identifying and responding to family violence...

NORTH WEST METROPOLITAN REGION

PRIMARY CARE PARTNERSHIPS

Identifying and Responding to Family Violence Project

E V A L U A T I O N R E P O R T

Prepared by Dr Anita Trezona

April 2018

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Acknowledgements

The North West Metropolitan Region (NWMR) Primary Care Partnerships (PCPs) acknowledge the support of:

- The Victorian Government

- The NWMR PCP Identifying and Responding to Family Violence Steering Committee

- The 23 implementing partner organisations from across the North West metropolitan region.

Cover design by Justine Henry.

Inner North West PCP acknowledge the peoples of the Kulin Nation as the Traditional Custodians of the land on

which our work in the community takes place. We pay our respects to their culture and their Elders past,

present and emerging.

Disclaimer: The information contained in this publication is provided by Inner North West Primary Care Partnership (INW PCP) and is for general information purposes only. While information is current at the time of publication, subsequent changes to events may occur. INW PCP ventures to provide current and accurate information and we make no representations or warranties, express or implied, about the completeness, accuracy, reliability, or availability, with respect to this publication. Any reliance you place on such information is therefore at your own risk. In no event will INW PCP and its employees be responsible or liable for any loss or damage including without limitation, indirect or significant loss or damage, or any type loss or damage whatsoever, suffered by any person as the result of reliance on information contained in this publication.

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Table of Contents

PART ONE: INTRODUCTION .............................................................................................................. 5

1. Project background ................................................................................................................ 5

2. About this report ................................................................................................................... 6

PART TWO: PROJECT EVALUATION ................................................................................................... 7

1. Purpose of this evaluation ...................................................................................................... 7

2. Evaluation objectives ............................................................................................................. 7

3. Evaluation activities ............................................................................................................... 7

4. Evaluation methods ............................................................................................................... 8 4.1 Data collection and analysis ................................................................................................ 8

4.2 Participants ......................................................................................................................... 9

5. Evaluation findings ................................................................................................................ 9 5.1 Implementation of phase 2 and 3 project activities ........................................................... 9

5.2 Family violence training and workshops ........................................................................... 12

5.3 Project strengths and benefits .......................................................................................... 14

5.4 Project limitations ............................................................................................................. 15

5.5 Opportunities to strengthen and build on the project ..................................................... 16

5.6 Limitations of this evaluation ............................................................................................ 17

PART THREE: ENVIRONMENTAL SCAN............................................................................................ 18

1. Purpose of this Scan ............................................................................................................. 18

2. Overview of Primary Care Partnerships (PCPs) ...................................................................... 18

3. Overview of PCPs in the NWMR ........................................................................................... 19 3.1. Inner North West PCP ....................................................................................................... 19

3.2 HealthWest Partnership .................................................................................................... 19

3.3. Hume Whittlesea PCP ....................................................................................................... 19

3.4 North East Healthy Communities ...................................................................................... 19

4. Victorian family violence reforms and policy directions......................................................... 20 4.1 Royal Commission into Family Violence ............................................................................ 20

4.2 Ending Family Violence: Victoria’s Plan for Change .......................................................... 20

4.3 Family Violence Rolling Action Plan 2017-2020 ................................................................ 21

4.4 Safe and Strong: A Victorian Gender Equality Strategy (DPC 2016) ................................. 23

4.5 Free from Violence: Victoria’s Strategy to Prevent Family Violence and all forms of

Violence Against Women .................................................................................................. 23

4.6 Free from Violence: First Action Plan 2018-2021 ............................................................. 23

4.7 10-Year Industry Plan for Family Violence Prevention and Response .............................. 24

4.8 Roadmap for Reform: Strong Families, Safe Children – First Steps .................................. 25

4.9 Family Safety Victoria ........................................................................................................ 25

4.10 Family Violence Regional Integration Committees ........................................................... 27

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5. Regional Strategies and Partnerships (NWMR)...................................................................... 27 5.1 Building a Respectful Community Strategy 2017-2021..................................................... 27

5.2 Preventing Violence Together 2030: Western Region Strategy to Prevent Violence

Against Women ................................................................................................................. 28

5.3 Northern Integrated Family Violence Service (NIFVS) ..................................................... 28

5.4 Western Integrated Family Violence Committee (WIFVC) ............................................... 28

6. National Policies and Frameworks ........................................................................................ 29 6.1 National Plan to Reduce Violence against Women and their Children 2010-2022 .......... 29

6.2 Change the Story: AShared Framework for the Primary Prevention of Violence Against

Women and their Children in Australia............................................................................. 29

PART FOUR: SWOT ANALYSIS & RECOMMENDATIONS ................................................................. 30

1. SWOT Analysis ..................................................................................................................... 30 1.1 Strengths ........................................................................................................................... 30

1.2 Weaknesses and threats ................................................................................................... 31

1.3 Opportunities .................................................................................................................... 32

2. Recommendations ............................................................................................................... 33 2.1 Planning and priority setting ............................................................................................. 33

2.2 Partnerships and service coordination ............................................................................. 33

2.3 Risk assessment and management ................................................................................... 33

2.4 Workforce capability and development ............................................................................ 34

2.5 Communication, advocacy and engagement .................................................................... 34

2.6 Research and evaluation ................................................................................................... 34

2.7 Working with diverse communities .................................................................................. 34

REFERENCES ..................................................................................................................................... 36

APPENDIX A: Focus group and interview guide questions .................................................................. 38

APPENDIX B: Online Survey Questions .............................................................................................. 39

APPENDIX C: Royal Commission into Family Violence Recommendations ........................................... 40

PART ONE: INTRODUCTION

1. Project background

The Identifying and Responding to Family Violence Project is a regional project led by the Inner North West

Primary Care Partnership and delivered in partnership by the four PCPs in the North West Metropolitan

Region (NWMR). The project was funded by the Department of Health and Human Services (Formerly

Department of Health) for a period of four years over three phases, commencing in 2014 with a pilot (Phase

1) of the project. Over the life of the project, the four NWMR PCPs have worked in partnership with

member agencies across the region to improve the identification of, and response to women and children

experiencing family violence and abuse.

The aim of the project is to provide a more streamlined and coordinated service system response to family

violence by building the capacity of mainstream health to effectively identify and respond to family

violence. The objectives of phase 2 and 3 of the project were to:

Promote a standardised comprehensive approach to family violence identification and response

in mainstream health and community organisations through the development of policy and

procedure templates and guidelines.

Support organisations to embed policies and procedures to ensure staff are more able to identify

clients who are experiencing family violence, appropriately respond to disclosures, and facilitate

access to specialist family violence support services.

Support organisations to develop and implement a ‘whole of organisation’ approach to family

violence.

Monitor and report on the progress of implementing organisations to support system

strengthening through information sharing, knowledge transfer and demonstrating the impact of

the work

Build an evidence base for best practice approaches to identifying and responding to family

violence, to inform future family violence projects and activities by other PCPs and interested

stakeholders.

Table 1 outlines the planned activities for Phase 2 and 3 of the project, which are the subject of this

evaluation report.

Table 1: Activities planned for phases 2 and 3 of the project

Phase Two

2016-2017

Develop a workplace policy template containing best practice principles for

responding to staff disclosures of family violence

Provide training to managers and HR professionals

Support PCP member agencies to review their current systems and implement

change management processes to improve their family violence practices.

Undertake a process evaluation of Phase One of the project

Implement a new project governance structure, to separate project

management and implementation components of the project

Initiate connections with schools participating in the Respectful Relationships

Initiative.

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Phase Three

2017-2018

Review the format of the Implementation Network and revise accordingly

Develop and implement a Progress Monitoring Tool to assess the status of

implementation across member agencies

Develop an issues register to monitor project risks and implementation issues

Deliver targeted workshops for HR professionals

Build the capacity of the Western region training provider

Develop guidelines on ‘Engaging people who cause family violence harm’, to

accompany the Client Policy Template

2. About this report

This report is divided into four sections:

1. Introduction

2. Project evaluation

3. Environmental scan; and

4. SWOT analysis and recommendations.

The project evaluation section combines information gathered throughout implementation of the project, as well as

consultations undertaken with stakeholders to gain their perspectives on the strengths and limitations of the project.

The environmental scan section provides a summary of key documents relating to family violence prevention and

response, including policies, plans and frameworks, particularly those emerging from the current Victorian

Government reform agenda. The SWOT analysis and recommendations section is based on the combined findings of

the consultations and environmental scan, including the consultant’s assessment of the current strengths,

weaknesses, opportunities and threats for the NWMR Identifying and Responding to Family Violence Project, and the

PCPs more broadly as relevant to the family violence sector.

The findings and recommendations of this report will inform decisions regarding future PCP project

activities in the North and West Metropolitan regions, and serve as an information and advocacy tool for

engaging with funding bodies and other PCPs across the state.

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PART TWO: PROJECT EVALUATION

1. Purpose of this evaluation

An evaluation consultant was engaged to undertake this evaluation between November 2017 and March

2018. The purpose of the evaluation was to assess the implementation of project activities in phases two

and three of the project, and examine impact of the project on the systems, practices and processes of

participating member agencies.

2. Evaluation objectives The objectives of this evaluation were to:

Assess the extent to which phase two and three project activities were implemented as planned.

Identify the key strengths and benefits of the project, as well as its limitations and the challenges

experienced during its implementation

Identify the ways in which the project enabled/supported organisations to implement family

violence activities and practice improvements

Identify the challenges organisations have experienced with the implementation of family

violence activities and practice improvements

Explore opportunities for PCPs to support a system level approach to family violence

identification, intervention and response in the context of the family violence reforms

Explore opportunities for the PCPs to build the capacity of mainstream services to provide a

consistent and timely response to family violence

Undertake an environmental scan of relevant activities being implemented as part of the family

violence reforms

Provide recommendations on next steps for the project and the potential role of PCPs within the

context of family violence reforms.

