Country Fire Authority v United Firefighters' Union of Australia - [2012] FWA 9971

[2012] FWA 9971

FAIR WORK AUSTRALIA

FURTHER DECISION

Fair Work Act 2009
s.739—Dispute resolution

Country Fire Authority
v
United Firefighters’ Union of Australia
(C2012/2416)

United Firefighters’ Union of Australia
v
Country Fire Authority
(C2012/4971)

COMMISSIONER ROE

MELBOURNE, 26 NOVEMBER 2012

Alleged dispute regarding lateral entry for Operations Officers and Operations Managers pursuant to Clause 122 of the Country Fire Authority (CFA), United Firefighters’ Union of Australia Operational Staff Agreement 2010 - Clause 15, Dispute Resolution of the Agreement.

[1] On 13 November 2012 I issued a decision [PR531292] in this matter. In that decision I identified a number of amendments to be made to the CFA draft policy for lateral entry and set down a process for the parties to propose how these should be reflected in a final document. I decided that there would be a further hearing to finalise the policy document. It was my intention that this process would enable the parties to assist me in finalising a complex policy document and to correct any drafting issues and ensure that there were no errors or unintended consequences arising from the findings I had made in the earlier decision.

[2] I have also identified the following point in the earlier decision which could be misunderstood.

“The UFU also argues that lateral entry as proposed by the CFA undermines Schedule 5 of the Agreement which sets out the CFA Emergency Response Training Framework and the Public Safety Training Package competency standards and career progression structure. However, Schedule 5 relates to the ranks below Operations Officer and does not include Operations Officer. Clause 122 allows for modification to the normal progression through the ranks to Operations Officer. I do not consider that the proposal is inconsistent with the Agreement in this respect. 1“

[3] As is noted in other parts of the decision Schedule 5 does have some direct and indirect relevance to Operations Officers and does identify some requirements for Operations Officers. In this sense Schedule 5 does include Operations Officers. However, Schedule 5 is operative due to Clause 93.2 of the Agreement which appears in Part B of the Agreement which is the conditions applying to Firefighters, Station Officers and Instructors. Part C of the Agreement is the conditions applying to Operations Managers/Operations Officers and that Part contains specific provisions about the training and competency requirements for Operations Officers. Those specific provisions have primacy and Clause 122 allows for modification of the normal progression through the ranks to Operations Officer.

[4] The parties have provided marked up versions of the policy document based upon my earlier decision. 2 As expected there are some minor drafting points which have been raised. I have determined these matters having regard to the suggestions of the parties. As some of the matters suggested by the CFA were provided late I allowed the UFU the opportunity to provide written comments on them following the hearing on 23 November 2012.

[5] The parties accepted that there were four issues of substance which I identified as follows:

The UFU request for the CFA to advise the steps it proposes should now be taken to complete the process in respect to the vacancy in District 18 consistent with the decision;

The phrase “station officer” in place of “senior station officer” on the ground that this is what was intended and for consistency with Schedule 12 and Clause 120.1;

The review process; and

The fire and emergency services experience requirement.

[6] I advised the parties in advance of the hearing on 23 November 2012 that I considered these to be the substantive issues raised and provided the parties with the opportunity to make submissions in respect to them at the hearing. I have considered those submissions.

Steps to fill District 18 Vacancy

[7] In respect to the steps the CFA proposes to complete the process in respect to the vacancy in District 18 the CFA responded as follows:

“At the conclusion of the hearing on 2 November 2012 the CFA continued its undertaking to the effect that it would not to make an appointment to the vacant position until Commissioner Roe handed down his decision in the arbitration conducted on that day. (Plainly, that undertaking did not prevent the CFA from taking the process of appointment of a person to the vacant position to the point immediately before making an appointment.)

Having regard to the content of the Decision given by Commissioner Roe on 13 November, in particular, that it provides for finalisation of the Lateral Entry Process document immediately following the hearing on this Friday 23 November 2012, the CFA regards the undertaking as still operative until that time.

Once the Lateral Entry Process document is finalised by Commissioner Roe, the CFA will consider its contents and (subject to any appeal rights it may exercise) insofar as necessary adapt the current process of selection of a candidate for the vacant District 18 position to what that finalised process requires in relation to filling of that particular vacancy, and proceed to appointment as expeditiously as possible pursuant to that process. The CFA takes the view that this conforms to what is envisaged at paragraph [111] of the Decision.”

[8] The CFA also provided a list of the process steps in filling the District 18 vacancy and their status. 3

[9] The UFU argued that the policy document should include a requirement for certain specific information arising from the District 18 vacancy process to be provided to the UFU so that it could more effectively participate in the review. The UFU also argued that it should be involved in the development of the Individual Learning Plan for the successful applicant through the Skills Recognition Panel.

[10] I am satisfied that the information provided by the CFA meets the requirements set out in paragraphs 111 and 112 of the earlier decision. I am not persuaded to change my view that UFU involvement in the Skills Recognition Panel should not apply to the District 18 vacancy. I am not persuaded that it is necessary or desirable that the policy document should include details of the information to be provided to those who will be involved in the review process.

Senior Station Officer or Station Officer?

[11] The CFA argued that the phrase “senior station officer” in the changes identified at points 3 and 4 of Paragraph 110 of the earlier decision should be replaced with the phrase “station officer.” The UFU argued that the phrase “senior station officer” was appropriate. I considered the submissions raised by the parties in support of their position.

[12] As identified in the earlier decision the following provisions of the Agreement have particular relevance.

“120.1. Competencies

Schedule 12 sets out the competencies expected of Operations Officers levels 1-4 and Operations Managers levels 1-4.

Progression through the ranks and levels shall follow a consistent theme from Firefighter to Operations Manager (i.e. validation/assessment, cross over/overlap of competencies between ranks). All internal appointees to the ranks of Operations Officer or Operations Manager must hold all Station Officer competencies and the competencies of the underpinning ranks.”

Schedule 12

“The process foreshadowed in clause 121 will result in a competency based entry pathway to employment as an Operations Officer or Operations Manager for persons who are not currently employed by CFA as Station Officers with underpinning competencies. The process will define the necessary underpinning knowledge equivalent to FF through to and including SSO qualifications”

[13] The requirement for Operations Officer at the entry level (“Entry Level competencies where an individual does not meet the minimum criteria for Region Duty Officer responsibilities. This level will apply to Lateral Entry personnel”) in Schedule 12 is “all station officer competencies” and in addition a number of Operations Officer specific competencies are required. The note in respect to lateral entry at the end of Schedule 12 quoted above provides that lateral entry will result in a competency based entry pathway for those who are not employed by CFA as “Station Officers with underpinning competencies.”

