WAFA25 Conference Resources

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Background

Forest Fire Management Victoria (FFMVic) firefighters play an integral role in fire preparedness, response and suppression to keep our communities safe. FFMVic also provides support in other emergency situations such as flood, search and rescue and emergency animal disease outbreaks. In responding to bushfires our operational people are faced with challenging conditions, both environmentally and physically, including high temperatures within steep and remote terrain, while working under mental and physical stress. It is essential that we provide our firefighters with the highest quality personal protective equipment and clothing matched to the environment they are working in. This will ensure their ongoing safety and wellbeing for the demanding environments they work in.

To improve firefighter safety and comfort, change is required to our current issued personal protective clothing (PPC) and equipment (PPE), along with the introduction of a ‘whole of systems approach.’ A whole of systems approach to PPC/E will strengthen and lead change in the areas of proper fit, training, education, care, maintenance, innovation, governance, data analysis, user engagement and policy development. Actions identified to improve our approach include phasing out existing PPC and introducing contemporary fit-for-purpose kit for operational people. It would also include appropriate size ranges for women and men and the ability to tailor for those people outside of these ranges.

Understanding what we have now

Project Inspire was established to undertake a full review of all FFMVic uniforms, with phase one assessing existing fit-for-purpose clothing and equipment, focusing on our people’s safety, while improving functionality, comfort and fit, conducive to the environments they work in.

An initial activity of the review was the development and release of a survey to FFMVic operational staff to understand the current safety, fit, functionality and comfort of issued PPC.

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From 292 responses, statistics showed that improvement to the current issued PPC is well overdue. Female fitting PPC is a major concern, with 69% of female staff answering that they strongly disagree or disagree that their PPC fits them well, compared to 31% of men with the same response. 53% of female respondents also said that their current issued PPC hinders their work in some way.

The current issued PPC/E for FFMVic has also been described as outdated, heavy, hot and not conducive to the environment or type of work undertaken by the majority of FFMVic firefighters. The current issued PPC does not align with the inherit requirements of the operational role, both in the heaviness of the material and the current design restricting movement.

Wildland firefighting is not structural firefighting. The majority of FFMVic’s firefighting work is walking into remote areas to establish control lines or mineral earth breaks, away from the fire front, either by hand or via machinery. Other activities include blacking out or mopping up, hazardous tree work or patrolling after the fire front has passed.

Heavy and hot PPC can lead to heat stress or heat illness, and fatigue, increasing the risk of poor decision making, which can lead to injury. Wildland firefighting in Victoria typically requires long shifts 12–14+ hour days, which includes arduous work, for up to 5-7 continuous days and includes multiple environmental factors – such as our Summers high temperatures, hot northly winds, steep and densely vegetated bush. The majority of FFMVic firefighters will also carry in backpacks, hand tools and radios adding to weight already carried on the body.

Personal protective clothing of wildland firefighters is multifaceted in terms of offering both protection of thermal or radiant heat, while also being comfortable, functional and have the ability to fit numerous body shapes.

Many FFMVic operational people have raised concerns about design faults continually occurring over several years. Instances include pants ripping at seams across the thigh and in the crotch, ill-fitting in the waist to compensate for width in the leg and ill placement of reflective tape around the arms of the jacket. All of these design errors restrict a person’s functionality and freedom of movement.

Women firefighters have also described instances where they need to hitch up their pants regularly to either stretch over logs, climbing steep terrain or to step up into Unimogs or large machinery.

Stakeholders

Research and conversations have been conducted with various emergency services stakeholders to understand their choices for PPC (material, design, supply, employee feedback), governance across decision making, innovation, science, procurement and design. Project Inspire has worked with and gathered information from Victoria Police, the Country Fire Authority, New South Wales National Parks and Wildlife Service, US Forest Service, Ministry of Resources - Ontario Canada and British Columbia Wildfire Service.

RMIT University was engaged to deliver a report on ‘Recent development in equipment, protective materials and garment systems for wildland firefighting.’ This research piece helped to identify a systematic inventory of PPC for FFMVic, a comparison of Australian and US Standards for protective clothing performance, trends in protective materials and clothing and trends for optimisation of supply chains. This report has assisted in the recommendations for change.

The Ministry of Natural Resources - Ontario, Canada has worn Nomex material in wildland firefighting since the late 1990s, with a change to the Nomex IIIA material in the early 2000s. This material or design is not new and has met the ongoing needs and safety requirements of Ontario’s wildland firefighters.

The Future – New Approach to PPC

It has been recommended that a comprehensive uplift of FFMVic PPC/E is required, including the implementation of a whole systems approach to the management of PPC/E and an introduction of a lighter new material and design. This will reflect a change in the hierarchy of risks, matched to the work our firefighters complete for the majority of time spent on the fireground.

Relationships with manufactures/suppliers is the first step towards ensuring the correct fit across genders and matching the PPC requirement to the risks of forest firefighting.

The trial of pants from Ontario, Canada has been welcomed by all female wearers. The pants are made from Nomex IIIA are weigh 215gsm compared to the current material of Karvan RSS at 245gsm. The design of the Canadian pants includes elastic band waist to improve fit, a reinforced crotch panel, large side pockets and enough looseness in the legs to allow for climbing up and across objects or into trucks.

The women trial participants also called out the following positive points of the Canadian PPC: much lighter to wear on their own or with chainsaw chaps, much easier to climb steep hills in, no need to readjust pants or pull them up, easy to wash and wear every day, the pockets are great to hold equipment, maps, a radio and snacks.

The Australian / New Zealand Standard - AS/NZS 4824:2021 ‘Protective clothing for firefighters – Laboratory test methods and performance requirement for wildland firefighting clothing’ specifies methods of testing and minimum performance requirements for personal protective clothing that is worn during wildland firefighting and associated activities.

The standard covers clothing design, along with ergonomic and comfort requirements. The clothing design covers general information such as: the garment shall not restrict the wearer in any movements, for example bending, reaching, twisting and crouching. There are also details that outlines requirements for the collar, coverall, pockets, hardware, retroflective/fluorescent materials, sleeves and trousers. Ergonomic and comfort requirements cover the requirements for thermal and water vapour resistance. There are no requirements that outline male or female sizing, or sizing ranges, garment patterns or different designs to cater for different body shapes.

In terms of regular clothing standards, AS 1344-1997 was the Australian Standard for women’s clothing sizes. Developed by Standards Australia to provide a consistent sizing system for women’s apparel based on body measurements.

From research I have found that the Australian Standard Size Coding Scheme was based on body measurements that were not representative of the Australian population. The standards were formed using measurements taken largely from a US Department of Commerce Standard developed from a survey in 1939 of 11,500 Southern American women.  It is hard to believe that our sizing system was based upon the measurements from more than 80 years ago.

This standard was published in 1997. The Australian Standard Size Coding Scheme for women’s clothing was then scrapped in 2008, leaving designers and manufacturers to develop their own sizing charts based on consumer feedback.

Some interesting facts about sizing, the average Australian woman weighs 71.1kg, is a size 14-16 and is 161.8 cm tall, according to ABS data. On average, Australians are growing taller and heavier over time. Between 1995 and 2011-12, the average height for men increased by 0.8 cm and for women by 0.4 cm, while the average weight for men increased by 3.9 kg and for women by 4.1 kg.

To further understand why current PPC is not fitting our female firefighters correctly we completed 3D body scans of 17 volunteers from FFMVic. These women range in age and also occupation, the majority being arduous firefighters, with others holding an incident management team role or office role.

The scan captured data across the entire body, including head, feet and hands. Over 400 measurement points are generated from each scan session – including point-to point or circumference measurements. In under a minute, a scan provides anthropometric body sizing and biometric data.

In the table below , the three orange columns indicate the average, minimum and maximum measurements of the 17 FFMVic volunteers. They are then analysed across the current PPC supplied sizing range, the NFPA 1977 and the Canadian General Standards Board sizing range. The numbers and highlight indicate where our 17 volunteers fall outside each of the sizing ranges.

Women and Firefighting Australasia

Advancing Gender Equality and Sustainability in WA's Emergency Services Volunteering

Dr Catharine Phillips & Jenny O’Brien

Introduction

Volunteers form the foundation of Western Australia’s emergency services, accounting for almost 95 per cent of the Department of Fire and Emergency Services’ (DFES) workforce. Across the state’s vast and diverse landscapes, volunteers play a vital role in safeguarding lives, property and community wellbeing. From the remote northern regions to densely populated urban centres, their contributions are essential in responding to bushfires, cyclones, floods, marine rescues and a growing range of complex emergencies. However, sustaining this critical workforce has become increasingly challenging due to shifting societal expectations, an ageing volunteer base and systemic barriers that limit participation from underrepresented groups, including women, young people, Aboriginal and Torres Strait Islander peoples and culturally and linguistically diverse (CALD) communities.