3. Evaluation activities

The consultant undertook a combination of quantitative and qualitative data collection and analysis

activities as part of this evaluation, including:

Face to face consultation with key informants

Online consultation with member agencies involved in implementation of project activities

Review and collation of family violence training survey responses (pre-training, post-training and 3

month follow-up)

Review and collation of data collected through the progress monitoring tool

Review of the issues register

Review of project documents, including the project plan, business case and phase one evaluation

report

Desktop search and review of publically available documents relevant to family violence in the

North West Metropolitan Region.

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4. Evaluation methods

4.1 Data collection and analysis

Consultation with relevant stakeholders was undertaken using a combination of focus groups, semi-

structured interviews and an online survey. The data collection tools, including the focus group interview

guides, and the survey provided at Appendix A and B. These were adapted for each focus group/interview

in order to be relevant to the position/role of the participant involved and to allow for the natural flow of

conversations.

Additional data sources collected by the project coordinator during project implementation were also

utilised as part of this evaluation, including training survey responses, an issues register, progress

monitoring tool responses and other project documentation. Table 3 provides a brief description of the

data sources as well as the data collection and analysis methods.

Table 3: Methods, data sources and analysis methods

Method/data source Analysis method Description

Focus groups Qualitative Focus groups were conducted over 45-60 minutes, audio recorded and transcribed to written text. Participants were provided with a copy of the transcript to confirm its accuracy. Thematic analysis was then used to identify key themes.

Interviews Qualitative Interviews were conducted over 30-45 minutes, audio recorded and transcribed to written text. Participants were provided with a copy of the transcript to confirm its accuracy. Thematic analysis was then used to identify key themes.

Online survey Quantitative

Qualitative

The online survey was distributed to all Implementation Network members. Quantitative statistical analysis was used to present demographic data. Descriptive analysis was used to identify key themes in free text responses.

Training surveys Quantitative

Training surveys were conducted prior to the training, immediately following the training and 3 months post training activities. The data collected through these surveys were analysed using statistical analysis.

Progress monitoring tool

Quantitative

Qualitative

The progress-monitoring tool was distributed to members of the Implementation Network during implementation of phase 3 of the project. Statistical analysis was used to present demographic data and descriptive analysis was used to identify key themes in the free text responses.

Issues register Qualitative Descriptive analysis was used to identify key themes in the free text responses. This data was primarily used to triangulate findings of the consultation activities.

Project documents Qualitative

Activities planned for phase 2 and 3 of the project were compared against the activities undertaken.

Environmental scan Quantitative

Qualitative

A desk-top review of key family violence activities, projects and initiatives relevant to the NWMR region was undertaken and presented in a summary, including a description of strengths, weaknesses, opportunities and threats (SWOT) for the PCP.

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4.2 Participants

Participants in the evaluation included members of the Project Steering Committee, the Implementation

Network (managers and practitioners within member agencies), INW PCP staff, the NWMR PCP Integration

Coordinators, representatives from other PCPs, a representative from Family Safety Victoria and family

violence experts.

A targeted approach was utilised to recruit people to participate in an interview or focus group, in order to

ensure representation from the Project Steering Committee, Implementation Network, the PCPs and

relevant external stakeholders. A total of 18 people were invited to participate in an interview or focus

group.

An email invitation to participate in an evaluation survey was distributed to all members on the

Implementation Network in December 2017 (N = 32). Overall, 16 people participated in the consultation

activities undertaken, as outlined in Table 2. A broader range of people and organisations participated in

the evaluation activities led by the project coordinator, including the training evaluation surveys and

progress monitoring survey. The details of participants in these data collection activities are reported in the

findings section.

Table 2: Participants in consultation activities

Data collection activity Participant Type Number

Focus groups PCP Integration Coordinators

PCP FV Project Coordinator

PCP representatives (outside of NWMR)

4

1

2

Semi-structured interviews Implementation Network members

Steering Committee members

Family Safety Victoria Representative

2

3

2

Online survey Implementation Network members 3

5. Evaluation findings

5.1 Implementation of phase 2 and 3 project activities

Table 4 reports on the implementation of activities planned for phases 2 and 3 of the project. Almost all of

the planned activities were delivered within the intended timeframes, most notably the development of

resources (policy templates), the delivery of family violence training sessions and workshops, and the

collection of evaluation data. The PCP remains committed to supporting member organisations to

implement change processes and improve family violence practices, which is an ongoing activity of the

project. However, as with all regional projects led by PCPs, implementing system and practice changes is

ultimately the responsibility of partner organisations, and the extent to which they are able to do so is

often constrained by readiness levels, available resources, and internal pressures.

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Table 4: Implementation of phase 2 and 3 activities

Activity Status Details

Phase Two (July 2016 – June 2017)

Develop a workplace policy template containing best practice principles for responding to staff disclosures of family violence

Completed The policy template was completed in January 2017 and distributed to NWMR PCP partners. It can be accessed at http://inwpcp.org.au/wp-

content/uploads/2016/10/FINAL-Workplace-FV-Policy-8-Feb-2017-1.pdf.

Deliver family violence training to managers, and targeted workshops to HR professionals

Completed Women’s Health in the North delivered five training sessions for managers in the northern region and two HR workshops. Women’s Health West delivered three training sessions for managers and two HR workshops. A total of 215 people participated in these training activities, in 2017, 137 people in the northern region, and 78 people in the western region.

Undertake a process evaluation of phase one of the project

Completed An evaluation of phase one activities was undertaken at the end of 2016.

Implement a new project governance structure

Completed A new project governance structure was introduced in January 2017 to separate the project management and implementation components of the project. A Steering Committee was formed and met for the first time in March 2017.

Establish relationships with schools participating in the Respectful Relationships Initiative

Ongoing The FV Project Coordinator met with the Respectful Relationships Project workers in the western region, as well as presented at a Respectful Relationships Forum. The Workplace Family Violence Policy Template is described in the Respectful Relationships training sessions in the western region.

Support PCP member organisations to review their current systems and implement change management processes to improve their family violence practices

Ongoing PCP continues to support member organisations to implement change. Table 5 and 6 report on the status of implementation in more detail.

Phase Three (July 2017 – June 2018)

Review and modify the format of the Implementation Group.

Completed In line with the introduction of the Steering Committee, a review of the Implementation Network commenced in March 2017. Following agreement by participating organisations, the group was expanded to become a network and new organisations were invited to participate.

Develop and implement a Progress Monitoring Tool to assess the status of implementation across member organisations

Completed The progress-monitoring tool was developed and disseminated in June 2017. The tool was first implemented in June 2018, and is completed by participating organisations on a quarterly basis.

Develop an issues register to

monitor project risks and

implementation issues

Completed The FV Project Coordinator developed an issues

register between March-June 2017 to record

feedback provided by organisations. The use of this

tool for data collection purposes is ongoing.

http://inwpcp.org.au/wp-content/uploads/2016/10/FINAL-Workplace-FV-Policy-8-Feb-2017-1.pdf



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Activity Status Details

Support Women’s Health West to

develop and deliver a FV training

package in the western region

Completed The FV Project Coordinator met regularly with

Women’s Health West to provide advice on the

training materials and administrative support to

deliver the training sessions.

Develop guidelines on ‘Engaging

people who cause family violence

harm’, to accompany the Client

Policy Template

Completed Rodney Vlais was engaged to develop the

guidelines in June 2017, which were completed in

December 2017. The guidelines can be accessed at http://inwpcp.org.au/wp-

content/uploads/2017/12/Final_Guidelines-for-

engaging-people-who-cause-family-violence-

harm_Nov2017.pdf .

A progress-monitoring tool was developed in June 2017 to enable the monitoring of project

implementation within participating organisations. Seven people representing six organisations completed

this tool between June and September 2017. Table 5 shows the status of implementation of the client

family violence policy and procedure, and other process changes relevant to improving the identification of

and responses to family violence. Table 6 shows the status of implementation of the workplace family

violence policy and procedure.

Table 5: Status of implementation of the client policy and procedure

Actions/activities

In d

isc

uss

ion

In d

ev

elo

pm

en

t

De

ve

lop

ed

Imp

lem

en

ted

Tool to routinely screen high risk populations to identify family violence 3 1 1

Roles and responsibilities of all staff clearly documented 1 2 2

Staff have access to a Safety Plan Template 1 1 3

Procedure for internal referral options for family violence 1 4

Procedure on referring to the specialist family violence services 2 3

Procedure for documenting family violence in the client management

system

1 1 1 2

Procedure on supporting staff who work with clients who disclose family

violence

1 2 1

Staff orientation procedures and guidelines 1 1 2

Promotional materials to encourage client disclosure 2 1 1

Family violence training for managers, coordinators and team leaders 1 1 3

Family violence training for clinicians and reception staff 1 1 1 2

Note: Figures represent number of organisations at each stage

http://inwpcp.org.au/wp-content/uploads/2017/12/Final_Guidelines-for-engaging-people-who-cause-family-violence-harm_Nov2017.pdf




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Table 6: Status of implementation of the workplace family violence policy and procedure

Actions/activities

In d

iscu

ssio

n

In d

evel

op

me

nt

De

velo

ped

Imp

lem

en

ted

Established specific family violence officer role 1 3 2

Roles and responsibilities of all staff in relation to employees disclosure of

family violence have been clearly documented

4 2

Procedure for documenting employees disclosures of family violence 3 1 2

The Organisation’s Employee Assistance Program (EAP) is able to respond

to family violence disclosures

1 5

Internal resources to support employees experiencing family violence (e.g.

employee portal or internet page)

2 2 1 1

Family violence leave provisions available for employees 1 2 3

External debriefing available for the Family Violence officer role 2 1 2

Family violence training for HR managers and staff 2 4

Note: Figures represent number of organisations at each stage

5.2 Family violence training and workshops

One of the main project activities planned for 2017 was the delivery of family violence training to managers

and HR professionals across the northern and western regions. Women’s Health in the North were engaged

to deliver the training in the northern region, which included five training sessions for managers, a HR

specific training session, and a HR workshop. Women’s Health West were engaged to deliver the training in

the western region, which included three training sessions for managers, a HR specific training session, and

a HR workshop. A total of 215 people participated in these training activities in 2017, as shown in Table 7.

