RAP consultation focuses on 10 projects and themes€¦ · Updates will continue to be provided via...

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RAP consultation focuses on 10 projects and themes

Continue to roll out major projects• The Orange Door• Courts• Dhelk Dja• MARAM and Information

Sharing • Workforce Development

Building momentum

• Primary Prevention• Housing• Legal Assistance• Perpetrators and people

who use violence• Research and Evaluation

The Orange DoorDelivering a statewide network of specialist hubs for

family violence support and services

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The Victorian Government is developing the second Family Violence Reform Rolling Action Plan 2020 – 2023 (RAP2) as part of its commitment in the 10-year plan: ‘Ending Family Violence: Victoria’s plan for change’. RAP2 will be launched at the end of 2020 as the plan for the next phase of the long-term reform of Victoria’s family violence system.

Over the period of the first RAP (2017 – 2020) we have delivered key parts of the reform and we are beginning to make a difference to the lives of victim survivors. For example, the first specialist family violence courts are up and running, investment in housing and support pathways is enabling us to help more families, quicker, with better and more stable housing options. More than 1,480 Victorian schools have signed on to the whole school approach to Respectful Relationships to create a culture of gender equality and respect and change the story of family violence for future generations

While more than two thirds of the Family Violence Royal Commission recommendations have now been implemented, we are nearly four years into a 10 year plan to rebuild the family violence system. Through RAP2 we will continue to deliver the key parts of the reform such as the continued roll out of The Orange Door, building a specialist family violence workforce and providing training in risk assessment (MARAM) and information sharing. We will have an increased focus on perpetrators and prevention which will embed the reforms to ensure the family violence system is sustainable and enduring.

We will continue to incorporate what we have learnt so far, and from coronavirus (COVID-19), into the reform, to ensure it is responsive and adaptive. As the reform evolves from implementing the Royal Commission recommendations we will tell the community how we are going by measuring our progress through reporting against the Family Violence Outcomes Framework (FVOF).

Valuing lived experience

Aboriginal self-determination

Intersectionality

FAMILY VIOLENCE REFORM OVERVIEW

Our RAP2 priorities are 10 themes and programs that we will prioritise for the next three years to ensure we remain on course to deliver long-term reform.

Underpinning the 10 priorities are these 3 reform principles which inform our approach to all our activity

Consultation content – The Orange Door

This set of slides highlight what government has done so far, and what it intends to do over the coming three years, to implement The Orange Door across Victoria and improve support for clients. Slide 3: summarises what government is doing and shows how The Orange Door supports the achievement of the Family

Violence Outcomes Framework (FVOF) as we continue to implement Royal Commission recommendations Slide 4: showcases key achievements during RAP1 Slide 5: sets out the activities government proposes to deliver for this priority over the next three years Slide 6: reflects on how coronavirus (COVID-19) has impacted The Orange Door Slide 7: shows how the three reform principles have been considered in designing The Orange Door

RAP2020-2023 Priorities

PrimaryPrevention

Housing

Legal Assistance

MARAM and

Information Sharing

CourtsResearch

and Evaluation

WorkforceDevelopment

Dhelk Dja

The Orange Door

Perpetrators and people

who use violence

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The Orange Door PRIORITY AREA OVERVIEW

How The Orange Door is delivering on our reform priorities

Accessible, safe and welcoming -- providing quick and simple access to support and safety

Helping identify family violence and child andfamily safety and wellbeing issues

Employing a specialist workforce with access to critical information that strengthens risk assessment and management

Holding perpetrators accountable for their actions by planning interventions and responses that address the risks they pose and

change their behaviour.

Providing a system-wide view of service capacity, clientexperience and outcomes

Activities in this priority area will likely have the greatest impact in achieving the following highlighted FVOF domains:

Family violence and gender

inequality are not tolerated

Victim Survivors, vulnerable children

and families are safe and supported

to recover and thrive

Perpetrators are held to account,

engaged and connected

Preventing and responding to

family violence is systemic and

enduring

The FVOF articulates the government’s vision to end family violence.

The four FVOF domains reflect the long term outcomes sought through the collective efforts of the reform.

The FVOF represent the key priorities in preventing and responding to family violence and clarifying what constitutes success.

The Family Violence Outcomes Framework (FVOF)

Reform IntentThe Orange Door is a statewide network of support and safety hubs for adults, children and youngpeople who are at risk of experiencing or have experienced family violence, and for families who needsupport with the care, development and wellbeing of children.

The Orange Door provides a visible and accessible entry point to family violence services, Aboriginalservices, children and family services, and services for perpetrators connecting to a broader networkof safety and support.

Royal Commission into Family Violence (RCFV)With more than two-thirds of the Family Violence Royal Commission recommendations now implemented, delivery of activities under this priority over the next three years will continue to support recommendation implementation. Updates will continue to be provided via the vic.gov.au website. 4

The Orange Door ACHIEVEMENTS SINCE 2016TA

ILO

RED

SUPP

ORT

We are coordinating support and helping

people access the range of supports they need

In 2018-19:

Risk and needs assessments conducted for 10,832 people (including children) to determine appropriate support for their safety and wellbeing. 2,486 Central Information Point reports helped to inform better risk management plans 4,000+ people assisted by The Orange Door with crisis responses and short-term interventions (including brokerage funds)

Continued enhancement of the Client Relationship Management system is providing a single, accessible source of information to support practitioners in taking a whole of family view and planning integrated service responses to meet peoples’ needs

Support is tailored to each family’s needs, including allocating core service responses, referrals to broader services, and addressing risk and needs within The Orange Door where it is determined that immediate support is required

COLL

BORA

TIVE

WO

RKIN

G

We are bringing together a specialist

workforce

More than 250 specialist practitioners are working together across a range of disciplines, drawing on each other’s knowledge and experience and providing a more integrated approach to the assessment and management of risk

Specialist leadership is provided through practice leadership roles such as Advanced Family Violence Practice Leaders, Integrated Practice Leaders, Aboriginal Practice Leaders and Senior Child Protection Practitioners

The Workforce Strategy for The Orange Door is supporting agencies with the unique challenges that arise from The Orange Door service delivery context, including delivering services under a new service model, integrated practice in a multi-agency environment, and a matrix management structure

THE

ORA

NG

E DO

OR

ROLL

OU

T

The Orange Door has started operating across

Victoria

The Orange Door is open in five areas: the Bayside Peninsula, Barwon, North Eastern Melbourne, Mallee and Inner Gippsland

The Orange Door has brought together family violence services, Aboriginal services, family services and perpetrator services to form a strong partnership in each area and provide an integrated response to family violence and child and family wellbeing

51,157 responses were provided in the first year of The Orange Door operation

An evaluation of the establishment of the first four areas has informed implementation planning for the next areas to be established

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The Orange Door ROLLING ACTION PLAN 2020-2023 PROPOSED ACTIVITIES

Victim Survivors, vulnerable children and families are safe and supported to recover and thrive

Perpetrators are held to account, engaged and connected

Preventing and responding to family violence is systemic and enduring

The Orange Door operational in all seventeen DHHS areas (by end 2022)

Rolling establishment of:• Access Points• Aboriginal Access Points

Transition to full service model

Performance Monitoring Framework for The Orange Door

Integrated Practice Framework

Service enhancements:• Improved service connections• Expanded service responses• Enhanced accessibility

Strengthening Aboriginal inclusion, access and equity

Demand management

Ongoing continuous Improvement activities:• Client Partnership Strategy• Data and reporting• Training and Induction• Operational and practice guidance

Two evaluations of the Orange Door

NB: Timeline milestones have been included where applicable; text in panels indicates an ongoing and/or non date specific activity

2020 2021 2022 2023

Central Highlands

Loddon Goulburn The Orange Door operating in five more locations

The Orange Door operating in four more locations

The Orange Door operational in 17 DHHS areas

Final service design model for Aboriginal Access Points tabled for endorsement by the Dhelk DjaPartnership Forum

Establish the first Aboriginal Access Point

All Aboriginal Access Points established

Planning to transition to full service model

Interim performance monitoring framework

Final performance monitoring framework

Update training and guidance on integrated practice and deliver completed framework

Design service enhancements; implement at area level

Aboriginal Inclusion Action Plan tabled for endorsement by Dhelk DjaPartnership Forum

Statewide Demand Management Framework finalised

The Orange Door Demand Management Plan complete

Statewide Demand Management Framework finalised and implementation commenced

Ongoing continuous improvement

Second evaluation complete Third evaluation commences

Summary of proposed activitiesFVOF Domains

Rolling establishment of Access Points

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The Orange Door CORONAVIRUS (COVID-19) IMPACTSService delivery adaptation, learnings and innovations during coronavirus (COVID-19)The Orange Door continues to deliver essential intake, assessment and safety planning functions over the phone or online. Technology-based ways to communicate with clients and deliver services during physical distancing/social isolation periods have been expanded. Some work on sub-projects has been impacted, primarily due to the increased need to focus on immediate service delivery and operational service continuity. Work to identify and progress establishment of The Orange Door in the remaining areas has continued.

The Orange Door service delivery Face-to-face services are provided for high risk and vulnerable clients where it has been assessed that other means of supporting and providing a service are insufficient or unavailable. Coordination has been maintained with workforces that are likely to intersect with family violence and child and family wellbeing in the coronavirus (COVID-19) context, such as primary

healthcare workforces. Family Safety Victoria (FSV) has developed a suite of MARAM (Multi-agency Risk Assessment and Management Framework) practice notes to support professionals, including The Orange Door

practitioners, to respond to increased family violence risk during the coronavirus (COVID-19) period and to use technology safely.

The Orange Door statewide implementation FSV has prioritised supporting operations of The Orange Door and critical activities to keep clients and staff safe during coronavirus (COVID-19). The new two openings of The Orange Door - Central Highlands and Loddon - remain on track for 2020, and in Goulburn in 2021. Further development of the 2020-21 Stage Plan and progress on some of the sub-projects has been impacted during the coronavirus (COVID-19) response. Delivery of the second and third performance evaluations of The Orange Door have been significantly impacted by coronavirus (COVID-19); further planning is required to determine the scope

and detail for future delivery.

NB: This is an interim summary of the impacts, adaptations and innovations which have arisen as a result of coronavirus (COVID-19). These will continue to be monitored and considered as the final RAP is developed. 7

The Orange Door REFORM PRINCIPLES

Aboriginal Self-Determination The Orange Door supports Aboriginal self-determination and works with Aboriginal communities and services with the intention of ensuring Aboriginal people receive

culturally safe and appropriate services.

The principles of self-determination are put into practice by: ensuring Aboriginal representation in Hub Leadership Groups and the establishment of the Aboriginal Advisory Groupsin each area; choice in service offerings; embedding cultural safety; and employing an Aboriginal Practice Leader and workers to support work with Aboriginal clients.

Self-determination in implementation of The Orange Door is also supported by the Dhelk Dja Partnership Forum and working groups.

Three Aboriginal Access Points will be established by the end of 2021.

The Aboriginal Inclusion Action Plan, a three year plan to embed inclusion, access and equity in The Orange Door, is under development.

Lived Experience The lived experience of people continues to inform service design, development and

planning processes for The Orange Door.

The Client Partnership Strategy for The Orange Door outlines a suite of actions tomove towards greater client partnership, in all aspects of The Orange Door design,development and delivery, including increasing client representation in governance,reference and advisory groups.

The Client Voice process is gradually being introduced capture information about theclient experience of The Orange Door to inform continuous improvement.

A second evaluation of The Orange Door will seek to determine the impact andbenefits of The Orange Door model for clients, and gain critical insights into clientexperience.

Intersectionality The Orange Door has been designed to provide inclusive, responsive and accessible

services for individuals of any age, gender, ability, sex, sexuality, culture or religion.

The Everybody Matters: Inclusion and Equity Statement provides guidance to thefamily violence system to foster a more inclusive and responsive system for morepeople, regardless of gender, ability, sexual orientation, sex, ethnicity, religion, age ormental health.

Family Safety Victoria has developed an Inclusion Action Plan for The Orange Door toembed inclusion, access and equity in services and policies, and to build the capacityof workers to respond to diverse community members by applying an intersectionallens.

