three year plan to diversify teams Not started This is a year 3 action.

2024

Mid-term evaluation to identify lessons learnt

and scaling up across Council more broadly

Not started This is a year 4 action.

2025

Gender dominated teams to explore gender

stereotypes and unpacking of workplace

language and gender stereotypes through

targeted workshops

Not started This is a year 3 action.

2024

Develop communications protocols to guide

gender equitable and inclusive images and

language

Not started This is a year 4 action.

2025

20

Table 3

This column contains the

seven workplace gender

equality indicators. Complete

the 'required' fields, and you

are encouraged to complete

the 'recommended' columns,

to the right of each indicator.

Indicate whether

your organisation

has made

progress in

relation to the

workplace

gender equality

indicators.

'yes' or 'no.'

Demonstrate your progress in relation to each workplace gender equality indicator.

In this column, please explain why you believe changes in your data

or

represent

progress against each indicator.

Refer explicitly to quantitative changes in the data between your previous workplace gender audit

and your progress audit.

If you wish, you may also make reference to any strategy or measure from your GEAP that

supported, or was designed to support, progress against that indicator.

Gender composition of all

levels of the workforce

Yes

Workplace Gender Audit key findings:

The overall composition of the Brimbank workforce is similar to 2021. Council employs slightly more

women (53%) than men (47%). This shows minimal change between audit periods.

Composition data can only be presented as a women and men breakdown due to current data gap

in relation to intersectionality. There continues to be a data gap on staff who prefer to self-describe

their gender, Aboriginality, disability, religion or sexual orientation. Whilst some intersection data

was collected, it does not meet privacy threshold amounts and so cannot be included.

The data shows the number of men in full time positions continues to be higher than women, who

predominately engage in part time and higher rates of casual employment. Actions 2.4, 2.5 & 2.6 in

the GEAP aim to normalise workplace flexibility through addressing barriers to senior leaders

accessing flexibility with an organisational wide campaign promoting flexible work at all levels of

leadership. More work in this area will occur in 2023/24 Q3 along with the new flexibility policy.

Although there is a larger proportion of casual employees, the composition of this employment

status is still similar to 2021.

There are more than 25% more men than women at the leadership level. In the Executive

Leadership Team 57% are women and 43% are men and for Managers there are 47% women and

53% men. This was a change from the 2021 data where there were more men in the Executive

Leadership Team. Council has seen a positive change with an evening out between the genders at

the Manager level.

In the past 12 month, the Brimbank Leaders Network was established to support all people leaders

across the organisation. 42% of people leaders are women and 58% of people leaders are men.

Women are under-represented in management roles, which contributes to ongoing pay gaps.

More women are employed in bands 3 – 6 and while the gender divide at Band 8 is marginal, more

men are employed in management roles than women (as noted above).

More women than men are employed in the $60,000 - $95,000 pay range, while more men are in

management and senior roles. Women are under-represented in management roles, which

contributes to ongoing pay gaps.

Gender distributions by age is roughly proportional, with 40% of staff aged better 35-54 years of

age.

There are more women in part time role. 20% of women are in part time compared to 8% of men.

The Gender Equality Employee Experience Survey had a 38% response rate (537 participants). This

was in increase on the 2021 PMS that had a 21% response rate (257 responses). 60% of

respondents described their gender as women and 35% as man.

The response rate in the Gender Equality Employee Experience Survey indicated a positive increase

in staff feeling cultural safe at work (82% of respondents). The positive upwards trend can be

attributed to the implementation of the actions in the Gender Equality Action Plan, the

Organisational Strategy, the actions identified in the 2022 Employee Engagement Survey and other

diversity and inclusion focused action plans across Council.

Although employees participated at a higher rate in 2023 compared to 2021, the intersection data

was often below the reporting thresholds.

Gender composition of

governing bodies

Yes

There has been no progress in relation to the Gender Composition of the Governing Body due to the

nature of the four-year election cycle.

There continues to be more women than men on the governing body.

73% of Councillors are women and 24% are men. At the last Councillor election cycle in 2020

43.8% of Councillors elected to Victoria Councils were women. This make Brimbank significantly

above the average number of women Councillors.

Intersectional data has not been collected from this cohort.

