Diversity and Inclusion Strategy

Diversity and Inclusion Strategy

2019 - 2022

© The State of Victoria Department of Environment, Land, Water and Planning 2019

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3Diversity and Inclusion Strategy 2019 – 2022

Department of Environment, Land, Water and Planning

Content

Message from the Secretary 4

Background to strategy 5

Three factors are driving our evolved strategy 6

Our D&I Strategy serves DELWP Strategy, and reflects priorities within other D&I plans 7

D&I serves our DELWP strategy in a measurable way 8

Our D&I narrative is simple, compelling and memorable 10

Everyone at DELWP is part of our D&I strategy 11

We organise our effort around outcomes 12

Appendix – legislation, policies, plans and other drivers 15

4 Diversity and Inclusion Strategy 2019 – 2022

Department of Environment, Land, Water and PlanningDepartment of Environment, Land, Water and Planning

We know our diversity is a strength at DELWP. We value diversity in our people for the innovation it brings, the challenges it enables us to overcome and the knowledge, adaptability and experience it instils in our people. We need diversity of thought, background and perspective to consistently challenge that status quo and create innovative solutions for Victorians across our eight areas of business. To uphold our Community Charter and deliver our ambitious agenda over the next four years, we need to be a workplace where the voices of our community and all our people here at DELWP are heard and valued.

Message from the Secretary

When our people feel safe and respected, engagement and productivity improve and we deliver better outcomes to the community. Inclusion is intrinsic to a safe workplace. It is as fundamental to the wellbeing of our people as physical safety considerations. This is why we are focused on building a positive culture where everyone can feel safe to bring our whole selves – our best selves – to work.

We’ve come a long way since the first Diversity and Inclusion strategy was released in 2016. We have gender equity at executive level and continue to monitor and reduce pay gaps across the workforce. We have a very high take up of flexible working, supported by our ‘all roles flex’ policy position. Our diversity, inclusion and cultural safety census told us that we have staff from over 65 countries contributing to our vision of thriving environments and communities and we can boast strong staff networks that support inclusion across the department. Now is the time to acknowledge these achievements, and to continue looking forward so we can create safe, respectful and inclusive workplaces across each of our 81 work sites.

Implementation of a three year program of work under this Strategy will build on our achievements so far and stretch us even further in creating an organisation that doesn’t just accept difference but celebrates and values it as a key driver of our success. The strategy will work hand in hand with the Safety and Wellbeing Strategy and will recognise self-determination principles in the Aboriginal Cultural Safety Framework to ensure we make DELWP an inclusive and diverse workplace with the capacity, capability and innovation needed to provide the highest level of service to the Victorian community.

John Bradley Secretary



Background to strategy

DELWP is committed to building a diverse and inclusive organisation as part of fulfilling our mandate to support liveable, inclusive and sustainable communities and thriving natural environments.

Building workplace diversity and inclusion helps us learn from each other and develop new ways to deliver effective services to the Victorian community.

This Diversity and Inclusion Strategy provides a framework for the actions the department will take to ensure all staff feel valued and respected, have equal access to opportunities and resources, and are supported to contribute their perspectives.

It continues the work delivered through the previous iteration of the strategy and provides updates in-step with the broader community. It also reflects the People Strategy focus on the importance of inclusion in the way we operate to help the department continue to be a competitive and modern employer.

Under this strategy, DELWP will encourage and recognise all the differences between people in both their social and professional lives. This can include how they identify in relation to age, caring responsibilities, cultural background, disability, gender, Aboriginal identity, sexual orientation, socioeconomic background, profession, education, work experiences and their role in an organisation.

This strategy aims to better integrate efforts in this space to ensure they have the greatest impact for all staff and the community. Now is the time to move from building awareness to creating systemic change.

By working to become a diverse, safe and inclusive workplace for everyone, DELWP will deliver better outcomes for Victorians now and into the future

2015

Gender Equity Action Plan

2016

Diversity and Inclusion strategy

Diversity and Inclusion Council

Munganin Gadhaba Inclusion Plan

Munganin Gadhaba Employment Plan

2017

Gender Equity Framework

2018

Gender Equity Action Plan and Framework refresh

Access and Inclusion Plan

2019

Diversity and Inclusion Strategy refresh

Integrated approach to Diversity and Inclusion commenced

Safety and Wellbeing Strategy



Three factors are driving our evolved strategy

OUR PLANNING CYCLE A NEW PEOPLE STRATEGY BUILD ON OUR WINS

Our D&I Strategy has been in place since 2016. As with good governance practice, it’s timely that we take stock of where we are, how we’re going and what adjustments we might need to make to ensure we stay on track to achieve our objectives.