[14] It is clear that the requirements to be an Operations Officer for those who come up through the ranks internally within the CFA is “all Station Officer competencies and the competencies of the underpinning ranks.”

[15] The CFA argue that the use of the term “Senior Station Officer” in the note to Schedule 12 is an obvious error given that it is “Station Officer” which is referred to consistently in the other relevant provisions. I did not consider this matter in my earlier decision and it is not necessary to determine this matter now.

[16] I am satisfied from the evidence and submissions which were before me and the plain words of the Schedule 12 requirement for entry level Operations Officer that the “necessary underpinning knowledge” for the qualifications above station officer are separately and adequately dealt with in the phrase “the Operations Officer Level 1 specific competencies in Schedule 12 together with the Station Officer competencies acquired through the Station Officer development course (or equivalent)” It is therefore superfluous and possibly confusing to use the term “senior station officer” as opposed to “station officer”.

[17] The UFU argued that it was possible for there to be a higher level or additional requirement for an external lateral entry applicant than for an internal applicant. In other words although only the station officer competencies together with the underpinning competencies of the lower ranks is required for an internal applicant, the requirement for an external applicant is all station officer competencies together with the necessary underpinning knowledge of the senior station officer and below. I do not consider it appropriate that external lateral entry applicants should have to meet a higher or additional standard of underpinning knowledge to internal applicants. I do not consider that this is what is required by the Agreement. I considered it appropriate that the definition of the requirements should be strengthened in the policy to clarify that the competency based entry level process would result in an equivalent standard.

[18] I agree with the CFA that it would add clarity to use the term “station officer” rather than “senior station officer”. The policy will include this correction.

Review process

[19] In respect to the review process I proposed in my earlier decision that the following be incorporated in the policy:

“Attachments 1 and 2 and the Induction Program shall operate on a trial basis for the purpose of filling the Operations Officer Reliever vacancy in District 18.

Following the filling of that vacancy the following shall occur:

Within three months the OO/OM Consultative Committee and the Skills Recognition Panel shall review Attachment 1.

FWA will then incorporate any agreed amendments and or determine a revised version of the Business Rule based upon the current dispute notifications.

Within two months of the completion of the Induction Program and Individual Learning Plan in respect to the District 18 appointee the OO/OM Consultative Committee and the Skills Recognition Panel shall review the Induction Program and Attachments 1 and 2.

FWA will then incorporate any agreed amendments and or determine a final version of the Business Rule based upon the current dispute notifications.” 4

[20] I decided that a review was necessary because I had determined that it was important to maintain the integrity of the professional firefighting career path within the CFA and to ensure that Operations Officers had all the required competencies to meet the Position Description.

[21] I also decided that a review of Attachment 1 was desirable for the reason set out in Paragraphs 107 and 108 of the earlier decision as follows:

“[107] Furthermore the evidence before me was limited as to the process for finalising Attachment 1 which lists the underlying knowledge and competency required. This includes the process whereby the CFA achieved satisfaction that Attachment 1 does meet all of the requirements of the Position Description and the note to Schedule 12. I consider that the UFU could make a considered and constructive contribution to these judgements. The expertise of those directly involved and experienced would assist in improving Attachment 1 for the future.

[108] Mr Skiba gave evidence that the skills recognition process has been completed for the selection process for lateral entry for the District 18 vacancy. I consider that to require this process to start again would lead to inappropriate delay. I consider that delay to be unnecessary. However, a UFU representative should be involved in the skills recognition process for any future lateral entry process.”

[22] In my earlier decision I decided that the following should be included in the policy:

“To be appointed on an ongoing basis at the conclusion of the lateral entry process the person must meet the requirements of the Position Description in Schedule 11 of the Agreement and the equivalent of the requirements of Schedule 12 of the Agreement as it applies to Operations Officers. This will include the Operations Officer Level 1 specific competencies in Schedule 12 together with the Station Officer competencies acquired through the Station Officer development course (or equivalent) and the necessary underpinning knowledge equivalent to Firefighter through to and including Senior Station Officer qualifications to ensure that all the requirements of the Position Description on Schedule 11 of the Agreement are able to be met.” 5

[23] Attachments 1 and 2 and the Induction Program are designed to ensure that the required competencies are achieved to ensure that an external applicant can successfully work as an Operations Officers position at the conclusion of the lateral entry process. In other words these documents define an essential part of the competency based lateral entry process by detailing what is required to achieve the requirement quoted above.

[24] The CFA accepted that these documents were “illustrative” of the requirements. I decided that the policy should state the primary requirement. I decided that it was important that the illustrative documents should be subject to review to ensure that they properly and adequately reflected the primary requirement in light of the experience of their application in filling the District 18 vacancy and with the benefit of additional input from representatives of the Operations Officers. I considered that this was essential given the importance of maintaining the integrity of the professional firefighting career path within the CFA and to ensure that Operations Officers ultimately had all the required competencies to meet the Position Description.

[25] In my earlier decision I rejected the alternative approaches to achieving greater confidence that the competency based lateral entry process met the primary requirement including:

Requiring that the applicants must be from a recognised fire service unless agreed with the UFU;

Requiring specified periods of relevant experience;

Requiring all of the underpinning knowledge and competencies to be met; and

Delaying the process of lateral entry until a process for validation of Attachment 1 was completed.

[26] I proposed two reviews because I considered it appropriate that Attachment 1 be reviewed as soon as possible. I did not consider it practical to review the Induction Program and Attachment 2 until there was experience of its initial implementation in filling the District 18 vacancy. I considered that further review of Attachment 1 should also occur with the experience of its initial implementation. In paragraph 110 of my earlier decision, “Attachments 1 and 2 and the Induction Program shall operate on a trial basis for the purpose of filling the Operations Officer Reliever vacancy in District 18”, was intended to provide for a review of these elements with the benefit of the experience of the District 18 vacancy prior to confirmation of the policy.

[27] The proposed policy submitted by the CFA during the earlier proceedings included the following: “This policy will be reviewed after it has first been implemented to ensure any learning’s are incorporated.” My earlier decision did not remove the capacity for a review of the policy and consideration of any amendments which might arise from such a review. However, my decision provided in addition that “Attachments 1 and 2 and the Induction Program shall operate on a trial basis for the purpose of filling the Operations Officer Reliever vacancy in District 18.”