We have considered the principles that underpin the reform in designing The Orange Door

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Courts

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Reforming the court response to family violence







Intersectionality




Consultation content – Courts

This set of slides highlight what government has done so far, and what it intends to do over the coming three years, to reform the court response to family violence, including transforming accessibility and services for victim survivors and keeping perpetrators in view. Slide 3: summarises what government is doing and shows how court reform activities support the achievement of the Family

Violence Outcomes Framework (FVOF) as we continue to implement Royal Commission recommendations Slide 4: showcases key achievements during RAP1 Slide 5: sets out the activities government proposes to deliver for this priority over the next three years Slide 6: reflects on how coronavirus (COVID-19) has impacted court reform initiatives Slide 7: shows how the three reform principles have been considered in planning how to inform the court response to family

violence


PrimaryPrevention

Housing

Legal Assistance

MARAM and

Information Sharing

CourtsResearch

and Evaluation


Dhelk Dja

The Orange Door


who use violence

10

Establishing Specialist Family Violence Courts

Strengthening safety features at headquarter courts

Pursuing a victim-centred and therapeutic approach to justice

Implementing a “One family, one magistrate” model for holistic handling of family violence related matters where possible

Implementing perpetrator counselling unique to SFVCThe only currently available mechanism of holding perpetrators to

account in civil court matters

Courts PRIORITY AREA OVERVIEW

How we are reforming the court response to family violence










enduring

Reform IntentDemand for court family violence hearings is expected to continue to increase over the short to medium term while efforts continue to bring about generational behaviour change. Reforms to victim survivors’ and perpetrators’ court experience is a major element of Victoria’s family violence reform. The courts family violence reform program is delivering a new family violence response model, including the flagship Specialist Family Violence Courts (SFVC) program. However, the activities are more wide-ranging: courts innovations will transform justice accessibility and servicing, providing a trauma-informed response for victim survivors and keeping perpetrators in view.

With more than two-thirds of the Family Violence Royal Commission recommendations now implemented, delivery of activities under this priority over the next three years will continue to support recommendation implementation. Updates will continue to be provided via the vic.gov.au website.

Royal Commission into Family Violence (RCFV)

Activities in this priority area will likely have the greatest impact in achieving outcomes against the following highlighted FVOF domains:


The four FVOFdomains reflect thelong term outcomessought through thecollective efforts ofthe reform.

The FVOF representthe key priorities inpreventing andresponding to familyviolence andclarifying whatconstitutes success.


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Courts ACHIEVEMENTS SINCE 2016FA

CILI

TIES

We have established specialist courts and remote hearing trials

Three Specialist Family Violence Courts are now fully operational at Ballarat, Moorabbin and Shepparton

Two Specialist Family Violence Courts are under construction at Frankston and Heidelberg

Several features of the Specialist Family Violence Courts will be incorporated into the redevelopment of the Bendigo Magistrates’ Court

Remote Hearing Pilot launched in July 2019 is increasing victim survivor safety at the Geelong Magistrates’ Court

SAFE

TY A

ND

SUPP

ORT

We have improved victim survivors’ court experience

Family violence matters heard by a specialist magistrate at all headquarter courts to provide a trauma-informed court experience

Dedicated family violence practitioners at every headquarter court for both victim survivors and perpetrators, including LGBTIQ practitioners

Statewide rollout of the Family Violence Intervention Order online form making the application process more accessible for victim survivors

Umalek Balit available at Melbourne, Mildura and Shepparton Magistrates’ Courts, offering culturally relevant support to Aboriginal women and men through the court experience

New Court Mandated Counselling Order Program rolled out across the five Specialist Family Violence Court sites, which allows specialist family violence magistrates to order male perpetrators of family violence to attend men’s behaviour change programs

The new Family Violence Contact Centre is improving the availability of timely and consistent advice. There have been more than 130,000 inquiries to the Contact Centre since its launch in May 2018

The Family Violence Multi-Agency Risk Assessment and Management Framework is being implemented jointly across the Magistrates’ and Children’s Courts to increase the safety and wellbeing of Victorian families by effectively assessing, identifying and managing family violence risk

OPE

RATI

ON

AL

We are making changes to the way courts run

Specialist Family Violence Court Division established under legislation including specialist family violence magistrates and registrars

Related matters heard together before the same magistrate (where possible) through a new listings Policy

New operational policies including target maximum number of family violence matters listed per day, allowing for magistrates to have more time to develop a personalised approach to keep victim survivors safe and hold perpetrators to account, and fast tracking of family violence criminal matters. These policies are recently implemented and will be further refined and developed

Dedicated team to share information across family violence partner agencies to enhance risk assessment and risk management

TRAI

NIN

G

We are building the capabilities of the court workforce

300 court employees engaged in family violence related training between July and December 2019

Establishment of the Family Law Demonstration Project to better understand what is needed to achieve best practice to improve the safety of those living with family violence and help families navigate the family and state courts 12

Courts ROLLING ACTION PLAN 2020 – 2023 PROPOSED ACTIVITIESFVOF Domains Summary of proposed activities 2020 2021 2022 2023


Family Violence Multi-Agency Risk Assessment and Management Framework (MARAM) implemented in full across SFVCs and embedded into practice

Family Violence Contact Centre

Family Violence Information Sharing Scheme (FVISS)

Independent evaluation of Magistrates’ Court of Victoria (MCV) led family violence reforms with a particular focus on the Specialist Family Violence Courts

MARAM Phase 2 Begins 2021 (TBC)


Remote hearing pilots

Expansion of Umalek Balit service delivery to additional SFVC locations

Specialist Family Violence Courts (SFVC)

SFVC operating model


Court Mandated Counselling Order Program (CMCOP)

Integrated Counselling and Case Management Program pilot (timelines dependent on social distancing requirements easing)

Expansion to Ballarat Expansion to Heidelberg

Pilot begins late 2020 (TBC)

Evaluation scope agreed

Evaluation commences

Evaluation report delivered. Findings inform future SFVC operations and delivery and RAP3

Continue to implement the specialist family violence operating model at the five SFVC locations

Continue to develop policy for remote hearings

Continuation of Court Mandated Counselling Order program

Deliver elements of the SFVC operating model to other court locations

Continue to address growing demand for information sharing across the FV service sector; providing fast response through the FVISS


Continuation of the Family Violence Contact Centre to centrally manage family violence inquiries providing dedicated staff expertise and improved service responsiveness.

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Courts CORONAVIRUS (COVID-19) IMPACTSService delivery adaptation, learnings and innovations during coronavirus (COVID-19)The most significant impact for the courts service delivery has been a shift from face-to-face to remote (video, telephone and online) format for court services, where appropriate. As social distancing efforts to contain coronavirus (COVID-19) came into full effect, Magistrates’ Court of Victoria venues remained open, however, non-urgent matters were adjourned to reduce the number of people in court buildings. Family violence matters continue to be heard and urgent and high-risk matters are prioritised.

Impact on court operations and support services Pilot of the new Online Magistrates’ Court, to provide the capability to hear matters via the WebEx secure online platform where appropriate. This is still in the early stages of development and

will begin to hear family violence matters in the coming weeks. Shift to video appearances for family violence matters (where appropriate) . Family violence practitioner support services provided over the phone (where appropriate) . Court Mandated Counselling Order Program group-work ceased and, where appropriate, shifted to online and phone delivery. Bridging support also developed with Family Safety Victoria and

service providers. Fast-tracked statewide rollout of the Family Violence Intervention Order Online Form. Applications can be made via the Magistrates’ Court of Victoria website. Duty lawyers not attending court resulted in fewer referrals to legal services. To resolve this, court staff are seeking consent from court users to provide their contact details to legal services. Increase in calls and length of calls to the Family Violence Contact Centre. Most of these calls are in relation to existing matters before the court such as changed dates. Increase in requests to the Family Violence Information Sharing Scheme team. Magistrates and court staff worked in a teams environment with one team on site at court and the other team working from home over alternate weeks. Limited capacity to use Specialist Family Violence Court safe waiting areas. Fewer on-site staff at court locations resulted in a reduced capacity to deliver the full specialist service in place at Specialist Family Violence Courts.

Other impacts Workforce training moved to online delivery. The establishment of the Heidelberg and Frankston SFVCs has been impacted by coronavirus (COVID-19). The scheduled commencement date for both sites may be impacted. Evaluation of Magistrates’ Court of Victoria-led family violence reforms has been impacted with a final report now expected in 2023, instead of 2022.


Courts REFORM PRINCIPLES

Aboriginal Self-Determination Umalek Balit, which means Give Strength in Woiwurrung, is designed to address the specific barriers faced by Aboriginal Victorians in participating in Victoria’s family

violence justice system. The service includes women’s and men’s practitioners who work with Aboriginal women and men to guide them through the court experience andoffer culturally relevant non-legal expertise regarding family violence matters.

Umalek Balit:

builds the court’s knowledge of Aboriginal people in Victoria; provides culturally safe and appropriate support, information and referrals to services; improves the court’s capacity to engage with Koori respondents and applicants in family violence matters; and improves the Victorian Aboriginal community’s confidence in the courts and justice system.

Lived Experience Family Violence Consultant position within the Family Violence Branch at

the Magistrates’ Court of Victoria to advise on lived experience for affected familymembers.

Court and service users are consulted during evaluations, such as the RemoteHearing Pilot Evaluation and the Evaluation of the MCV-led Family Violence Reform.

Intersectionality Umalek Balit is a dedicated service for Aboriginal Victorians.

The LGBTIQ Practitioner program, which runs out of the Neighbourhood JusticeCentre in Collingwood, provides specialised practitioner support to the LGBTIQcommunity.

Both of these programs reflect the trauma-informed approach to family violence.

We have considered the principles that underpin the reform in designing an entirely new family violence court response model

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Dhelk Dja: Safe Our Way

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Delivering through our partnership with Aboriginal communities to address family violence







Intersectionality




Consultation content – Dhelk Dja: Safe Our Way

This set of slides highlight what government has done so far, and what it intends to do over the coming three years to ensureinvestment in Aboriginal-led community family violence services.

Slide 3: summarises what government is doing and shows how Aboriginal-led community family violence activities supportthe achievement of the Family Violence Outcomes Framework (FVOF) as we continue to implement Royal Commissionrecommendations

Slide 4: showcases key achievements during RAP1 Slide 5: sets out the activities government proposes to deliver for this priority over the next three years Slide 6: reflects on how coronavirus (COVID-19) has impacted reform delivery to Aboriginal communities Slide 7: shows how the three reform principles have influenced our strategy to build Aboriginal-led, culturally safe services


PrimaryPrevention

Housing

Legal Assistance

MARAM and

Information Sharing

CourtsResearch

and Evaluation


Dhelk Dja

The Orange Door


who use violence

17

Dhelk Dja: Safe Our Way PRIORITY AREA OVERVIEW

Building data and evidence, to improve evaluation of Aboriginal-led community family violence services

Embedding information sharing and risk coordination

Building workforce supply, capabilities, practice guidance and leadership

Strengthening legal responses for Aboriginal family violence

Embedding cultural safety framework and action plan

Family violence and gender inequality are not tolerated








enduring

Reform IntentThe Royal Commission into Family Violence recognised the disproportionate impact offamily violence on Aboriginal people and communities, especially women and children,and the significant barriers they face to accessing culturally safe and responsive services.

Following the Royal Commission, the Dhelk Dja Partnership Forum developed a new 10-year agreement: Dhelk Dja: Safe Our Way – Strong Culture, Strong Peoples, StrongFamilies.






Royal Commission into Family Violence (RCFV)With more than two-thirds of the Family Violence Royal Commission recommendations now implemented, delivery of activities under this priority over the next three years will continue to support recommendation implementation. Updates will continue to be provided via the vic.gov.au website.