We have a new People Strategy that brings together and aligns all the people activities we undertake. Our D&I outcomes are cemented in the Strategy and we need to make sure our efforts are aligned and integrated within it.

D&I at DELWP is well-regarded and high-profile. We’ve certainly raised awareness across the agency and are well-known for our commitment to making a difference. We’ve made a great start – but what brought us here won’t take us where we need to go in the future.

Working on the WHOLE SYSTEM

With a FOCUS ON OUTCOMES

And shared ACCOUNTABILITY

HARMONISE & LOCALISE


Department of Environment, Land, Water and PlanningDepartment of Environment, Land, Water and Planning

Our D&I Strategy serves DELWP Strategy, and reflects priorities within other D&I plans

DELWP STRATEGY

DELWP PEOPLE STRATEGY 2018 -20

CultureCapabilityLeadership

Organisational Design

Workforce Productivity

VICTORIAN GOVERNMENT

PRIORITIES

LEGISLATION (See Appendix)

VPS bodies, groups, networks,

commissioners, strategies

(See Appendix)

DELWP SAFETY & WELLBEING

STRATEGY

DELWP DIVERSITY & INCLUSION

STRATEGY

Munganin-Gadhaba

Employment Plan

Munganin-Gadhaba Inclusion

Plan

Staff Network Action

Plans

Access and Inclusion

Plan

Gender Equity

Framework



D&I serves our DELWP strategy in a measurable way

We’re here to do these things... in this D&I context... to achieve these D&I objectives...

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Supporting Victoria’s natural and built environment to ensure economic growth and liveable, sustainable and inclusive communities that are resilient to the impacts of climate change.

To achieve our eight outcomes:

Zero emission, climate-ready economy and community

Healthy, resilient and biodiverse environment

Reliable, sustainable and affordable energy services

Productive and effective land management

Safe, sustainable and productive water resources

A quality built environment

Affordable and reliable access to jobs, services and infrastructure in Melbourne’s suburbs

Sustainable and effective local governments

Reduced impact of major bushfires and other emergencies on people, property and the environment.

VPS & LEGISLATIVE CONTEXT

Legislation*

Victorian Government Strategies, Policies, Plans and Charters*

VPS Bodies, Groups & Networks*

Victorian Government Commissioners*

(*see Appendix)

OUR D&I OBJECTIVES

3% Aboriginal employment by 2020

100% increase in applications from Aboriginal people by December 2020

Annual increase in Aboriginal new starters, graduates, APF, cadetships

Annual increase in Aboriginal designated and identified positions

Annual increase in Aboriginal people in middle, senior and Executive roles

6% employment of people with disability by 2020, 12% by 2025

Gender pay gap <2% across DELWP

Gender pay gap at each VPS Grade and at EO level is <2%

>80% of DELWP staff access flexible work

Annual increase in staff born overseas

Annual increase in staff who speak another language

People Matter Survey results reflect inclusive employment experience overall and for identified groups

1. We are connected to liveable, inclusive, sustainable communities

This outcome includes all our externally-focussed D&I activities (eg, community events, public campaigns, special days) that connect us to community and give our colleagues opportunities to participate in things that they enjoy and that make them proud to be at DELWP.

2. We are diverse

To achieve our strategy, we need the best people, with diverse skills, backgrounds and the most innovative and diverse ways of thinking. We also need to reflect our community and meet demographic challenges and legislative responsibilities.

3. We are inclusive and flexible

If our people have a great experience, they’ll bring all of themselves to work, stay with us for longer careers, get support when they need it and contribute all their talents to the things they love to do, at work and outside work.

4. We are safe and respectful

So that everyone at DELWP is valued, has an employment experience free from bullying and harassment, and our leaders actively discharge their duty to keep everyone safe.

DELWP D&I CONTEXT

DELWP 2020

DELWP People Strategy

MCC participation

Access and Inclusion Plan 2018-2022

Staff Network Action Plans

Munganin-Gadhaba Inclusion and Employment Plans

Gender Equity Framework 2019

HPO COMMITMENTS DEMOGRAPHICS & CULTURE MEASURABLE OBJECTIVES



We’re here to do these things... in this D&I context... to achieve these D&I objectives...

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Supporting Victoria’s natural and built environment to ensure economic growth and liveable, sustainable and inclusive communities that are resilient to the impacts of climate change.