[28] The CFA submitted that any review should not disturb those matters which have been determined in a final way in my earlier decision. This was my intention, subject to any clarification or amendment in this decision. A review process should not be an opportunity to reopen the matters that have been settled by my decision. However, having considered the submissions of the parties I do not consider it appropriate to otherwise restrict the matters which could be raised following the review.

[29] The CFA submitted that there should only be one review.

[30] The CFA submitted that arbitration should only be available following the review having regard to the decision of 13 November 2012 and only where Fair Work Australia considers further arbitration is reasonably warranted.

[31] The UFU submitted that the review of the policy should be broader and that they should be provided with certain information to assist this process. The UFU submitted that the policy should only apply to the filling of District 18 and the process for finalisation of the policy following the review where there are matters of disagreement should not be included in the policy. Although the UFU accept the concept of a single review this is on the basis that the policy only applies to the District 18 vacancy.

[32] It was my intention that the policy, subject to any amendment to the policy which may arise from the review process, should apply to any vacancy which arises. I have not been persuaded by the submissions to alter this intent. It is clear in my earlier decision that the dispute I am dealing with is not confined to the process of filling the vacancy in District 18 but extends to the policy and process to apply in respect to Lateral Entry pursuant to Clause 122.

[33] The submissions of the parties have led me to identify that there is a need to clarify what the requirement in my decision that “Attachments 1 and 2 and the Induction Program shall operate on a trial basis for the purpose of filling the Operations Officer Reliever vacancy in District 18” means in respect to the filling of further vacancies prior to the completion of a review of these matters. My decision was silent in respect to this matter. I note that the Induction Program and Individual Learning Plan for the District 18 vacancy could take up to 12 months and the subsequent review might take several months.

[34] The submissions also have led me to identify that there are some issues associated with my proposal for an earlier review of Attachment 1. Firstly, it could be resource intensive and duplicate much of the review to be held when the District 18 Induction Program and Individual Learning Plan are complete. Secondly, the experience of the initial implementation would be of assistance in any review of Attachment 1. Thirdly, neither party in their proposed policy to reflect my earlier decision supported the inclusion of the earlier review of Attachment 1.

[35] These considerations suggest the following options for clarification of the requirement “Attachments 1 and 2 and the Induction Program shall operate on a trial basis for the purpose of filling the Operations Officer Reliever vacancy in District 18”:

Add to the requirement the clarification that “no new lateral entry vacancy shall be filled until the completion of a review of Attachments 1 and 2 and the Induction Program.” This is essentially what is proposed by the UFU and it would mean that only one review was required but it could significantly delay the filling of any further vacancy; OR

Alter the requirement to “Attachments 1 and 2 and the Induction Program shall operate on a trial basis until a review is completed following the filling of the Operations Officer Reliever vacancy in District 18. However, prior to the filling of any further vacancy utilising lateral entry a review of Attachment 1 shall be completed.” This would ensure a review of Attachment 1 prior to filling any new vacancy however it would result in some delay in the filling of any new vacancy whilst a review of Attachment 1 was completed and it could mean two reviews not one. OR

Alter the requirement to “Attachments 1 and 2 and the Induction Program shall operate on a trial basis until a review is completed following the filling of the Operations Officer Reliever vacancy in District 18.” This is essentially what is proposed by the CFA and it would mean that only one review would be required and the policy, without amendment, would operate in respect to any vacancy which arose during the period prior to the completion of the review. This would be more efficient and less resource intensive but it could mean that Attachment 1 was not reviewed prior to the filling of a further vacancy or vacancies.

[36] I note that if there was a further lateral entry process prior to the completion of the current District 18 vacancy process the UFU would be involved in the Skills Recognition Panel. It is possible that the UFU representative may raise some proposals about amendments to Attachment 1 in this process.

[37] I consider that the process of any review should not lead to additional delay in filling required vacancies which may arise beyond that inherent in the policy. However, I see no reason why proposals to amend Attachment 1 could not be considered as part of the process in the event that the Chief Officer determined that a further vacancy should be filled by lateral entry prior to the completion of the review following the District 18 process.

[38] I doubt it would be appropriate to arbitrate amendments to Attachment 1 twice. I consider that it would be more appropriate to delay any arbitration in respect to differences about Attachment 1 until after the experience of filling the District 18 vacancy is available. I consider it appropriate that any amendments which can be agreed directly or through conciliation be included. I am satisfied that this approach best reflects the intent of my earlier decision.

[39] At the hearing on 23 November 2012 I indicated to the parties the general direction I would take in respect to this matter but advised that I would be re-drafting the CFA proposal in respect to the review process and that I would give further consideration to the issue of earlier review of Attachment 1 in the event that there was a Lateral Entry vacancy prior the completion of the District 18 lateral entry process. (PN1210-1212) The conclusions I have now reached are therefore not precisely the same as the options put in the proceedings on 23 November 2012.

[40] Having considered the submissions and alternative proposals I have decided to clarify the review process in the Policy document as follows:

“Attachments 1 and 2 and the Induction Program shall operate on a trial basis until a review is completed following the filling of the Operations Officer Reliever vacancy in District 18.

For the purposes of filling the Operations Officer vacancy in District 18 the current and existing Induction Program will apply, and with respect to the District 18 appointees’ Individual Learning Plan, including the matter of its completion and the question of confirmation of the appointees’ employment in the position, Attachments 1 and 2 to this document as they stand at 26 November 2012 will apply.

Following a Lateral Entry appointment being made to the District 18 position:

Within two months of the completion by the appointee to the District 18 position of their Induction Program and Individual Learning Plan, the OO/OM Consultative Committee and the Skills Recognition Panel shall review the Induction Program and Attachments 1 and 2.

In the event that the Chief Officer determines to fill a further Lateral Entry position prior to the completion of the review then subject to the following this policy including the Induction Program and Attachments 1 and 2 shall apply. The UFU may raise through the OO/OM Consultative Committee and or the Skills Recognition Panel proposals for earlier amendment(s) to Attachment 1. These issues will be considered and any amendments agreed will be incorporated and utilised as part of the process for filling the vacancy. The issues may be subject to conciliation but not arbitration however consideration of the issues raised shall not lead to delay in filling any required vacancies beyond that inherent in this policy.

If at the conclusion of the review any further changes to this policy beyond those which have been agreed are sought by either UFU or CFA then the proposed changes and the reasons for them must be notified to FWA and the other party. FWA will not determine changes which are otherwise inconsistent with the FWA decisions of 13 and 26 November 2012. Any arbitration will be based upon the current dispute notifications. Otherwise this policy, including any agreed amendments, will be confirmed in operation.