How we are developing a culturally safe response to family violence for Aboriginal Victorians

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Dhelk Dja: Safe Our Way ACHIEVEMENTS SINCE 2016IN

VEST

MEN

T

We have strengthened investment in embedding Aboriginal-led community

family violence services

$50 million in funding to deliver the Dhelk Dja Agreement: Safe Our Way – Strong Culture, Strong Peoples, Strong Families (Dhelk Djaagreement), which includes the establishment of the Dhelk Dja Fund to support holistic healing and frontlines service responses

$1.1 million annual investment in the Aboriginal Community Initiatives Fund, enabling 11 Dhelk Dja Action Groups across Victoria to support local Aboriginal community-led family violence prevention and education projects

30 projects funded through the Preventing the Cycle of Violence Aboriginal Fund and Aboriginal Community Initiatives Fund. This includes a $2.7 million investment in two-year funding grants for Aboriginal-led family violence prevention and early intervention initiatives

SUPP

ORT We are strengthening the cultural

safety of prevention programs and family violence support and response

Aboriginal-led prevention has been strengthened through updating the Indigenous Family Violence Primary Prevention Framework and implementing an Aboriginal-led family violence prevention campaign and education program

Community consultation in the design and preparation for Aboriginal Access Points. The access points will resource Aboriginal services as primary partners within The Orange Door network

Improvements to the cultural safety of mainstream services, and court and police responses

JOBS We are building a

specialist Aboriginal workforce

In partnership with Family Safety Victoria, the Dhelk Dja 3 Year Action Plan (2019-2021) will increase Aboriginal representation across the family violence workforce

Aboriginal frontline family violence services are being strengthened through the design and implementation of the Dhelk Dja Fund and Aboriginal Family Violence Industry Strategy

EVAL

UATI

ON

We are building an evidence base

A Monitoring, Evaluation and Accountability Plan (MEAP) accompanies the Dhelk Dja agreement. The MEAP sets out a monitoring and evaluation strategy for the Dhelk Dja Partnership Forum, including conducting an evaluation study

The MEAP oversees performance monitoring of key initiatives, programs and actions under the Dhelk Dja agreement. Reporting on the implementation of actions in each 3 Year Action Plan will be formally monitored at Dhelk Dja Partnership Forum meetings. Indicators are being developed for reporting annually to enable the Partnership Forum to track progress and make strategic decisions about priorities

An evaluation of capacity-building for the Preventing the Cycle of Violence Aboriginal Fund and the Aboriginal Community Initiatives Fund is underway

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FVOF Domains Summary of proposed activities 2020 2021 2022 2023


Strengthen Aboriginal-led prevention through updating the Indigenous Family Violence Primary Prevention Framework, and implementing an Aboriginal-led family violence prevention campaign and education program


Design and establish Aboriginal Access Points alongside The Orange Door network, to be inclusive of victim survivors, vulnerable children and families and those who use violence


Design and implement the Dhelk Dja Fund and an Aboriginal Family Violence Industry Strategy to strengthen Aboriginal frontline family violence services

Development of Regional Action Plans by the 11 place-based Dhelk Dja Action Groups

Develop the Dhelk Dja 10 Year Investment Strategy to provide a mechanism for the Dhelk Dja Koori Caucus and Partnership Forum to inform the government’s budget development process

Dhelk Dja: Safe Our Way ROLLING ACTION PLAN 2020 – 2023 PROPOSED ACTIVITIES

Implement Aboriginal-led family violence prevention campaign and education programs

Extensive design process for the Aboriginal led family violence prevention campaign

Finalise review and update of the Indigenous Family Violence Primary Prevention Framework aligned to Dhelk Dja

All Aboriginal Access Points established

Establish the first Aboriginal Access Point

Final service design model for Aboriginal Access Points tabled for endorsement by the Dhelk DjaPartnership Forum

Aboriginal Family Violence Industry Strategy endorsed by the Dhelk DjaPartnership Forum

Dhelk Dja Fund established and expressions of interest sought

Review and update progress against Action Plan

Regional Action Plans presented to Dhelk DjaPartnership Forum and launched locally

Dhelk Dja 10 Year Investment Strategy endorsed by the Dhelk Dja Partnership Forum

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Dhelk Dja: Safe Our Way CORONAVIRUS (COVID-19) IMPACTSService delivery adaptation, learnings and innovations during coronavirus (COVID-19)Coronavirus (COVID-19) has impacted service delivery across family violence reform. Some Dhelk Dja implementation work has been impacted, mainlybecause of increased need to focus on immediate service delivery and operational service continuity.

General impacts on servicesReports from service providers include: Increased prevalence of mental health concerns related to isolation and increased drug and alcohol abuse leading to an increase in family violence risk factors in particular for large families and

conversely for single person households Coronavirus (COVID-19) has exposed some of the poor living conditions of people in remote Aboriginal communities, including access to primary health and family violence support services Greater perpetrator engagement with services, which have transitioned to providing online contact with perpetrators Most service providers have shifted from face to face or group work to a telephone/online platform to provide counselling advice and support.

Impacts on reform deliverables for the Dhelk Dja agreement Due to coronavirus (COVID-19) restrictions, the ability to engage with Aboriginal communities and the Aboriginal sector for face to face meetings and consultations is constrained, including

driving key projects and initiatives under the Dhelk Dja 3 Year Action Plan. Other forms of community consultation and co-design have increased in focus, including online meetings, interviews and surveys. Coordinated engagement for upcoming consultation opportunities with Aboriginal Community Controlled Organisations (ACCOs) and Aboriginal Community is in progress; meetings of the full

Dhelk Dja Partnership Forum had been postponed while restrictions were evaluated.

Adaptations and funding support The coronavirus (COVID-19) funding package included targeted funding for ACCOs to meet additional demand for family violence case management and crisis support. Digital and virtual platforms created to support innovative engagement with Dhelk Dja members and key stakeholders to support attendance at various Dhelk Dja governance structures. Infrastructure and training provided to support capacity of the ACCO sector to shift components of their service delivery to telephone/online.


Dhelk Dja: Safe Our Way REFORM PRINCIPLES

Aboriginal Self-Determination Nargneit Birrang Family Violence Holistic Healing Framework (released in Dec 2019) is an Aboriginal-led, culturally appropriate approach for Aboriginal communities to

develop appropriate and effective holistic healing approaches to better support Aboriginal families, children, young people to respond to trauma and promote wellbeing.

Advancing cultural safety through sharing of best practice among practitioners through Cultural Safety Communities of Practice.

The Aboriginal Inclusion Action Plan, a three year plan to embed inclusion, access and equity in The Orange Door, is under development.

The transfer of 1,448 Director of Housing-owned properties transferred to Aboriginal Housing Victoria to support community self-determination.

Lived Experience The Dhelk Dja: Safe Our Way: Strong Culture, Strong People, Strong Families (Dhelk Dja

agreement) recognises the importance of whole of family and whole of communityapproaches that value the strength, knowledge and rich diversity of Aboriginal people,families and communities. The agreement considers Aboriginal people with disabilitiesand mental health issues; LGBTIQA+ people; Elders and older people; children andyoung people; people in or exiting out-of-home care; prison or other institutions; peopleliving in rural and regional areas; and families comprising Aboriginal and non-Aboriginalfamily members.

Dhelk Dja is investing in self-determining structures to ensure that Aboriginal livedexperience is embedded in policy, program development, services and initiatives forAboriginal people, including:

the Dhelk Dja Partnership Forum and its strategic priority working groups Dhelk Dja Action Groups Aboriginal community organisations to lead governance, implementation,

monitoring and evaluation of family violence reform.

Intersectionality The Dhelk Dja agreement takes an intersectional approach to ensure family

violence reforms meet the needs and aspirations of the Victorian Aboriginalcommunity including in the design, delivery and evaluation of services.

Dhelk Dja membership is representative of the Aboriginal community andfacilitates this approach.

Aboriginal community representatives from various services and governmentdepartments participate in working groups and strategic workshops to inform thedevelopment of family violence reform initiatives, such as the high-level conceptdesign for Aboriginal Access Points.

The principles that underpin the reform have influenced our strategy to build Aboriginal-led, culturally safe services

22

MARAM and Information Sharing

23

Building a shared approach to family violence risk assessment and information sharing


PrimaryPrevention

Housing

Legal Assistance

MARAM and

Information Sharing

CourtsResearch

and Evaluation


Dhelk Dja

The Orange Door


who use violence







Intersectionality




Consultation content – MARAM and information sharing

MARAM is a set of tools to assess and manage risk. The acronym stands for multi-agency risk assessment and management. This set of slides highlights what government has done so far, and what it intends to do over the coming three years, to ensure that improved risk assessment and management and information sharing is embedded across the service system. Slide 3: summarises what government is doing and shows how MARAM and information sharing activities support the

achievement of the Family Violence Outcomes Framework (FVOF) as we continue to implement Royal Commissionrecommendations

Slide 4: showcases key achievements during RAP1 Slide 5: sets out the activities government proposes to deliver for this priority over the next three years Slide 6: reflects on how coronavirus (COVID-19) has impacted MARAM implementation Slide 7: shows how the three reform principles have informed our design of the MARAM Framework

24

MARAM and information sharing PRIORITY AREA OVERVIEW

How we are improving assessment and management of family violence risk

New identification, screening and risk assessment tools that reflect the latest evidence

Overarching legislative framework

New resources, training, tools and practice guidance for organisations to help them embed MARAM in their operations

Child Information Sharing Scheme (CISS) and Family Violence Information Sharing Scheme (FVISS), key enablers of MARAM










enduring





Reform Intent


The Royal Commission identified that organisations working with victim survivors and perpetrators were failing to share information and assess risk effectively. This was compromising the safety of victim survivors and their children.The multi-agency risk assessment and management framework (MARAM) and two new statutory information sharing schemes provide for the consistent assessment of family violence risk. These initiatives share responsibility to assess and manage risk across the service system and establish a consistent approach for those most likely to come into contact with people experiencing family violence and those who perpetrate it.

25

MARAM and information sharing ACHIEVEMENTS SINCE 2016W

ORK

FORC

E

We are expanding the workforces covered by MARAM and information

sharing and uplifting their professional competency

Approximately 37,500 professionals across 850 organisations and services that come into frequent contact with people affected by family violence have been prescribed under MARAM, the FVISS and the Child Information Sharing Scheme (CISS)

17,000 workers have been trained in MARAM, FVISS and CISS across all platforms (as at May 2020)

An accredited Vocational Education and Training (VET) unit of competency in identifying and responding to family violence has been developed and commenced delivery in July 2020, targeting workers in universal services to be prescribed under phase 2 of the reforms. Phase 2 will include a further 7,500 organisations and services and an additional 370,000 workers

EMEB

EDDI

NG

We are embedding MARAM and information sharing across the system

Change management positions have been funded in the Department of Health and Human Services, Department of Justice and Community Services, Department of Education and Court Services Victoria to support the embedding of MARAM in relevant sectors. A range of peak bodies and other entities have received funding to support this through the MARAMIS Sector Grants program

Victoria Police L17 family violence incident forms have been updated with additional questions relating to risk for children and additional recognised forms of family violence

MARAM screening and risk assessment questions have been embedded into hospitals and health services data systems, noting hospitals are yet to be formally prescribed

The Central Information Point (CIP) brings together information on perpetrators from Victoria Police, Court Services Victoria, Corrections Victoria and Child Protection. This information is provided in a single report to professionals, supporting informed risk assessment and management

SYST

EM We have developed new risk assessment and management

principles and system architecture

The new Family Violence Multi-Agency Risk Assessment and Management Framework (MARAM) has been developed

Amendment of the Family Violence Protection Act 2008 has enabled organisations to be prescribed to align with the MARAM Framework and participate in the Family Violence Information Sharing Scheme (FVISS)

New resources, tools and practice guidance have been developed for organisations to help them embed MARAM in their operations

REVI

EW We are evaluating as we go and building an evidence base

The first MARAM annual report (2018-19) on implementation of the MARAM Framework was tabled in Parliament by the Minister for Prevention of Family Violence on 20 February 2020

The legislated two-year review of the FVISS has been completed. The MARAM process evaluation is to be completed in June 202026


MARAM and information sharing ROLLING ACTION PLAN 2020-2023 PROPOSED ACTIVITIESFVOF Domains Summary of proposed activities 2020 2021 2022 2023




Keeping perpetrators in view through a Central Information Point

Supporting sectors to align with multi-agency risk assessment and management framework (MARAM) over time

Building a more sustainable approach to workforce development

Delivering tools and practice guidance to support the implementation of MARAM across workforces

Delivery of MARAM Phase 2: inclusion of universal health and education providers, including 370,000 workers and 7,500 organisations and services

Delivery of accredited MARAM training through the tertiary education system

Evaluation and improvement of the MARAM and Family Violence Information Sharing Scheme (FVISS) reforms

MARAM Organisational Embedding Guide released

Perpetrator focused practice guides released in 2 phases

2nd MARAM annual report tabled in Parliament

3rd MARAM annual report tabled in Parliament

4th MARAM annual report tabled in Parliament

Phase 2 prescription commences for MARAM and FVISS (final commencement date to be determined)

MARAM implementation evaluation finalised

FVISS 2 year review tabled in Parliament

MARAM 5 year review tabled in Parliament

FVISS 5 year review tabled in Parliament

Preparatory work, including sector consultation, to implement MARAM Phase 2 commenced

A medium term training strategy is being developed to allow larger numbers of workers to be trained more quickly, including greater use of online and hybrid training models and creation of a centralised bank of training resources.