To address these challenges, DFES developed the Volunteer Sustainability Strategy 2023–2026: A Vital Future. Central to this strategy is the understanding that building a sustainable volunteer workforce requires deliberate and sustained action to remove barriers, promote inclusive practices and ensure that the workforce reflects the diversity of the communities it serves. A key initiative of the Strategy is the establishment of the Women in Volunteer Emergency Services (WVES) Forum, providing strategic leadership and advocacy to address gender inequality while supporting broader diversity and inclusion objectives.

Gender Equality as a Foundation for Broader Inclusion

The WVES Forum was created in response to longstanding barriers faced by women in emergency services volunteering. These barriers have included rigid volunteering structures that fail to accommodate family and caring responsibilities, a lack of visible female role models in leadership positions, and workplace cultures historically shaped by male-dominated traditions. The Forum’s purpose is to elevate the experiences and voices of women volunteers, ensuring their perspectives inform policy and practice reforms that deliver meaningful, long-term change.

One of the Forum’s early areas of focus has been advocating for more flexible volunteering pathways. Traditional models often assume a high level of unrestricted availability and long-term commitment, which can exclude people – particularly women – who juggle multiple roles in their personal and professional lives. Through discussion, the Forum has championed shorter-term volunteering opportunities, project-based roles, and greater flexibility for attendance at training and callouts that enable more people to contribute in ways that suit their circumstances. The Forum’s thoughts and sharing of lived experiences have helped to shape the development of contemporary approaches to volunteer engagement that better aligns with the realities of modern life.

The Forum has also worked closely with DFES to challenge outdated policies and practices that affected pregnant women and new mothers – policies that are often

restricted participation or did not sufficiently accommodate safe, meaningful roles during pregnancy and early parenthood. The Forum’s collective insights and lived experiences, delivered with passion and commitment to meaningful change recognise women’s autonomy in assessing their own health and capacity to volunteer and will help women have greater choice and support at all life stages. Opening up the dialogue with women who advocate for meaningful change sends a strong message that women’s contributions are valued and that DFES is committed to addressing exclusionary practices through inclusive approaches and ultimately, action.

Raising the visibility of women’s contributions remains a priority for the Forum. Despite the significant work of women across all emergency services, their efforts have historically been under recognised. The Forum actively promotes formal recognition through award programs and leadership development pathways. This work is critical to creating future role models and challenging outdated perceptions of who belongs in emergency services leadership. Visible leadership helps shift organisational cultures, inspiring women to step forward and encouraging others to support their progression.

Broadening the Lens: Diversity and Inclusion Beyond Gender

While gender equality has been a core focus, DFES recognises that achieving a truly sustainable volunteer workforce requires broader cultural reform. DFES has extended its volunteer sustainability initiatives to include actions that improve participation and experiences for people from culturally and linguistically diverse (CALD) backgrounds, people with disabilities, young people and LGBTQIA+.

Improving access and participation in emergency services volunteering for people from CALD backgrounds is a key priority for DFES. Western Australia’s multicultural population brings a wealth of skills, knowledge, and lived experience that can strengthen community safety and resilience. However, barriers such as language difficulties, unfamiliarity with emergency services structures, limited outreach and a lack of visible role models have traditionally limited CALD participation.

To address these challenges, DFES has translated recruitment materials into multiple languages and supported brigade, group and unit leaders to engage directly with multicultural communities. In addition, community engagement sessions and information nights – often delivered in collaboration with trusted local leaders – help to demystify volunteering, highlight the value and impact of CALD participation, and promote a welcoming and inclusive culture within volunteer teams. These efforts are designed not only to increase awareness of emergency services in local communities but also to ensure people from CALD backgrounds feel confident, informed and supported in contributing to emergency services volunteering.

DFES is also committed to building an inclusive and accessible emergency services volunteering environment where people with disability are welcomed, supported and valued. We understand that disability is diverse – it may be physical, sensory, intellectual, neurological, or psychosocial – and that inclusion must be lived and embedded, not merely written into policy. It involves proactively identifying and removing systemic barriers that may prevent people with disability from participating meaningfully.

This includes offering flexible volunteering roles and modifying training delivery where needed. It also means fostering inclusive team cultures where difference is respected and individual strengths are recognised. Some people may not identify as having a disability but still benefit from adjustments that support their participation – DFES encourages open conversations so volunteers can feel confident asking for the support they need. By creating space for people of all abilities to be involved, we not only strengthen our teams but reflect the diversity of the communities we serve, building a more resilient and equitable emergency services sector.

Recognising the importance of building a sustainable volunteer pipeline, DFES has also prioritised engagement with younger people. The Youth in Emergency Services (YES) program provides young people with direct exposure to emergency services through practical hands-on training, camps and mentoring. This program not only encourages immediate volunteer participation but also cultivates leadership, communication and teamwork skills; strengthens community responsibility and engagement; and fosters positive relationships with adult mentors. Participants develop critical skills in teamwork, problem-solving and resilience – attributes that prepare them for future leadership roles within emergency services. Many YES program graduates have moved into adult volunteer roles in brigades, groups and units, bringing fresh perspectives and a willingness to challenge outdated practices.

DFES also recognises the need to create safe and welcoming environments for people of diverse sexualities and genders. Despite broader social progress, LGBTQIA+ individuals may still face exclusion and discomfort in traditional volunteer settings. DFES is working to promote visible allyship, integrate LGBTQIA+ inclusion into leadership training, support Pride events and review policies to ensure protection against discrimination based on sexuality, gender identity or gender expression.

By fostering culturally safe and inclusive environments, DFES is helping to remove systemic barriers and strengthen volunteer teams, ensuring they better reflect and serve the diverse communities of Western Australia.

Building Inclusive Leadership and Safe Environments

Creating inclusive and safe environments remains fundamental to attracting and retaining a diverse volunteer workforce. The WVES Forum has played an important role in advocating for workplace reforms that promote safety, respect and psychological wellbeing. This includes advocating for the provision of fit-for-purpose personal protective equipment (PPE) that meets the diverse needs of volunteers and promoting the upskilling of leadership teams to have the capacity to address harassment, discrimination, and exclusion.

These initiatives extend beyond improving the volunteer experience for women; they create environments where all volunteers feel valued and respected. A welcoming and inclusive culture not only improves retention but also strengthens team cohesion and operational effectiveness during high-pressure situations. Volunteers who feel respected and supported are more likely to contribute fully and remain engaged over the long term, reducing turnover and strengthening the capability of volunteer teams.

Leadership is central to achieving sustainable cultural change. The Forum has consistently advocated for leadership development programs that build the capability of volunteer leaders to manage diverse teams effectively. By promoting cultural competence, inclusive leadership practices, and active allyship, these programs equip leaders with the skills necessary to foster welcoming environments and challenge discriminatory behaviours. DFES also advocates for mentoring within brigades, groups and units to support aspiring leaders from underrepresented groups, ensuring that the leadership pipeline reflects the diversity of the volunteer workforce.

Succession planning is a further area of focus, with DFES actively identifying and developing future leaders through structured programs that combine practical leadership experience with training in inclusive leadership competencies. This proactive approach ensures that leadership roles do not remain concentrated among a narrow demographic but are accessible to volunteers from a wide range of backgrounds.

A Data-Driven Approach to Accountability

The Forum’s commitment to evidence-based advocacy has been critical in driving meaningful change. By supporting the development of key performance indicators and using data to measure progress against diversity and inclusion outcomes, DFES has created greater transparency and accountability across its volunteer workforce strategies.

This data-driven approach ensures that strategies are evaluated based on tangible outcomes rather than intentions alone and that continuous improvement remains central to the sustainability of the sector. Regular reporting and analysis of diversity metrics help identify gaps and highlight areas where additional focus is needed. These metrics are not simply about measuring numbers, they are critical tools for understanding the real experiences of volunteers and ensuring that strategies translate into improved culture and outcomes on the ground.

DFES has implemented dashboards to track progress against key diversity targets, including gender representation in leadership and volunteer retention across demographic groups. These insights will be further strengthened by analysis of data from the first annual volunteer satisfaction survey, launched to better understand the volunteer experience. The findings will guide targeted, evidence-based interventions to enhance volunteer engagement and retention.

