Specialist Family Violence Advisor Capacity Building Program Stage 1. Program Framework

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1 Specialist Family Violence Advisor Capacity Building Program Stage 1 Program Framework

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3 Specialist Family Violence Advisor Capacity Building Program Stage 1 Program Framework

4 Contents About the Program Framework... 7 Approach... 7 Background... 8 Royal Commission into Family Violence... 8 The Victorian Government Response... 8 Specialist Family Violence Capacity Building Advisor Program Program objectives Program rationale Program implementation Governance model Statewide Steering Committee Area-based Implementation Committees Communication channels Governance for Stage Communication Plan Implementation Plan Implementation activities Risk management Monitoring and reporting requirements Monitoring requirements Reporting requirements Evaluation framework Induction and training Appendix 1 - Position Description Advisor Appendix 2 - Position Description Statewide Coordinator... 33

5 Index of Figures Figure 0-1: Governance model Figure 0-2: Elements of communications strategy Index of Tables Table 5-1: Summary of communication plan, stage Table 6-1: Implementation plan Table 6-2: Risk management Table 7-1: Example monitoring template Table 7-2: Reporting requirements Table 7-3: Reporting requirements List of Abbreviations AoD CRAF DHHS DVRCV DV Vic FSV FV MARAM MH PCG PEG RCFV Alcohol & Other Drugs Common Risk Assessment Framework Department of Health and Human Services Domestic Violence Resource Centre Victoria Domestic Violence Victoria Family Safety Victoria Family Violence Multiagency Risk Assessment and Management Mental Health Project Control Group Project Executive Group Royal Commission into Family Violence

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7 About the Specialist Family Violence Capacity Building Program (Stage 1) Framework The Specialist Family Violence Advisor Capacity Building Program (Stage 1) Framework outlines program particulars including the governance model, communication plan, implementation plan, and considerations for evaluation and reporting requirements. This Framework should be read in conjunction with the Specialist Family Violence Capacity Building Program (Stage 1) Program guidelines. Development approach This framework has been informed by a comprehensive consultation approach, supported by a review of relevant policy and program documentation. Initial consultations were undertaken with: Family Violence Policy and Programs, Family Safety Victoria Drugs Policy and Reform Unit, Department of Health and Human Services (DHHS) Mental Health Branch, DHHS Workforce Branch, DHHS Domestic Violence Victoria Regional Integration Coordinators and Principal Strategic Advisors Group consultations were held in Bendigo, Geelong, Shepparton, Warragul, Wimmera and Melbourne CBD with the following participants: Program auspice agencies Specialist Family Violence Advisors Mental Health (MH) services Alcohol and Other Drug (AoD) agencies Peak bodies for the family violence and alcohol and drug sectors Project oversight was provided by a Project Working Group, Project Control Group and Project Executive Group. 7

8 Background The information below outlines the context in which the Specialist Family Violence Advisor Capacity Building Program (the Program) has been developed. Royal Commission into Family Violence In 2016 the Royal Commission into Family Violence (RCFV) made 227 recommendations to transform the way authorities, systems and services prevent and respond to family violence. Recommendations were delivered to: Strengthen inter-sector and cross-service coordination and collaboration towards integrated and consistent responses to family violence Improve early identification and intervention Better support victim survivors including children to reduce risk, enhance safety and support recovery Keep perpetrators in view and improve perpetrator accountability Prevent family violence and build a society based on respectful relationships The Victorian Government Response The Victorian Government is committed to implementing all 227 recommendations of the Royal Commission into Family Violence. Below are key family violence reforms and initiatives. Ending Family Violence: Victoria s Plan for Change Ending Family Violence: Victoria s Plan for Change is a 10 year plan that outlines how the government will deliver on the recommendations of the Royal Commission into Family Violence and build a future where Victorians can be free from family violence. The Plan also includes the initial targets by which progress will be measured and reform outcomes. For more information please visit Family Violence Rolling Action Plan The Rolling Action Plan is a three year operational plan for implementing the Victoria s Plan for Change (above) and the recommendations of the Royal Commission into Family Violence. A new Rolling Plan will be issued approximately every three years. For more information please visit