Table 7: Participation in family violence training session in 2017

Northern Region Date Number of participants

Session 1 23 May 25

Session 2 15 June 25

Session 3 26 July 18

Session 4 22 August 18

Session 5 9 October 11

HR Training 11 September 24

HR Workshop 21 September 16

Regional Total 137

Western Region

Session 1 25 May 24

Session 2 22 June 6

Session 3 27 July 16

HR Training 24 August 21

HR Workshop 9 November 11

Regional Total 78

Total for NWMR 215

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While this evaluation did not seek to evaluate the quality or effectiveness of the family violence training, it

is worth noting that it had a significant impact on participants’ knowledge and understanding of family

violence. Table 8 and 9 show that the majority of participants in both the managers and HR training either

agreed or strongly agreed that their knowledge and awareness increased as a result of participating in the

training.

Table 8: Knowledge and understanding of family violence following managers training

Northern Region

Western Region

Question

Stro

ngl

y A

gree

Agr

ee

Stro

ngl

y A

gree

Agr

ee

I understand the gendered nature of family violence 53% 45% 44% 44%

I understand the dynamics of power and control that underpin

family violence

51% 47% 39% 50%

I am aware of the family violence indicators for women and children 41% 57% 28% 61%

I am aware of how to screen/assess for family violence 16% 80% 11% 61%

I am aware there is a standardised family violence risk assessment

tool in Victoria

25% 61% 17% 61%

If a victim of family violence chooses not to leave the violent

situation, I am aware of what staff can do to help

31% 67% 28% 56%

I know where staff can refer a victim of family violence 43% 57% 33% 56%

I am aware of how staff undertake safety planning and what this

involves

20% 73% 22% 67%

I am aware of what do to if a staff member discloses family violence 32% 64% 28% 56%

Table 9: Knowledge and understanding of family violence following HR training

Northern Region

Western Region

Question

Stro

ngl

y A

gree

Agr

ee

Stro

ngl

y A

gree

Agr

ee

I understand the gendered nature of family violence 70% 30% 62% 38%

I understand the dynamics of power and control that underpin

family violence

70% 30% 50% 50%

I am aware of the family violence indicators for women and children 40% 60% 50% 50%

If a victim of family violence chooses not to leave the violent

situation, I am aware of what the organisation can do to help

30% 70% 25% 75%

I am aware of what do to if a staff member discloses family violence 50% 50% 37% 63%

I understand how to maintain a staff member’s privacy and

confidentiality when they disclose experiencing family violence

70% 30% 50% 50%

I know where an organisation can refer a victim of family violence 60% 40% 62% 38%

I am aware of how the organisation can undertake a workplace

safety plan and what this involves

33% 67% 25% 75%

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5.3 Project strengths and benefits

Participants in the interviews, focus groups and online survey were asked a number of questions regarding

what they saw as the key strengths of the project, as well as the benefits they had experienced as a result

of implementing the project. The key strengths and benefits were summarised into the themes shown in

Table 10, with example comments from evaluation participants.

Table 10: Strengths and benefits reported by participants

Theme Examples comments

Consultative approach Partners and experts were heavily consulted from the

beginning of the project to ensure it had buy-in and credibility

The project has been carefully planned at each stage, and time

has been taken to seek input from all stakeholders

Stakeholders have had the opportunity to review and provide

feedback on resources.

Informed by evidence The project has been informed by the available research,

experts/peak bodies have been consulted

The project resources are evidence based [informed by people

with expertise], and implementation is informed by local

needs.

Supports workforce learning and development

The project has created a safe space for non-specialists to ask

questions and learn about family violence

The network has provided a platform to share knowledge and

experiences

The project has increased people’s knowledge, awareness and

understanding of family violence

The project has supported managers to develop leadership

skills and the ability to role model and mentor others in

relation to family violence

The training has increased the confidence of people to

respond to family violence disclosures

The training has been able to reach a large number of people

and organisations that would otherwise not have had access

to training.

Central resource and point of contact The PCP is able to undertake the research and develop the

resources that other organisations do not have the time and

resources to do

The PCP has developed policy templates, which has meant

organisations do not have to ‘reinvent the wheel’

The PCP has been available to provide advice on how to

implement the policy templates as well as on how to address

other issues

Having policy templates means organisations across the region

are trying to apply a consistent approach to the

implementation of policies and procedures.

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Theme Examples comments

Supports connections and interactions between services

Being able to work together on practices and developing

[resources] seems to be important to the network members

Universal services are grappling with similar issues in the

family violence space [distinct from specialist services] and the

project provides a forum to work through the challenges

A big advantage of the project is the links to women’s health

services and acute settings – without this project we wouldn’t

have those links.

Supports organisational change Policy and procedure changes have occurred within the

organisation, including to salary structures and leave

provisions

There is actual change happening within organisations; to their

procedures and to the way they work with clients and staff [in

relation to family violence].

Contributes to the evidence base Data is being collected regularly, and evaluation activities are

being undertaken, which contribute to the evidence base on

family violence

The use of the needs assessment and evaluation survey

instruments allows for consistent data collection and

comparisons across regions (i.e. uptake and implementation in

the Eastern Metropolitan Region).

5.4 Project limitations

Participants in the interviews, focus groups and online survey were also asked to share their perspectives

on the limitations of the project, and the ways in which the project could be improved in future. The

limitations were summarised into the themes shown in Table 11, with example comments from evaluation

participants.

Table 11: Limitations reported by participants

Theme Example comments

Lacking an authorising environment Many of the staff involved in the project do not have the

commitment or support from their executives to implement

change within their organisations

PCPs have limited capacity to influence the practices and culture

of organisations – as there are no accountability mechanisms for

the work.

Mandate for the project is unclear There is no clear policy mandate or directive for the PCPs to be

working in this space, or for organisations to align with the

project.

Resourcing constraints The project does not receive adequate funding to support

system wide change

There is limited capacity across the PCP workforce to support the

work (time, skills and expertise)

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Theme Example comments

The project has heavily relied on support from 1-2 key workers

across the region with the skills and expertise

Most organisations are not adequately resourced to implement

the work internally.

Ability to respond to specific needs The project became too broad in terms of membership and

scope, which made it difficult to target and tailor the project to

specific needs

Broad PCP membership makes it challenging to be able to satisfy

different and specific/niche needs, particularly when those

services are also going to vary considerably in their roles and

responsibilities under the family violence reforms.

Overlap with other activities and

structures

Overlap/duplication with other initiatives funded as part of

reforms, such as the Strengthening Hospitals Project

Lack of clarity around how the project intersects with other

partnership structures in the region

For some organisations, the project structures duplicate the

work of existing partnership structures (i.e. Regional Integration

Committees).

Ability to keep up with a rapidly

changing system/environment

There is a lot going on in the family violence space, and

organisations are feeling overwhelmed

It is challenging for the project to remain current in the context

of a rapidly changing system and complex reform environment.

Barriers to implementation

In addition to the limitations of the project outlined in Table 11, participants reported a number of barriers

or challenges to being able to implement the project, including i) inability to keep pace with the reforms

and a rapidly changing family violence system, ii) inability to prioritise family violence due to competing

reform demands (such as NDIS and My Aged Care), iii) lacking the readiness or confidence to address family

violence (and in some cases resistance to addressing it), iv) not having the organisational structures and

systems in place to support policy and procedure implementation and culture change, and v) a shortage of

people with the skills and expertise to support the work.

5.5 Opportunities to strengthen and build on the project

In order to inform the future directions of the project, participants were asked to share their views on how

the project could be improved, the types of support their organisations are likely to need in future, and the

potential roles and functions of PCPs within the family violence reform environment.

Participants suggested the project could be improved in the following ways:

Increase advocacy to CEOs and boards of partner organisations to increase their understanding of

family violence and the importance of prioritising this work

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Implement more formal agreements with partner organisations with very clear statements about

expectations, commitments and benefits to increase accountability for the work

Provide more training to frontline workers and operational managers, and consider various ways

of providing training (i.e. online)

Review and revise the scope of the project membership, based on PCP capacity and specific needs

of organisations

Increase the focus on the intersection between the family violence and child first reforms

Ensure the PCP is engaged in relevant support and safety hub structures and committees

Improve coordination/links with other regional family violence structures, such as Regional

Integration Committees.

Participants suggested a number of potential opportunities to expand the project and the role of the PCP in

the family violence space, including:

Build the family violence literacy of professionals across the universal services sector

Support the conceptualisation of a service integration and coordination model for family violence

across relevant systems, including wrap around services around the support and safety hubs for

the women who will not meet the eligibility criteria for specialist services

Act as a conduit between the support and safety hubs and the organisations that will not have a

direct role in the hubs (namely universal services), but play an important role in the broader

system

Support organisations with the implementation of the guidelines for engaging people who cause

harm, which could include training

Provide training and support with the new risk assessment and management guidelines (CRAF)

and information sharing legislation, for those organisations that will not receive the training being

rolled out by Family Safety Victoria

Undertake more targeted work with, and relating to specific communities, such as CALD, LGBTI

and people with a disability

Establish communities of practice as one approach to building workforce capability

Contribute to the evidence base on health system responses to family violence by undertaking

research and evaluation

Increase a focus on primary prevention activities.