This level of transparency will help leaders at all levels to understand where efforts are succeeding and where further attention is required. It also enables informed decision-making regarding resource allocation and strategic priorities, ensuring that diversity and inclusion remain central to organisational planning.

Looking Ahead: Embedding Lasting Change

While significant progress has been made, the journey toward a truly inclusive and sustainable volunteer workforce is ongoing. Achieving lasting change requires continuous commitment from all levels of the organisation, guided by strategic leadership and supported by strong partnerships with community leaders, volunteer associations, and peak bodies. The work of the WVES Forum continues to provide a critical foundation for embedding gender equality and broader diversity and inclusion into the core business of emergency services volunteering.

Looking ahead, DFES will continue to integrate diversity and inclusion goals across its volunteer strategies, strengthen leadership pipelines for underrepresented groups, and co-design practical, community-driven solutions. These efforts are not just about equity – they are a strategic imperative. By reducing systemic barriers, DFES improves access to a wider pool of skills and knowledge, enhances team cohesion, and ultimately reduces risk across emergency operations.

Through inclusive leadership, flexible volunteering pathways and a culture that values and reflects the diversity of Western Australia’s communities, DFES is laying the groundwork for a more resilient and effective emergency services sector. The lessons learned through the WVES Forum and related initiatives show how strategic leadership and genuine collaboration can deliver enduring, meaningful change, ensuring that the people who protect our communities truly represent their strength, diversity and resilience.

Bibliography

Australian Bureau of Statistics. (2022). Voluntary work, Australia. https://www.abs.gov.au/statistics/people/people-and-communities/voluntary-work-australia

Australian Institute for Disaster Resilience. (2021). The state of volunteering in emergency management in Australia. https://knowledge.aidr.org.au/resources/state-of-volunteering-2021/

Department of Fire and Emergency Services (DFES). (2023). Volunteer Sustainability Strategy 2023–2026: A Vital Future. Government of Western Australia.

Emergency Management Victoria. (2021). Diversity and Inclusion Framework for Emergency Management: 2021–2026. https://www.emv.vic.gov.au/our-work/diversity-and-inclusion-framework

Hustinx, L., & Lammertyn, F. (2003). Collective and reflexive styles of volunteering: A sociological modernization perspective. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 14(2), 167–187. https://doi.org/10.1023/A:1023955219499

McLennan, B., & Whittaker, J. (2019). Addressing the gender gap in Australian emergency volunteering. Australian Journal of Emergency Management, 34(4), 30–37. https://knowledge.aidr.org.au/resources/ajem-october-2019-addressing-the-gender-gap-in-australian-emergency-volunteering/

National Strategy for Volunteering. (2023). The future of volunteering in Australia. Volunteering Australia. https://volunteeringstrategy.org.au

Queensland Fire and Emergency Services. (2020). Women in Fire: Diversity and Inclusion Strategy 2020–2025. https://www.qfes.qld.gov.au/about-us/our-organisation/diversity-inclusion

Volunteering Australia. (2022). Volunteering and community resilience: Position paper. https://www.volunteeringaustralia.org/wp-content/uploads/Volunteering-and-Community-Resilience.pdf

Volunteering Victoria. (2021). Strengthening volunteering: Victorian State of Volunteering Report. https://www.volunteeringvictoria.org.au/state-of-volunteering/

Wickes, R., Zahnow, R., Corcoran, J., & Humpage, L. (2019). Community resilience: The role of volunteering. The Australian Community Resilience Index Report. University of Queensland and Australian Red Cross. https://research.qut.edu.au/cri/

Youth Affairs Council of Western Australia (YACWA). (2021). Engaging young people in volunteering. https://www.yacwa.org.au/resources/

Community Risk Reduction (CRR): Prioritizing Vulnerable Areas for Maximum Impact

Community Risk Reduction is truly the heartbeat of the fire service because it represents the core purpose and future of what modern fire departments strive to do: save lives, prevent harm, and strengthen communities—before an emergency ever occurs. A Community Risk Assessment (CRA) and the broader Community Risk Reduction (CRR) process create a lasting legacy. They fundamentally shift the fire service from reactive emergency response to proactive, equitable community safety—and that shift continues impacts and strengthens a community.

Global Relevance: CRR and NFPA 1300

Although NFPA 1300 was developed as a U.S. standard, its principles are universally applicable. Globally, communities are grappling with worsening climate impacts, urbanization, and resource disparities. CRR offers a framework to address these challenges in a systematic, community-centered way.

By sharing CRR strategies through international platforms—such as the WAFA Conference—fire leaders can:

Share how NFPA 1300 supports scalable and adaptable safety planning

Inspire global adoption of data-informed, inclusive prevention practices

Facilitate knowledge exchange between agencies facing similar challenges

Encourage investment in proactive safety infrastructure and training

Community Risk Reduction’s Central Role within the Fire Service:

1. CRR Aligns with the Fire Service Mission

The traditional mission of the fire service is to protect life, property, and the environment. CRR supports this mission by shifting the focus upstream reducing the need for response through proactive risk mitigation. It embodies the idea that the best emergency is the one that never happens. It also helps direct attention to where it is needed most.

2. CRR Prioritizes People and Prevention

At its core, CRR centers on people, not just incidents. It helps agencies understand who is most vulnerable, why, and how to address those risks holistically—whether that’s reducing residential fire deaths, increasing wildfire preparedness, or supporting youth who engage in fire-setting behavior.

This people-first, prevention-focused model is increasingly recognized as essential, not an add on, for 21st century fire service leadership.

3. CRR Drives Smarter, More Equitable Decisions

With tools like the Community Risk Assessment (CRA) and NFPA 1300 framework, CRR enables fire departments to use data, not assumptions, to guide resource deployment. This ensures that services are not just effective, but also equitable by reaching underserved and high-risk populations.

In this way, CRR becomes the ethical and operational compass of the fire service.

4. CRR Builds Trust and Community Resilience

By engaging with the public, forming cross-sector partnerships, and investing in long-term solutions, CRR strengthens the relationship between fire departments and the communities they serve. That trust is vital. Especially in vulnerable areas where systemic barriers or historical underinvestment may have created gaps in service or trust.

5. CRR Helps the Fire Service Scales Up for the Future

From climate change to lithium-ion battery hazards to aging populations, the fire service faces complex, evolving risks. CRR provides a flexible, scalable framework to address these emerging challenges in a sustainable way. As budgets tighten, call volumes rise, and resources dwindle, prevention efforts will continue to be the most effective strategy for saving lives—and Community Risk Reduction is how we get there.

Community Risk Reduction represents the core purpose and future of what modern fire departments strive to do: save lives, prevent harm, and strengthen communities—before an emergency ever occurs. Community Risk Reduction is a proactive, data-driven approach to public safety that focuses on identifying local risks and implementing strategic interventions to reduce those risks before emergencies occur. This provides data informed forecasting for departments of any size. Rooted in the principles outlined in NFPA 1300, CRR helps communities move beyond traditional response toward comprehensive risk anticipation. Strategic resource planning becomes a regular practice that can help departments anticipate future needs and adjust resources accordingly.

Background on the Community Risk Reduction Process

The CRR process includes five core steps:

Community Risk Assessment (CRA): Local data is used to identify hazards and understand how risks affect different parts of the community.

Risk Prioritization: Agencies evaluate which risks pose the greatest threat to life, property, and well-being, and which populations are most impacted.

Plan Development: A comprehensive strategy is created to reduce the priority risks, using a mix of education, enforcement, engineering, economic incentives, and emergency response.

Implementation: Programs and interventions are delivered through partnerships across public, private, and nonprofit sectors.

Evaluation: Outcomes are measured and lessons learned are used to refine and improve the plan over time.

This structured process ensures that CRR efforts are both targeted and adaptable. It provides a repeatable framework that agencies can use to achieve greater impact with limited resources. Rather than applying one-size-fits-all safety campaigns, CRR customizes efforts to each community's specific risk profile. It considers social, economic, geographic, and infrastructure factors to address the unique vulnerabilities that put certain populations at higher risk. CRR is not just about reducing incidents, it's about building equity, trust, and resilience at every level.

Consistent Definition of Community

In CRR, a community is a group of people who live, learn, work, or play in a shared environment. This can be as small as a single apartment complex or as large as an entire region. While CRR can be applied at any scale, it often yields the most impactful results at the neighborhood or district level, where efforts can be more focused, data can be hyper-localized, and interventions can be tailored to specific community needs.

Defining a community this way ensures that risk reduction efforts are more than jurisdictional—they are personal and precise. It also recognizes that different communities have different relationships to risk, shaped by culture, language, access to resources, and previous experience with emergencies and emergency response agencies.