The Sector Grants program commenced in 2019 and continues to provide support to key services prescribed under the MARAM on a yearly basis.

A maturity model of alignment will further support services over time to align with MARAM by providing an expected maturity pathagainst which progress can be measured and tracked.

The Central Information Point will continue to automate and develop its service offering over timealongside implementation of The Orange Door.

Improvement activities based on MARAM and FVISS report recommendations

MARAM and FVISS 5 year reviews commence

All accredited courses being delivered in 2021

July 2020: Course commences in Identifying and responding to family violence

27

MARAM and information sharing CORONAVIRUS (COVID-19) IMPACTSService delivery adaptation, learnings and innovations during coronavirus (COVID-19)The shift away from face-to-face contact may have impacted the ability of services to conduct risk assessments. Commencement of Phase 2 of the Multi-Agency Risk Assessment and Management Framework (MARAM) and information sharing reforms has been deferred until 2021, with the commencement date to be decided. Coronavirus (COVID-19) has created the impetus to shift MARAM training to an online delivery model, a first for specialist family violence practice in Victoria.

Service delivery impact Movement restrictions have created the critical risk that victim survivors are unable to seek help while perpetrators have greater opportunity to use family violence. These risks are being

countered by engagement of broader workforces and strong messaging that family violence services remain open. New coronavirus (COVID-19) specific risk questions have been built into online tools for practitioners and have been generalised for ongoing use in other disasters. Access to perpetrator information to inform risk assessment and management is increasingly critical during coronavirus (COVID-19) and requests under the Family Violence Information Sharing

Scheme are increasing across the system.

MARAM reform implementation Face-to-face Multi-Agency Risk Assessment and Management Framework (MARAM) training was postponed in early March, shifting to online training in June 2020. Continuing MARAM alignment may be challenging for services while they are focusing on the coronavirus (COVID-19) response and the shift to working remotely. Preparation for phase 2 of the reforms may have been impacted by the prioritisation of coronavirus (COVID-19) responses. Workforces on the front line of the coronavirus (COVID-19) response are being engaged with targeted material on recognising and responding to family violence. This provides a strong

foundation to build towards Phase 2 implementation and beyond.


MARAM and information sharing REFORM PRINCIPLES

Aboriginal Self-Determination MARAM recognises broader Aboriginal definitions of family violence, including community violence, and the particular risks and barriers faced by Aboriginal people

experiencing violence, including children.

MARAM assessment tools include specific questions for people who identify as Aboriginal which are intended to improve the quality of risk assessment and safety planning for Aboriginal people.

Principle 7 of the MARAM affirms the criticality of cultural safety in all forms of service delivery.

MARAM Practice Guides include specific guidance on risk management for Aboriginal people, including asking whether people wish to be referred to an Aboriginal-specific service.

The Family Violence Information Sharing Scheme (FVISS) Ministerial Guidelines include specific guidance on sharing information about Aboriginal people.

MARAM/FVISS implementation for Aboriginal services and communities is driven by the Dhelk Dja Aboriginal Family Violence Agreement.

Lived Experience The Victim Survivors Advisory Council was consulted during development

of Multi-Agency Risk Assessment and Management Framework (MARAM) Practice Guides.

Victim survivor self-assessment of risk is the first consideration in the MARAM structured professional judgement model.

Intersectionality MARAM includes intersectional analysis as one of four key components of

structured professional judgement.

Guidance on reflective practice and unconscious bias is included in the MARAM Foundation Knowledge Guide. For example, for LGBTIQ communities this includes ‘Stereotyping people from LGBTIQ communities, including by mischaracterising their experiences based on heteronormative assumptions, or not recognising forms of family violence in LGBTIQ communities and relationships due to the dominant recognition of heterosexual intimate partner violence’.

The Intersectionality Capacity Building Project is working to develop specific tools for ensuring an intersectional lens in all family violence practice, building on MARAM Practice Guides.

The principles that underpin the reform have informed our design of the MARAM and information sharing framework

29

Workforce Development

30

Strengthening the specialist family violence workforce







Intersectionality




Consultation content – Workforce Development

This set of slides highlight what government has done so far, and what it intends to do over the coming three years, to develop a sustainable specialist family violence workforce Slide 3: summarises what government is doing and shows how workforce development activities support the achievement of

the Family Violence Outcomes Framework (FVOF) as we continue to implement Royal Commission recommendations Slide 4: showcases key achievements during RAP1 Slide 5: sets out the activities government proposes to deliver for this priority over the next three years Slide 6: reflects on how coronavirus (COVID-19) has impacted workforce initiatives Slide 7: shows how the three reform principles have been considered in designing our strategy for building a specialist family

violence workforce


PrimaryPrevention

Housing

Legal Assistance

MARAM and

Information Sharing

CourtsResearch

and Evaluation


Dhelk Dja

The Orange Door


who use violence

31

Workforce Development PRIORITY AREA OVERVIEW

How we are building and developing workforce capability

Multi-Agency Risk Assessment and Management Framework (MARAM) is helping workers identify, assess and

manage family violence risk

The accredited and non-accredited training sectors are building family violence knowledge and capability across workforces

intersecting with family violence

Supporting the development of an expert workforce that can lead and embed prevention in Victorian communities

Ensuring the family violence workforce and service system is supported and developed to achieve sustainable change









enduring

Reform IntentBuilding a specialist family violence workforce is at the core of Victoria’s family violence reform. The government’s Building from Strength: 10-year Industry Plan is the strategy that will deliver this.

Strengthening the Foundations is the first of three rolling action plans under the Industry Plan. It sets out the key initiatives to building workforce capability across specialist family violence prevention and response, and the broader workforces intersecting with family violence. This first phase includes activities focused on recruiting an retaining a diverse workforce where practitioners are supported, valued and skilled .







32

Workforce Development ACHIEVEMENTS SINCE 2016CA

PABI

LITY

We are building sector and organisational capability

Providing change management support to train workers as we continue the roll out the Multi-Agency Risk Assessment Management Framework (MARAM)

Developing resources to support capacity-building on intersectionality for the specialist family violence and broader community services sector

PREV

ENTI

ON

We are building prevention and response capability

World-first Family Violence Centre of Learning created and built by Victoria Police to improve family violence education across all ranks

Developed and implemented accredited training units and courses to grow the skills and capabilities of workforces intersecting with family violence

Launched Women's Health Services Workforce Capacity Building Program to build the capacity of regional partners to prevent family violence

JOBS

We are developing family violence career pathways to support a

sustainable, specialist family violence sector

Launched the Family Violence Job Hub web portal and “So what do you do” attraction and recruitment campaign in May 2020 to help grow the family violence workforce

Developed the Fast Track Professional Development Program to grow senior management and leadership positions within the specialist family violence workforce

Strengthened leadership through a Leadership Intensive Series bringing together public sector leaders, academia and the social service sector

Supporting the Enhanced Pathways to Family Violence Work Project delivering student placement opportunities in family violence organisations

WEL

LBEI

NG

We are building the health, safety and wellbeing of the workforce

Ongoing development of the Family Violence Health, Safety and Wellbeing Framework

Prioritising the health, safety and wellbeing of the workforce through providing a positive and supportive work environment

33

Workforce Development ROLLING ACTION PLAN 2020-2023 PROPOSED ACTIVITIESFVOF Domain Summary of proposed activities 2020 2021 2022 2023


Analyse the 2019 Census of Workforces to continue to provide evidence-based systems

Implement minimum qualifications for the Specialist Family Violence Response Sector

Develop an attraction and recruitment campaign and jobs portal for specialist family violence practitioners

Complete and roll out the new Family Violence Health, Safety and Wellbeing Framework, a guide for specialist family violence organisations

Deliver the Fast Track Professional Development Program to support the rapid development of practitioners into response and prevention roles

Develop and implement accredited courses in the primary prevention of violence against women and family violence response

Census findings for primary prevention workforce published

New Framework complete

Program commences withYear 1 prevention and response

July 2020 Identifying and responding to family violence courses commence

Census findings for specialist and broader workforces published

Minimum qualification 5-year transition period commences

Begin transition of support officers and grants

Govt developed pathway qualification developed

Mid transition period – review of implementation

“So what do you do” Campaign launched (May)

Phase 1 advertising complete

Phase 2 advertising complete

Framework roll out commences

Program Year 2 prevention and response start

Program complete

Courses submitted for accreditation:• Primary Prevention• Intermediate Risk Assessment and Management• Comprehensive Risk Assessment and Management

All accredited courses being delivered

NB: Timeline milestones have been included where applicable; text in panels indicates an ongoing and/or non date specific activity34

Workforce Development CORONAVIRUS (COVID-19) IMPACTSService delivery adaptation, learnings and innovations during coronavirus (COVID-19)Coronavirus (COVID-19) has impacted service delivery across the family violence reform. The most significant impact for the family violence workforcehas been a transition from face-to-face to online delivery for most activities.

Impact on training and developmentThere has been no significant impact on the overall timeframes for delivery of planned workforce development activities arising from coronavirus (COVID-19). While organisations continue to provide information, skills and knowledge for practitioners to undertake prevention and response activities, the working from home directive has resulted in changes to how these activities are delivered.

As required by Vocational Education and Training, delivery of all training will be underpinned by high quality approaches that actively manage risks such as trauma.

Operational response While not developed as a response to coronavirus (COVID-19), the launch of the Victorian Government Family Violence Job Hub may help fill urgent short-term roles during coronavirus (COVID-

19).

Hotel for Heroes accommodation is available to critical workforces to self-isolate during coronavirus (COVID-19), delivering on the Workforce Development commitment to consider the health,safety and welfare of the family violence workforce.


Workforce Development REFORM PRINCIPLES

Aboriginal Self-Determination In line with Aboriginal self-determination, the design of pathways and support for Aboriginal practitioners will be led by the Dhelk Dja Partnership Forum.

Activities will be guided through the implementation of Dhelk Dja: Safe Our Way, Strategic Priority Three: Self-determining Aboriginal family violence support and services, and a forthcoming Aboriginal Family Violence Industry Strategy.

Lived Experience Specialist knowledge, expertise and lived experience are central in the

design and delivery of training initiatives and pathways to minimum qualifications for family violence practitioners.

The Industry Taskforce, which is the critical stakeholder lead on the development of the Industry Plan and Strengthening the Foundations, includes representation from the Victim Survivors Advisory Council to ensure family violence reform policy and strategy is informed by lived experience.

Intersectionality Actions under Everybody Matters: Inclusion and Equity Statement,

including the Intersectionality Capacity Building project have been funded through the Industry Plan.

Strengthening the Foundations, the first of three rolling action plans under the Industry Plan was developed using a gendered and intersectional lens, ensuring intersectionality is embedded in all the key focus areas.

The detailed action plan includes as Action 3.8: Reduce workforce entry barriers to increase workforce diversity, working towards achieving a workforce that reflects the community.

The principles that underpin the reform have been considered in designing our strategy for building a specialist family violence workforce

36

Primary Prevention

37

Changing community attitudes and behaviours to help stop family violence before it starts







Intersectionality




Consultation content – Primary Prevention

This set of slides highlight what government has done so far, and what it intends to do over the coming three years, to address gender inequality and other forms of discrimination and effect long-term behavioural change to stop family violence before it starts. Slide 3: summarises what government is doing and shows how prevention activities support the achievement of the Family

Violence Outcomes Framework (FVOF) as we continue to implement Royal Commission recommendations Slide 4: showcases key achievements during RAP1 Slide 5: sets out the activities government proposes to deliver for this priority over the next three years Slide 6: reflects on how coronavirus (COVID-19) has impacted prevention initiatives Slide 7: shows how the three reform principles have influenced our prevention strategy


Primary Prevention Housing

Legal Assistance

MARAM and

Information Sharing

CourtsResearch

and Evaluation


Dhelk Dja

The Orange Door


who use violence

38

A new statutory agency, Respect Victoria: creating a stronger prevention system statewide including strengthening capacity to drive and coordinate action

Engaging across government, the prevention sector and Victorian communities to raise awareness and change the attitudes, norms and behaviours driving family violence and violence against women

Scaling up prevention initiatives that deliver real benefit to Victorians in the places we live, work, learn and play, aligning those initiatives with important life stages

Ongoing investment in research, monitoring and evaluation to build knowledge and evidence for effective primary prevention activity

Primary Prevention PRIORITY AREA OVERVIEW

How we are working to stop family violence before it starts

Royal Commission into Family Violence (RCFV)










enduring

The Family Violence Outcomes Framework (FVOF)Reform IntentThere is substantial evidence that violence against women and family violence is driven by gender inequality and other forms of discrimination that give rise to power imbalances. Analysis of family violence data demonstrates that women are the main victims of family violence. Addressing the gendered drivers of violence through primary prevention that focuses on changing community attitudes, norms and behaviours is the key to long-term reduction in family violence.

