Welcome to the
Ovens Murray GoulburnIntegrated Family ViolenceCommittee
Orientation Pack
Developed by Tammy Smith
Family Violence Regional Integration coordinator
June 2015
CONTENTS PAGE
- Front Cover
- Contents page
- Acronyms
- Introduction
- Structure
- Governance
- Reporting
- State and National Direction and Governance
- Legislation, Justice and Victoria Police
- Risk Assessment
- Referral Pathways, Protocols and Code of Practice
- Family Violence website
- Training and Professional Development
- Integration with committees, alliances, groups in Ovens Murray Goulburn areas
- Resources
- Meeting schedules
ACRONYMS
DHS=Department of Human Services
RA=Relationships Australia
CEO=Chief Executive Officer
CP=Child Protection
C&FS=Child & Family Services
FV=Family Violence
RIC=Regional Integration Coordinator
ARC=Aboriginal Regional Coordinator
Mgr=Manager
CASA=Centre Against Sexual Assault
DoJ=Department of Justice
WHGNE=Women’s Health GNE
TM=Team Manager
TL=Team Leader
FVA=Family Violence Advisor (Vic Pol)
FVU=Family Violence Unit (Vic Pol)
FVLO=Family Violence Liaison Officer
IFVRAG=Indigenous Family Violence Regional Action Group.
INTRODUCTION
Why are we an Integrated Service System?
Since 2006, specialist family violence services have worked in partnership with a range of community services and the justice system to achieve service integration that improves the safety of women and children and holds men accountable for their use of violence.
The program of system reforms that has taken place in recent years in Victoria has consistently recognised that effectively responding to family violence requires coordinated strategy, effort and integration across the Victorian Government and non-government agencies at state-wide, regional and local levels, and in partnership with communities. These reforms have been supported by a number of state-wide strategies, including Strong Culture, Strong Peoples, Strong Families: Towards a safer future for Indigenous families and communities (2008), a ten-year plan to address family violence in Indigenous communities.
The system commencing in 2006, has seen the consolidation and embedding of the integrated family violence system across the state, with regional integrated family violence committees responsible for the development and implementation of sub/regional strategic plans. Regional Integration Coordinators have also been funded across the state to support the work of regional family violence committees in promoting service integration, system development and broader strategic planning processes.
What is our vision?
WOMEN AND CHILDREN TO LIVE FREE FROM FAMILY VIOLENCE IN THE GOULBURN AND OVENS MURRAY AREAS.
This vision is underpinned by a number of guiding principles identified in the Strategic Planning document(s).
What will ‘making a difference’ look like to us?
An integrated service system with consistent risk assessment of women and children regardless of where they enter the system; effective and timely referral to the most appropriate services/programs to meet their needs; flawless system for perpetrator accountability; and available avenues for recovery.
STRUCTURE
Hume Region Integrated Family Violence
In December 2012, following a change in State Government, the Department of Human Services which had incorporated Health, segregated and became two separate Departments. The Departments became area based, thus challenging the current structure of the Hume Region. The Department of Human Services divided its organisation into two areas of the upper Eastern Division, Ovens Murray and Goulburn. Each with their own Director, and with newly created teams.
The Hume Region Integrated Family Violence Manger’s Steering Committee (HRIFVMSC), consisted of 18 organisations across the 12 Local Government Areas (as shown above). The 2013-2015 strategic plan was developed in late 2012 and commenced in early 2013. The vision of this plan was “Women and children live free from violence in Ovens Murray and Goulburn areas.” Guiding principles supported the vision, aim and priority areas. The priorities for this time were: Strategic Partnerships; Capacity Building and Advocacy for Change. During 2013, the committee continued to meet in this format and worked towards the goals of the strategic plan as such. In January 2014, the changes explained below commenced, however the plan remained the same. (Outlines below in section: Changes to the structure).
The positive nature of these changes are that each area is able to focus in more detail on the issues that affect their communities. Both areas are content to continue the delivery of most training sessions across the region to ensure consistent practice and messages.
Ovens Murray Goulburn Integrated Family Violence
Ovens Murray Integrated Family Violence Executive Committee
The purpose of this committee is to oversee the strategic committees and represent the family violence sector within the Ovens Murray and Goulburn Areas at a State-wide level to ensure that the Regional Integration Coordinator’s work plan is in line with strategic planning to achieve the priorities and objectives in each area. The Executive ensure that State wide direction, legislative changes and guidelines are feed-down and implemented. Memberships of this committee includes:
Department of Health & Human Services – Agency Connections Managers – Ovens Murray and Goulburn, Chairperson of Ovens Murray Strategic Committee, Chairperson of Goulburn Strategic Committee Auspice of Regional Integration Coordination position; and the Regional Integration Coordinator (RIC). Agency Connections Managers chair the meetings and are responsible for providing the coordination of, communications, agenda and minutes for each meeting; facilitate local system integration; support strategic planning. The strategic committee Chairpersons are responsible for ensuring information between the executive and strategic committees and play a role in directing the RIC position work plan. The auspice agency are responsible for the funding providing to support the RIC and committee and provide support and supervision to the RIC. The
RIC attends and shares information flow is occurring between all local committees and state wide and discusses their work plan.