Following the review FWA will incorporate any agreed amendments and determine a final version of this policy or Business Rule.”

Experience requirement

[41] In paragraph 110 of the earlier decision I proposed that the following should be included in skills required section of the policy:

“Attachment 1 illustrates the required operational underpinning knowledge, skills and competencies which must be met for an external applicant to be successfully appointed to an Operations Officers position at the conclusion of the lateral entry process.

Note: it is not a requirement that the applicant possess all of these skills prior to making an application. However, an understanding of, and proven performance in fire and emergency management strategies and practices together with the achievement of the Station Officer competencies will require a significant period of demonstrated fire and emergency and fire and emergency management experience. Attachment 1 is an initial draft which may be subject to further development.”

[42] This proposal was to reflect the reasoning in a number of parts of the earlier decision including in the following paragraphs.

“However, the requirements for appointment to the position are not just set out in Schedule 12. There are also the requirements set out in the Position Description in Schedule 11. The Operations Officer competencies and the Operations Officer Position Description must be considered together. The lateral entry process must ensure that the applicant has all of the competencies and underpinning knowledge necessary to meet the Position Description. As the Position Description requires amongst other things “an understanding of, and proven performance in fire and emergency management strategies and practices, and the ability to command and control major incidents” it is obvious that more than underpinning knowledge of firefighting practice is required. The necessary competencies acquired through fire and emergency management experience are also required. Hence although the note in Schedule 12 uses the term “underpinning knowledge” rather than “competency”, in reality actual competency is also required in some areas. Attachment 1 of the CFA Business Rule recognises this. A number of the competencies for the ranks below Station Officer are listed in Attachment 1 as required whereas others are listed as “theory only” and it appears that some are not listed at all.” 6

“I have taken these matters into account in adopting a cautious approach to the finalisation of the lateral entry policy. I accept that it was the mutual intention of the parties to tighten the requirements for lateral entry in changing the provisions of the 2002 Agreement to introduce the present provision. However, I have found that the provisions of Clause 122 and the note to Schedule 12 read together with the requirements of the job as set out in Schedule 11 of the current Agreement do not require that all the competencies of the lower ranks must be achieved. I accept the evidence of the UFU that it is desirable that all the competencies of the lower ranks are held but I do not consider that it is mandatory. The desirability of holding all of the competencies is reflected in the CFA Business Rule by the requirements that lateral entry is the last resort and the requirement that when lateral entry occurs preference will be given to those with previous professional background in emergency/fire management. However, I consider it is appropriate that the Business Rule be strengthened by amending the requirement as follows: “an understanding of, and proven performance in fire and emergency management strategies and practices together with the achievement of the Station Officer competencies will require a significant period of demonstrated fire and emergency and fire and emergency management experience.” 7

[43] The CFA argued as follows 8:

“It may be that the use of the conjunction “and” rather than the subjunctive “or” in the phrase a significant period of demonstrated fire and emergency management experience was not intended, however, if it was intended the CFA respectfully submits that adding a requirement for a significant period of demonstrated fire and emergency management experience is inconsistent with the Agreement; It would impose a new requirement over and above the selection criteria in the Operations Officer position description. As the Commissioner observes at Decision [49] the process determined needs to be consistent with the Agreement. In this regard:

The selection criteria prescribes 10 matters in respect of applicants for the CFA to consider. It is a matter for the CFA to weigh up the extent to which the applicant meets the criteria; it is not appropriate for one matter to be elevated over others or to be altered so that it becomes a rigid requirement rather than one component of the criteria which must be considered.

The prescription in the exact terms indicated in the Decision would have a material effect. It may well may preclude employees of (for example) Victoria Police or the SES from being considered suitable even if, once all the criteria is considered, they are the best applicant for the position.

An internal appointee would not necessarily be able to show significant period of demonstrated fire and emergency management experience and an Operations Officer Level 1 would not be expected to manage fire and emergency incidents as at that point they would not have all the endorsements and competencies to do so.

Further, the UFU did not seek a new requirement that an applicant have a significant period of demonstrated fire and emergency management experience.

The CFA did not have an opportunity to make submissions concerning the introduction of such a significant new requirement, and requests the opportunity to make oral submissions concerning this issue.”

[44] The CFA elaborated upon this argument in a written submission. The CFA argued that Chief Officer endorsement was required prior to an Operations Officer performing work as a manager of Level 2 and 3 incidents and endorsement was also required to perform work as a Regional Duty Officer. They argued that this provided adequate safeguards and that it illustrated that certain types of fire and emergency experience was not required prior to appointment.

[45] The UFU submitted that it was appropriate for there to be a requirement for both fire management and emergency management experience and that this was clear from my earlier decision. The UFU argued that the mix for fire and emergency experience may vary.

[46] The UFU strongly argued during the original proceedings that it was necessary for all the underpinning knowledge associated with the lower ranks to be achieved and that applicants should be restricted to those from a recognised fire service except where the UFU agreed otherwise. The issue of the extent to which actual experience as a career firefighter was required was a matter extensively canvassed by both parties in the submissions and evidence. It was therefore both necessary and appropriate that I determine what requirement if any concerning experience should form a part of the policy.

[47] The term “fire and emergency management experience” was not intended by me to mandate specific experience in both fire management and emergency management. It was a term used by a number of witnesses. I used it as a generic term to describe relevant experience required to achieve “an understanding of and proven performance in fire and emergency management strategies and practices”. I did not use it as a technical term, such as used in an endorsement by the Chief Officer for management of particular incidents.

[48] The phrase is clearly directed at the requirement to be achieved at the end of the lateral entry process; that is after the successful completion of any necessary Induction Program and Individual Learning Plan. The requirement “an understanding of, and proven performance in fire and emergency management strategies and practices” is one of the criteria in the Position Description for work as an Operations Officer. I concluded that this requirement together with the achievement of the Station Officer competencies would not be able to be achieved in the relevant timeframe unless the applicant had relevant experience. I accept that some aspects of fire and emergency management strategies and practices may not be performed by an Operations Officer until after they have received the necessary endorsements. This is evident from the requirements for Regional Duty Officer in the Agreement and the proposed policy.