Why Community Risk Reduction Matters for Vulnerable Areas

Agencies adopt CRR because it empowers them to make safety efforts more intelligent, inclusive, and impactful. Vulnerable areas—often characterized by aging infrastructure, economic instability, geographic isolation, or social inequities—are at greater risk of experiencing negative outcomes in emergencies. CRR offers a method to change that.

Benefits of Community Risk Reduction in Vulnerable Areas:

Targeted Interventions: By identifying exactly where and why risks occur, agencies can deliver solutions that are relevant and effective.

Efficient Resource Use: Instead of spreading resources thinly across an entire jurisdiction, CRR focuses investments on the places with the most urgent needs.

Equitable Impact: CRR challenges historical inequities by directing attention to underserved populations, ensuring that everyone has access to life-saving resources and education.

Data-Driven Decisions: Risk prioritization is based on evidence, reducing bias and enabling smarter policy choices.

Sustainable Change: By aligning with local priorities and involving community members, CRR fosters buy-in and long-term improvement.

Who is Involved in the Community Risk Reduction Process?

CRR is a collaborative effort led by a CRR committee and supported by a broad network of stakeholders and partners:

Stakeholders include individuals and organizations affected by or able to influence the CRR process—such as residents, educators, healthcare workers, and city planners.

Partners are entities that contribute resources—such as public health agencies, insurance companies, housing authorities, and local nonprofits.

The CRR Committee is the core team responsible for overseeing the planning, implementation, and evaluation of risk reduction efforts.

This multi-sector collaboration is essential for addressing complex challenges that cross traditional agency boundaries. For example, reducing risk for older adults might involve fire departments, senior services, home repair programs, and medical providers all working in concert.

What is a Community Risk Assessment?

The Community Risk Assessment is the foundation of CRR. It provides a clear and comprehensive understanding of a community's risk landscape. It is a detailed picture that captures the characteristics of the community served.

A Community Risk Assessment helps fire departments meet the needs of the communities they serve in a relevant way by providing a structured, data-informed process to understand who lives in the community, what risks they face, and how best to engage and protect them. Cultural needs are often intertwined with how people perceive risk, access services, and respond to public safety efforts.

There are several key components of a CRA. Understanding these elements helps departments tailor education, outreach, and services in ways that reflect the values, communication styles, that is respectful of different groups. The CRA surfaces social determinants of risk—like housing instability, limited English proficiency, or mistrust of government—that may prevent certain populations from receiving or responding to traditional safety messages. It also identifies potential barriers to access and engagements in unsuspecting areas:

Languages spoken at home

Ethnic and racial composition

Immigration and refugee status

Religious and cultural practices

Varying abilities and age distribution

Buildings and Housing Stock: Age, condition, and use of buildings, including factors like smoke alarm coverage and fire code compliance.

Economic Conditions: Employment rates, insurance access, and cost-burdened households.

Geography and Infrastructure: Climate risks, road access, water systems, power grids, and proximity to hazards.

Hazard and Incident History: Past events, such as fires, floods, or medical calls, help predict where future risks may emerge.

Public Safety Resources: Availability and distribution of first responders and emergency services.

Community Assets: The presence of community-based organizations that can assist with outreach, support, and service delivery.

When done thoroughly, the CRA reveals where the community is most at risk—and why. This allows agencies to tailor their plans and maximize the impact of their efforts.

Creating a Community Risk Reduction Plan

Once risks are assessed and prioritized, the CRR plan is developed. This document serves as a roadmap for action, clearly outlining what needs to be done, by whom, and with what resources.

The CRR plan includes:

Risk reduction goals aligned with identified priorities

Detailed strategies using the 5 E’s of CRR:

Education – e.g., home fire safety workshops for seniors

Enforcement – e.g., smoke alarm mandates in rental properties

Engineering – e.g., retrofitting buildings for fire resistance

Economic Incentives – e.g., providing smoke alarms or fire extinguishers at no cost

Emergency Response – e.g., pre-incident planning in high-risk zones

Implementation timelines and responsibilities

Evaluation criteria and feedback mechanisms

This approach transforms the Community Risk Assessment’s insights into real-world action.

How Community Risk Reduction and Fire and Life Safety Education Work Together

Fire & Life Safety Education (FLSE) is a vital component of many CRR plans. FLSE provides public education that increases safety awareness, teaches practical skills, and influences behavior change. When embedded within a CRR strategy, FLSE becomes more focused and effective.

For example, rather than delivering general messages about cooking safety, a CRR-aligned FLSE program might focus on multilingual cooking safety outreach in communities with high immigrant populations and elevated fire incident rates. The result is more engagement, greater cultural relevance, and better safety outcomes.

How Community Outreach Supports Community Risk Reduction

Community Outreach builds trust—the critical first step in any successful CRR initiative. While outreach alone doesn't reduce risk, it opens the door to deeper collaboration and information sharing. Outreach is particularly important in vulnerable areas, where historical marginalization or lack of access may have eroded trust in public institutions.

These efforts create the foundation for authentic partnerships and shared accountability.

In Summary

Community Risk Reduction is more than a methodology—it is a mindset. It shifts the focus from response to prevention, from generalization to precision, and from isolated agency action to collective community solutions. By prioritizing the most vulnerable areas, CRR ensures that risk reduction efforts are not just effective—but also equitable.

The Community Risk Reduction process provides a framework to build trust through representation and inclusion. When community members see that the fire department understands and respects their culture, they are more likely to trust and engage with prevention efforts. The CRA process can include qualitative input—interviews, focus groups, or community meetings—which gives voice to lived experience and ensures that CRR planning reflects community values.

Through strong leadership, robust data, strategic partnerships, and inclusive engagement, CRR enables fire and emergency services to do more than put out fires—it allows them to create lasting change. When applied with integrity and intent, CRR doesn’t just make communities safer. It transforms them. Likewise, it doesn’t merely support the fire department’s mission; it fully realizes it.

From Tradition to Transformation: Building Gender Diversity in Senior Duty Officer Teams

Presenter: Fiona Dunstan AFSM, Deputy Chief Fire Officer, Bushfire & Emergency Management, DEECA

FFMVic - who are we?

Forest Fire Management Victoria (FFMVic) is a statewide organisation comprising approximately 3000 specialist staff drawn from the Department of Energy, Environment and Climate Action (DEECA), Parks Victoria, and Melbourne Water. Our team works closely with the Country Fire Authority (CFA), Fire Rescue Victoria (FRV), other emergency services, and local communities to deliver targeted and collaborative approaches to public land and emergency management across Victoria.

Our responsibilities encompass:

Risk-based bushfire management and planning

Fire prevention and preparedness

Fuel management programs, including planned burning

Emergency response and recovery.

Our Gender Equity Journey

FFMVic is committed to cultivating an inclusive environment where all staff feel safe, valued, and empowered to bring their full selves to work. However, with one foot in forestry and the other in emergency management, our organisation has long been dominated by men, both in composition and in culture. In 2015, we formally acknowledged this gender disparity and committed to change. Our objective was clear: to build an organisation that reflects the diverse communities we serve.

Now, in 2025, we are a decade into this journey. Progress has been steady. Women now comprise approximately 36% of our emergency management workforce, with year-on- year increases. Deployment statistics closely align with this figure, indicating that accreditation and deployment rates are moving in parallel - a sign of equitable access to operational opportunities.

However, when examined more closely, disparities remain. Certain subsets of our operations, including our senior operations roles, aviation positions, heavy plant operators, and advanced fallers etc, continue to demonstrate gender imbalance.

Another gap can be found within our Senior Duty Officer (SDO) cohort.

Understanding the SDO Roles

Senior Duty Officer roles within FFMVic, including the District Duty Officer, Regional Agency Commander, and State Agency Commander, are vital, high-pressure positions. Similar roles exist across jurisdictions, though under different titles. These positions require a combination of experience, accreditation, operational expertise, and organizational knowledge. They are universally recognized as leadership roles within emergency management.

These roles are highly attractive for several reasons:

Remuneration: They offer significant financial incentives, including overtime and annual bonuses.

Certainty: Unlike seasonal rosters that vary with weather conditions, SDO rosters are scheduled in advance, providing clarity around time commitments. This is beneficial for both personal and financial planning.

Professional Credibility: Selection for these roles is limited and sometimes competitive. Successfully fulfilling an SDO role is regarded as a mark of capability and leadership, often opening the door to future advancement opportunities.