Strategic Committees
Develop a strategic plan and ensure that the operational groups have the means by which to implement this plan. Ensure that funding is appropriately spent; monitor and support implementation of strategic priorities. Conduit of information between the operational groups and the executive committee. Look at Government policy and establish meaning. Roles in the committee are as follows:
Chairperson – provide leadership; facilitate strategic planning; ensure accountabilities - governance and committee operations; provide and ensure communication and representation; and attendance.
Vice Chairperson (Chairperson of Operational Group) – Chair meetings in the absence of chairperson; and ensure information flow to and from operational groups
DHHS – advisory role; ensuring committee are meeting DHHS requirements; facilitating local system integration; supporting strategic planning; and communication
RIC – facilitate the development of relationships that support key agreements and protocols between regional FV services and other key sectors/services; and forge and maintain effective formal links with other regional service system coordinators, forums and networks
Core Members – provide leadership within their organisation; contribute knowledge and expertise; provide relevant organisational data in support of the committee’s goals; inform approaches to improving service system response; advise on practice and operational issues impacting on services; identify opportunities for addressing emerging issues and trends; and implement relevant actions in the strategic plan.
Operational Groups
Identify the means with which to meet to strategic goals developed by the strategic committee and implement these goals via an action plan. Engage all relevant stakeholders for each goal and task set, resolve emerging issues and escalate decision-making to Strategic Committee as required. Identify local issues and forward to the strategic committee. Roles in the committee are as follows:
Chairperson – Leadership; facilitate the implementation of the strategic plan; ensure operations group accountability; communication and representation at this group and the strategic committee; and attendance
DHHS – advisory role; facilitating local system integration; and supporting implementation of the strategic plan
RIC – facilitate the development of relationships that support key agreements and protocols between regional family violence services and other key sectors and services; and forge and maintain effective formal links with other regional service system coordinators, forums and networks
Core Members – provide a level of leadership within their organisation; contribute knowledge and expertise; provide relevant organisational data in support of the committee’s strategic planning process; advise on practice and operational issues impacting on services; and implement relevant actions in the strategic plan.
Organisations represented in the above committees are as follows:
Specialist women’s family violence services
Specialist men’s family violence services
Specialist women and children’s family violence services
Sexual assault services
Child protection
Child and family services (including Child FIRST alliance)
Housing and homelessness agencies
Indigenous women’s family violence specialist services
Indigenous justice services
Indigenous family violence committee
Justice, Legal, Magistrates and Police
Specialist women’s services
Specialist youth services
Victim’s assistance service
Government (DHHS)
Community Health
Functioning of the Committees
The committees meet on different timeframes to compliment the work each does. The executive meet quarterly to discuss governance, budget, roles (including RIC) and new and emerging themes and direction. The strategic committees meet quarterly and the Operational groups on a bi-monthly basis. Most meetings are attended by the quorum required for decision making and where this hasn’t been possible, other avenues of decision making have been utilised (email voting).
During the 2012-2015 reporting period, Shelley Watson has maintained her position of chairperson, from the Manager’s Steering Committee to the Goulburn Strategic Committee. Kerry Burns has taken on the role of chairperson for Ovens Murray in January 2014. Voting for these positions was done in a confidential manner in late 2013. The chairperson positions are current to January 2016, at which time a voting process will occur for chair and vice chair of each committee/group, unless otherwise agreed.
The executive committee are governed by a Terms of Reference; and the strategic and operational are governed by their own area Terms of Reference and Memorandum of Understanding.
Sub-committee working groups are developed as required to further develop concepts outside of the committee meetings. Examples of this include the conference sub-committee, integrated Court response group, the children’s forum working
EXECUTIVE FAMILY VIOLENCE COMMITTEE
DHS (Local Connections Manager)
FV Chairpersons
RIC
RIC Auspice agency
GOULBURN OVENS MURRAY
STRATEGIC FV COMMITTEE STRATEGIC FV COMMITTEE
Chairperson
Vice Chairperson
DHS (Agency Connections/Child Protection)
FV & CASA Funded Agencies (CEO or Manager)
C&FS Alliance (Chair or Manager)
Housing (CEO or Manager)
Victoria Police (FVA)
IFVRAG (Vice Chairperson or ARC)
Aboriginal Service (CEO or Manager)
DoJ (Magistrates Court Registrar and DoJ Manager)
Services with a specific FV focus (e.g. WHGNE)
Regional Integration Coordinator
GOULBURNOVENS MURRAY
OPERATIONS FV GROUPOPERATIONS FV GROUP
Chairperson
DHS (LEO & CP)
FV & CASA Funded Agencies (TM or TL)
C&FS Alliance (Manager or coordinator)
Housing (Manager or TL)
Victoria Police (FVA or FVU or FVLO)
IFVRAG – (Vice Chair or ARC)
Aboriginal Service (Manager or TL)
DoJ (Manager or TL)
Regional Integration Coordinator
Children’s Resource Coordinator
Homelessness Networker
GOVERNANCE
Regional Integrated Family Violence Governance Model (2013 – DHS)
Family Violence Regional Integration Committees provide regional leadership on service integration and planning.