With more than two-thirds of the Family Violence Royal Commission recommendations now implemented, delivery of activities under this priority over the next three years will continue to support recommendation implementation. Updates will continue to be provided via the vic.gov.au website.




39

Primary Prevention ACHIEVEMENTS SINCE 2016W

ORK

FORC

E

We are building capacity across the prevention

workforce

Domestic Violence Resource Centre Victoria provided 60+ practitioners with dedicated training and 12 women’s health services with capacity-building support

Increased collaboration across the specialist family violence prevention sector and expanded range of settings and sectors becoming involved in primaryprevention

Respect Victoria is developing a Theory of Change to support the prevention of all forms of family violence, aligned with Change the Story, focused on the prevention of men’s violence against women

STRA

TEGY

We have strengthened primary prevention

efforts by establishing Respect Victoria as a statutory authority

Respect Victoria established as Australia’s first statutory, dedicated primary prevention agency

Victoria’s long-term primary prevention strategy, Free From Violence, developed and released

Family violence community awareness and prevention programs and activities use language, imagery and messaging reflecting the diversity of Victoria

STAT

EWID

E AC

TIO

N

We are delivering primary prevention initiatives statewide

1,480+ Government, Catholic and independent Victorian schools have signed on to implement the whole-school approach to Respectful Relationships

Leaders, experts and partners embedded across the state to deliver primary prevention activities in: 35 councils, 24 Aboriginal-led organisations, 21 community-led organisations, 65 culturally and linguistically diverse organisations and community groups and 10 Elder Abuse Prevention Networks

Behaviour change campaigns, including ‘Respect Women: Call it Out (Café; Public Transport)’, ‘Respect Older People: Call it Out’, ‘Respect Each Other: Call it Out’ and 16 Days of Activism community-focussed statewide ‘Respect Women: Call it Out’ campaigns

Prevention projects in Aboriginal communities:

Raising awareness of the causes and impacts of family violence Strengthening Aboriginal women’s capacity to take a leadership role in prevention Providing a culturally safe space for Koori women aged 13-18 to explore the dynamics of healthy relationships

Developed a primary prevention research agenda: part of the whole of government research agenda for family violence reform, including more programs and broadening the scope, such as research into intersectional drivers of family violence

COLL

ABO

RATI

ON

We are working in tandem with other family violence and

gender equality reform initiatives

Safe and strong: Victoria’s first gender equality strategy

Gender Equality Act 2020, requiring public sector workplaces to achieve gender equality goals

Everybody Matters: Inclusion and Equity Statement, the Victorian Government’s 10-year vision for a more inclusive, safe, responsive and accountable family violence system

Aboriginal-led prevention under Dhelk Dja: Safe Our Way – Strong Culture, Strong Peoples, Strong Families

Victorian public health and wellbeing plan40

Primary Prevention ROLLING ACTION PLAN 2020-2023 PROPOSED ACTIVITIESFVOF Domains Summary of proposed activities 2020 2021 2022 2023


Strengthen the focus on gender equality in primary prevention and ensure that organisational efforts to advance gender equality work effectively to reduce the prevalence of family violence and address backlash and resistance.

Develop and deliver behaviour change campaigns in partnership with victim survivors and Aboriginal and diverse communities.

Develop a long-term community engagement and campaigns strategy, including monitoring changes in norms and attitudes towards the drivers of family violence.


Expand proven and promising projects across Victoria, in sectors and settings including through tertiary education, workplaces and local government

Support diverse communities across Victoria to continue to lead in innovating and trialling new approaches to primary prevention

Build a coordinated statewide prevention system, with more consistent access to prevention across a range of settings, sectors and geographies

Continue to build a skilled and capable workforce to support statewide prevention activity

Commission new research addressing gaps in understanding of factors leading to family violence and how these can be prevented

Develop guidance, standard-setting and endorsement processes to inform the design and delivery of evidence-based primary prevention programs

Implement a prevention monitoring and evaluation frameworkto maximise the effectiveness and sustainability of funded prevention practice

Local government model rolled out

Promising prevention projects are scaled up and are reaching the majority of Victorians including through tertiary educations,

workplaces and local government

Prevention Sector Working Group established; Prevention Alliance established

LGBTIQ family violence prevention initiatives piloted

New Aboriginal-led prevention funding model developed

Prevention system coordination model developed

Free from Violence Section Action Plan developed

Free from Violence Section Action Plan implemented

First Respect Victoria progress report published

Strategic workforce development approach is implemented with stakeholders

Prevention system coordination model developed

Free from Violence Monitoring and Evaluation Framework

Develop TAFE whole of institution prevention model

Delivery of primary prevention campaign strategy and portfolio of campaigns for whole population and diverse focus

Coronavirus (COVID-19) Multicultural Family Violence program implemented

Safer and Stronger Communities pilot implemented

Respect Older People campaign; Respect Women campaign; Respect Each Other campaign; and Respect Victoria LGBTIQ campaign delivery

Respect Victoria’s Theory of Change for prevention of family violence developed

Family Violence Data Platform commences data collection for monitoring of primary prevention trends

March 2021 All government schools signed on to Respectful RelationshipsGender Equality Act 2020 comes into effect

Primary Prevention Research Agendaestablished

Fund and deliver new prevention initiatives

Primary prevention research forum held

Complete whole of institution TAFE model including tools, resources and evaluation report


41

Primary Prevention CORONAVIRUS (COVID-19) IMPACTSService delivery adaptation, learnings and innovations during coronavirus (COVID-19)The most significant impact of coronavirus (COVID-19) on primary prevention activities has been in the delivery of funded activities and projects. This is because activity has been diverted towards response-end measures and also because social distancing has reduced the ability of community organisations to deliver primary prevention programs face to face. This has particularly impacted diverse groups.

Prevention responses Respect Victoria launched a coronavirus (COVID-19) specific media campaign, ‘Respect Each Other: Call it Out (COVID-19)’ during May and June 2020; and is developing a series of media

communications to promote primary prevention during crisis and into the recovery phase, including focusing on gender equality at home, understanding positive opportunities to transform traditional power dynamics, norms and practices, and to ‘build back better’ from disasters.

Respect Victoria is conducting three targeted research projects to capture the experiences and impacts of coronavirus (COVID-19) on target cohorts: older people, LGBTIQ communities and the impact of coronavirus (COVID-19) on the primary prevention workforce.

The Department of Education and Training developed a webpage with advice on family violence support for schools, to help staff identify and support students experiencing family violence A $2m Victorian Government funding package is supporting the provision of culturally-appropriate family violence prevention and early intervention services. A $3m Victorian Government funding package is supporting a range of issues in women’s health services including family violence prevention (proportion of the $59.4m mental health package).

Program and service delivery 1 in 5 organisations report reduced capacity to deliver agreed activities, particularly in workplaces and schools. Staff in some local councils and multicultural and Aboriginal-led organisations have been redeployed to support coronavirus (COVID-19) related response work. Domestic Violence Resource Centre Victoria are connecting with the prevention workforce through webinars and moving the Partners in Prevention network online. Coronavirus (COVID-19) has highlighted the digital divide for many, including people in rural areas, older Victorians and Victorians with a disability, for whom access to online and digital

communications platforms can be limited or challenging.

Policy The Department of Premier and Cabinet (DPC) is working with funded agencies to move delivery of projects online where possible and appropriate, noting the challenge for some population

groups and sectors. DPC are exploring options to extend funding and timelines for impacted organisations to support continued delivery. Respect Victoria have established a collaborative primary prevention sector forum identifying key principles and actions for primary prevention in a disaster context, working with experts in

gender and disaster management to ensure maintenance of a long-term focus on preventing family violence and identifying how government, organisations and community can continue driving primary prevention efforts in disaster management.


Primary Prevention REFORM PRINCIPLES

Aboriginal Self-Determination Aboriginal-led prevention has been strengthened through the update of the Indigenous Family Violence Primary Prevention Framework and implementation of an

Aboriginal-led family violence prevention campaign and education program. DPC will continue to work with Aboriginal Victoria, Family Safety Victoria and the Dhelk Dja Partnership Forum over the next six months to determine a partnership approach to funding

Aboriginal-led prevention activities in 2020-21 and beyond. The reform is supporting Aboriginal communities across Victoria to continue to lead innovative and new approaches to prevention, including targeted investment from Respect Victoria

on Aboriginal-led research and community education programs.

Lived Experience Respect Victoria is developing a victim survivors engagement plan to ensure the

incorporation of lived experience in primary prevention efforts, including in thedevelopment of a policy, research and communications strategy.

Department of Premier and Cabinet (DPC) is working with Family Safety Victoria todevelop the primary prevention element of the 2019 Census of Workforces that Intersectwith Family Violence, to better understand the current workforce and the futureinvestment.

DPC is connecting with organisations working with culturally diverse communities to co-design and deliver primary prevention initiatives that meet the needs of migrant andrefugee communities.

DPC is supporting a new LGBTIQ family violence primary prevention initiative that aims toaddress critical evidence gaps in LGBTIQ family violence primary prevention through thetesting and delivery of community-based primary prevention activity with LGBTIQcommunities and prevention organisations.

DPC is engaging Women with Disabilities Victoria to deliver the Workforce DevelopmentGender and Disability program to support disability service workers to embed primaryprevention into everyday practice and to generate evidence on the drivers of violenceagainst women with disabilities.

IntersectionalityDepartment of Premier and Cabinet and Respect Victoria are committed to applying anintersectional lens to primary prevention through the development, delivery and evaluation of activities, to ensure these are relevant, practical and meet the diverse needs of individuals and communities. This includes:

an Intersectional Strategy developed by Respect Victoria

improving data collection and the primary prevention research approach to respectcomplex and intersectional experiences

ensuring commissioned research programs have a particular focus on understandingthe intersectional drivers of all forms of family violence and what works to prevent it

raising the profile of diverse forms of family violence and providing practical guidancefor the design, delivery and evaluation of primary prevention work.

The principles that underpin the reform have influenced our prevention strategy

43

Housing

44

Improving access to safe and stable housing options







Intersectionality




Consultation content - Housing

This set of slides highlight what government has done so far, and what it intends to do over the coming three years, to improve access to secure and affordable housing and crisis accommodation critical to the support of victim survivors.

Slide 3: summarises what government is doing and shows how housing activities support the achievement of the FamilyViolence Outcomes Framework (FVOF) outcomes as we continue to implement Royal Commission recommendations

Slide 4: showcases key achievements during RAP1 Slide 5: sets out the activities government proposes to deliver for this priority over the next three years Slide 6: reflects on how coronavirus (COVID-19) has impacted housing initiatives Slide 7: shows how the three reform principles have been considered in planning to improve access to secure and affordable

housing and crisis accommodation


PrimaryPrevention

Housing

Legal Assistance

MARAM and

Information Sharing

CourtsResearch

and Evaluation


Dhelk Dja

The Orange Door


who use violence

45

Housing PRIORITY AREA OVERVIEW

How we are improving access to safe and stable housing options


Additional social housing delivered under the$2.6 billion Homes for Victorians plan

Crisis accommodation for family violence victim survivors

Private rental assistance

Flexible support packages

Redeveloping family violence refuges and constructing new Aboriginal family violence and youth refuges


Family violenceand gender









enduring




The Family Violence Outcomes Framework (FVOF)Reform IntentThe Royal Commission highlighted a shortfall in safe, secure and affordable accommodation for women and children who are victim survivors of family violence. Forty-four per cent of all clients seeking assistance from a homelessness service in Victoria in 2018-19 cited family and domestic violence as a reason for seeking assistance.

Safe, stable and affordable housing is vital to improving the health and wellbeing and community and economic participation of victim survivors, including children and young people.