To achieve our eight outcomes:

Zero emission, climate-ready economy and community

Healthy, resilient and biodiverse environment

Reliable, sustainable and affordable energy services

Productive and effective land management

Safe, sustainable and productive water resources

A quality built environment

Affordable and reliable access to jobs, services and infrastructure in Melbourne’s suburbs

Sustainable and effective local governments

Reduced impact of major bushfires and other emergencies on people, property and the environment.

VPS & LEGISLATIVE CONTEXT

Legislation*

Victorian Government Strategies, Policies, Plans and Charters*

VPS Bodies, Groups & Networks*

Victorian Government Commissioners*

(*see Appendix)

OUR D&I OBJECTIVES

3% Aboriginal employment by 2020

100% increase in applications from Aboriginal people by December 2020

Annual increase in Aboriginal new starters, graduates, APF, cadetships

Annual increase in Aboriginal designated and identified positions

Annual increase in Aboriginal people in middle, senior and Executive roles

6% employment of people with disability by 2020, 12% by 2025

Gender pay gap <2% across DELWP

Gender pay gap at each VPS Grade and at EO level is <2%

>80% of DELWP staff access flexible work

Annual increase in staff born overseas

Annual increase in staff who speak another language

People Matter Survey results reflect inclusive employment experience overall and for identified groups

1. We are connected to liveable, inclusive, sustainable communities

This outcome includes all our externally-focussed D&I activities (eg, community events, public campaigns, special days) that connect us to community and give our colleagues opportunities to participate in things that they enjoy and that make them proud to be at DELWP.

2. We are diverse

To achieve our strategy, we need the best people, with diverse skills, backgrounds and the most innovative and diverse ways of thinking. We also need to reflect our community and meet demographic challenges and legislative responsibilities.

3. We are inclusive and flexible


4. We are safe and respectful


DELWP D&I CONTEXT

DELWP 2020

DELWP People Strategy

MCC participation

Access and Inclusion Plan 2018-2022

Staff Network Action Plans

Munganin-Gadhaba Inclusion and Employment Plans

Gender Equity Framework 2019

HPO COMMITMENTS DEMOGRAPHICS & CULTURE MEASURABLE OBJECTIVES



Our D&I narrative is simple, compelling and memorable

BECAUSE

We’re committed to putting the community at the centre of everything we do

WE BELIEVE

We must reflect and respect the Victorian community

SO WE BEHAVE

In a way that includes everyone, all the time

WHICH LEADS TO

Everyone feeling safe and respected

AND RESULTS IN

Better outcomes for DELWP and for Victoria.



Everyone at DELWP is part of our D&I strategy

D&I STRATEGY & COUNCIL

STAFF NETWORKS

SENIOR EXECUTIVE TEAM

OTHER DELWP PEOPLE

4-year strategy, annual plans, annual review, central and local budgets,

quarterly effectiveness monitoring

by identified group, SET member sponsor, drive execution and local participation,

responsible for segment’s implementation results, quarterly activity reports to D&I

Council

Strategic oversight, informed by Staff Networks via Diversity Council, and People Committee, accountable for results, inspire

other leaders, public reporting

be and grow the “movement”, participate, execute, amplify, model the behaviours,

ask questions, inspire each other, contribute

TO INCLUDE EVERYONE IN OUR APPROACH, WE WANT TO WORK IN A WAY THAT IS:

Open for everyone to have a voice

Informal, networked, self-organized

Based on collaboration, crowd-wisdom, sharing, open-sourced

Transparent

Agile responses to meet immediate needs



OUTCOME PILLARS INITIATIVES PRIORITY / TIMING

IMPACT ON OBJECTIVES

We are Connected to Liveable, Inclusive, Sustainable Communities

This outcome includes our externally-focussed D&I activities (community events, public campaigns, special days) that connect us to community and give our colleagues opportunities to participate in things they enjoy and that make them proud to be at DELWP.

Munganin – Gadhaba significant dates recognised

BAU 1, 2, 3, 4, 5, 10, 11, 12

Munganin – Gadhaba Aboriginal Inclusion Plan Actions

As per plan 1, 2, 3, 4, 5, 10, 11, 12

Access and Inclusion Plan / State Disability Plan – community, customer, marketing

As per plan 6, 9, 11, 12

Place of Pride Strategic Action Plan As per plan 9, 11, 12

Gender Equity Framework (IWD, Family Violence), Women in Fire, Local Govt

As per plan 7, 8, 9, 11, 12

We are Diverse

To achieve our strategy, we need the best people, with diverse skills backgrounds and the most innovative and diverse ways of thinking. We also need to reflect our community and meet demographic challenges and legislative responsibilities.