5.6 Limitations of this evaluation

It is important to acknowledge the participant sample as a key limitation of this evaluation. Firstly, only a

small sample size was involved in the consultation activities, and due to the short time frames and timing of

the evaluation, not all organisations involved in the project were represented in the consultations.

In some cases, the themes described in the findings of this report are based on the perspectives of a small

number of participants, therefore it is not possible to generalise the findings to all project partners, and the

findings should not be interpreted as a consensus, rather as a spread of stakeholder perspectives.

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PART THREE: ENVIRONMENTAL SCAN

1. Purpose of this Scan

The NMWR Identifying and Responding to Family Violence Project was established in 2014 in response to

the findings of a regional needs assessment that found a large number of staff across member

organisations believed they i) lacked the necessary skills and confidence to appropriately assess and

respond to women experiencing family violence when they attended their health service, and ii) their

organisation did not have the support systems in place to support employees experiencing family violence,

and staff were unsure how to respond to family violence disclosures.

At the time of its conception, the project addressed a significant gap in the way health sector organisations

were being supported to address family violence, including through actions to build the capability of the

workforce, and to establish stronger links between the health and family violence systems. However, the

policy landscape and service system has evolved rapidly in Victoria over the past three years as a result of

the major family violence reforms introduced by the State Government.

The purpose of this environmental scan is to examine current policy directions and initiatives being

implemented as part of the Victorian family violence reforms, as well as relevant regional plans and

activities in order to determine the future focus (and feasibility) of the NMWR Identifying and Responding

to Family Violence Project, as well as the potential role for Primary Care Partnerships more broadly within

the family violence reform context.

2. Overview of Primary Care Partnerships (PCPs)

Primary Care Partnerships (PCPs) are established networks of local health and human service organisations,

which work together in voluntary alliances to strengthen health systems and improve service access. The

Primary Care Partnership strategy is a Victorian Government initiative, providing funding to over 28 PCPs

across the state to broker partnerships that maximise health and wellbeing outcomes, promote health

equity and avoid unnecessary hospital presentations and admissions (DHHS 2018a).

The PCP partnership platform operates at catchment, regional and state-wide levels, with more than 800

organisations from a range of sectors linked with one of the 28 PCPs across Victoria. These include

hospitals, local government, community health services, disability services, preventing harm from gambling

services, women’s health and family violence services, mental health services, and other specialist services

(Victorian Primary Care Partnerships 2016).

PCPs are currently operating in an uncertain environment, and have been advised by the Department of

Health and Human Services (DHHS) that changes to the way PCPs operate will be implemented in the near

future. They currently have funding and service agreements in place until June 2019, and have been

encouraged to focus on prevention, system integration (particularly between health andsocial service

system), and family violence (ref DHHS Communication).

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3. Overview of PCPs in the NWMR

3.1. Inner North West PCP

The Inner North West (INW) PCP brings together 42 health and community sector organisations across the

Inner North West metropolitan region of Melbourne, covering the four local government areas of

Melbourne, Yarra, Moreland and Moonee Valley.

The INW PCP aims to improve community health and wellbeing by building a stronger, more integrated

service system through a collective impact approach. The INW PCP Strategic Plan 2017-2021 describes four

pillars for action: i) leadership; ii) partnership; iii) system strengthening; and iv) advocacy and influence.

Across these four pillars, the PCP fulfills a number of core functions, including leading local cross-sector

planning, facilitating cross-system collaboration, building workforce capability, undertaking research and

evaluation, and enabling local collective action (INWPCP 2018).

3.2 HealthWest Partnership

HealthWest brings together 50 health care providers, community organisations and local councils across

the Western Metropolitan region of Melbourne, covering the five local government areas of Brimbank,

Maribyrnong, Hobson’s Bay, Wyndham and Melton. The HealthWest Strategic Plan 2017-2019 describes

three key result areas: i) partnership and collaboration; ii) building evidence and sharing knowledge; and iii)

advocacy and support (HealthWest Partnership 2018). The Strategic Plan also outlines the intended

outcomes of the partnership in the following areas:

Access and equity (including health literacy and workforce mutuality

Prevention and population health (including community leadership, prevention of family violence

and place-based approaches.

3.3. Hume Whittlesea PCP

The Hume Whittlesea Primary Care Partnership (HWPCP) brings together approximately 30 primary care

and human service organisations across the outer Northern Metropolitan region of Melbourne, covering

the local government areas of Hume and Whittlesea. The HWPCP Strategic Plan 2013-2018 describes four

key priority areas: i) integrated design and delivery; ii) responsiveness and effectiveness; iii) collaboration,

evidence and innovation; and iv) consumer involvement (HWPCP 2018).

3.4 North East Healthy Communities

North East Healthy Communities (NEHC) brings together more than 20 service providers in the North East

Metropolitan region of Melbourne, covering the local government areas of Banyule, Darebin and Nillumbik.

The NEHC recently released its Strategic Directions 2017-2021 document (NEHC 2018), the priorities of

which are broadly guided by the Victorian Public Health and Wellbeing Plan. The work of the partnership

includes advocacy, coordination, facilitating partnerships and research, monitoring and evaluation.

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4. Victorian family violence reforms and policy

directions

4.1 Royal Commission into Family Violence

The Victorian Government established the Royal Commission (The Commission) into Family Violence in

February 2015. The role of the Commission was to identify and advise on the most effective ways to

prevent family violence, improve early intervention, support family violence victims, hold perpetrators to

account, improve system responses, better coordinate community and government responses, and

evaluate and measure the effectiveness of policies, programs and services in reducing family violence (State

of Victoria 2016). The Commission delivered its report in March 2016, which contained 227

recommendations spanning a range of key reform areas, including:

Risk assessment and management

Information sharing

The role of specialist family violence services

The role of the health system

Improving the child protection system

Improving service pathways

Improving police and court responses

Perpetrator accountability and interventions

Addressing the specific needs of diverse groups

Family violence prevention

Data collection, research and evaluation.

The Victorian Government committed to implementing all 227 recommendations, and in May 2016

commenced delivering on the first phase of its response (Victorian Government 2017). Subsequently, the

Victorian Government has developed a number of key policy documents and implemented a range of

reform initiatives. The following sections provide an overview of the gender equality and family violence

policies and reforms relevant to the health and social service sectors.

4.2 Ending Family Violence: Victoria’s Plan for Change

The Victorian Government released Ending Family Violence: Victoria’s Plan for Change (Victorian

Government 2016) in November 2016, a 10 year plan that sets out the Government’s vision for family

violence reform. The plan specifies the activities funded in the initial stages of the government’s response

to the Royal Commission recommendations, as well as its future agenda for establishing the policy

foundations and system infrastructure required to address family violence. Key actions outlined in the plan

include:

Policies and Plans: The Victorian Government will develop a Primary Prevention Strategy, Gender

Equality Strategy, Diversity and Intersectionality Framework, 10 Year Aboriginal Family Violence

Plan, 10 Year Industry Plan, 10 Year Investment Plan, Rolling Action Plans

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Legislation, Infrastructure and Initiatives: The Victorian Government will establish Support and

Safety Hubs, provide safe and affordable housing options, expand specialist family violence

courts, introduce law reform and new information sharing legislation, redevelop the risk

assessment and management framework, build workforce capability, implement perpetrator

interventions

Governance Mechanisms: The Victorian Government will establish a Prevention Agency,

Coordination Agency, Centre for Workforce Excellence, Victorian Centre for Data Insights, Family

Violence Reform Implementation Monitor and Family Violence Parliamentary Committee.

The Plan also details a Family Violence Outcomes Framework, which will be used to monitor progress and

measure the impact of family violence reforms activities.

4.3 Family Violence Rolling Action Plan 2017-2020

The Family Violence Rolling Action Plan (DPC 2017a) was the first action plan developed under the Ending

Family Violence 10 Year Plan. It outlines the first phase of implementation of the family violence reform

agenda and provides further detail around the key actions outlined in the overarching 10-Year Ending

Family Violence Plan. The following table provides a summary of the action areas most relevant to the

health and social services sectors.

Action Area Key Actions

Prevention Establish a Prevention Agency

Respectful Relationships education in all primary and

secondary schools, and training for early childhood educators

Deliver the Family Violence mass behaviour change campaign

Implement strategies in workplaces to address gender

inequality

Fund community led prevention programs focused on diverse

communities.

Family Safety Victoria (Coordination

Agency)

FSV will oversee the family violence reforms, and will also be

responsible for:

Establishing and overseeing the Support and Safety Hubs

Family violence information sharing regime

Establish and operate Central Information Point

Redevelop the Risk Assessment and Management Framework

House the Centre for Workforce Excellence.

Support and Safety Hubs Establish 17 Hubs across Victoria by 2021

Establish multi-disciplinary intake teams

Determine key roles and functions of Hubs

Establish governance structures for Hubs.

Earlier and more effective responses Strengthening maternal and child health services

Further rollout of the Strengthening Hospitals Initiative.

Keeping children safe Invest in an additional 450 Child Protection Practitioners

Additional support for children and young people who cannot

live at home

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Action Area Key Actions

Increase the number of Aboriginal organisations with legal

guardianship of Aboriginal children subject to protection

orders.

Specialist family violence services Increase funding for specialist family violence services

Funding statewide 24/7 crisis service

Increase therapeutic support for victim survivors

Training and sector capacity building to ensure LGBTI cultural

competency and inclusiveness.

Improving perpetrator interventions

and accountability

Enhance the standards for men’s behaviour change programs

Providing additional capacity to enable the Men’s Referral

Service to respond to increasing helpline demand

Men’s behaviour change programs in the Corrections system

Testing and evaluating new perpetrator interventions

Providing flexible support packages for perpetrators

Trial and evaluate and LGBTI initiative.

Building workforce capacity and

capability

Workforce training and capacity building across the

government, family violence, primary prevention and social

service sectors

Employing Family Violence Principal Practitioners in various

departments

Providing access to family violence expertise in key mental

healthand alcohol and drugs services

Others outlined in Family Violence Industry Plan.