[49] I found that it was not just underpinning knowledge associated with the lower ranks which was required to achieve the requirements of the Operations Officer position description but in some cases actual competency was required. I also considered, based upon the evidence before me, that a significant period of demonstrated relevant experience was also required given the nature of the competencies involved and the importance of maintaining the integrity of the professional firefighting career path within the CFA and to ensuring that Operations Officers had all the required competencies to meet the Position Description However, I did not have the evidence before me sufficient to verify the detailed content of Attachments 1 and 2 and the Induction Program which would be utilised to assess the necessary requirements. I rejected the UFU propositions that all the underpinning knowledge associated with the lower ranks were to be achieved and that applicants should be restricted to those from a recognised fire service except where the UFU agreed otherwise. In this context I was not seeking in my decision to specify a particular experience requirement but rather simply to specify that a significant period of demonstrated relevant experience was required.

[50] I am satisfied that the use of the term “fire and emergency and fire and emergency management experience” is not required and could be misinterpreted as defining a particular type of background. I consider that the requirement would be better expressed as follows: “However, at the conclusion of the Lateral Entry process and after achievement of any necessary endorsements, an Operations Officer will be expected to meet the requirements of the Position Description including having an understanding of, and proven performance in fire and emergency management strategies and practices together with the achievement of the Station Officer competencies. This will require a significant period of demonstrated relevant experience.” The Policy document attached shall include this amended requirement.

Conclusion

[51] In partial resolution of the dispute I determine that Attachment A is the Lateral Entry policy to be utilised on a trial basis until a review is completed following its use in the filling the Operations Officer Reliever vacancy in District 18 and, then on an ongoing basis subject to any amendments which may arise from the review process identified in the policy.

COMMISSIONER

Appearances:

Ms A. Forsyth of Counsel, on behalf of the UFU.

Mr J. Bourke, SC, with Mr T. Jacobs of Counsel on behalf of the CFA.

Hearing details:

2012

Melbourne

November 23

ATTACHMENT A to the decision

CLAUSE 122 – LATERAL ENTRY

Policy for Operations Officer Lateral Entry pursuant to clause 122 of the Agreement

PURPOSE & APPLICATION

To establish a process and detail the requirements for Lateral Entry which can be applied to identified Operations Officer vacancies, enabling the appointment of external personnel pursuant to clause 122 of the Agreement.

The purpose and application of this Lateral Entry process does not seek to reduce or limit opportunities for CFA personnel. The preference remains to develop and promote CFA employees from lower ranks in the first instance.

This policy will be reviewed after it has first been implemented to ensure any learning’s are incorporated. For the avoidance of doubt, this policy, together with any amendments made following the review, shall apply to the filling of any Operations Officer vacancy by Lateral Entry.

DEFINITIONS

Agreement means the Country Fire Authority/United Firefighers Union of Australia Operational Staff Enterprise Agreement 2010.

Recognised Fire Service is a fire service of a Government of Australia or New Zealand. It does not include a private fire fighting service.

Long Term Vacancy is a vacant internal operational position listed as such within the weekly ‘people moves’ publication. A vacancy does not qualify for this status until it has been advertised twice internally with no suitable applications being received.

Fixed Term Internal Transfer / Higher Duties is defined by the agreed Business Rules which enables these positions to be offered on the basis an employee agrees to a minimum period of 12 months at the location and is subject to the special terms and conditions pertaining to this arrangement.

BUSINESS RULES

Vacancy Management Strategy

The following process will be applied when seeking to fill permanent vacancies for Operations Officer positions.

1) Promote or transfer in accordance with the normal Recruitment & Selection process as per CFA policy & procedure internal qualified people, namely, career firefighters who have obtained the competencies and qualifications for Operations Officers specified in the Agreement.

Only following the vacancy qualifying as a Long Term Vacancy and without suitable internal applications being received, the following steps may be initiated.

2) Fixed Term Internal Transfer / Higher Duties Opportunity

Where no applications have been received from qualified applicants, the position may be offered as a Fixed Term Internal Transfer / Higher Duties opportunity.

Note: The application of this step may be applied on a case by case basis and is not a mandatory requirement for the process to continue to point 3.

a) The application of this step is subject to approval of the Deputy Chief Officer (DCO Readiness and Response) and the Executive Director People & Culture.

b) The application of this step is subject to the agreed provisions of the Fixed Term Internal Transfers / Higher Duties Business Rule and provides an opportunity for qualified members to be appointed to the position for a period of usually 12 or 24 months with an option of permanent appointment.

c) It may be determined on a case by case basis to pass over this step or modify the application of the Fixed Term Internal Transfer / Higher Duties Business Rule.

3) Priority Appointment Program

Where no applications have been received from qualified applicants, the position is to be made available to internal applicants who hold the rank of Leading Firefighter via the Priority Appointment Program (if available) or any similar program which provides for a streamlined approach to career development and which is developed consistent with the consultation and other requirements in the Agreement.

Any such program will be linked to vacant positions and will enable Leading Firefighters to apply for Station Officer or Operations Officer long term vacancies. Employees will undertake all training and assessments required for the rank in a condensed format and are then promoted to the position to which they applied.

If the above processes are unsuccessful and the Chief Officer authorises the filling of the position by Lateral Entry the following competency based Lateral Entry process will apply.

Note: The CFA may consider filling any vacant position through secondment or appointment of career officers from the MFB or another fire services with no less equivalent competencies and qualifications than for Operations Officers as specified in the Agreement but this is not mandatory.

4) Lateral Entry

a) Any request to apply the Lateral Entry process to Operations Officer positions must first be presented to the Chief Officer for endorsement. Requests for this endorsement must be submitted by the Region and be endorsed by the Executive Director People & Culture and Deputy Chief Officer (Readiness & Response).

b) Lateral Entry will only be considered following all internal recruitment & selection processes being exhausted, including rapid development opportunities for Leading Firefighters.

c) Qualified internal applicants are able to apply for vacant positions at any time during the above process.

d) CFA is to provide notification to the UFU of its intention to apply the Lateral Entry process to the identified positions.

e) The Lateral Entry process cannot be applied to fill an Operations Officer vacancy where that vacancy is an Officer in Charge of an Integrated Brigade.

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People & Culture will work with Fire & Emergency Management to identify suitable applicants and undertake a broad spectrum external recruitment campaign including targeted advertisement for personnel within other agencies.

When a Lateral Entry position is advertised externally, it will also be advertised internally with appropriate notations that it is subject to the Lateral Entry process. All applicants, including recruits through to qualified firefighters, will be assessed consistently against the advertised requirements of the position and in accordance with CFA policy and the Business Rule processes.

Eligibility Criteria for External Applicants

The assessment criteria applied to external applicants will be the Operations Officer Position Description. Preference will be given to those applicants who have previous professional service with another Recognised Fire Service or who have professional backgrounds in emergency / fire management.