Aboriginal Employment Plan – recruitment, local action

As per plan 1, 2, 3, 4, 5, 11, 12

Access and Inclusion Plan – recruitment, talent, career,

As per plan 6, 9, 11, 12

Recruitment for Diversity – EVP, process, standards, partners/providers

By end 2020 1, 2, 3, 4, 5, 6, 7, 8, 10

Gender Equity Framework - recruitment, talent, career, MCC

As per plan 7, 8, 9, 11, 12

Diversity across Generations By end 2020 9, 10, 11, 12

Segmented pipelines & pathways (Aboriginal employment, people with disability)

By end 2020 1, 2, 3, 4, 5, 6, 10

We organise our effort around outcomes

INITIATIVE CATEGORY

A Events

B Programs

C Practices



OUTCOME PILLARS INITIATIVES PRIORITY / TIMING


We are Inclusive and Flexible


All Roles Flex - maintain, promote, extend to operational roles

BAU 7, 8, 9, 10, 11, 12

Inclusive Leadership & Teams – program, behaviours

2019 & BAU All

Access & Inclusion Plan – mental health, learning and development

As per plan 6, 9, 11, 12

Aboriginal Employment Plan – careers As per plan 1, 2, 3, 4, 5, 10, 11, 12

Gender Equity Framework – pay equity, parental leave

2019 7, 8, 9, 11, 12

We are Safe and Respectful


Safe and Respectful Workplace Leaders - safe, respectful, free from harassment

2019 1, 2, 3, 4, 5, 6, 7, 8, 11, 12

Aboriginal Employment Plan – cultural safety, staff network

As per plan 1, 2, 3, 4, 5, 10, 11, 12

All Abilities Network BAU 6, 10, 11, 12

Multicultural @ DELWP 2019 10, 11, 12

Place of Pride – “Awareness”, “Inclusion”, “Connections” Action Plans

As per plan 10, 11, 12

OUR APPROACH TO D&I IS CONSULTATIVE, ACCOUNTABLE AND WELL-COMMUNICATED

PRIORITY / TIMING


D&I Strategy Oversight and Governance Model – development and adoption

By mid 2019 All

Staff Networks as Consultative Groups BAU All

Data and Analytics (recruitment, representation, promotions, exits) – scope, test, deploy monthly scorecard based on measurable objectives

By end 2019 11

Communications and Engagement – detail to support D&I Strategy 2019 & BAU All



OBJECTIVES

1 3% Aboriginal employment by 2020

2 100% increase in applications from Aboriginal people by December 2020

3 Annual increase in Aboriginal new starters, graduates, APF, cadetships

4 Annual increase in Aboriginal designated and identified positions

5 Annual increase in Aboriginal people in middle, senior and Executive roles

6 6% employment of people with disability by 2020

7 Gender balance at Executive level

8 Annual reduction in gender pay gap at all levels

9 > 80% of staff access flexible work

10 DELWP representative of Victorian community

11 Staff satisfaction with DELWP’s D&I actions

12 People Matter Survey results reflect inclusive employment experience overall and for identified groups



Appendix – legislation, policies, plans and other drivers

Legislation

Multicultural Victoria Act 2011

Race and Religious Tolerance Act 2001

Advancing the Treaty Process with Aboriginal Victorians Bill 2018

Equal Opportunity Act 2010

Race and Religious Tolerance Act 2001

Disability Act 2006

Victorian Government Strategies, Policies, Plans and Charters

Multicultural Policy Statement – ‘Victoria. And Proud of it’

Sex Discrimination Act 1984

Victorian Charter of Human Rights and Responsibilities

Victorian Aboriginal Economic Strategy 2013-2020

Barring Djinang Aboriginal Employment Strategy

Absolutely Everyone: State Disability Plan

Victorian economic participation plan – Every Opportunity

Safe and Strong – Victoria’s Gender Equality Strategy

Free from Violence: Victoria’s Prevention Strategy

Youth Policy: Building Stronger Youth Engagement in Victoria

LGBT+ Equality Agenda

VPS Bodies, Groups and Networks

Victorian Multicultural Commission

Victorian Equal Opportunity and Human Rights Commission

Multicultural Leadership and Coordination Group

Barring Djinang Advisory Group

Barring Djinang Community of Practice

Disability IDC

VPS Enablers Network

Gender and Prevention IDC

Deputy Secretaries Gender Equality Group

VPS Pride Network

LIPS

Victorian Youth Congress

Victorian Government Commissioners

Disability Services Commissioner

Gender and Sexuality Commissioner

Commissioner for Senior Victorians

delwp.vic.gov.au

Documents

Diversity and Inclusion Strategy