Redevelopment of the Risk

Assessment and Management

Framework

The new Framework will be comprehensive, set minimum

standards and roles and responsibilities for screening, risk

identification, assessment and management, information

sharing and referral

Legislation has been introduced into Parliament to embed the

Framework in law

Training will be provided to relevant workforces on using the

Framework (phased approach, not targeting universal services

until after 2020).

Information sharing reforms Legislation has been introduced in Parliament

Greater sharing of information to support risk assessment and

management

Establish Central Information Point (CIP)

Training, guidelines and cultural change programs to support

workers to understand and implement the legislative regime.

Improving data collection Develop a Family Violence Data Clearinghouse

Developing the Victorian Family Violence Data Framework.

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4.4 Safe and Strong: A Victorian Gender Equality Strategy (DPC 2016)

Safe and Strong is Victoria’s first gender equality strategy, and sets out a guiding framework for broad,

long-term reform, including the establishment of governance structures, implementation of policy and

legislative changes, funding and procurement measures, and supportive employment practices. Specifically,

the it outlines the Victorian Government’s plans to enact a Gender Equality Act, establish a Prevention

Agency and Ministerial Council on Women’s Equality, model gender equality across the public sector

workforce, and introduce gender impact analysis in policy, budgets and services delivery. The strategy also

describes six key settings for prevention action:

1. Education and training

2. Work and economic security

3. Health, safety and wellbeing

4. Leadership and representation

5. Sport and recreation

6. Media, arts and culture

The Strategy acknowledges the need for a broad range of organisations and sectors to contribute to

promote gender equality, including local governments, industry, community and not-for-profit sector,

sporting bodies, schools and workplaces, the media, and the women’s health sector.

4.5 Free from Violence: Victoria’s Strategy to Prevent Family Violence

and all forms of Violence Against Women

The Free from Violence Strategy (DPC 2017b) was developed by the Victorian Government in response to

recommendation 187 of the Family Violence Royal Commission, and is a key component of the 10-Year

Plan, Ending Family Violence: Victoria’s Plan for Change. The Strategy focuses specifically on the primary

prevention of family violence and violence against women by addressing the social structures, norms and

practices that drive and condone violence. It proposes an incremental approach to primary prevention

action over three key phases: i) building the infrastructure and systems for prevention; ii) strengthening

whole of community actions; and iii) maintaining efforts and getting results. The strategy describes the

range of settings in which prevention activities will be implemented, and the importance of effective local

partnerships and coordination, building a strong prevention workforce, testing new and innovate

approaches, and undertaking research and evaluation. A series of rolling action plans will be developed,

outlining the specific actions to be implemented to achieve the aims of the strategy.

4.6 Free from Violence: First Action Plan 2018-2021

The First Action Plan (DHHS 2018b) outlines the implementation of phase one of the Free from Violence

Strategy, building the infrastructure, systems and support for a strong primary prevention platform. The

table below outlines the Plan’s five priority areas and some of the associated key actions.

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Priority Areas Key Actions

1. Build prevention structures and

systems

Establish a family violence prevention agency

Continue to fund Our Watch and ANROWS

Develop new accredited primary prevention units of

competency

Develop and deliver new training in primary prevention

Support the establishment of primary prevention

communities of practice.

2. Research and evaluate

Undertake an audit of prevention activity across Victoria

Commission research and establish a Family Violence

Prevention Research Alliance

Identify opportunities to scale up existing Community

Partnerships for Primary Prevention projects.

3. Innovate and inform

Innovation fund to support innovative prevention practice

Pilot programs to embed gender equality in sporting sites

Test a tailored approach of prevention for culturally diverse

communities.

4. Scale up and build on what we

know works

Support local government to be leaders in prevention

Support antenatal and postnatal settings to deliver primary

prevention activities

Expand the Partners in Prevention program

Pilot primary prevention bystander programs

Scale up projects from the Community Partnerships for

Primary Prevention grants program.

5. Engage and communicate with

the community

Deliver behaviour change campaigns targeting a range of

communities

Deliver a financial abuse media campaign

Support the 2018 Victoria Against Violence (VAV) 16 Days of

Activism campaign.

4.7 10-Year Industry Plan for Family Violence Prevention and

Response

The 10-Year Industry Plan was developed by the Victorian Government in response to recommendation 207

of the Family Violence Royal Commission (Family Safety Victoria 2017). The plan aims to create a system in

which the specialist family violence and primary prevention sectors work together with community, health,

justice, education and training sectors to prevent and respond to family violence. The plan describes the

focus and approaches to building the capability of the prevention and response workforces (guided by

capability frameworks), as well as actions to strengthen the specialist family violence workforces through

enhanced employment pathways, retention strategies, better employment conditions and a focus on

workforce wellbeing. The Plan will be implemented through a series of three-year rolling actions plans,

commencing in mid 2018.

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4.8 Roadmap for Reform: Strong Families, Safe Children – First Steps

The Victorian Government released the Roadmap for Reform (DHHS 2016) in 2016 in response to the

findings of the Family Violence Royal Commission showing the impact of family violence on children and

young people and their family relationships. The roadmap outlines the immediate actions taken to address

the specific needs of children and young people. It includes a focus on improving access to and navigation

of services (particularly universal services), integrated ‘wrap around’ supports and targeted early

interventions, strengthening home based care and improving out-of-home care, and building the capability

of the workforce.

4.9 Family Safety Victoria

Family Safety Victoria (FSV) was established in July 2017 to lead key elements of the Victorian family

violence reforms (Family Safety Victoria 2018). Specifically, FSV is responsible for:

Establishing 17 Support and Safety Hubs across Victoria

Developing and implementing a new risk assessment and management framework

Implementing a new information sharing regime and Central Information Point (CIP) connecting

police, the courts and services

Delivering the 10-Year Family Violence Industry Plan

Housing the new Centre for Workforce Excellence, to build workforce capacity and capability in

partnership with the sector

Leading engagement with sector, victim survivors, diverse communities and the Victorian

community as a whole across all reforms and initiatives

Designing the family violence system for diversity and intersectionality (see the Diversity and

Intersectionality Framework at

https://www.vic.gov.au/system/user_files/Documents/fv/Diversity%20and%20Intersectionality%20Framework%20-%20Final%20at%2028%20April%202017.PDF.

4.9.1 Support and Safety Hubs

The Support and Safety Hubs will be initially established in five geographic locations; Barwon, Bayside

Peninsula, Inner Gippsland, Mallee and North-East Melbourne areas. The Hubs will bring together

family violence services, family services and perpetrator/men’s services, as well as existing access and

referral points for victims and perpetrators of family violence (including police L17 referral points), and

children and families in need of support (Child FIRST). The Support and Safety Hubs will be governed

by:

Hub Leadership Groups - will be made up of the community service organisations that will be

delivering the functions of the Hubs. The role of this group is to provide strategic direction and

oversight of Hub operations and performance

Local Hub Establishment Groups - will be made up of representatives from the broad range of

organisations that play a role in addressing family violence, people with lived experience of these

services, and other community representatives. The role of the this group is to set up referral

pathways between hubs and other services, work with FSV to plan and monitor local responses,

and inform statewide service and system planning.

https://www.vic.gov.au/system/user_files/Documents/fv/Diversity%20and%20Intersectionality%20Framework%20-%20Final%20at%2028%20April%202017.PDF

https://www.vic.gov.au/system/user_files/Documents/fv/Diversity%20and%20Intersectionality%20Framework%20-%20Final%20at%2028%20April%202017.PDF

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4.9.2 Family Violence Risk Assessment and Risk Management

FSV will develop and implement a new Risk Assessment and Risk Management Framework, which will

be critical component of Support and Safety Hub operations. The purpose of the new framework is to

ensure:

All parts of the service system have a shared understanding of risk

�Workers have the skills and a framework to guide appropriate action

A clear understanding of the roles and responsibilities of other parts of the system in relation to

safety and accountability planning.

4.9.3 Information Sharing Regime

A new family violence information-sharing regime has been introduced to remove existing legislative,

regulatory and cultural barriers to information sharing. This will mean certain government agencies

and funded organisations will be able to request information from each other to help identify and

manage risks for victim survivors of family violence. The new regime will be implemented in phases

(commencing in February 2018), in which an initial tranche of organisations will be prescribed as

Information Sharing Entities (ISEs) in the proposed Regulations. The information-sharing regime will be

aligned with the broader Risk Assessment and Risk Management Framework rollout.

4.9.4 Central Information Point (CIP)

A Central Information Point (CIP) will be established to make it easier for Hub workers to access

perpetrator information for assessing risk and providing support to victim survivors. The CIP will be a

co-located multidisciplinary team from across the Court Services Victoria, Victoria Police, Corrections

Victoria and Department of Health and Human Services. These providers obtain and use information

from their respective databases to produce a summary report about a perpetrator of family violence.

The CIP will be implemented alongside the new information sharing regime and Support and Safety

Hubs.

4.9.5 Centre for Workforce Excellence

The priority focus of the Centre for Workforce Excellent will be the delivery of the 10-Year Industry

Plan for family violence prevention and response in Victoria. This will include:

Leading initiatives that build the capabilities of the primary prevention and family violence

workforces

Supporting interdisciplinary learning about family violence across the social services, health,

education and justice workforces

Researching and identifying core prevention and response capabilities across workforces

Promoting best practice and contributing to the development of formal workforce training.

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4.10 Family Violence Regional Integration Committees

Family Violence Regional Integration Committees (FVRICs) were established in 2006 to provide regional

leadership on service integration and planning. Regional Integration Committees were established to

identify and prioritise local and regional family violence issues within state-wide reform and policy

frameworks, and improve family violence service integration and coordination with other key service

sectors (NIFVS 2018a).