46

Housing ACHIEVEMENTS SINCE 2016H

OU

SIN

G S

UPP

ORT

Women and children escaping family violence are getting faster

access to safe and stable accommodation

The $152 million Family Violence Housing Blitz package (2016) has contributed to funding:

Prioritisation of housing for family violence victim survivors (ongoing). Since the introduction of the Victorian Housing Register in 2016, family violence victim survivors are the highest priority category on the Register

Rapid Housing Assistance to provide a safety net so victim survivors can stabilise their lives faster: recipients have reported significant reduction in financial stress and earlier re-engagement with education for their children and the workforce for them (where possible)

6,500 Flexible Support Packages every year since 2016 enabling victim survivors and their children to remain in safe housing (some packages delivered through annual budget allocations)

The Private Rental Assistance Program has been delivered and will continue to support family violence victim-survivors (currently funded until 2020-2021)

HO

USE

BU

ILDI

NG

We have increased the quantity and quality of social housing and

crisis accommodation

325 long term social housing properties have been purchased

New crisis accommodation units have been constructed and existing crisis accommodation units upgraded to better provide for the needs of women and children escaping family violence

Development of 19 new family violence refuges, including two new Aboriginal-specific refuges, is underway

Three new youth refuges have been built for young people experiencing homelessness, many of whom are escaping family violence

Since 2016, 401 medium-term (12 month) tenancies have been leased by government from the private sector

MEA

SURI

NG

EFFE

CTIV

ENES

S

Preliminary findings show the initiatives are working and having a

positive impact

Preliminary findings of an evaluation of the Public Housing Allocations Operational Guidelines show family violence victim survivors are being prioritised for housing including transfers to alternative accommodation where this is a preferred option

Preliminary findings of an evaluation of the Private Rental Assistance Program suggest it has been effective in stabilising financial and housing issues for clients

47


Continue to deliver crisis accommodation for women on temporary visas

Additional funding for crisis accommodation for family violence victim survivors

Housing ROLLING ACTION PLAN 2020-2023 PROPOSED ACTIVITIESFVOF Domains Summary of proposed activities 2020 2021 2022 2023


Additional social housing :• 1,000 new public homes under Homes for

Victorians

• Social Housing Growth Fund (SHGF)

• $500 million "Building Works" maintenanceand upgrades package

Complete redevelopment of the nine family violence refuges currently underway and another four family violence refuges where the sites are secured or being sought

Progress development of two Aboriginal-specific family violence refuges to house six family groups

Improve integration between family violence, homelessness and social housing systems

May $500 million "Building Works” maintenance and upgrades package announced

MayFirst site commenced; land being sourced for second site

April 2020$10.4 million additional funding for women and children escaping family violence to provide access to safe accommodation and support.

June Homes for Victorians: 10 new public homes due for completion

By end of 2022Homes for Victorians: completion of 1000 new public homes

May9 sites commenced construction. 4 sites have been identified or are still being sourced

Quarter 31 site planned for completion

Quarter 12 sites planned for completion

Quarter 22 sites planned for completion

June 50 refuge units planned for delivery

Quarter 31 site planned for completion

2021-22 Remaining 28 refuge units delivered

Quarter 3 First refuge due for completion

April More flexible support packages provided across Victoria

Continued delivery of family violence refuge and crisis accommodation to support women on temporary visas.

SHGF – Build and Operate Program is underway, 782 dwellings planned for delivery by end 2024.

Specialist family violence services, including refuges, have established pathways and protocols with housing and homelessness services.

Alignment of homelessness services and social housing to Multi agency risk assessment (MARAM).


By 2022, six units within refuges delivered

48

Housing CORONAVIRUS (COVID-19) IMPACTSService delivery adaptation, learnings and innovations during coronavirus (COVID-19)There has been increased family violence funding for crisis accommodation during coronavirus (COVID-19).The increased urgency, severity and complexity of housing challenges has led to stronger collaboration across agencies.Disruption to town planning processes for new public homes in some councils has impacted the delivery of new youth refuges.

Legislative change The April 2020 Coronavirus (COVID-19) Omnibus Bill brought forward provisions in the Residential Tenancies Amendment Act enabling Victorian Civil Administrative Tribunal (VCAT) to

terminate or create a new tenancy agreement in situations of family violence or personal violence (s233A).

Coronavirus (COVID-19) related housing investment Initial coronavirus (COVID-19) specific assistance: almost $6 million allocated for Housing Establishment Funds to provide emergency accommodation for people experiencing homelessness. $8.8 million allocated for the establishment of four Coronavirus (COVID-19) Isolation and Recovery Facilities to ensure people experiencing homelessness had somewhere safe to isolate and

recover. A mobile testing unit is also operating as part of this project. These facilities have now been partially repurposed to accommodate people experiencing homelessness who havechronic health needs.

An additional $9.8 million has been allocated to ensure people experiencing homelessness residing temporarily in emergency hotel accommodation continue to receive support andaccommodation until the end of July 2020.

increasing quality and quantity of social housing - with $500 million to build 168 new units and upgrade 23,000 dwellings through the Building Works investment package, including $10 millionto accelerate and increase a range of new and existing activities to support women and children escaping family violence (18 May 2020) .

$20 million investment in the Whole of Victorian Government Coronavirus (COVID-19) Emergency Accommodation (CEA) program to provide short-term accommodation for family violencevictim survivors who do not feel safe isolating or recovering from coronavirus (COVID-19) at home (10 April 2020).

Housing service delivery during coronavirus (COVID-19) Homelessness Emergency Assistance Response Teams (HEARTs) embedded in each local homelessness network area to coordinate housing and homelessness service providers to provide

better local level support for people experiencing homelessness. The initial focus of the HEARTs is on people who, during coronavirus (COVID-19), require access to or are placedin emergency accommodation such as hotels and motels.

Family violence refuges: agencies are reporting greater collaboration and stronger interfaces between different parts of the service system such as housing and homelessness, mental healthand alcohol and other drug sectors. Refuges have scaled back to one family per refuge, impacting on demand and cost on placements in alternative forms of crisis accommodation includingmotels.

More motels have been willing to accept family violence victims due to the downturn in occupancy. It is considered that maintaining these relationships would be beneficial.

NB: This is an interim summary of the impacts, adaptations and innovations which have arisen as a result of coronavirus (COVID-19). These will continue to be monitored and considered as the final RAP is developed.

49

Housing REFORM PRINCIPLES

Aboriginal Self-Determination Aboriginal family violence refuges: two new Aboriginal family violence refuges will be built to ensure more Aboriginal women, children and families who are unable to

remain at home because of violence will have a safe, culturally appropriate accommodation option.

The completed transfer of 1,448 Director of Housing-owned properties to Aboriginal Housing Victoria will continue to support self-determination by transferring power andresources back to the community.

Lived Experience Service delivery changes in accommodation are discussed in sector forums or

communities of practice.

Victim safety is a paramount consideration for practitioners.

The impact of these changes on victim experience and safety is reviewed in thecourse of individual organisation and broader sector reflections.

Preliminary findings of an evaluation of the Public Housing Allocations OperationalGuidelines demonstrate that family violence victim survivors are being prioritised forhousing, including transfers to alternative accommodation where this is a preferredoption.

Intersectionality May 2020: $500 million Building Works investment package includes $125 million

towards projects that increase housing options for women and children fleeing familyviolence, Aboriginal people, and those leaving state-run services, such as prisons. Thisaddresses an identified concern that diverse cohorts are the most vulnerable to housinginsecurity.

The Victorian Government is working with refuge providers to phase out communalrefuges and move towards the ‘core and cluster’ model, which includes accommodationthat promotes safety, is accessible to people with disabilities, provides private units andenables connections with the community, work and school.

Funding continues in 2019-20 to family violence refuge and crisis accommodationproviders who support victim-survivors on temporary visas. This funding seeks todirectly address barriers for refuges to accept women with no income by assisting themwith the costs of support, increasing access to support for this cohort.

We have considered the principles that underpin the reform in designing our strategy to deliver safe, stable and affordable housing

50

51

Legal AssistanceImproving legal assistance and representation across the justice system


PrimaryPrevention

Housing


who use violence

MARAM and Information

Sharing

CourtsResearch

and Evaluation


Dhelk Dja

The Orange Door

Legal Assistance


Over the period of the first RAP (2017 – 2020) we have delivered key parts of the reform and we are beginning to make a difference to the lives of victim survivors. For example, the first specialist family violence courts are up and running, investment in housing and support pathways is enabling us to help more families, quicker, with better and more stable housing options. More than 1,480 Victorian schools have signed on to the whole school approach to Respectful Relationships to create a culture of gender equality and respect and change the story of family violence for future generations.


We will continue to incorporate what we have learnt so far, and from coronavirus (COVID -19), into the reform, to ensure it is responsive and adaptive. As the reform evolves from implementing the Royal Commission recommendations we will tell the community how we are going by measuring our progress through reporting against the Family Violence Outcomes Framework (FVOF).



Intersectionality




Consultation content – Legal Assistance

This set of slides highlight what government has done so far, and what it intends to do over the coming three years, to increaseaccess to legal assistance Slide 3: summarises what government is doing and shows how legal assistance activities support the achievement of the

Family Violence Outcomes Framework (FVOF) as we continue to implement Royal Commission recommendations Slide 4: showcases key achievements during RAP1 Slide 5: sets out the activities government proposes to deliver for this priority over the next three years Slide 6: reflects on how coronavirus (COVID-19) has impacted legal assistance initiatives Slide 7: shows how the three reform principles have been considered in planning legal assistance activities and reform

52

Legal Assistance PRIORITY AREA OVERVIEW

We are improving legal assistance and representation across the justice system

Supporting faster, fairer resolution of cases

Developing responses to increased demand for family violence-related legal services

Improving access to Legal Assistance for at-risk and vulnerable groups

New and stronger linkages between family violence service systems and legal supports











enduring





Reform IntentThe Royal Commission found that unequal access to legal assistance was facilitating perpetrators to continue to abuse and exert control over victim survivors. It has commonly forced victim survivors to deplete their financial resources to access legal representation. Activities under this priority are intended to address that inequity.


53

Legal Assistance ACHIEVEMENTS SINCE 2016SE

RVIC

E DE

LIVE

RY

We have improved linkages and referral pathways

Quicker and more streamlined access to legal assistance through strengthened relationships between The Orange Door, specialist family violence services and legal services

LEG

AL A

DVIC

E

We have increased access to legal support services

Additional Victorian Legal Aid (VLA) grants provided for legal assistance, particularly for more complex legal matters

33%+ increase recorded by VLA in family violence duty lawyer services for family violence and Child Protection matters between 2017 and 2019

$49.9 initial million investment into family violence-related legal assistance in 2017-2018 State Budget

37 Community Legal Centres received grants for family violence duty lawyer and general family violence-related legal assistance

Legal Help phoneline enhancements have enabled extended hours of operation and dedicated responses to family violence related issues

ABO

RIG

INAL

JU

STIC

E

We are ensuring there is a specific focus on Aboriginal Justice

Expansion of Djirra’s legal services to five new locations across Victoria

2410 assistance packages provided by Djirra’s Aboriginal Family Violence Legal Service in 2018-19

581 clients serviced by the Victorian Aboriginal Legal Service across Victoria in 2017-18 and 2018-19

TRAI

NIN

G

We are building a specialist workforce

Specialist Family Violence Court (SFVC) Legal Practice model established

Training for legal professionals continues to be updated to reflect best-practice risk assessment guidance using the Multi-Agency Risk Assessment and Management (MARAM) Framework

Working with the Commonwealth Government to increase family violence competency for legal assistance

54


Improved service integration between legal services and perpetrator services

Legal Assistance ROLLING ACTION PLAN 2020-2023 PROPOSED ACTIVITIESFVOF Domains Summary of proposed activities 2020 2021 2022 2023


Increasing capacity for early access to legal support and case management and enhanced legal response at Specialist Family Violence Courts (SFVCs)

Re-engaging people in legal services following the drop in access during coronavirus (COVID-19) restrictions


Deliver the sixth access point for Djirra’s legal service, in Geelong

Provide training for legal professionals to support risk identification and referrals, informed by MARAM

Strengthen connections between legal services andThe Orange Door, Specialist Family Violence Courts and specialist family violence services

Evaluating coronavirus (COVID-19) innovations to either retain, refine or cease

Initiatives and projects under coronavirus (COVID-19) legal assistance funding (Victorian and Commonwealth Government)

Work with Victoria Police and Courts to establish pathways for earlier legal assistance referrals

Implementation of Specialist Family Violence Courts Legal Practice Model

Develop cohort-specific responses for alternative engagements methods, e.g. digital platforms, online referral tools, telephone etc.