9 Family Safety Victoria Family Safety Victoria was established in July 2017 to drive key elements of Victoria s family violence strategy. Family Safety Victoria will lead policy development and deliver on key reforms including, but not limited to, the establishment of Support and Safety Hubs, the Information Sharing scheme, Risk Assessment and Risk Management reforms, strengthening of specialised family violence services, and building workforce capacity and capability. Family Safety Victoria works across government and with partners across the community sector to transform services and introduce new practices so that people get the help, protection, and support they need. For more information please visit: Support and Safety Hubs Support and Safety Hubs are designed to help women and children experiencing family violence, and families with vulnerabilities who need help with the wellbeing and development of their children. The Hubs will help connect people directly to services and provide a coordinated response to a range of different needs, and where required a whole of family response including holding perpetrators to account. The initial roll-out of physical location of the Hubs will be across five launch sites in Barwon, Bayside Peninsula, Inner Gippsland, Mallee and North-East Melbourne areas. For more information please visit: Information sharing A new family violence information sharing scheme was created by the Family Violence Protection Amendment (Information Sharing) Act The Act authorises a select group of information sharing entities (ISEs) to share information between themselves for risk assessment and risk management. The scheme is being implemented through a phased approach, with a select number of organisations prescribed in early 2018 as Information Sharing Entities (ISEs) including the first five Support and Safety Hub sites. For more information please visit: Risk Assessment and Risk Management A new Common Risk Assessment and Risk Management Framework (CRAF) is being developed in line with Recommendation 1 of the Royal Commission into Family Violence. The new Framework will allow greater awareness of information relevant to family violence risk assessment and management to better protect victims and hold perpetrators to account. For more information please visit: 9

10 Free from Violence Victoria s strategy to prevent family violence and all forms of violence against women Free from Violence (The Strategy) is an integral element of the government s broader family violence system reform. The Strategy seeks to address the current prevalence of family violence across Victoria. The scope of this strategy is primary prevention preventing violence before it occurs by focusing on settings where inequality and violent behaviour are shaped. The aim is to build social structures, norms and practices that prevent, or reduce the risk of, violence. For more information please visit: Centre for Workforce Excellence and the 10 Year Industry Plan The Centre for Workforce Excellence (of Family Safety Victoria) has a priority focus on the delivery of the 10-Year Industry Plan for prevention and workforce response to family violence. The Centre has a key role in leading initiatives designed to boost the capabilities of a broad range of workforces, support interdisciplinary learning about family violence, identify core capabilities and skills, promote best practice, and contribute to the development of workforce training. For more information please visit:

11 Specialist Family Violence Capacity Building Advisor Program In 2016 the Royal Commission into Family Violence (the Royal Commission) made 227 recommendations to transform the way authorities, systems and services prevent and respond to family violence. The Victorian Government is committed to implementing all 227 recommendations. The Royal Commission highlighted the need to improve the way health and human services work together to ensure victims are consistently supported, regardless of where they enter the service system. The Royal Commission found that mental health and alcohol and other drug services must play a more direct role in identifying and responding to family violence, noting the need for health services to build capacity in these areas, and develop closer relationships with specialist family violence services. 1 Significantly, the Royal Commission found that workers in mental health and alcohol and other drugs services wished to improve their understanding and capability in relation to family violence, and workers in specialist family violence services needed to increase understanding in mental health, drug and alcohol and other individual risk factors for family violence. To achieve this, the Royal Commission endorsed cross sector collaboration through the establishment of Advisor positions The Royal Commission recommended the establishment of advisory positions in key mental health and alcohol and other drug services across metropolitan and regional Victoria to provide access to family violence expertise. The Royal Commission made the following recommendations: Recommendation 98: The Victorian Government fund the establishment of specialist family violence advisor positions to be located in major mental health and drug and alcohol services. The advisors expertise should be available to practitioners in these sectors across Victoria [within 12 months]. Recommendation 99: The Victorian Government encourage and facilitate mental health, drug and alcohol and family violence services to collaborate [within 12 months] by: Resourcing and promoting shared casework models; and Ensuring that mental health and drug and alcohol services are represented on Risk Assessment and Management Panels and other multi-agency risk management 1 State Government of Victoria, Royal Commission into Family Violence, Report and Recommendations, Volume IV, Chapter 19 (2016) 11