There are 14 FVRICs across the state, which are made up of representatives from specialist family violence

services (working with victim/survivors and perpetrators) child and family services alliances, Victoria Police,

Indigenous Family Violence Regional Action Groups, Department of Justice, Department of Health and

Human Services, and Child Protection. Committees may also involve representatives from mental health

services, alcohol and other drug services, housing and homelessness services, sexual assault services,

community legal services, disability services, community and women’s health services, Culturally and

Linguistically Diverse services (NIFVS 2017). The FVRIC platform is currently under review as part of the

broader reforms being led by Family Safety Victoria.

Within FVRICs, Principal Strategic Advisors (PSA) and Regional Integration Coordinators (RIC) play a key

strategic role, which includes the following key functions:

Drive the local implementation of key family violence reforms

Provide insight into area specific operations, functions, issues and opportunities

Drive service integration, partnerships and collaboration

Deliver capacity building and workforce development activities

Act as an information conduit between the sector, local areas, peak bodies, government and

other regional governance structures

Lead regional consultation processes.

5. Regional Strategies and Partnerships (NWMR)

5.1 Building a Respectful Community Strategy 2017-2021

Building a Respectful Community Strategy 2017–2021 is the regional strategy for preventing violence

against women across the northern metropolitan region of Melbourne, which covers the municipalities of

Banyule, Darebin, Hume, Moreland, Nillumbik, Whittlesea and Yarra (WHIN 2017). The Strategy was

developed by Women’s Health In the North and is implemented in partnership with a range of

organisations across the region. It has five goals, supported by a set of objectives and strategies. The goals

are:

1. Workplaces are gender equitable, safe and inclusive

2. Services and facilities are gender equitable, safe and inclusive

3. Communities and neighbourhoods are gender equitable, safe and inclusive

4. Communications are gender equitable, safe and inclusive

5. A wide range of sectors and organisations take responsibility for preventing violence against

women.

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5.2 Preventing Violence Together 2030: Western Region Strategy to

Prevent Violence Against Women

Preventing Violence Together is the regional partnership and strategy that guides the primary prevention of

men’s violence against women across the Western Metropolitan Region, which covers the municipalities of

Brimbank, Hobsons Bay, Maribyrnong, Melbourne, Melton, Moonee Valley and Wyndham (WHW 2017).

The Strategy was developed by Women’s Health West and is implemented in partnership with a range of

organisations across the region. It has six goals, supported by a set of objectives and strategies. The goals

are:

1. Eliminate the norms, practices and structures that condone men’s violence against women

2. Promote and support women’s decision-making and independence

3. Challenge rigid gender roles and stereotyped constructions of masculinity and femininity

4. Strengthen and promote positive, equal, gender-equitable, respectful relationships

5. Normalise gender equality in theory, practice and public discourse.

5.3 Northern Integrated Family Violence Service (NIFVS)

Northern Integrated Family Violence Services (NIFVS) is the regional partnership responsible for leading the

integration of family violence and related services in Melbourne’s northern metropolitan region (NMR). The

NIFVS is governed by the Regional Integration Committee, which is made up of representatives from

women’s health services, a range of specialist family violence services, sexual assault services, courts and

legal centres, housing and homelessness services, mental health services, drug and alcohol services, child

and family services, Victoria Police and other relevant government departments (NIFVS 2018b).

The NIFVS Regional Plan 2013-2017 (NIFVS 2013) outlines five priority goal areas, underpinned by a set of

action areas, regional activities and indictors. The five goals areas are:

1. Primary prevention

2. Early intervention

3. Response

4. Skilled workforce and sound evidence base

5. Governance.

5.4 Western Integrated Family Violence Committee (WIFVC)

The Western Integrated Family Violence Committee (WIFVC) is a whole-of-sector reference group made up

of representatives of organisations across the family violence service system across Melbourne’s western

metropolitan region (WMR). The WIFVC Action Plan 2010–2014 (WIFVC 2010) sets out the strategic

priorities, outcomes and initiatives for regional family violence service system integration in the NMR. The

Plan is organised into eleven priority areas, in line with the State Regional Integration Plan:

1. Educate to change attitudes and behaviours

2. Engage organisations and communities to promote gender equity and stop violence

3. Identify women and children at greater risk

4. Target interventions to those at risk of committing violence

5. Protect and empower women and children to rebuild their lives

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6. Get tougher on perpetrators and prevent re-offending

7. Research and evidence

8. Strengthening the workforce

9. Information and data

10. Reporting on progress

11. Ongoing governance.

The WIFVC is currently undertaking a review of its structure and governance, in parallel to the broader

review of partnership structures being conducted by Department of Health and Human Services and Family

Safety Victoria.

6. National Policies and Frameworks

6.1 National Plan to Reduce Violence against Women and their

Children 2010-2022

The National Plan to Reduce Violence against Women and their Children 2010‐2022 sets out a framework

for coordinated action across all Australian state and territory jurisdictions through the Council of

Australian Governments (DSS 2010). Under the National Plan, the Commonwealth Government delivers

support and services through family law, including legal assistance and the social security system, while

state and territory governments deliver a range of services including justice, policing and legal assistance

for victims and perpetrators. They also fund and coordinate many services provided by the non‐

government sector. The central goals of the National Plan are to reduce violence against women and their

children and to improve how governments work together, increase support for women and their children,

and create innovative and targeted ways to bring about change. The Plan consists of six national outcomes:

1. Communities are safe and free from violence

2. Relationships are respectful

3. Indigenous communities are strengthened

4. Services meet the needs of women and their children experiencing violence

5. Justice responses are effective

6. Perpetrators stop their violence and are held to account.

6.2 Change the Story: AShared Framework for the Primary Prevention

of Violence Against Women and their Children in Australia

Change the Story is Australia’s developed by Our Watch, Australia’s National Research Organisation for

Women’s Safety (ANROWS), and VicHealth (2015). It is the first national framework for the prevention of

family violence against women, and reinforces the direction outlined in the National Plan to Reduce

Violence against Women and their Children 2010- 2022, and seeks to consolidate the action already being

undertaken nationally. The Framework is comprised of six elements:

1. An explanatory model of violence (explores the gendered nature of violence)

2. Key actions to prevent violence

3. Approach, settings and techniques for prevention

4. Prevention infrastructure

5. Stakeholder roles and responsibilities

6. Stages of action and expected outcomes.

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PART FOUR: SWOT ANALYSIS & RECOMMENDATIONS

1. SWOT Analysis

The following analysis of the strengths, weaknesses, opportunities and threats (SWOT) for the NWMR

Identifying and Responding to Family Violence Project is based on the combined findings of the evaluation

consultations and environmental scan, including the consultant’s assessment and interpretation of these

findings.

1.1 Strengths

A key initial strength of the project was that it addressed an identified need across the membership for

greater support around the development and implementation of policies and procedures for responding to

both client and staff disclosures of family violence. As a result of this need and the demand there was a

high level of engagement and momentum among partner organisations during the developmental stages of

the project.

The project was carefully planned during each phase in order to adapt and respond to the changing needs

of partner organisations, and adequate time was dedicated to consultation with a broad range of

stakeholders, including sector specialists and experts.

The project has successfully delivered the planned activities for phases 2 and 3 of the project, having

developed the workplace policy template and guidelines for engaging people who cause family violence

harm, and having delivered training to a broad of organisations across the region. These policy templates

and the training have in turn had an impact on the family violence knowledge and awareness of

professionals across the health sector, as well as their confidence to respond to disclosures.

The policy templates have also provided a useful tool for initiating change within organisations, and

provided an opportunity for partner organisation to apply a consistent approach the identification and

management of family violence.

A particular strength of the project was that it provided a platform for addressing the specific needs of

universal services. This included providing a safe space for health professionals to learn about family

violence, to connect with other organisations (including women’s and specialist services), and an

opportunity to share knowledge and examples of best practice.

In addition the strengths of the project, the NWMR Primary Care Partnerships possess a number of

strengths that position them well to continue to contribute to aspects of the family violence reforms in

Victoria. These include:

A strong partnership platform and established relationships with a broad range of organisations

Driven by the principles of equity and social justice

Experience working across the continuum of health

Extensive experience with service integration and coordination

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Act a central resource and point of contact for partner organisations, including for population

health planning, data collection and, research, developing frameworks and resources, and acting

as a conduit for communication

Able to collectively seek funding to support regional activities that meet local needs

Capacity to support the training and professional development needs of a broad range of

workforces

A commitment and capacity to undertake data collection, research and evaluation that can

contribute to the evidence base

Capacity to undertake high-level advocacy to influence policy, drawing on the collective voice of

the membership base.

1.2 Weaknesses and threats

Primary Care Partnerships are catchment-based networks of local health and human service organisations

that work together on a voluntary basis to improve service access and strengthen health systems. While

PCPs are funded to lead the work of the partnerships and are accountable to the Department of Health and

Human Services for delivering on agreed objectives and targets, there is no requirement for member

organisations to individually demonstrate their accountability for these partnership objectives. As a result,

PCPs often have limited capacity to influences the priorities, practices and culture of its member

organisations, which was a challenge experienced during the later phases of this project. While the

managers and practitioners directly involved in the project were very committed and engaged, they often

lacked the authorizing environment and commitment from their senior leaders to implement change within

their organisations.

Similarly, for some stakeholders the mandate of the PCPs to be working in this space was unclear,

particularly given the existence of other regional partnership structures that are specifically funded to and

have a clear policy mandate to lead family violence service coordination. While the PCPs consulted and

collaborated with these partnership structures, the project may have been strengthened by stronger

alignment with the work already being undertaken by these partnerships across the region.