This governance model is intended to improve clarity about the roles and responsibilities of Family Violence Integration Committees, committee members (including chairs), Regional Integration Coordinators and auspice agencies.
The governance model aims to describe the key elements of each of the roles and responsibilities in sufficient detail so that these functions can be carried out in a consistent way across the integrated family violence system. Seeking the right balance between consistency overall and maintaining sufficient flexibility to accommodate different circumstances, such as those of rural and metropolitan regions, has been a key consideration in the development of the governance model.
Ovens Murray Strategic Plan
Currently in draft format.
Goulburn Strategic Plan
Currently in draft format.
Budget
The committee annually receives $70,000 brokerage funds to support their strategic plan. These funds are held with Women’s Health Goulburn North East.
The committee also auspices $10,000 for prevention networks to enable projects to be completed. Funding can be applied for using the Funding Application Document.
REPORTING
DHHS Requirements
As part of the Funding And Service Agreement between the Department of Health & Human Services and Women’s Health Goulburn North East (as the Auspice for the committee and RIC position), a Report will be written and provided to DHHS on a three-yearly basis. The next report is due in July 2015.
Monthly Reporting to Committees
RIC Report
Monthly RIC reports are provide to the family violence service system that reports against the strategic plans. This will be provided in email format.
Budgets
Monthly budget reports are provided for both the brokerage funding and the network prevention funding.
STATE AND NATIONAL DIRECTION
National Action Plan:
The National Plan to Reduce Violence against Women and their Children 2010‐2022 (the National Plan) brings together the efforts of governments across the nation to make a real and sustained reduction in the levels of violence against women.
It is the first plan to coordinate action across jurisdictions. It is the first to focus strongly on prevention. It is the first to look to the long term, building respectful relationships and working to increase gender equality to prevent violence from occurring in the first place. It is the first to focus on holding perpetrators accountable and encourage behaviour change.
State Action Plan
The Victoria’s Action Plan to Address Violence against Women and Children – Everyone has a responsibility to act was launched in October 2012.
The central tenet of the Action Plan is that violence against women and children in any form, in any circumstance and in any community is unacceptable.
The plan reflects the Victorian Government’s commitment to preventing violence happening, holding perpetrators to account for their actions and providing support to women and children who experience violence.
The Action Plan engages a range of Government areas and will also be driven through partnerships with community sector organisations. The Government is investing $90 million in 2012-2013 which will fund a range of prevention, early intervention and response measures.
Royal Commission into Family Violence - Victoria
As required by our terms of reference, the Royal Commission into Family Violence will inquire into and report on how Victoria’s response to family violence can be improved by providing practical recommendations to stop family violence.
Given our remit and timelines, we will be focusing on identifying and solving system-wide issues, rather than investigating individual cases or allegations of family violence.
Structure for FV in Victoria
You can find the structure to view and/or download on:
LEGALISLATION, JUSTICE & VICTORIA POLICE
Legislation
Family Violence Protection Act 2008
Children, Youth & Families Act 2005
Information Privacy Act 2000
Victorian Crimes Act 1958
Justice/Courts
Magistrates Courts of Victoria
Department of Justice
Victoria Police
General information:
Crime statistics Agency
RISK ASSESSMENT
CRAF
The development, and associated training, of the Victorian Family Violence Risk Assessment and Risk Management Framework (known as the Common Risk Assessment Framework or CRAF), is a significant step forward in increasing the safety of women and children experiencing family violence. The Framework is designed to assist professionals and practitioners, working with women, to identify risk factors associated with family violence and to respond appropriately. It has been developed:
- to better identify and respond to women and children who are victims of family violence
- for use by a range of professionals including family violence service providers, the police, the courts, and professionals in mainstream services who encounter and work with women and their children who experience family violence.
The Framework aims to develop common standards and practices among service providers to ensure that the focus of any intervention and support remains on the safety of those experiencing violence.
From 2014, e-CRAF training will be available online throughThe Lookout: your place for family violence information.
Children’s Risk Assessment Tool
This practice guide aims to support family violence professionals to assess the safety and
needs of unborn children, infants, children and young people affected by family violence.
As a professional in the integrated family violence system, you are in a unique position to
understand the impacts of family violence, and to work with other professionals (including
those in universal services) to meet the needs of vulnerable children and young people.
REFERRAL PATHWAYS / PROTOCOLS / CODES OF PRACTICE