Barriers to Participation

Despite these advantages, the pathway to SDO roles is often inaccessible for many staff. The prerequisites typically include:

Significant experience in fire and emergency management

Endorsements in both Operations Officer (Level 1) and Incident Controller (Level 1)

Availability to commit to a full seven-day roster, including 24-hour on-call responsibilities.

These expectations are not insignificant. The required availability alone presents a considerable challenge for individuals with caring responsibilities or other commitments outside work. The demanding criteria and inflexible structures of these roles systematically exclude a range of capable candidates - both women and men alike. However, in many cases women are more likely to be disadvantaged due to traditional societal norms surrounding family and caregiving responsibilities.

Identifying the Gap

This structural imbalance is reflected in our internal metrics. While broader workforce representation has improved, the composition of our SDO rosters has remained disproportionately represented by men. In 2023, FFMVic undertook a detailed internal review and analysis of deployment rosters from across 16 districts and 6 regions.

The data confirmed what had long been suspected: women were significantly under-represented in SDO roles, with only 18% representation for women across these rosters for the whole state. This was well below the 34% of our emergency workforce at that time, that identified as women.

A Targeted Intervention

In response, and to coincide with Equal Pay Day 2023, FFMVic leadership introduced an ambitious target: by the start of the 2024-25 fire season, all key FFMVic Senior Duty Officer rosters would include 30-50% women.

This target was not implemented in isolation. Instead, it initiated a widespread engagement process, including focus groups, leadership consultations, and structured staff feedback. The process revealed diverse perspectives and surfaced both support and concern regarding the feasibility and implications of the target. The question was raised - were we being too ambitious?

Notably, many responses were not concrete solutions but rather expressions of hesitation and fears about potential backlash, resource constraints, and perceived risks to operational quality.

Principles and Evaluation Criteria

To guide the development of a strategic action plan, and acknowledge the concerns flagged above, FFMVic anchored the initiative around eight foundational principles:

1. A zero-harm approach

2. Positive framing of targets

3. Support through change

4. Strong and universal leadership

5. We will listen

6. This should not create resource pressure elsewhere (problem shift)

7. Regional variation is to be acknowledged

8. Acknowledge and celebrate the progress already made

We used the Mentimeter platform to gain real-time, anonymous insights from a diverse participant base and then effectively evaluated potential actions arising from the engagement sessions. Mentimeter’s interactive features, including ranking and weighted voting, made it well-suited to transparently and inclusively prioritise proposed actions.

Participants assessed each action against a set of weighted criteria, designed to ensure selected initiatives would be both effective and sustainable:

Criterion

Statement (participants to gauge their agreement)

Weighting (100%)

Zero Harm

Unlikely to cause harm to any individual

20%

Speed

Can be implemented rapidly (i.e. within the same fire year)

15%

Complexity

Simple to implement

15%

Problem Shift

Unlikely to create a resource pressure elsewhere

15%

Doctrine

Supported by existing policy or doctrine

15%

Tested

Already trialled in other districts or regions

10%

Fiscal

Low cost to implement

5%

Reach

Broad benefit, not limited to women

5%

This transparent, criteria-based process resulted in a prioritised set of actions, which was subsequently approved by leadership and formalised into a statewide action plan.

Refining the Target

Following further consideration of the risks – particularly those relating to psychological safety and burnout – the original target was amended. The revised commitment now states that:

By the start of the 2026-27 fire season, all key FFMVic Senior Duty Officer rosters will comprise 30 - 50% women.

This adjustment preserved the ambition of the original goal while acknowledging the time and care required to implement meaningful and sustainable change.

Progress to Date

Eighteen months into the initiative, progress is promising, though not uniform. The proportion of women on SDO rosters (a pool of around 170 people) has increased from 18% to just over 25%, with some regions exceeding expectations and others yet to make substantial gains.

This variation is not unexpected. Change in this space is rarely linear. Our experience suggests that progress often follows an exponential pattern: the initial groundwork – policy reform, culture shift, structural redesign – takes time to embed, but when it does, gains can rapidly accelerate.

Anecdotally, changes in the roster space have been well received, particularly the shift from the traditional 7-day to the 4/3 model. Feedback from all genders indicates that this change has had a significant impact on maintaining relationships at home, while also helping to balance other workplace needs, including participation in additional emergency response roles.

Challenges and lessons learned

Several key insights have emerged:

Change takes time: cultural and structural transformation is a long-term endeavour. Success should be measured not just by immediate metrics, but by sustained engagement and systemic reform.

Measurement matters: accurate, timely data is essential for monitoring progress. However, measuring SDO representation is complex, as rosters vary in format, are dispersed across districts, and are subject to frequent revision.

Engagement is essential: assumptions are inadequate. Effective reform requires broad, genuine consultation with staff of all genders, experiences, and across all regions.

Maintain standards: feedback strongly affirmed that the quality and rigour of SDO roles must be preserved. Equity does not mean lowering the bar, it means ensuring fair access to the opportunity to meet it.

Acknowledge missteps: transparency about setbacks or misjudgements has strengthened credibility and built trust.

Looking ahead

With the 2026-27 target still 18 months away, work continues. Immediate priorities include:

Continued support for those preparing to enter SDO roles

Enhanced data systems to better track roster composition

Broader application of learnings to other operational roles

Sharing insights across the emergency management sector.

Ultimately, our aim is to embed inclusive leadership practices into the very fabric of our operational model. The work is ongoing - but with each step forward, we build a more representative, resilient, and capable workforce.

By openly sharing our journey, including our challenges, missteps, and successes, we hope to contribute meaningfully to the broader conversation on gender equity in emergency management. We invite others to reflect, adapt, and collaborate as we continue to push for lasting change.

At a time when volunteering rates are declining across Australia and long-standing institutions are struggling to remain relevant to a rapidly changing society, RSL NSW, Australia’s oldest veteran support charity, has defied the odds. For the first time in over 40 years, it has reversed a decades-long decline in membership and achieved a drop in the average age of its volunteers. This transformation is not only remarkable, it is instructive.

This case study outlines how RSL NSW implemented a bold, multi-year strategy centred on inclusion, respect, and cultural change, with critical learnings applicable to the emergency services sector, where safety and inclusion are also under intense scrutiny. A reinvigorated focus on gender equity, accessibility, and intergenerational leadership, combined with bold marketing and media initiatives, has redefined who the League is for and who belongs in its future.

If not now, when?

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The Challenge

Founded in 1916, RSL NSW had become synonymous with traditional ANZAC commemorations and older male veterans. Although RSL NSW sub-Branches were separated from RSL Clubs by legislation in the 1970s, one in three veterans assumed that the charity and clubs were one and the same. Decades of letting that confusion fester, alongside conflicts of interest that didn’t pass the ‘pub test’ of our expectations of a not-for-profit, had damaged the brand substantially. By 2021, the organisation was facing an existential crisis:

Membership had declined every year since 1982, falling from over 120,000 to just 21,000.

Less than 10% of members were under the age of 55; fewer than 1,000 were under 39.

One-third of members were older than the average life expectancy for Australian men.

Female veterans were significantly disengaged and underrepresented.

At stake was not only the future of the organisation, but the survival of ANZAC Day itself, especially in regional communities where most commemorative events were organised by ageing volunteers. Without a new generation of engaged members, the very traditions Australians hold sacred were under threat.Shape

Strategic Response

RSL NSW took an uncompromising stance: radical change was not optional, it was essential. This began with the development of a comprehensive strategic plan focused on inclusion, relevance, and visibility. The strategy had five core pillars:

Educating Members about Inclusivity

Challenging Outdated Perceptions through Storytelling

Creating Programs that Foster Connection Across Generations and Genders

Elevating Women’s Voices and Leadership

Repositioning the RSL Brand Through Bold, Targeted Campaigns

These initiatives were underpinned by qualitative and quantitative research, which revealed deep disconnects between older members and young, female, and contemporary veterans.

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Internal Culture Change and Education

A foundational component of the transformation was an internal education campaign designed to help long-standing members understand the importance of welcoming all veterans regardless of gender, service history, age, or background. This included:

Inclusivity training for sub-Branch leadership teams

Peer-led workshops on unconscious bias and respectful engagement

The elevation of younger and female veterans into high-profile ambassador and spokesperson roles.

Importantly, these efforts were not about tokenism; they were about resetting cultural expectations and acknowledging that today’s veterans, like today’s emergency service workers, look different from those of past generations.

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The Power of Representation: Women in Focus

To increase female representation, RSL NSW actively recruited and supported women as media spokespeople, community leaders, and contributors to its communications platforms. The re-launch of Reveille, RSL NSW’s award-winning member magazine, featured women veterans prominently, telling their stories not as an add-on, but as central voices in the organisation’s new identity.