Another key weakness or limitation of the project was the resourcing constraints. While there was a

dedicated project coordinator and additional support from integration coordinators and Executive Officers,

the level of resourcing was not sufficient to manage stakeholder relationships and practice improvements

in addition to the administrative aspects of the project. The ability to adequately resource the project was

compounded by the large number and broad range of partners involved, particularly given the variation in

their specific support needs and level of readiness to implement change. A related limitation was the

concentration of family violence skills and expertise with one or two key professionals involved in the

project. This resulted in participating organisations having an overreliance on the project coordinator for

direct support. At times this also placed increased demand on other organisations to provide advice and

guidance on implementation.

Finally, a significant challenge of the project was the rapid system changes that started to occur during the

implementation period due to the Family Violence Royal Commission and major reform agenda that

emerged from it. This not only made it difficult for the project and partner organisations to keep pace with

the changes, but also potentially reduced the relevance of some aspects the project, and led to duplication

with other government initiatives such as the Strengthening Hospitals Project.

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The abovementioned limitations potentially pose ongoing threats to the future directions of the project.

Other potential threats include:

Limited specialist family violence skills and expertise within PCPs, and a workforce shortage more

broadly for undertaking family violence work

Uncertainty about many aspects of the family violence reforms, including the timing of key

initiatives, the funding available to support them, and the roles and responsibilities of relevant

stakeholders. In particular, the roll out of the Support and Safety Hubs, the new risk assessment

and management framework, and the sharing regime are likely to have a significant impact on the

project and the broader role of PCPs in the family violence space

Uncertainty about the outcomes of the DHHS’s review of all regional partnership structures and

how these can be better coordinated/aligned to support the full range of current health and social

reforms

Uncertainty about the future of Primary Care Partnerships, given their current funding and service

agreement is until June 2019

Lack of engagement from partner organisations due to the competing priorities/demands of NDIS

and My Aged Care reforms.

1.3 Opportunities

Although the project and Primary Care Partnerships more broadly are operating in an uncertain

environment, there are a number of opportunities to build on the strengths and successes of the project.

These include:

Support partners with the implementation of the client and workplace family violence policy

templates

Support organisations with the implementation of the guidelines for engaging people who cause

harm, which could include developing and delivering training

Determine opportunities to deliver activities that build the family violence literacy of

professionals working within universal services

Support the conceptualisation of a service integration and coordination model for family violence

across relevant systems, including wrap around services around the support and safety hubs for

the women who will not meet the eligibility criteria for specialist services

Determine the interest of other PCPs in the project and support them to deliver aspects of the

project in their regions.

There are also a number of opportunities for PCPs to contribute to a number of key reform priorities,

including:

Connect with the Support and Safety Hubs in order to act as a conduit between them and the

organisations that will be based outside of hubs but will have a role in the delivery of services

(namely universal services)

Provide support with the implementation of the new risk assessment and management guidelines

(CRAF) and information sharing legislation, for those organisations that will not receive training as

part of the Family Safety Victoria roll out

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Determine opportunities to undertake more targeted work with, and relating to diverse

communities, such as CALD, LGBTI and people with a disability

Provide opportunities to build on/enhance existing training and development activities, such as

the establishment of communities of practice

Continue to undertake data collection, research and evaluation to contribute to the evidence base

and inform service and system improvements.

2. Recommendations

2.1 Planning and priority setting

1. Prioritise a planning and needs assessment phase of the project to identify short-term priorities

that can be implemented while the sector awaits clearer direction from Family Safety Victoria on

key reform activities. This should include a review of the project scope, membership and objectives.

In doing so, consider prioritising those organisations able to make a formal commitment to the

project, and demonstrate accountability to project outcomes.

2. Based on the needs assessment, support highly engaged partners with the implementation of the

client and workplace family violence policy templates.

3. Monitor the implementation of the guidelines for engaging people who cause harm to identify

potential challenges partner agencies are experiencing and where training and implementation

support may be required.

2.2 Partnerships and service coordination

4. Seek membership on the Local Hub Establishment Groups convened by Family Safety Victoria in

order to act as a conduit between the Support and Safety Hubs and PCP member organisations

(particularly universal services), and to contribute to the planning and monitoring of local

responses, and the development of referral pathways between hubs and other services.

5. Initiate discussions with the two regional Family Violence Regional Integration Committees to

determine ways in which the project can better align with their work (pending the outcomes of

DHHS’s review of regional partnership structures).

2.3 Risk assessment and management

6. Develop an understanding of the new Risk Assessment and Management Framework (CRAF) and

information-sharing regime to determine their implications for the roles and responsibilities of

partner organisations, and therefore the support needs that are likely to emerge as these roles and

responsibilities change.

7. As the new CRAF and information-sharing regime are implemented, undertake regular consultation

with partner organisations (particularly universal organisations that will interface with the Support

and Safety Hubs), in order to determine and support their specific needs.

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2.4 Workforce capability and development

8. Building on the recent development of the guidelines for engaging people who use family violence

harm, work with Women’s Health in the North and other relevant partners to deliver training to

partner organisations around working with perpetrators.

9. Identify and provide professional development opportunities for those organisations that will not

receive family violence training as part of the Family Safety Victoria roll out (i.e. CRAF and

information sharing legislation).

10. Continue to provide opportunities for professionals across the health workforce to build their

knowledge and understanding of family violence, and their confidence to respond to disclosures.

11. Provide opportunities to build on/enhance existing training and development activities, such as the

establishment of communities of practice (if relevant and identified as a need by partner

organisations).

12. In making decisions about training and professional development, consideration will need to be

given to capacity to deliver these opportunities, given the significant level of demand and

responsibility that is likely to fall to women’s and specialist family violence services under current

reforms.

2.5 Communication, advocacy and engagement

13. Increase advocacy to the boards and CEOs of partner organisations to increase their understanding

of family violence and importance of prioritising family identification and response, and primary

prevention activities.

14. Increase advocacy to the organisations and policy makers leading family violence reforms on behalf

of the PCP membership to ensure their needs and experiences are reflected in the design and

delivery of the family violence system.

15. Continue to provide a meeting platform through which health sector professionals can share their

knowledge, experience and good practice examples, to discuss implementation issues, and

collectively develop solutions. This meeting platform may also serve as an opportunity to

communicate key developments on the family violence reforms and their implications for health

sector organisations.

2.6 Research and evaluation

16. Continue to undertake regular data collection and evaluation of project activities.

17. Identify ways in which PCPs can support partner organisations to undertake research and

evaluation that further contributes to the evidence base, and informs service and system

improvements.

2.7 Working with diverse communities

18. Determine opportunities to undertake more targeted work with diverse communities, such as

CALD, LGBTI and people with a disability.

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A note on these recommendations

The recommendations made here are based on the current status of the Identifying and Responding to

Family Violence Project and the implementation of state wide family violence reforms. The

recommendations in sections 2.2 to 2.7 will be dependant on the outcomes of further needs assessment

and planning, as recommended in section 2.1.

The consultant undertook a review of the recommendations by the Royal Commission into Family Violence

to determine those that are likely to be most relevant to the work of Primary Care Partnerships. A list of

these recommendations is provided at Appendix C, which may also be used as a tool for informing the

future directions of the project.

.

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REFERENCES

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https://www.strongfamiliessafechildren.vic.gov.au/roadmap-for-reform-strong-families-safe-children

https://www2.health.vic.gov.au/primary-and-community-health/primary-care/primary-care-partnerships

https://www2.health.vic.gov.au/primary-and-community-health/primary-care/primary-care-partnerships

https://www.vic.gov.au/system/user_files/Documents/fv/1710039_Free%20from%20Violence%20First%20Action%20Plan%202018-2021%2016.pdf

https://www.vic.gov.au/system/user_files/Documents/fv/1710039_Free%20from%20Violence%20First%20Action%20Plan%202018-2021%2016.pdf

https://www.vic.gov.au/system/user_files/Documents/women/161108_Victorian_Gender_Equality_Strategy_ONLINE.pdf

https://www.vic.gov.au/system/user_files/Documents/women/161108_Victorian_Gender_Equality_Strategy_ONLINE.pdf

https://www.vic.gov.au/system/user_files/Documents/fv/Family%20Violence%20Rolling%20Action%20Plan%202017-2020.pdf

https://www.vic.gov.au/system/user_files/Documents/fv/Family%20Violence%20Rolling%20Action%20Plan%202017-2020.pdf

https://www.vic.gov.au/system/user_files/Documents/fv/Free%20from%20violence%20-%20Victoria's%20prevention%20strategy.pdf

https://www.vic.gov.au/system/user_files/Documents/fv/Free%20from%20violence%20-%20Victoria's%20prevention%20strategy.pdf

https://www.dss.gov.au/sites/default/files/documents/08_2014/national_plan1.pdf

http://www.nifvs.org.au/wp-content/uploads/2015/01/NIFVS-Regional-Plan-2013-2017.pdf

http://www.nifvs.org.au/wp-content/uploads/2015/01/NIFVS-Regional-Plan-2013-2017.pdf

http://www.nifvs.org.au/wp-content/uploads/2017/12/Family-Violence-Regional-Integration-Factsheet-Dec-2017.pdf

http://www.nifvs.org.au/wp-content/uploads/2017/12/Family-Violence-Regional-Integration-Factsheet-Dec-2017.pdf