Although preferred external applicants do not require the relevant competencies and qualifications as identified within Schedule 12 of the Agreement to apply for the position.

Prior to any merit based interview, each short listed applicant will be required to undertake a skills recognition process (as detailed) to confirm the applicants underpinning knowledge, skills and experiences together with formal qualifications.

Selection Process Overview

1) Short-listing based on application – demonstration of skills and experience relevant to Operations Officer position. Based primarily on response to selection criteria and resume.

2) Skills Recognition Process.

3) Further short-listing based on Skills Recognition Process.

4) Psychometric Testing.

5) Merit based interview and scenario based assessment - demonstration of skills and experience relevant to Operations Officer position.

6) Reference Checking.

7) Medical Assessment - AFAC medical assessment / criteria to be applied which is currently used for recruits.

8) Drivers Licence – standard entry requirement. Heavy vehicle licence is not required to apply but required on appointment. Costs will be reimbursed by the CFA.

9) Police Record Check – standard entry requirement.

Skills Recognition Process

The skills recognition process will involve an assessment and have the applicants skills, qualifications and experiences measured against both the Operations Officer Position Description and the equivalent of the requirements of Schedule 12 of the Agreement as it applies to Operations Officers. This will include the Operations Officer Level 1 specific competencies in Schedule 12 together with the Station Officer competencies acquired through the Station Officer development course (or equivalent) and the necessary underpinning knowledge equivalent to Firefighter through to and including Station Officer qualifications to ensure that all the requirements of the Position Description in Schedule 11 of the Agreement are able to be met.

The applicant will be required to submit evidence supporting their application, this evidence should include:

• Formal qualifications & training programs

• Agency specific / in house training

• Demonstrated ‘on’ or ‘off’ the job skills

• Work history

o Roles & responsibilities

o Duties & accountabilities

o Personal performance evaluations

• Currency of skills

• Life experiences.

The information presented should demonstrate the existing skills, experiences, knowledge and personal attributes matched against the identified skills and Position Description.

Skills Required

To be appointed on an ongoing basis at the conclusion of the Lateral Entry process the person must meet the requirements of the Position Description in Schedule 11 of the Agreement and the equivalent of the requirements of Schedule 12 of the Agreement as it applies to Operations Officers. This will include the Operations Officer Level 1 specific competencies in Schedule 12 together with the Station Officer competencies acquired through the Station Officer development course (or equivalent) and the necessary underpinning knowledge equivalent to Firefighter through to and including Station Officer qualifications to ensure that all the requirements of the Position Description in Schedule 11 of the Agreement are able to be met.

Attachment 1 illustrates the required operational underpinning knowledge, skills and competencies which must be met for an external applicant to be successfully appointed to an Operations Officers position on an ongoing basis at the conclusion of the Lateral Entry process.

Note: It is not a requirement that the applicant possess all of these skills prior to making an application. However, at the conclusion of the Lateral Entry process and after achievement of any necessary endorsements,an Operations Officer will be expected to meet the requirements of the Position Description including having an understanding of, and proven performance in fire and emergency management strategies and practices together with the achievement of the Station Officer competencies. This will require a significant period of demonstrated relevant experience.

Attachment 1 is an initial draft which may be subject to further development.

Attachment 2 details the associated leadership, management, communication and interpersonal skills which must be demonstrated by the applicant. These skills, attributes and experiences need to be demonstrated in both the skills assessment process as provided for by formal qualifications and the merit based interview process by demonstrating relevant experiences.

Successful applicants will be required to complete the necessary training to address any gaps identified through the skills recognition process.

Skills Recognition Panel

The Skills Recognition Panel will be tasked by the Selection Panel Chair and will review the evidence provided and if recommended then consult with the applicant to validate the assessment recommendation. The panel will consist of:

a) Human Resources Manager – at the nomination of the Executive Director People & Culture

b) Operations Manager (HR Planning)

c) Operations Manager (Learning & Development)

d) OT&V (Manager Learning Systems) who is able to facilitate the RPL / RCC and credit transfer process for training competencies and qualifications.

e) Operations Manager (Incident Management Capability)

f) A UFU nominee who is an Operations Officer or Operations Manager conversant with RPL/RCC principles, competency based training, the Public Safety Training Package and their application within the CFA.

Notes:

• If any member of the panel is unable to participate the Chief Officer will nominate other than in respect of the UFU nominee in which case the UFU will nominate a replacement.
• There is no requirement for consensus to be reached by the panel in matters it deals with.
• A UFU nominee will not be required to be a member of the panel for the current process to fill the vacancy at District 18.

Skills Assessment

The assessment will measure:

a) The sufficiency of evidence provided to ensure adequate evidence / information has been provided.

b) Authenticity of the documentation and evidence submitted.

c) The currency of skills and knowledge.

d) The quality and proficiency of both previous learning and current skills.

e) The transferability of the skills / qualifications to the CFA environment.

At the completion of this process the Skills Recognition Panel will be able to make a final recommendation regarding the applicant’s continuation within the process and clearly identify what skills / knowledge gaps exist. Given its targeted nature, the Induction Program and Individual Learning Plan established to address all identified skills / knowledge gaps should be effectively achieved within a 12 month timeframe.

If in the view of the panel this target cannot be met, then the Skills Recognition Panel should make a recommendation that the applicant not progress through the merit based selection process.

Successful applicants will be required to complete an Individual Learning Plan which is designed to provide only the underpinning knowledge and skills for which their assessment has shown them as being below the standard required.

Further Shortlisting

Following the recommendations of the skills based assessment and a review of the associated assessment, the Selection Panel may further shortlist the applicants.

It is at this point of the process that the applicants shortlisted may be required to complete the necessary psychometric assessment for further consideration by the Selection Panel.

Recruitment & Selection & Appointment Process

Consistent with CFA Recruitment and Selection Policy the Selection Panel for the Lateral Entry process as a minimum shall comprise of:

a) Regional Director

b) Operations Manager

c) Human Resources Manager

d) Deputy Chief Officer (chairperson)

e) One OM or OO as nominated by the Chief Officer

Note: If any member of the panel is unable to participate the Chief Officer will nominate a replacement

The merit based interview will measure the applicant’s skills, qualifications and experiences against the requirements of the Operations Officer Position Description. This interview will be consistent with CFA Policy, including the checking of references and may include scenario based assessments.

Previous experience in a similar role will be both beneficial and advantageous and will be reflected favourably in the recruitment and selection process. A minimum level of experience in each risk environment is not in itself mandatory to make an application. The shortlisting process together with the assessment made by the Skills Recognition Panel will consider all relevant experiences in these environments and this will be reflected in the associated recommendations.