Representation also extended to leadership: women veterans now sit on key governance committees, including the Young Veterans Committee and local sub-Branch leadership teams. The message was clear: RSL NSW isn’t just for you. It is yours.

This renewed focus was supported by storytelling that showed women and diverse veterans as active, connected, and leading. As in fire and emergency services, visibility matters: "You can't be what you can't see."

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Sport & Recreation: A Vehicle for Inclusion

A cornerstone of the strategy was the growth of the RSL NSW Sport & Recreation Program, now the largest of its kind in Australia. Designed for veterans and their families of all ages, the inclusive program offers team and individual activities that build camaraderie, physical wellbeing, and social connection.

For many veterans, particularly women and younger members, this program provided a soft entry into RSL NSW. It removed barriers of rank, gender, and past conflict. Importantly, family involvement meant that support was holistic, and belonging extended beyond the individual.

Veterans and their children, spouses, and friends now take part in everything from yoga and hiking to community sport days and inter-service competitions. The result? New friendships. New leaders. And a new face of the veteran community.

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Media and Marketing: Rewriting the Narrative

RSL NSW launched two highly impactful campaigns that reshaped public perception and drove real change:

1. Save ANZAC Day Campaign

Targeted messaging framed a stark reality: unless younger veterans stepped forward, ANZAC Day itself was at risk in many communities. Key tactics included:

Media storytelling with powerful spokespeople (including women veterans like Catherine McGregor)

Regional case studies highlighting local heroes

Radio grabs, b-roll footage, press photography, and social media tiles to enable broad syndication.

Results:

50.2 million total reach

507 new members joined in the month following ANZAC Day 2022 (versus an average of 70)

20 high-profile interviews featuring diverse ambassadors.

2. Integrated Marketing & Membership Campaign

This multi-channel campaign used brand ambassadors, media relations, and digital content to highlight RSL NSW’s evolving identity. Key elements included:

Relaunched member magazine with diverse voices

Ambassador engagement on social media and in print

Localised storytelling across NSW.

Results:

First membership increase in 40 years

700+ net gain in one year

Average member age dropped by five years

350% YoY increase in new members post-ANZAC Day.

These results demonstrate the power of inclusive communication, something emergency services can replicate by investing in authentic storytelling and owned media platforms.

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Defying National Trends in Volunteerism

While Australia faces a sharp decline in volunteering, RSL NSW is growing. The key difference? Cultural relevance. Rather than mourn the loss of the ‘old guard’, RSL NSW embraced a vision of inclusive, contemporary service. The re-establishment of groups like the NSW Fire Brigades RSL sub-Branch reflects a growing interest among emergency service workers in belonging to a veteran-centric organisation that shares their values: connection, community, and contribution.

Over the course of four years, RSL NSW has increased its membership by 52% and reduced the average age of its membership to under 70 years-of-age. The ratio of members who identify as male to female now reflects the ratios of same currently serving in the Australian Defence Force.

This is a lesson in adaptive leadership: organisations must evolve to match the values, communication styles, and expectations of modern Australians. Safety, inclusion, and respect are no longer optional. They are non-negotiables for engagement.

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Lessons for Fire and Emergency Services

There are profound parallels between the journey of RSL NSW and the work ahead for fire and emergency services:

Inclusion is not a program - it is a posture

It must be embedded into leadership, culture and communication from the ground up.

Representation must be intentional and ongoing

Elevate the voices of women and diverse members regularly, not just on significant dates or “awareness days/months”.

You can’t grow if you don’t let go

Long-held traditions must be re-examined in light of modern realities. RSL NSW preserved the essence of the ANZAC while modernising the container in which it’s held.

Programs must reflect the people you want to reach

From sport and recreation to family-friendly events, engagement strategies must centre on what people actually value.

If not now, when?

Waiting for the “right moment” to start meaningful inclusion work ensures the moment will never come. RSL NSW acted with urgency, and so must the emergency services sector.

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Conclusion

The revitalisation of RSL NSW proves that with bold leadership, inclusive strategy, and authentic community engagement, even the most traditional of organisations can be transformed. Through a mix of targeted education, programs designed for all generations, and daring public storytelling, RSL NSW has flipped the script on what it means to serve.

As fire and emergency services strive to create safe, inclusive, and respectful workplaces, this case study offers a roadmap and a challenge.

If not now, when?

WOMEN’S SUPPORT UNIT, FIRE RESCUE VICTORIA

The Women’s Support Unit (WSU) began in 2020 with the birth of Fire Rescue Victoria (FRV), and has been established to increase gender diversity and support recruitment, retention and promotion of women in Fire Rescue Victoria. The mission of the unit strongly supports the intent of the Victorian Gender Equality Act (2020), and FRV’s ongoing focus to increase diversity and inclusion in the organisation.

Attracting Women to a career in Firefighting

Fire Rescue Victoria has made significant strides in diversifying its workforce, particularly in attracting more women to the firefighting profession. Our last two year’s statistics show we have increased our application rate for women to sit at around 16%. The Women’s Support Unit plays a crucial role in these efforts, implementing a range of strategic initiatives aimed at breaking down barriers, creating pathways, and supporting women through every stage of the recruitment process. These initiatives focus not only on visibility and education but also on creating a supportive community for women interested in firefighting.

Signal Support Group

One of the more informal yet highly effective strategies employed is the establishment of a Signal support group specifically for women interested in firefighting careers. This group provides a platform where women can ask questions, share experiences, and receive real-time encouragement from others who are either current firefighters or are progressing through the recruitment process. The group helps demystify the role of a firefighter and ensures that no woman feels alone during her journey. It serves as a safe space where participants can gain insight, build confidence, and develop networks—foundational elements for long-term engagement and success.

Women in Firefighting Workshops

The Women in Firefighting Workshops are a cornerstone of our outreach strategy. These hands-on events provide potential applicants with the opportunity to experience some of the physical and practical components of firefighting. Participants try their hand at hose management, dummy drags, and wearing breathing apparatus. These workshops allow women to test their capabilities in a supportive environment while receiving feedback and guidance from current firefighters.

To date, we have run three full days—six workshops in total—and every session has been completely booked out, with 40 participants in each. This strong level of interest highlights both the appetite for these opportunities and the growing visibility of firefighting as a career pathway for women. Encouragingly, we have also seen an increase in the number of women successfully passing the physical aptitude test since the introduction of these workshops, demonstrating their impact in building physical readiness and confidence.

The workshops also include question-and-answer sessions and informal conversations about life on the job, training expectations, and the realities of shift work and work-life balance. These events consistently receive positive feedback and have been instrumental in building interest and confidence in potential women recruits.

3. Information Sessions for Recruitment Stages

Navigating the recruitment process can be daunting, especially for those without prior exposure to firefighting or emergency services. To address this, the Women’s Support Unit hosts dedicated information sessions before each stage of the recruitment campaign. These sessions break down the requirements and expectations of each phase, such as the aptitude test, physical assessments, and interviews. They also provide tailored advice on preparation strategies and answer candidate questions. By making the recruitment process more transparent and less intimidating, we remove barriers and boost the confidence of women applicants.

4. Careers Days and Community Engagement

Visibility is critical in challenging stereotypes and broadening perceptions about who can be a firefighter. FRV’s Women’s Support Unit actively participates in careers days across Victoria, both in metropolitan and regional areas. These events enable our members to speak directly with students, job seekers, and community members about the diverse roles within firefighting and emergency services.

We find it especially important to have women firefighters represented at these events, as the saying goes, “you can’t be, what you can’t see.” Seeing women in uniform, sharing their lived experiences, and confidently speaking about their roles has a powerful impact—especially on young girls and women who may have never imagined themselves in this line of work.

By sharing personal stories and providing accurate information, we aim to plant the seed early for girls and young women who may not have previously considered firefighting a viable career path. Regional outreach is particularly important in ensuring we attract talent from all parts of the state and reflect the communities we serve.

5. Partnerships with VIS and AFLW

Recognising the alignment in physical capability, teamwork, and mental resilience between elite athletes and firefighters, FRV has formed strategic partnerships with the Victorian Institute of Sport (VIS) and the AFL Women’s Players Association (AFLW). These partnerships allow us to connect with women who already have the physical and psychological attributes necessary for a firefighting career. Through presentations, we present firefighting as a natural next step for athletes seeking a new team-based challenge beyond their sporting careers. This approach has already begun to yield positive outcomes, with several athletes expressing interest or entering the recruitment process.