http://www.nifvs.org.au/about/history/

http://www.nifvs.org.au/about/regional-integration-committee/

https://www.vic.gov.au/system/user_files/Documents/fv/FSV_Download.pdf

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Family Safety Victoria 2018, Who we are, Family Safety Victoria, Melbourne, viewed 20 February 2018, <https://www.vic.gov.au/familyviolence/family-safety-victoria.html>. HealthWest Partnership 2018, HealthWest Partnership Strategic Plan 2017-2019, HealthWest Partnership, Melbourne, viewed 6 January 2018, <http://healthwest.org.au/wp-content/uploads/2014/10/HealthWest-Strat-Plan-2017-2019-Interactive-FINAL.pdf>. Hume Whittlesea Primary Care Partnership (HWPCP) 2018, Hume Whittlesea Primary Care Partnership 2013-2018 Strategic Plan, HWPCP, Melbourne, viewed 6 January 2018, <http://www.hwpcp.org.au/wp-content/uploads/2017/12/HWPCP-STRATEGIC-PLAN-2013-2018.pdf>. Inner North West Primary Care Partnership (INWPCP) 2018, INW PCP Strategic Directions 2017-2021, INWPCP, Melbourne, viewed 6 January 2018, <http://inwpcp.org.au/wp-content/uploads/2015/04/INWPCP-Strategic-Plan-2018-Web.pdf>. North East Healthy Communities (NEHC) 2018, North East Healthy Communities Strategic Directions 2017-2021, NEHC, Melbourne, viewed 18 March 2018, <https://www.nehc.org.au/wp-content/uploads/2018/02/NEHC001-Strategic-Priorities-black.pdf>. Our Watch, Australia’s National Research Organisation for Women’s Safety (ANROWS) and VicHealth 2015, Change the story: A shared framework for the primary prevention of violence against women and their children in Australia, Our Watch, Melbourne, viewed 20 February 2018, <https://www.ourwatch.org.au/getmedia/0aa0109b-6b03-43f2-85fe-a9f5ec92ae4e/Change-the-story-framework-prevent-violence-women-children-AA-new.pdf.aspx>. State of Victoria 2016, Royal Commission into Family Violence: Summary and Recommendations, Parl Paper No. 132 (2014–16), State of Victoria, Melbourne, viewed 6 January 2018, <http://www.rcfv.com.au/MediaLibraries/RCFamilyViolence/Reports/Final/RCFV-Summary.pdf>. Victorian Government 2016, Ending Family Violence: Victoria’s Plan for Change, Victorian Government, Melbourne, viewed 6 January 2018, <https://www.vic.gov.au/system/user_files/Documents/fv/160803.10%2010%20Year%20Plan%20Booklet%20(Online).pdf>. Victorian Government 2017, One Year on from the Royal Commission into Family Violence, Victorian Government, Melbourne, viewed 6 January 2018, https://www.vic.gov.au/system/user_files/Documents/fv/DPC01%20One%20year%20on%20from%20the%20Royal%20Commission%20into%20Family%20Violence.pdf>. Victorian Primary Care Partnerships 2016, About Us, Victorian Primary Care Partnerships, Melbourne, viewed 6 January 2018, <http://vicpcp.org/about-us/>. Western Integrated Family Violence Committee (WIFVC) 2010, Western Integrated Family Violence Action Plan 2010–2014, WIFVC, Melbourne, viewed 20 February 2018, <http://www.wifvc.org.au/wordpress/wp-content/uploads/2013-Review-FINAL-WIFVC-Action-Plan-2010-2014.pdf>. Women’s Health in the North (WHIN) 2017, Building a Respectful Community Strategy 2017-2021, WHIN, Melbourne, viewed 6 January 2018, <http://www.whin.org.au/images/PDFs/PVAW/BRC_2017-2020_amended.pdf>. Women’s Health West (WHW) 2017, Preventing Violence Together 2030: Western Region Strategy to Prevent Violence Against Women, WHW, Melbourne, viewed 6 January 2018, <http://whwest.org.au/wp-content/uploads/2017/08/PVT_strategy_2017.pdf>.

https://www.vic.gov.au/familyviolence/family-safety-victoria.html

http://healthwest.org.au/wp-content/uploads/2014/10/HealthWest-Strat-Plan-2017-2019-Interactive-FINAL.pdf

http://healthwest.org.au/wp-content/uploads/2014/10/HealthWest-Strat-Plan-2017-2019-Interactive-FINAL.pdf

http://www.hwpcp.org.au/wp-content/uploads/2017/12/HWPCP-STRATEGIC-PLAN-2013-2018.pdf

http://www.hwpcp.org.au/wp-content/uploads/2017/12/HWPCP-STRATEGIC-PLAN-2013-2018.pdf

http://inwpcp.org.au/wp-content/uploads/2015/04/INWPCP-Strategic-Plan-2018-Web.pdf

http://inwpcp.org.au/wp-content/uploads/2015/04/INWPCP-Strategic-Plan-2018-Web.pdf

https://www.nehc.org.au/wp-content/uploads/2018/02/NEHC001-Strategic-Priorities-black.pdf

https://www.nehc.org.au/wp-content/uploads/2018/02/NEHC001-Strategic-Priorities-black.pdf

https://www.ourwatch.org.au/getmedia/0aa0109b-6b03-43f2-85fe-a9f5ec92ae4e/Change-the-story-framework-prevent-violence-women-children-AA-new.pdf.aspx

https://www.ourwatch.org.au/getmedia/0aa0109b-6b03-43f2-85fe-a9f5ec92ae4e/Change-the-story-framework-prevent-violence-women-children-AA-new.pdf.aspx

http://www.rcfv.com.au/MediaLibraries/RCFamilyViolence/Reports/Final/RCFV-Summary.pdf

https://www.vic.gov.au/system/user_files/Documents/fv/160803.10%2010%20Year%20Plan%20Booklet%20(Online).pdf

https://www.vic.gov.au/system/user_files/Documents/fv/160803.10%2010%20Year%20Plan%20Booklet%20(Online).pdf

https://www.vic.gov.au/system/user_files/Documents/fv/DPC01%20One%20year%20on%20from%20the%20Royal%20Commission%20into%20Family%20Violence.pdf

https://www.vic.gov.au/system/user_files/Documents/fv/DPC01%20One%20year%20on%20from%20the%20Royal%20Commission%20into%20Family%20Violence.pdf

http://vicpcp.org/about-us/

http://www.wifvc.org.au/wordpress/wp-content/uploads/2013-Review-FINAL-WIFVC-Action-Plan-2010-2014.pdf

http://www.wifvc.org.au/wordpress/wp-content/uploads/2013-Review-FINAL-WIFVC-Action-Plan-2010-2014.pdf

http://www.whin.org.au/images/PDFs/PVAW/BRC_2017-2020_amended.pdf

http://www.whin.org.au/images/PDFs/PVAW/BRC_2017-2020_amended.pdf

http://whwest.org.au/wp-content/uploads/2017/08/PVT_strategy_2017.pdf

http://whwest.org.au/wp-content/uploads/2017/08/PVT_strategy_2017.pdf

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APPENDIX A: Focus group and interview guide

questions

Participant type Questions

Integration coordinators What have been the key strengths and benefits of this project to date?

What have been the key successes of the project to date?

What have been the key challenges/setbacks to implementing phase 2

and 3 activities (from a PCP perspective)?

In your view, to what extent has the project achieved what it intended

to?

What do you see as the limitations of this project in terms of its ability

to support a system level approach to family violence intervention and

response?

What do you see as the key barriers to organisations sustaining their

motivation and ability to implement family violence activities and

system improvements?

How can the four PCPs enhance the way they work together to support

a system level approach to family violence intervention and response?

Going forward, what do you see as the opportunities for PCPs to

support organisations within the family violence reform environment

(consider prevention, early intervention, response)?

What key roles/functions might the PCPs perform and how can they

add value as a partnership (consider prevention, early intervention,

response)?

Steering group members What have been the key strengths and benefits of this project to date?

What have been the key successes of the project to date?



response?






response)?

Implementation network

members

How have you/your organisation been involved in this project?

What have been the key benefits of participating in this project to

date?

In your view, to what extent has the project achieved what it intended

to?

In what ways has the project been of value to your work over the past

12 months?

What changes have occurred within your organisation as a result of

participating in this project?


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Participant type Questions


response?






response)?

External stakeholders (i.e.

Department reps, other

PCPs)

Are you aware of the NWMR Identifying and Responding to Family

Violence Project?

Are you aware of the aims, objectives and outputs of the project?

What do you see as the limitations of the PCP project in terms of its

ability to support a system level approach to family violence

intervention and response?






response)?

APPENDIX B: Online Survey Questions

An online survey will be conducted for those people who are involved in implementing project activities

within their organisation, but who do not participate in an interview. The following questions will be

included:

Questions

How have you/your organisation been involved in this project?

How long have you been involved in the project?

What have been the key benefits of participating in this project to date?

In your view, to what extent has the project achieved what it intended to?

In what ways has the project been of value to your work over the past 12 months?

What changes have occurred within your organisation as a result of participating in this project?

What do you see as the limitations of this project in terms of its ability to support a system level

approach to family violence intervention and response?

Going forward, what do you see as the opportunities for PCPs to support organisations within the

family violence reform environment (consider prevention, early intervention, response)?

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APPENDIX C: Royal Commission into Family

Violence Recommendations

No. Recommendation

1 Review and begin implementing the Common Risk Assessment Framework

3 Develop a workforce development training strategy to support the Common Risk Assessment

Framework

6 Working group to support the operation of the information sharing regime

25 Develop and strengthen guidelines for further engagement with perpetrators of family

violence

37 Introduce Support and Safety Hubs in the 17 DHHS regions

87 Research, trial and evaluate interventions for perpetrators

94 Councils to report on their proposed measures to reduce family violence and respond to

victims

95 Implement a whole-of-hospital model for responding to family violence

99 Increased collaboration between mental health, drug and alcohol and family violence services

100 The medical community and allied health professionals develop a database of professional

expertise to help general practitioners

192 Implement proposals from Our Watch’s Workplace Equality and Respect Project

201 Ensure voices of victims are heard and inform policy development and service delivery

202 Consider how local council performance measures can encourage family violence prevention

203 Work with organisations to improve evaluation standards

204 Improve state-wide family violence data collection and research

212 Deliver workforce development across health, human services and justice sectors

226 Regularly evaluate funded services and programs