The recruitment and selection process will measure / weigh previous experience in these environments with the results contributing to the overall assessment of the individual’s suitability to the position.

Individual Learning Plan

Following the merit based selection process and subsequent recommendations, the Skills Recognition Panel will be able to prepare a tailored Individual Learning Plan to ensure the successful applicant acquires all relevant skills and knowledge required to effectively perform the role.

This Individual Learning Plan will include timeframes and will not exceed 12 months unless extraordinary circumstances apply during the program whereby this can be modified on a case by case basis.

Attachment 1 illustrates where each required competency to support underpinning knowledge can be obtained. This table does not consider leadership / management training as it is assumed that the successful applicant will possess equivalent qualifications / skills. If this is not the case, then appropriate training will be incorporated into the individual’s Individual Learning Plan.

The Individual Learning Plan will be supported by an evidence portfolio to capture, record and track on the job experiences, formal and informal learning.

Appointment Process

The Chief Officer is required to approve any recommendation made by the Selection Panel prior to any offer of employment.

The preferred applicant will be required to successfully complete a medical assessment and meet all other entry requirements prior to receiving an offer of employment.

The Skills Recognition Panel will be required to formalise an Individual Learning Plan for the preferred applicant to address any skills or knowledge deficiencies. This Individual Learning Plan will form part of the offer of employment, with the incumbent accepting the requirement to complete the Individual Learning Plan within the defined timeframes.

All new appointments via this Lateral Entry process to Operations Officer will be to a level commensurate with the applicant’s competency as confirmed through the skills recognition process or, as a minimum Operations Officer Level 1.

Successful Applicants

Applicants who accept a Lateral Entry position will be appointed as Operations Officers.

As a condition of their employment they will be required to successfully complete:

• the relevant CFA Induction Program; and

• the Individual Learning Plan developed for them to close any identified skill gaps within a defined time (not exceeding 12 months).

During the period of the training plan, the appointee’s employment will be probationary, and if the Individual Learning Plan is not successfully completed or if it is adjudged that the appointee is not making sufficient progress towards completion or is unable to carry out the required duties within the time specified in the Individual Learning Plan, the employment may be ended.

Appointees will not undertake Operations Officer duties for which they do not have the necessary competencies and endorsements. This will also apply during the period that the appointee is undertaking the Individual Learning Plan.

CFA Induction Program

As part of the Individual Learning Plan the appointee will undertake an eight (8) week CFA Induction Program consisting of but not limited to the completion of two (2) weeks work at each of the following locations:

1. Work at an outer-metropolitan District

2. Work at a country / regional District

3. Work at CFA HQ – functional awareness

4. Work at a major integrated brigade

The Skills Recognition Panel will make recommendations of how the Induction Program can best integrate into the Individual Learning Plan.

On a case by case basis and as recommended by the Skills Recognition Panel, this Induction Program may be extended or modified to address other development / awareness needs.

Any Induction Program as a minimum will include the following content;

In Districts

IFMP

Financial Systems

DECC Operations

DPC & other committees

ICC’s, Div Comm

Groups

S29’S, BRIGADE MEETINGS

PPRR functions & planning

District / Regional Structures / functionality

Role of RDO

CFA protocol,

Elections, funerals etc

Discipline / HR management processes

Training plans / calendars / BOSP

Admin & Business Systems

Community education programs

Policy & Legislation

Specialist Response & Fire Investigation	CAD / FIRS	SCC / Aircraft / Incident Management	State Command & Control arrangements
Dangerous Goods / Fire Safety Inspections	Functional Awareness	Rostering	Logistics Centre

Major Integrated Brigade

Operational Response ‘ride along’	Delivery of education programs	Development of pre-plans	Brigade Management Teams
Role of OIC & Integrated Brigade operation	Response capabilities	Equipment awareness	Management of Payroll / EBA processes

When the employee commences work in their allocated position, they shall also complete a local induction program.

Following a minimum of six months appointment, successful completion of their Individual Learning Plan and upon recommendation from the Operations Manager & Regional Director the employee will commence any required studies to progress to Operations Officer Level 2 (if required) and perform the RDO function.

Once endorsement is received to undertake the RDO function, the Lateral Entry process will cease to be applicable and the employee will be subject to normal business practices.

Performance Monitoring

Each Operations Officer appointed via this Lateral Entry process will be required to participate in a formal performance review process. It will remain a requirement to participate in this process whilst the employee remains subject to this Lateral Entry process, continues to undertake their Individual Learning Plan or has not yet completed their probationary employment period.

The aim of the Personal Performance Review (PPR) process is to facilitate a discussion between managers and their staff in order to:

Provide an opportunity for constructive feedback to enable performance improvement;

Measure progress against the Individual Learning Plan, Induction Program and other key targets / achievements as established;

Set key outcomes and performance indicators for future periods, subject to periodic review;

Align individual activities with the Region business plan; and

Agree individual development plans.

The frequency of the performance reviews will be determined by the Regional Director, having consideration to the duration and content of the Individual Learning Plan.

Immediately prior to the completion of their Individual Learning Plan/probationary period, the Operations Officer will participate in a formal performance evaluation with their Operations Manager and Regional Director. This performance review is part of the evaluation / recommendation process for the Individual Learning Plan/probationary period.

Following the employee’s successful induction into CFA, this final review which will consider whether the appointee should be confirmed in their employment, and will also include a personal development plan, identifying the opportunities for the employee to progress to the next remuneration level, providing evidence to support any endorsement decision regarding the RDO function or actions required to address remaining skills gaps or performance standards.

An employee who fails to meet the performance and /or behaviour standards and expectations required in either a performance or behavioural sense will be counselled / coached on an early intervention basis. Failure to respond to this counselling / coaching will may result in termination of employment in the Lateral Entry program and CFA.

REVIEW OF THIS POLICY

Attachments 1 and 2 and the Induction Program shall operate on a trial basis until a review is completed following the filling of the Operations Officer Reliever vacancy in District 18.

Following a Lateral Entry appointment being made to the District 18 position:

Within two months of the completion by the appointee to the District 18 position of their Induction Program and Individual Learning Plan, the OO/OM Consultative Committee and the Skills Recognition Panel shall review the Induction Program and Attachments 1 and 2.