An election will be held at the end of 2024, where a new Governing Body will be appointed.

Promotion material in the welcome packs and a calendar of training is being organised in

preparation for incoming the Governing Body which will include Gender Equality and Sexual

Harassment training as identified in the GEAP.

21

Equal remuneration for work

of equal or

comparable value across all

levels of

the workforce, irrespective of

gender

No

Many of the strategies and actions in Brimbank’s GEAP will assist is closing the gender pay gap

including the number of women and gender-diverse people in leadership positions, supporting more

workplace flexibility, diversifying work areas in terms of gender composition, training on gender

quality and unconscious boas and reviewing of existing return to work programs.

Actions to improve internal understanding of the pay gap, investigate and understand factors

impacting the pay gap and develop an action plan to address pay gaps was identified as a year 3 &

4 action.

As identified under Indicator 1, there are more than women at the Executive Leadership level, there

are more men overall in leadership. In the Executive Leadership Team 57% are women and 43%

are men and for Managers there are 47% women and 53% men. This was a change from the 2021

data where there were more men in the Executive Leadership Team. Council has seen a positive

change with an evening out between the genders at the Manager level.

In the past 12 month, the Brimbank Leaders Network was established to support all people leaders

across the organisation. 42% of people leaders are women and 58% of people leaders are men.

Women are under-represented in management roles, which contributes to ongoing pay gaps it is

hoped that participation in initiatives like the Brimbank Leadership Network will go to addressing

factors that impact pay gaps.

Low intersectional data collection from staff means that this data is unable to be presented at this

audit.

It is anticipated that Council will be able to provide more workforce data analysis in the next

reporting period.

Sexual harassment in the

workplace

Yes

The Gender Equality Employee Experience Survey 2023 (People Matters Survey run inhouse by

Council) data showed that 9% of women and 6% of men responded yes to the question have you

experienced sexual harassment in the workplace over the previous 12 months. This data set was

consistent with the data collected from Council employees in to the 2021 People Matters Survey.

In both data sets (2021 & 2023) the number of employees who identified as gender diverse or

preferred not to say was below the anonymity threshold, meaning that these two data sets were

combined.

During the reporting period, Council received no formal sexual harassment complaints from our

employees.

There is a discrepancy between formal complaints received by Council’s HR Business Partners (zero)

and Gender Equality Employee Experience Survey 2023 data set that recorded 3% of respondents

who said they had experienced sexual harassment in the work identified they responded to the

harassment by ‘submitting a formal complaint’. Possible explanations why those employees thought

they had submitted a formal complaint but did not actually submit a formal complete include:

• Reporting through the incorrect channels;

• Complaint was not considered sexual harassment and/or misclassified; and

• The complaint was not managed formally.

The top reason employee gave (in the Gender Equality Employee Experience Survey 2023) for not

submitting a formal complaint were aligned with the 2021 results, and included:

• I didn’t think it was serious enough (25%)

• I didn’t think it would make a difference (26%)

• I believe there would be negative consequences for my career (11%)

Intersectional data in the Gender Equality Employee Experience Survey 2023 was unavailable due

to low response rate.

Women who reported experience sexual harassment in the workplace reported experience a wider

range of sexual harassment compared to men who experienced inappropriate physical contact,

intrusive questions about private life or physical appearance, sexual suggestive comments or jokes

and unwelcome touching. Women experience the above as well as in appropriate staring or leering,

repeated or inappropriate advances, and repeated or inappropriate invitations to go out on dates.

Women were most likely to have experienced these behaviours from a colleague, a

stakeholder/client or a member of the public. This data set was unavailable for men as the data is

under the threshold.

The available data indicated very little difference better the people of different genders, with 71% of

women and 75% of men feeling safe to challenge inappropriate behaviours at work. Similar data

was seen in relation to the question ‘my organisation takes appropriate steps to eliminate bullying,

harassment and discrimination, with 76% of women and 78% of men saying they agreed with that

statement. This was an increase of 20% compared to the 2021 PMS results.

Council has been actively working towards a workplace that is free from sexual harassment and

creating an environment where employees can report safely and know that their report will be

taken seriously, and action take (if required). There are a number of actions identified in the GEAP

and this is also an action identified in the Free From Violence Local Government Program funding

Council receives from the Department of Families, Fairness and Housing.