Djirra’s legal service access point in Geelong established

Review legal assistance recommendations from the Perpetrators of Adolescent Violence in the Home Report

Develop resources for integrated service providers to increase referrals made

Women’s Legal Service Victoria Safer Families Program

Multi-jurisdictional training for Victoria Legal Aid (VLA) professionals regarding inter-relationship of Child Protection, Family Violence Intervention Orders and Commonwealth family law

Commonwealth, States and Territories Attorneys-General working together on family violence competency for legal professionals

Referral modes for victim survivors to connect them to the services they may need

Enhancing the recognition of the important role of Community Legal Centre (CLC) partnerships with community-based professions (e.g. doctors, nurses, financial counsellors)

Begin evaluation of options to continue the use of audio-visual link (AVL) for remote service delivery at the Courts

Ongoing liaison with the legal assistance sector on programs and services delivered with coronavirus (COVID-19) funding

Department of Justice and Community Safety working with Courts, Victoria Police and Family Safety Victoria to explore broader referral options for perpetrator interventions

Work with No To Violence (Men’s Referral Service) to establish referral pathways to perpetrator services


55

Legal Assistance CORONAVIRUS (COVID-19) IMPACTSService delivery adaptations, learnings and innovations during coronavirus (COVID-19)Coronavirus (COVID-19) has impacted service delivery across the family violence reform. The most significant impact for thelegal assistance priority has been a shift from face-to-face to remote service delivery. This has impacted the uptake of legal assistance due todecreased opportunities to refer. A surge in demand is expected as restrictions ease.

Legal services Victoria Legal Aid (VLA) shifted their response from face-to-face to remote service delivery via telephone or online website. VLA implemented a Family Violence priority line at Legal Help, and will be adding a family violence webchat channel. Legal services worked with key stakeholders to ensure continuity of service, including by shifting to remote service delivery, improving referral pathways and enabling negotiations to continue. Legal services that are embedded in community health centres and education facilities saw a large increase in referrals, due to health services being a key touchpoint for people during the

coronavirus (COVID-19) restrictions. There is an opportunity to enhance integrated services that “meet people where they are” and provide early intervention and wrap-around support to ensurevictim survivors are supported to recover and thrive, applying a systems approach to meeting peoples’ needs.

Some Community Legal Centres (CLCs) introduced triaging at the Legal Helpline and provided virtual service delivery training.

Courts VLA improved pathways from Legal Help to Duty Lawyer service for pre-court legal assistance. VLA continued to provide duty lawyer services for family violence intervention order matters at the Magistrates’ Courts across the state while processes were put in place to facilitate this

remotely where possible. VLA continued to provide duty lawyer services for family law matters at the Family Law Courts, preferencing virtual provision of services where possible. Consideration given to the benefits of complementing the Specialist Family Violence Courts model with remote service delivery and enhanced Audio-Visual Link technology.

Access to justice Education Justice partnerships have occurred organically during coronavirus (COVID-19) and will be leveraged moving forward. Embedding legal services to meet people where they are increases

access to justice and provides an opportunity to identify and address the complex systems that compound disadvantage. Off-site legal assistance through technology can improve access to the justice system. In particular, this has the potential to reduce postcode justice issues.

Coronavirus (COVID-19) funding The Victorian Government has provided a $17.5m funding package for frontline legal assistance services to support Victorians with a range of issues, including family violence-related matters. Victoria will have access to a proportion of the $20m legal assistance package provided by the Commonwealth Government to support Australians experiencing family violence. Victoria has signed up to the National Legal Assistance Partnership 2020-2025 to provide funding certainty to the legal assistance sector.

NB: This is an interim summary of the impacts, adaptations and innovations which have arisen as a result of coronavirus (COVID-19). These will continue to be monitored and considered as the final RAP is developed.

56

Legal Assistance REFORM PRINCIPLES

Aboriginal Self-Determination Victoria Legal Aid (VLA) is funding an Aboriginal Community Engagement Officer for the Ballarat SFVC.

Djirra supports Aboriginal people who are experiencing or have experienced family violence. In 2018-19, Djirra’s Legal Service serviced 611 clientsand provided 2410 assistance packages and 164 flexible support packages.

Umalek Balit is now available at Melbourne, Mildura and Shepparton Magistrates’ Courts. This service provides practitioners who work with Aboriginal women andmen to guide them through the court experience and offer culturally relevant non-legal expertise regarding family violence matters.

The Victorian Aboriginal Legal Service (VALS) continues to provide vital information, legal advice, assistance and referrals. Over the two year period, 2017-18 and2018-19, VALS provided services to 581 clients around Victoria.

Lived Experience Client engagement proposed in the Victoria Legal Aid Specialist

Family Violence Courts (VLA SFVC) legal practice model.

Legal assistance is closely linked with the rollout of SFVCs, which changes theway people access justice through an approach that is victim survivor-centredand keeps perpetrators in view.

IntersectionalityAt-risk and vulnerable groups are disproportionately affected byinadequate access to legal assistance:

women in prison: 65% of whom have been the victims of family violence Aboriginal Victorians, who require culturally-specific supports and legal assistance culturally and linguistically diverse communities LGBTIQ people and people with disabilities children and young people who experience or use family violence older Victorians.

This underscores the importance of intersectionality, which is the lens through which all actions in this work portfolio will be approached. This informs, for example, the proposed approach to learning and development in the VLA SFVC practice model.

The principles that underpin the reform have influenced our strategy to improve legal assistance

57

58

Perpetrators and people who use violence

Developing a system-wide approach to stopping and holding perpetrators to account, supporting behaviour change







Intersectionality




Consultation content - Perpetrators and people who use violence

This set of slides highlights what government has done so far, and what it intends to do over the coming three years, to ensure that those adults who use family violence are held responsible for their actions and can access the support they need to change their behaviour. Slide 3: summarises what government is doing and shows how perpetrator accountability activities support the achievement

of the Family Violence Outcomes Framework (FVOF) as we continue to implement Royal Commission recommendations Slide 4: showcases key achievements during RAP1 Slide 5: sets out the activities government proposes to deliver for this priority over the next three years Slide 6: reflects on how coronavirus (COVID-19) has impacted perpetrator initiatives Slide 7: shows how the three reform principles have been considered in planning how perpetrators will be held to account


PrimaryPrevention

Housing

Legal Assistance

MARAM and

Information Sharing

CourtsResearch

and Evaluation


Dhelk Dja

The Orange Door


who use violence

59

Perpetrators and people who use violence PRIORITY AREA OVERVIEW

How we are strengthening the web of accountability

Building data and evidence, to improve understanding of perpetrators and measure the impact of perpetrator

interventions

Embedding information sharing and risk coordination

Building workforce supply, capabilities, practice guidance and leadership

Strengthening legal responses for family violence

Improving cultural safety

Strengthening the perpetrator intervention system










enduring

Reform IntentTo build a web of accountability which ensures the system, community and society work together to stop perpetrators from committing further violence, holds them to account, and supports changes in their behaviour and attitudes.The accountability web puts a focus on supporting adult and child victim survivors, without placing the burden on them to manage their own safety and the behaviour of perpetrators.







60

Perpetrators and people who use violence ACHIEVEMENTS SINCE 2016IN

TERV

ENTI

ON

S

We have strengthened the perpetrator intervention system

Victoria Police have introduced: enhanced risk assessment and management processes, a specialist investigative response and ongoing training including delivering a purpose-built Family Violence Centre of Learning

Strengthening the focus on perpetrators as the source of violence: 22 recommendations from the Expert Advisory Committee on Perpetrator Interventions (EACPI) are informing our approach to perpetrator accountability

More resources and more programs to hold perpetrators accountable: 7,500 interventions in 2019 including case management and tailored services for specific cohorts (from 1,000 interventions before introduction of the reform in 2016), for example:

Implementing the positively evaluated Drummond Street Services’ Living Free from Violence program at the Dame Phyllis Frost Centre. Continued support for a third residential facility for Dardi Munwurro’s Ngarra Jarranounith Place program, which is a 14-week residential

healing and men’s behaviour change program for Aboriginal men.

The Courts introduced an enhanced mandated program that promotes positive behaviour change and more effectively manages perpetrator risk and victim survivor safety.

Developed new programs for male prisoners on building respectful relationships: expanding the Tuning into Respectful Relationships program to seven additional prisons, a culturally inclusive program suitable for remand and short sentence prisoners

Additional case management placements for family violence offenders in the community to help meet demand, especially for those unsuitable for group-based interventions

RISK We have embedded information

sharing and risk coordination

The Central Information Point (CIP) consolidates critical information and provides a comprehensive view of perpetrator risk allowing for targeted safety planning

Risk assessment and management panels (RAMP) input across the service system to engage and manage perpetrator risk and victim survivor safety

The Orange Door workforce includes specialist perpetrator practitioners to assess risk and support perpetrator engagement and intervention planning

JOBS We are building a

specialist workforcePerpetrator service functions (intake, case management, behaviour change and family safety contact) included as part of the statewide family violence workforce attraction and recruitment campaign

DATA We are building an

evidence baseCohort-specific perpetrator trials were recently evaluated by Family Safety Victoria (FSV) and Department of Justice and Community Safety (DJCS). Learnings will be used to expand cohort-specific service offerings and build the capacity of perpetrator responses to diverse cohorts 61


Improve cultural safety and responses for diverse communities

Perpetrators and people who use violence ROLLING ACTION PLAN 2020 – 2023 PROPOSED ACTIVITIESFVOF Domains Summary of proposed activities 2020 2021 2022 2023


Strengthen the legal response

Analyse existing data to understand perpetrator characteristics and service use

Build new data and evidence


Strengthen the intervention system – review and strengthen existing practice; provide a suite of evidence-informed responses for perpetrators that are holistic and flexible; promote consistency

Build elements of key information sharing and risk coordination protocols

Standardise core data items in line with MARAM to allow for greater use of data and design outcomes for perpetrator interventions

Measure the impact of perpetrator interventions

Define workforce principles and enhance capabilities

Influence frameworks, policies, operational and practice guidance to ensure they are relevant and appropriate to perpetrator accountability

Principles of Everybody Matters: Inclusion and Equity Statement applied across perpetrator interventions

Explore new legislation for family violence related offences

Submit legislative proposals

DPC/Crime Statistics Agency Data Linkage Partnership Project (interim report)

DPC/Crime Statistics Agency Data Linkage Partnership Project (final report)

Release of final updated FVOF for perpetrator domain (including measures)Develop perpetrator accountability theory of change and monitoring & evaluation framework

FSV and DJCS Perpetrator interventions adapted in line with insights from evaluations and continuous improvement

Implement perpetrator interventions through FSV and DJCS tailored to diverse cohorts

Develop and implement a data dictionary for family violence

Deliver meta-evaluation for perpetrator interventions

MARAM Perpetrator focused practice guides released in 2 phases

FVOF reflects capability to work safely with perpetrators

Attraction and recruitment for family violence sector, including perpetrator workforce

Phase 2 MARAM/FVISS organisations prescribed

Embed perpetrator focus in MARAM OrganisationalEmbedding Guide

MARAM Framework and Legislation 5 year refresh

Develop and implement outcomes measurement and monitoring for perpetrator interventions

Work with Aboriginal communities to learn from holistic healing practice

Consolidate use of Courts Mandated Counselling Order Programs across the courts (including the 5 specialist FV courts)

Perpetrator outcomes data collection and analysis continues to mature

Consolidate research, data and sector views

Adopt new ways of collaborating on MARAM across services to improve perpetrator engagement and better share responsibility for perpetrator accountability


All MARAM accredited courses being delivered in 2021

62

Perpetrators and people who use violence CORONAVIRUS (COVID-19) IMPACTSService delivery adaptation, learnings and innovations during coronavirus (COVID-19)Coronavirus (COVID-19) has impacted service delivery across the family violence reform. The most significant impact for theperpetrator priority has been a shift from face-to-face to remote formats for most perpetrator related services.