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Summary - Recruitment

The Women’s Support Unit at FRV is committed to creating meaningful and lasting change in the fire service by attracting more women to firefighting. Through a mix of targeted outreach, hands-on engagement, athlete partnerships, social media amplification, and ongoing support networks, we are breaking down stereotypes and building a diverse, resilient, and capable workforce. While challenges remain, our progress is clear: more women are seeing firefighting as a career they can pursue, succeed in, and lead within. By continuing to innovate, listen, and support, we are shaping the future of FRV—one that truly reflects the communities we protect.

It is not only important to attract women to a career in firefighting, but we also need to ensure we retain them.

Retaining and Promoting Women within the career of firefighting

Introduction

FRV’s policies and programs take a whole of career approach for the women that enter its operational ranks, and don’t just stop at getting women in through the door. FRV are working towards greater diversity in our workforce, a quality well studied to enhance team performance, and welcomed from the community point of view when they see people like them on the fire truck that turns up at their door.

Retention of women in firefighting is influenced by a range of factors, including workplace culture, physical demands, uniform and equipment design, health and wellbeing support, and opportunities for career advancement. Historically, firefighting services have not been structured to accommodate the unique needs of women, particularly in areas such as pregnancy, breastfeeding, menopause, and return-to-work transitions. FRV’s Women’s Support Unit was developed to address these gaps and create a supportive environment that enables women to thrive throughout their entire career.

1. Health and Wellbeing Policies

FRV has introduced a suite of female-specific health policies that address the physiological and practical needs of women in the workplace. These include current policies around pregnancy and parental leave and breastfeeding and menopause policies which are almost finalised. They provide clarity for personnel and their managers but also serve as educational tools for the workforce around what going through these phases of life can be like, and what workplace accommodations are available from FRV. Academic research underpins these policies, and consultation also occurred with medical experts as part of their development.

FRV already has a comprehensive Health and Wellbeing program, through which employees can access such items as annual health monitoring, access to psychological support, injury prevention and rehabilitation, but it now also includes post-partum physiotherapy to assist firefighters to get back to full operational fitness as soon as possible after childbirth.

2. Infrastructure and Equipment

Recognising that physical infrastructure and personal protective clothing and equipment can impact retention, FRV has invested in fit for purpose PPC and PPE, to fit a large range of body types. This includes a range of maternity uniform options, and a range of different size fittings now available for women’s station wear and PPC. Female fits are now a normal part of the consideration for any uniform, or technical rescue pieces developed.

FRV has also ensured, that sanitary bins are available at all workplace locations, including the portable toilet that is responded to large or extended emergencies. All operational women have been provided with a small pouch to store sanitary items that can be stored in their personal gear bag on the truck, with replacement items available on station and orderable through regular weekly ordering practices.

With the development of the breastfeeding policy, focus has shifted to ensuring there are places in FRV facilities, to include rooms suitable for breastfeeding and storing of breast milk.

3. Career Support and Mentoring

To support long-term career development, FRV has implemented a few different strategies.

Online coffee catchups are an informal way of creating support networks, across the statewide cohort of women that may not be located at the same stations. This covers the gap that having a geographically dispersed statewide service can impose on a small group within the service.

Designed to build confidence and prepare women for promotional opportunities, FRV’s mentoring program is aimed at equipping operational women to act as mentors to those coming behind them. This gives women extra tools to help the next generation of women firefighters come through, giving the mentors extra confidence and experience they may take into further promotional advancement. It also fosters a culture of peer support and leadership.

Annually, FRV host a networking/training day for all operational women. This offers the opportunity to discuss items of particular interest to women firefighters, allow networking to occur, and seek feedback as to what the cohort consider are challenges for FRV.

With regards to childbearing and caring responsibilities, FRV recognise and offer meaningful alternative duties for pregnant women or those transitioning back from leave. These placements not only ensure continued engagement, contribution and skill development, they enable cross organisation learning and collaboration. Flexible work arrangements form part of the suite of parental leave options available.

4. Cultural Change and Education

Retention is closely tied to workplace culture. FRV has prioritised working towards a respectful and inclusive environment, by running regular and statewide Workplace Behaviour Training programs. The People Matters Survey conducted by the Victorian Government, informs the measure of how well this is progressing each year.

The WSU works closely with other departments in FRV, such as Diversity and Inclusion, to highlight areas for improvement, and is innovative in coming up with solutions that can be scaled up or down.

When the Menopause and Breastfeeding policies are finalised, these policies will be released to the workforce to raise awareness and normalise conversations around women’s health.

Initiatives like the AIPM Balance program, and WAFA attendance are promoted within FRV, to ensure equitable access to development opportunities.

5. Outcomes and Impact

The Women’s Support Unit has yielded significant improvements in retention and workplace satisfaction. Key outcomes include 100% retention of operational women post parental leave, indicating strong support and reintegration processes. Since the Women’s Support Unit has been in existence, the percentage of women in operational roles has grown from 4.7% to 5.5%.

Since the practical Women in Firefighting Workshops have been running, we have had 240 women come through. The success rates for the Physical Aptitude Test have also gone up during this time, from an average of around 50% to around 80%. The data to this point is only over 4 years though, so watching this over the coming years will be interesting.

Summary – Retention and Promotion

Recruitment, Retention and Promotion of women in firefighting is both a challenge and an opportunity. FRV’s Women’s Support Unit offers a replicable framework of policies and programs for other agencies seeking to build inclusive, resilient workforces. By investing in the wellbeing, development, and leadership of women, FRV is not only strengthening its own organisation but contributing to a more equitable emergency services sector.

As the program enters its fifth year, FRV remains committed to continuous improvement, guided by feedback, data, and a vision of a workplace where all firefighters—regardless of gender—can thrive.

Introduction

Arnhem Land has a continuous history of Aboriginal land use and management dating back more than 60,000 years. This deep connection to country is grounded in cultural law, kinship systems, and traditional knowledge passed down through generations. In recent decades, this enduring stewardship has evolved into formal community-based Aboriginal land and sea management programs, providing new ways for Traditional Owners to care for their country while engaging with modern environmental and resource management frameworks (Ansell et al 2019).

Aboriginal ranger groups now operate across Arnhem Land to provide a coordinated and regional response to natural and cultural resource management challenges. These programs not only support biodiversity and cultural heritage but also create meaningful employment, training, and leadership opportunities for local people (Altman and Kerins 2012). Among the first of these programs to be established was the Djelk Rangers, who have become a leading example of integrated land and sea management in northern Australia.

Established in 1991 through the Bawinanga Aboriginal Corporation’s (BAC) Community Development Employment Program, the Djelk Ranger program has grown into a well-established initiative, delivering a broad range of land and sea management activities carried out by both men and women (Djelk Rangers Annual Report 2009–2010).

Maningrida, home to the Djelk Rangers, is located on the northern coastline of Arnhem Land in the Northern Territory (NT), around 500 kilometres east of Darwin. With a population exceeding 2,600 people, it is the largest remote community in the NT (Northern Territory Government 2025). In 2009, an area covering approximately 6,700 square kilometres—extending from the central Arnhem Land plateau to the Arafura Sea—was designated as the Djelk Indigenous Protected Area (IPA) (Djelk Rangers Annual Report 2009-2010).

The current Djelk ranger team consists of 15 male rangers, 6 female rangers, and 3 support staff. In addition to fire management, the Djelk Rangers undertake a variety of operational tasks, including crocodile egg collection, weed management, feral animal control, sea patrols, biosecurity work, and supporting the Learning on Country Program—just to name a few.

A particular focus for the Djelk rangers has been the development and operation of large landscape scale fire management projects. In the late 1990s, Aboriginal Traditional Owners from Arnhem Land began working with scientists to revive traditional fire practices, leading to the creation of the Western Arnhem Land Fire Abatement (WALFA) Project. From 2006, this innovative project successfully piloted the reintroduction of culturally appropriate landscape scale fire management and in doing so demonstrated a significant reduction in greenhouse gas emissions. Djelk Rangers were one of five Aboriginal ranger groups involved in the original WALFA partnership, which later evolved into ALFA (NT) Limited—an Aboriginal-owned company that now oversees six savanna fire projects across Arnhem Land. Through this work, Djelk rangers and other ranger groups generate income by reducing greenhouse gas emissions and earning carbon credits under the federal savanna burning methodology.

History of Women in Fire

Traditionally, fire has played a significant cultural role in Arnhem Land. Fire was used for practical reasons—cooking food, heating cave rocks for warmth, and facilitating regrowth for animals. It also had deep cultural meanings; the smoke from fires told stories and signalled ancestral movements. Families used fire to navigate, communicate, and maintain healthy landscapes.