While Council is still to receive any formal complaints of sexual harassment, we are progressing

work in this indicator through the following actions:

•

• The Gender Equality in the Workplace whole of organisation training has a number of slides

of identifying, responding and reporting sexual harassment

•

• A sub-group of the Gender Equality Working Group was set up to review all 11

recommendations from the VAGO Sexual Harassment Report

•

• Benchmarking was undertaken of other local governments sexual harassment policy and

procedures was undertaken in preparation of the development of a standalone Brimbank

sexual harassment policy and procedures (to be delivered in Year Three and Four of the

GEAP)

•

• Following a financial commitment from Council’s Executive Management Team,

investigations have begun to identify a third-party anonymous reporting platform for staff

(to be delivered in Year Three and Four of the GEAP)

22

Recruitment and promotion

practices in the workplace

Yes

There was a high number of casual and session staff employed due to the opening of Councils new

aquatic facility, and this included a large number of swim teachers, casual pool staff and lifeguards.

To combat a shortage in swim teachers and lifeguards across Victoria, the State Government made

grant fund available through Swim Victoria (Swim Jobs funding) and Aquatics and Recreation

Victoria (Next Wave funding) to cover qualification costs. Council was successful in accessing

funding to increase the number of swim teachers and lifeguards.

While there was consistency between 2021 and 2023 data in relation to recruitment, exits and

permanent promotion across both sexes, higher duties had significantly increased for women

between the two audit periods. While the internal secondment data was not available in the 2021

audit, it would be a fair assumption to say that internal secondments has treaded up form women

in a similar patter to higher duties. We are seeing that have effect on the number of women leaders

across the organisation.

The Gender Equality Employee Experience Survey 2023 showed an increase for women from 46%

in 2021 to 53% of women feel they have an equal chance at promotion. There was a decrease for

men who fell from 62% in 2021 to 53% in 2023. 63% of women (compared to 51% in 2021) and

60% of men (compared to 70% in 2021) responded to say they are satisfied with their leaning and

development in the past 12 months. The decrease in men’s responses may be linked with the

increase for women in relation to higher duties and internal promotions with the perception

potentially that men aren’t receiving the same opportunities.

Intersectional data was unable to be reported on due to thresholds not being met.

A Gender Balance Research Project is about to commence at Council. It is anticipated it will

investigate and interrogate the data in relation to recruitment, promotion and career progression,

flexible working arrangements and leave, harassment, discrimination and bully8ing and pay equity

and valuing work.

Availability and utilisation of

terms,

conditions and practices

relating to:

- family violence leave; and

- flexible working

arrangements; and

- working arrangements

supporting

employees with family or

caring

responsibilities

Yes

Brimbank City Council offers considerable leave arrangements in relation to family violence leave,

flexible working arraignments and working arrangements supporting employees with family or

caring responsibilities in the current Enterprise Agreement. These provisions include:

• Family/domestic violence leave - Paid special leave for medical appointments, legal proceedings

and other activities related family/domestic violence approved by the Director (no prescribed

amounts)

• Workplace flexibility - Request may include, but is not limited to, changes to start or finishing

times (e.g. starting later or finishing earlier each day), compressed hours and alternative work

locations.

• Personal leave - Full time

employees entitled to 16 days personal leave per annum (part-time

employees pro-rata basis) which can be taken to provide care or support to a member of the

employee’s immediate family, or a member of the employee’s household when they are ill or who

requi

res care due to an unexpected emergency (family/carer’s leave).

• Paid parental leave

- a permanent, pregnant employee (or primary carer of an adopted child) who

has had one year’s continuous service with Council is entitled to 16 weeks paid primary carer

leave

to be taken in a single block. An employee may commence paid primary carer leave six weeks prior

to the expected date of the birth or adoption of the child.

• Paid partner leave

- A permanent employee who has had one year of continuous service with

Council is entitled to 3 weeks paid partner leave. The employee may commence on paid partner

leave from 1 week prior to the expected date of confinement or adoption. A partner is entitled to a

further 3 weeks paid partner leave (to be taken in a single block) providing the employee is the

primary carer.