Perpetrator Interventions Perpetrator interventions including men’s behaviour change programs (MBCPs), case management and new interventions as well as Court Mandated MBCPs transitioned to remote delivery

(e.g. video link and telephone). The Department of Health and Human Services Centre for Evaluation and Research are conducting a rapid review of the changes in perpetrator interventions to better understand any

innovative practice and broader strategies which have been implemented. A key perpetrator program in Community Corrections is “Change About”. Due to coronavirus (COVID-19), this was delivered via TelePsych forums for offenders with a ‘family violence flag’, to

explore distress and coping as well as risk identification and safety planning. Community Corrections is preparing to deliver Advanced Skills Workshops to the Community Correctional Services (CCS) workforce via remote technology on ‘Managing Family Violence in

Community Correctional Services’. The workshops will be tailored to include guidance specific to coronavirus (COVID-19). Following the suspension of group based programs, Corrections Victoria procured 1:1 perpetrator case management support from family violence service providers. It supports delivery of

behaviour change intervention to those perpetrators subject to Community Corrections Orders, ensuring victim-survivors are being supported during coronavirus (COVID-19) by continuing to keep perpetrators in view.

Courts Court funded Men’s Behaviour Change Programs provided bridging support as part of Interim Practice Standards (including telephone and online communications) while in-person groups were

suspended. Courts commenced hearing family violence applications remotely, where applicable. Online applications for family violence orders became available statewide via the Magistrates’ Court of Victoria website; applications can still be made in person at local courts and police

continue to make applications on behalf of affected family members where applicable. Reduced face-to-face contact has resulted in fewer opportunities for courts staff to refer to other services such as legal assistance.

Victoria Police Regular inter-agency meetings are held to share information about the system impact. Operation Ribbon, targeting high-risk offenders and those at risk, was rolled out in April 2020, including a weekend of action. Community safety messages on social media were made available in 27 languages.


Perpetrators and people who use violence REFORM PRINCIPLES

Aboriginal Self-Determination Nargneit Birrang Family Violence Holistic Healing Framework (released in Dec 2019) is an Aboriginal-led, culturally appropriate approach for Aboriginal

communities to respond to trauma and promote wellbeing.

Cultural safety is advanced through continuous learning and sharing of best practice among practitioners through the establishment of Cultural Safety Communities of Practice.

Trials of tailored interventions for people who use violence in Aboriginal communities are complete and may be expanded subject to funding availability.

State-wide Aboriginal case management for people who use violence has been established.

Continued partnerships within and across Aboriginal organisations and community as set out in Dhelk Dja: Safe Our Way: Strong Culture, Strong People, Strong Families.

Lived Experience Strategic engagement is being strengthened at Family Safety Victoria (FSV) to ensure the

voices of lived experience and the service system are reflected in policy developmentand service design.

FSV’s governance structure is being reviewed to ensure engagement is efficient andnon-duplicative.

The voices of victim survivors and perpetrators continue to inform evaluations, researchand continuous improvement.

People with lived experience (including the Victim Survivors’ Advisory Council) areengaged in the development of the outcomes framework and theory of change forperpetrator accountability.

The Orange Door has created a data collection process to better understand andmeasure peoples’ experience. Feedback will be collected from people who have usedviolence to understand their experience of The Orange Door entry point.

A Client Partnership Strategy has been developed to ensure client voice informs TheOrange Door operations.

Intersectionality The principles of Everybody Matters: Inclusion and Equity Statement will be

progressively applied across perpetrator interventions.

Multi Agency Risk Assessment and Management (MARAM) perpetrator guidesaddress intersectionality when responding to perpetrator risks and/or needs.

We are building an evidence base of cohort specific trials to inform our expansionof service offerings.

The Intersectionality Capacity Building Project and thedevelopment of tools and resources continues to embed intersectionality.

In line with MARAM, local LGBTIQ community organisations are being supported torecognise and respond to family violence.

The principles that underpin the reform have influenced the development of our strategy to build a web of accountability

64

Research and EvaluationBuilding our knowledge through improving our

research and evaluation capability

65






PrimaryPrevention

Housing

Legal Assistance

MARAM and

Information Sharing

CourtsWorkforceDevelopment Research

and Evaluation

Dhelk Dja

The Orange Door


who use violence



Intersectionality




Consultation content – Research and Evaluation

This set of slides highlight what government has done so far, and what it intends to do over the coming three years, to ensure acoordinated approach to research and evaluation. Slide 3: summarises what government is doing and shows how our research and evaluation activities support the

achievement of the Family Violence Outcomes Framework (FVOF) as we continue to implement Royal Commissionrecommendations

Slide 4: showcases key achievements during RAP1 Slide 5: sets out the activities government proposes to deliver for this priority over the next three years Slide 6: reflects on how coronavirus (COVID-19) has impacted our research agenda Slide 7: shows how the three reform principles have influenced our approach to the design of our research and evaluation

strategy66

Research and Evaluation PRIORITY AREA OVERVIEW

How we are strengthening our research and evaluation capability

Improving linkages and data sharing across government to support analysis and inform research

Working with universities and the sector to establish a family violence research partnership and deliver a research program

Ensuring Aboriginal people are empowered to define success in the research and evaluation of initiatives in their communities

Improving coordination of evaluation and research across departments and across reforms

Deepening research to better understand drivers of all forms of family violence and effective prevention strategies, programming and

practice










enduring

Reform IntentCoordinating and increasing research and evaluation across the family violence reform will strengthen our understanding of how to prevent violence before it happens, improve our ability to respond to family violence and allow us to track the progress of the reform more effectively. A strong evidence base tells us what is working, what needs to be adjusted, and where to focus our efforts for the greatest effect.




The FVOF representsthe key priorities inpreventing andresponding to familyviolence and clarifyingwhat constitutessuccess.



67

Research and Evaluation ACHIEVEMENTS SINCE 2016BU

ILDI

NG

CAP

ABIL

ITY

We have been building the capability and capacity to undertake effective

evaluation

Established a primary prevention research agenda and capacity within Respect Victoria

Developed policy and guidelines for evaluation of family violence initiatives for government staff

Developed an evaluation training program, including accessible staff learning resources such as an E-Learn on family violence evaluation for government staff

EVAL

UATI

ON

We are regularly evaluating our policies and programs

Evaluations have been conducted of several reform projects. Some examples include:

• The Orange Door: evaluation of the establishment, operations and initial service offering of the first four sites

• Family Violence Information Sharing Scheme

• Therapeutic interventions for victim survivors

• Community-based perpetrator interventions and case management trials

• Respectful Relationships

DATA

We are building an evidence base that will inform future

decision-making

Published the first annual service delivery report for The Orange Door

Building a Family Violence Database to facilitate access to sector-wide family violence incident data to support analysis of priority topics through data dashboards, infographics and short research papers

Published the Family Violence Data Collection Framework

68


Finalise the family violence and sexual assault data dictionary

Measure change under the Family Violence Outcomes Framework

Develop a family violence research partnership program and buildinformation sharing and knowledge transfer structures in partnership with the family violence prevention and response sectors and Victorian universities

Continue building evaluation capability through the Family Violence Evaluation Capacity Project, Department of Justice and Community Safety

Continue building the evidence base of what works to prevent violence and identifying programs that can be scaled up, modified or adapted

Continue evaluation of programs across the reform*Family Violence Information Sharing Scheme

Continue to strengthen data reporting and sharing platforms, including the Family Violence Database and the Respect Victoria Family Violence Data Platform

Completion of the Family Violence Evaluation Capacity Project

Completion of the Family Violence and Sexual Assault Data Dictionary

Annual update of publications to the Family Violence Database

Information sharing forum

Data further refined or developed, existing measures added to reporting

Develop a whole of government family violence research agenda

Begin commissioning research in line with research agenda

Commission targeted research (incl. coronavirus (COVID-19) related)

Complete second The Orange Door evaluation

Begin second The Orange Door evaluation



Publication of spotlight release on the impact of coronavirus (COVID-19)

Begin RAMPS evaluation

Complete RAMPs evaluation

FVISS* 2 year evaluation tabled in Parliament

FVISS* 5 year evaluation tabled in Parliament

FVOF Strategy released

FVOF reporting helps frame development of RAP 2023-2026

Respect Victoria Family Violence Data Platform begins data collection for monitoring primary prevention trends

Report on test project (LGBTIQ)

Report on test project (women with disability)

Report on evidence review (Aboriginal Victorians)

Report on test project (Aboriginal Victorians)

Research and Evaluation ROLLING ACTION PLAN 2020 – 2023 PROPOSED ACTIVITIESFVOF Domains Summary of proposed activities 2020 2021 2022 2023

First FVOF report published

Consultation to test data dictionary with service providers/data users

Recommence design of research partnership program model

Monitoring and Evaluation framework for primary prevention implemented

Rainbow Health Vic HOW2 and FV training module


Report on test project (Older Victorians)

69

Research and Evaluation CORONAVIRUS (COVID-19)IMPACTSService delivery adaptations, learnings and innovations during coronavirus (COVID-19)Coronavirus (COVID-19) impacted some planned evaluations and also the development of a family violence research agenda, which was due to be delivered by mid-2020. Alongside restarting pre-planned activities, several research projects are underway to assess the impact of coronavirus (COVID-19) on family violence and service provision.

Research and evaluation of the impact of coronavirus (COVID-19) Improved cross government data-sharing during coronavirus (COVID-19), fast-tracking work already underway on reporting and analytics. Targeted research is being commissioned to better understand family violence risk and appropriate responses during extended emergencies. The Department of Health and Human Services Centre for Research and Evaluation is partnering with Family Safety Victoria to conduct a series of rapid reviews, focused on the impact

and effectiveness of a range of coronavirus (COVID-19) triggered service, practice and operational changes. Respect Victoria is assessing the capability of the primary prevention workforce to assess organisational enablers and barriers to primary prevention work during coronavirus (COVID-19). Respect Victoria has commissioned studies into the drivers of violence during coronavirus (COVID-19) on key populations: Older Victorians and LGBTIQ communities.

Research and evaluation activities impacted by coronavirus (COVID-19)The capacity of the workforce in the family violence sector has been focused on frontline service delivery and consultation and engagement on research and evaluation during this period has been challenging. Research methodologies tend to rely on the option (and often preference) to interview people in person to build rapport and gain deeper insights from the interviewee. Delivery of research and

evaluation activities in the short to medium term will require a shift to relying on phone or online meetings. Both coronavirus (COVID-19) and recent bushfires illustrate the additional factors that need to be considered in evaluation design because of the impact on individuals, services and the system

more broadly. This has the potential to make research more complex and costly. The second evaluation of The Orange Door program and an evaluation of the Risk Assessment and Management Panels (RAMPS) were both impacted. Subject to capacity, detailed evaluation

planning phase is scheduled to recommence from August. The commissioning and progress of primary prevention action research has been impacted due to the resource capacity of potential providers in the family violence sector. Respect Victoria commissioned training for primary prevention practitioners in partnership with the Gender and Disaster Pod.


Research and Evaluation REFORM PRINCIPLES

Aboriginal Self-DeterminationExamples include:

Research and evaluation frameworks that enable Aboriginal people to define the metrics of success in research and evaluation of initiatives in Aboriginal communities.

The Monitoring, Evaluation and Accountability Plan (MEAP) which has been prepared to accompany the Dhelk Dja agreement. The MEAP outlines how the Dhelk Dja PartnershipForum can monitor and evaluate its strategy, including conducting an evaluation study.

Respect Victoria will commission Aboriginal-led Primary Prevention Research to understand the drivers of family violence and initiatives for its prevention in Victorian Aboriginalcommunities.

Lived ExperienceExamples include:

The second evaluation of The Orange Door will focus on client impacts andoutcomes. Interviews and surveys from people with lived experience of TheOrange Door service will be critical to inform this evaluation

Feedback from victim survivors who have been supported to keep safe throughRisk Assessment and Management Panel (RAMP) will be included in the program’sevaluation

The family violence research program will commission research that explores thelived experience of those who have experienced family violence.

Respect Victoria’s victim survivor engagement plan will consider lived experiencesin policy and research development

IntersectionalityExamples include:

Analysis of the experiences of clients from diverse backgrounds in the secondevaluation of The Orange Door

Evaluation of the Rainbow Tick and HOW2 capacity building initiatives

Respect Victoria’s Intersectional Strategy includes a focus on improving datacollection and research to respect intersectional experiences, ensuringcommissioned research programs have a focus on understanding the intersectionaldrivers of violence and what works to prevent it

Everybody Matters Inclusion and Equity Statement 10-year monitoring andevaluation framework is in development.

The principles that underpin the reform have influenced our approach to the design of our research and evaluation strategy

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