In the event that the Chief Officer determines to fill a further Lateral Entry position prior to the completion of the review then subject to the following this policy including the Induction Program and Attachments 1 and 2 shall apply. The UFU may raise through the OO/OM Consultative Committee and or the Skills Recognition Panel proposals for earlier amendment(s) to Attachment 1. These issues will be considered and any amendments agreed will be incorporated and utilised as part of the process for filling the vacancy. The issues may be subject to conciliation but not arbitration however consideration of the issues raised shall not lead to delay in filling any required vacancies beyond that inherent in this policy.

If at the conclusion of the review any further changes to this policy beyond those which have been agreed are sought by either UFU or CFA then the proposed changes and the reasons for them must be notified to FWA and the other party. FWA will not determine changes which are otherwise inconsistent with the FWA decisions of 13 and 26 November 2012. Any arbitration will be based upon the current dispute notifications. Otherwise this policy, including any agreed amendments, will be confirmed in operation.

Following the review FWA will incorporate any agreed amendments and determine a final version of this policy or Business Rule.”

Relevant Section of the Agreement.

122. LATERAL ENTRY

Where it can be demonstrated that no suitably qualified internal applicant (as per clause 120.1 and 120.2) exists and after advertising internally on two occasions, CFA will seek to fill the vacant position through:

122.1 Internal appointment of a person who does not meet all the requirements of Schedule 12; or

122.2 lateral entry of an external applicant

In accordance with the outcomes of consultation or, if not resolved, by determination of FWA of a competency based lateral entry process. A determination of FWA pursuant to this clause will be effective only for the classifications covered by this agreement and only for the life of this agreement.

ATTACHMENT 1 to the Policy

ATTACHMENT 2 to the Policy

Attachment 2

Required Leadership & Management Skill Set

The following attribute / skill set (complete with descriptors) will be measured for each shortlisted applicant by both the skills assessment panel & interview panel. A recognition process will need to be completed for AFC 4.16 Leadership & team management as it is required by Schedule 12 of the Agreement.

As part of the merit based interview process, applicants may be assessed against these skill sets by undertaking scenario based experiential assessments.

Personal Effectiveness

Displaying a range of personal qualities and attitudes which enable the individual to effectively manage and respond to others and the demands of the environment. These include adherence to values, operating in an open and positive manner, responding effectively to change and demand, and maintaining a high level of quality. At leadership levels, it also involves providing strong and supportive leadership to others.

At Operations Officer level, this capability involves personally displaying and modelling the attitudes and behaviours at lower levels whilst also actively promoting, acknowledging and supporting these behaviours and attitudes in others

within one’s own area. It also includes providing strong and supportive leadership to one’s own and other teams.

Building and Maintaining Teams

Displaying and promoting behaviours which build relationships and rapport with a wide range of people and encourage a sense of consultation and cooperation within the organisation. It involves developing effective teams, promoting teamwork and creating and contributing to an open and inclusive climate within the organisation.

At Operations Officer level, this capability involves creating an open and collaborative environment in one’s own area and supporting and promoting appropriate behaviours within teams. It includes displaying effective teamwork and relationship building behaviours across different areas within and outside the organisation.

Communicating Effectively

Communicating in a clear, consistent and fluent manner, and confidently and credibly expressing one’s views. It also involves the use of appropriate channels of communication, adjusting one’s style to fit the needs of different audiences and writing clearly and correctly.

At Operations Officer level, this capability involves communicating clearly, fluently and confidently in a range of situations including public speaking forums. It also includes using a range of opportunities and methods to communicate across and within teams and displaying effective listening and writing skills.

Problem Solving and Decision Making

Gathering, interpreting and analysing information and making well reasoned judgements. This includes producing workable and innovative solutions and committing to make decisions and taking action.

At Operations Officer level, this capability involves seeking out comprehensive information from a diverse range of sources and actively challenging existing practices. It involves making well reasoned judgments based on sophisticated evaluation and analysis and being able to take the initiative and make clear decisions under pressure. It also entails developing a variety of innovative solutions and taking clear accountability for decisions.

Influencing, Gaining Agreement & Conflict Resolution

Persuading, influencing and convincing others to gain their support for ideas and proposals. This includes utilising relationships and networks as a means of achieving buy-in. It also involves negotiating effectively and being effective in dealing with and resolving disputes and conflict.

At Operations Officer level, this capability involves using a wide range of strategies, including relationships and networks, to influence and persuade others. It also includes negotiating effectively inside and outside the organisation and intervening in, mediating and resolving disagreements and conflicts within own sphere.

Planning and Organising

Planning, organising, managing and monitoring work and projects to ensure the achievement of required outcomes. This includes ensuring efficient time management and a methodical approach to work.

At Operations Officer level, this capability involves overseeing the planning, organising and monitoring of the delivery of work against goals and objectives and, where relevant, managing projects effectively. It also entails the effective allocation and management of time and resources.

Managing Performance

Understanding and performing in accordance with defined responsibilities and objectives and demonstrating enthusiasm and commitment. At progressively higher levels this involves defining goals and objectives and monitoring performance

against these. At the highest levels, it is about defining the future vision and strategy of the organisation and linking these to the establishment of coordinated objectives and performance targets.

At Operations Officer level, this capability involves ensuring that the roles, responsibilities and business goals and objective in one’s own area are related to organisational strategy and clearly defined and communicated. It includes ensuring that there are effective delegation, feedback and performance management processes in place and displaying enthusiasm and energy and engendering this in others.

Developing Others

Ensuring that training and development needs are identified and met and, at leadership level taking action to ensure that others are actively supported in identifying needs and being involved in appropriate development activities. It is also about empowering others and providing them with autonomy as a means of encouraging development on the job.

At Operations Officer level, this capability assumes taking responsibility for one’s own development as well as assisting others with their development by holding discussions and identifying and meeting needs. It also involves having processes in place which ensure that the development of staff at all levels is adequately addressed in one’s own area, and empowering others as a means of encouraging their development.

Financial Management

Understanding and applying financial management processes at a level appropriate to own area and level of responsibility. This includes demonstrating an awareness of managing budgets, controlling costs and ensuring the efficient utilisation of resources.

At Operations Officer level, this capability involves displaying an awareness of the financial issues and systems in one’s own area of organisation and effectively managing and overseeing budgets, cost reductions and the efficient use and deployment resources

1 PR531292 at paragraph 72.

2 Exhibit UFU 5 and Exhibit CFA 8.

3 Exhibit CFA 9.

4 PR531292 at paragraph 110.

5 Ibid.

6 PR531292 at paragraph 91.

7 PR531292 at paragraph 98.

8 Exhibit CFA8.

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