The Gender Equality Employee Experience Survey 2023 data showed that both men and women

agreed that Council would ‘support them if they were needing to take family violence leave’,

however this was slightly less for men with 89% of men compared to 92% of women. These figures

are consistent with the data collected in the 2021 PMS.

Two women accessed family violence leave during the 2020/2023 audit period. No men accessed

family violence leave during this period. There was no change from the 2021 audit period where

there was also two women who access the leave and no men. There are a number of actions

planned for Year Three and Four of the GEAP that will focus educating employees on how gender

equality in the workplace impacts family violence (whole of organisational Gender Equality in the

Workplace Training) and specific promotion of family violence leave provisions and support

mechanisms available for employees.

Considerably more women accessed carers leave during the audit period, with 862 women

compared to 507 men accessing carers leave for the same period. The Gender Equality Employee

Experience Survey responses showed that both women (74%) and men (75%) felt that a flexible

work request would be considered by the organisation. This is in increase for women (2021 data set

showed 64% agreed) but a decrease for men (down from 86%). Action 7.4 & 7.6 in the GEAP focus

on celebrating and promoting flexible work and accessing carers and parental leave in Year Three &

Four of the plan.

Similarly, to the 2021 data, in the 2023 audit period no men access unpaid parental leave and there

was a decrease from 13 to 7 men who accessed the paid parental leave.

Of staff who are on a formal flexible work arrangement, 83% of staff were women and only 17%

were men. This data was not available for the 2021 audit period. This is an important data set to

focus on over the next two year of the GEAP particularly in relation to modelling flexibility at a

leadership leave and supporting conversations between leaders and team meeting to promote the

positive outcomes when accessing flexible work arrangements.

Council feels it is actively progressing this Indicator through many initiatives where employees are

seeing and hearing about flexibility and leave provisions. These include the Quarterly Gender

Equality Reports where employees can visually follow workplace data trends (this report provides

data on each Gender Equality Act Indicators and real time employee data), participation in

In

ternational Women’s Day and 16 Days of Activism Against Gender Based Violence activities and

participation in the Gender Balanced Research Project. The People Culture and Wellbeing

department is also receiving a number of enquires from hiring managers requesting support to

diversify their recruitment pools.

23

Gendered segregation within

the workplace

Yes

Overall, Brimbank’ s workforce data continues to be very similar to the local government sector

overall and the other Councils in the West for the representation of women and men in different

categories. Men are disproportionately represented across engineering, outdoor work (gardeners,

labourers, arborists) and trades (mobile plant operators, mechanics). Women are disproportionally

represented across health

and caring sectors (MCH nurses, childcare workers, family support

workers), education (kindergarten educators, libraries) and administrative roles (personal

assistance, administrators).

The gender composition of the ANZSCO between the two audit periods have seem minimal change

between most major groups. There has been extensive clean-up of the data which accounts for

some of the change demonstrated across the major groups. The 2023 data saw a more balanced

composition in the Community and Personal Service Working group with 59% women and 41% men

(compared to 68% women and 32% men in 2021). The Managers major group saw a decline in the

number of women dropping to 36% in 2023 (compared with 42% in 2021) and an increase for men

at 62% in 2023 (compared with 58% in 2021).

As mentioned earlier in the audit material, there are more men over all in leadership at Brimbank,

however there is an active drive to recruit more women into leadership positions that will increase

the gender balance. There are a number of GEAP actions planned for Years Three and Four which

will aim to increase women leaders and demonstrate more gender balance across work groups. The

Gender Balance Research Project being delivered in partnership with GenderWorks will meet with

employees in October 2023 (Year 3 of the GEAP). This project aims to understand why gender

segregation occurs across Council and what barries each gender faces. The recommendations will

be rolled out across Council with the aim to improve gender balance across all teams.

The Gender Equality Employee Experience Survey 2023 data show improved results compared to

the 2021 PMS in relation to the following gender segregation questions:

•

• 82% of respondents said they feel culturally safe. This was an improvement of 9% from

the 2021

•

• 84% of respondents said my organisations used inclusive and respect images and

language. This was an improvement of 7% from 2021.

24