However, despite this cultural significance, fire work was overwhelmingly considered a man’s role. Men would take children out to burn country early in the dry season, using wind, dew, and topography—rather than technology—to guide their burns. Fire was understood as sacred and powerful, with ancestral permission required to light it. Women participated passively, usually only when gathering food or accompanying men.

Importantly, fire was never used casually or without purpose—by men or women. Burning was a deliberate act tied to specific cultural, environmental, or practical needs. There was no concept of burning for the sake of it; it was always done with intention. As a result, women traditionally only engaged in fire when it aligned with their roles, such as food gathering, rather than as a regular or independent activity.

Opportunities for women in fire management

In the modern context, women have begun entering fire management primarily through employment as Indigenous rangers, where fire is a core part of the job. Early Dry Season (EDS) burning has been a key entry point, offering a safer, more structured, and less reactive form of fire management. Unlike wildfire response, EDS burning allows rangers to return home each night—an important factor for women with family responsibilities—and sometimes includes their children in ground burns, making the work more accessible and culturally appropriate.

The presence of female trainers and role models has also played a major role in breaking down barriers. For many women, this has been their first real opportunity to engage with fire in a supportive environment. EDS burning allows them to gradually build skills, gain confidence, and decide whether they want to pursue further training or participate in more intensive wildfire response. This structured approach to learning has created a much-needed space for women to explore fire management on their own terms.

Many women have also found a strong interest and aptitude in fire planning, logistics, and mapping—key components of fire management that are often overlooked but essential. These skills, often computer-based, are embraced by women who take pride in their reports and maps. While men generally gravitate toward the physical aspects of fire work, the Djelk women have helped strengthen fire programs through their attention to detail, focus on safety, and capacity for strategic planning. Together, these developments are creating new and meaningful ways for women to contribute to and shape fire management in Arnhem Land.

Building a Strong Women’s Fire Team: Support, Growth, and Belonging

The Djelk Rangers were among the first ranger groups to establish a dedicated women’s ranger program. However, they have since moved away from having a separate program and now fully include women in the general ranger work program. This approach creates a more inclusive environment, which is preferred by the rangers themselves. Some other ranger groups still maintain dedicated women’s programs to better meet cultural needs or allow women to focus on activities they prefer. Both approaches have benefits and challenges, and it is important that each group adapts to the needs and preferences of their members.

The increase in the number of women rangers at Djelk has been driven largely by internal management decisions to improve gender balance in the workplace. Since 2021, the number of women rangers has risen from only one or two to six, including full-time and casual positions. More women are applying for ranger roles, and pathways such as the Learning on Country (LOC) program has helped facilitate this increase.

Creating a safer and more supportive workplace has been key to retaining women rangers. Women appreciate having spaces where they can ask questions and speak openly without feeling shy or ashamed. The presence of an Indigenous woman supervisor within the Djelk rangers has been especially valuable, as she offers cultural connection, speaks the local language, and shares family ties with the women, making them feel more comfortable. Flexible scheduling that considers personal and family commitments also helps women remain in the workforce.

Women contribute important cultural knowledge to fire management, focusing on gender-specific responsibilities such as gathering bush foods like goanna. Gender-specific ranger camps provide a comfortable learning environment for women, allowing them to develop skills without the pressure of the more experienced men. This inclusive and adaptable approach supports both cultural needs and effective fire management.

Enhancing Women Rangers’ Experience Through Female Trainers

ALFA employs a female Bush Fire Project Officer who leads both accredited and non-accredited fire training and supports all aspects of fire operations for ranger groups across Arnhem Land. Having a female fire trainer has greatly benefited women rangers by creating a culturally safe and comfortable learning environment. Due to cultural protocols, many Indigenous women may feel uneasy being alone with men or discussing certain topics in mixed-gender settings. A female trainer bridges this gap by offering a relatable, approachable presence, making it easier for women to ask questions, express concerns, and engage openly during training.

Women rangers have expressed that the trainer’s patience and willingness to listen to how they prefer to learn and work on country builds trust and confidence. This respectful, individualized approach values traditional knowledge and allows women to share their expertise about the land while gaining new skills in a supportive environment. The trainer’s practical, hands-on teaching style and industry experience help women feel more capable and less intimidated by the physical and technical demands of fire management.

Additionally, having a female trainer provides a strong role model, showing that women can succeed in fire management roles traditionally dominated by men. This visibility challenges gender stereotypes and encourages more women to develop fire-related skills and careers. The ongoing involvement of ALFA trainers, including women, ensures continued mentorship and support, which is vital for maintaining women’s confidence and motivation in this demanding field.

Overall, the presence of a female fire trainer empowers women rangers to participate more fully and comfortably in fire management, fostering a more inclusive and balanced ranger workforce.

Pathways and Cultural Leadership

Having an Indigenous women’s coordinator plays a key role in creating clear pathways for younger women entering the ranger workforce. Drawing from their own experiences, these coordinators foster positive and supportive environments where women can build confidence and develop leadership skills.

They actively provide opportunities for younger women to take on responsibilities and explore different roles within the ranger program. This mentoring approach allows women to gradually gain experience and prepare for leadership positions, such as acting supervisors or future coordinators, without feeling pressured.

Leadership development extends beyond technical skills, emphasizing cultural leadership and empowering women to lead and teach in the traditional way. This approach strengthens connections to country and supports the integration of cultural knowledge with modern fire and land management practices.

In addition, external programs like Strong Women for Healthy Country and Top Watch Biosecurity further enhanced leadership skills for the Djelk women. These women have taken on active leadership roles and represented their communities at conferences, building confidence and expanding their influence locally and beyond.

Challenges and Opportunities

The Indigenous women coordinator at Djelk faces few direct challenges, supported by strong, trusting relationships with the ranger manager and local community. Being well-known locally builds confidence among rangers and their families that younger women are well supported. Constructive feedback is used to support on the job teaching moments and to encourage resilience and self-pride.

Younger women at Djelk are motivated to step into leadership roles, encouraged by visible role models and positive support. Their fresh perspectives are valued, though funding and capacity limits currently restrict team growth.

Traditional views still see fire management as mainly a man’s job, creating cultural barriers for women’s wider acceptance. Funding constraints impact the entire ranger workforce, limiting resources and staffing.

While men have historically led fire management decisions at Djelk, they support women’s increasing involvement. Women participate more in planning and decision-making, though physical demands remain a challenge as they build fitness and experience.

Women’s fire roles at Djelk were once limited to logistical support, but trusted female leaders in the field now help women feel more confident on the fireground. Equipment designed for men remains a challenge, with heavy tools causing fatigue. Using appropriately sized gear boosts women’s confidence and endurance, and women taking responsibility for equipment maintenance is vital.

Training at Djelk is evolving from a male focus toward gender balance, with tailored training provided when needed to ensure all rangers participate fully.

Conclusion

The journey of Indigenous women’s involvement in fire management in Arnhem Land reflects a meaningful shift from traditional roles toward greater inclusion, leadership, and cultural empowerment. Through initiatives led by the Djelk Rangers and supported by partnerships such as WALFA and ALFA, women have gained access to training, mentoring, and career pathways that respect both cultural values and contemporary fire management practices. While challenges remain—including cultural stereotypes, funding constraints, and physical demands—ongoing efforts to create safe, supportive, and flexible work environments have fostered growth and confidence among women rangers. The increasing presence of female trainers, Indigenous coordinators, and strong role models is crucial in sustaining this positive momentum. Ultimately, the integration of women into fire management not only enriches the ranger workforce but also strengthens cultural leadership and connection to country, ensuring a more inclusive and resilient future for fire and land stewardship in Arnhem Land.

References

Altman, J., & Kerins, S. (2012). People on country: Vital landscapes, Indigenous futures. Sydney, NSW: The Federation Press.

Ansell, J., Evans, J., Adjumarllarl Rangers, Arafura Swamp Rangers, Djelk Rangers, Jawoyn Rangers, Mimal Rangers, Numbulwar Numburindi Rangers, Warddeken Rangers, Yirralka Rangers, & Yugul Mangi Rangers. (2019). Contemporary Aboriginal savanna burning projects in Arnhem Land: A regional description and analysis of the fire management aspirations of Traditional Owners. International Journal of Wildland Fire.

May, K., Ansell, S., & Koenig, J. (2010). Djelk Rangers annual report 2009–2010. Maningrida, NT: Bawinanga Aboriginal Corporation.

Northern Territory Government. (2025). Top End – NT Budget. Retrieved June 10, 2025, from https://budget.nt.gov.au/regionaloverview/topend