12 models at the local level [Local level multi-agency risk management models are being addressed outside the Specialist Family Violence Advisor program]. Program objectives The Specialist Family Violence Advisor Capacity Building Program is a response to Recommendations 98 and 99 of the Royal Commission. The objectives of the Program are to: Strengthen networks and collaboration between agencies and across the three sectors Enhance referral pathways to provide a more coordinated and collaborative health and human service system response to family violence Increase capacity within the MH and AoD sectors through access to specialist family violence expertise and advice in identifying, recognising and responding to family violence Facilitate earlier recognition of, and response to, family violence situations for patients/clients of mental health and alcohol and other drug services Enhance quality and consistency of the service response to victims, survivors and perpetrators of family violence at whatever point they access the health and human services systems. To achieve these outcomes, cross-sector leadership will be required. Program rationale The Royal Commission into Family Violence explored the role of specialist health services in identifying and responding to family violence. In particular, the Commission noted that health services, including mental health and alcohol and other drug services, are in a unique position to identify family violence and intervene early.. The key themes raised by the Commission, relevant to the Program, are outlined below. System collaboration The need for health services to be better coordinated and integrated so that people at risk of or experiencing family violence are guaranteed a standard of response wherever they access the health system. The need to move to whole-of-system approaches, and the development of more comprehensive responses to family violence within the healthcare system. The existence of multiple and complex referral pathways mean that victims do not know where to go for help.

13 Agency-level collaboration The need for a more collaborative approach to providing mental health, drug and alcohol, and family violence services. Family violence services are often not visible to health practitioners, and there may be a lack of understanding of what specialist services offer. The need for a one-stop shop, and greater promotion to mainstream services was a common theme. Professional capacity & capability Services across the health system need to be better resourced and practitioners better skilled to pick up distress signals and Family Violence Risk or Threat indicators, in their patients/clients at the earliest possible opportunity. They also need to know how to have sensitive conversations with women, men, adolescents and children, who are victim survivors or perpetrators of Family Violence and to assist them to access other supports. The program guidelines and program logic have been informed by the above key themes. Program implementation The program will be implemented in a staged approach: Stage 1 is a 12-month initiative that will see the placement of Specialist Family Violence Advisors in auspice agencies across Victoria. Advisors will work with key mental health services and alcohol and drug agencies in their area, with statewide coordination provided by Domestic Violence Victoria. Stage 2 is an initiative funded over 4 financial years that will see Specialist Family Violence Advisors located within mental health services and alcohol and drug agencies. The advisor roles will be working with senior management and other staff to increase capacity of services to respond appropriately to family violence. Advisors will be involved in providing systemic and organisational responses, and the development of secondary consultation. These guidelines relate to Stage 1 of the Program. In Stage 1, Specialist Family Violence Advisors will work at a service development and capacity building level with a focus on supporting the implementation of the government s responses to the Royal Commission into Family Violence as they relate to mental health and alcohol and drug sectors. It is not expected that Advisors will work with all funded mental health services and alcohol and drug agencies identified in Appendix 2 and 3 respectively. Underpinning both the strategic and operational focus will be recognition of the needs of victims, survivors and perpetrators of family violence. 13

14 Governance model A robust governance model is critical to the success of this program. The proposed model for the governance of Stage 1 of the Specialist Family Violence Advisor Capacity Build Program will operate at two levels: A Statewide Steering Committee will provide strategic direction and ensure alignment of the Program with government policy and priorities of each sector Area-based Implementation Committees are to oversee and support the implementation of the Program through local agency-level collaboration. Figure 0-1 illustrates the proposed governance model at statewide and local levels.. Figure 0-1: Governance model A key consideration in the development of the governance model was the dual objectives of: Delivering on consistent Statewide objectives Facilitating sufficient local flexibility to accommodate different circumstances such as those of rural and metropolitan regions. The following sections outline the function and membership of these governance committees, together with the proposed formal and informal communication channels.

15 To provide adequate support during early implementation, monthly meetings of the Statewide Steering Committee and Area-based Implementation Committees are recommended for the first six months. In the six months following, bi-monthly meetings (that is, a meeting every two months) are recommended. Statewide Steering Committee Function The Statewide Steering Committee will provide broad oversight, direction and program management. The Statewide Steering Committee will: Provide strategic direction and ensure alignment with government policy and reforms Foster flexibility and innovation in the implementation of the Program Oversee progress of the implementation of the Program towards objectives Identify strategic issues/risks and provide guidance on solutions Facilitate communication with key stakeholder groups Establish and endorse approaches for program monitoring, reporting and evaluation Facilitate the dissemination of program learnings, information and resources Oversee the development and implementation of Stage 2 of the Program. Membership The proposed membership includes representation from the three sectors (mental health, alcohol and other drug services, and specialist family violence services) to ensure directions are informed by a partnership approach. The Statewide Committee will be well positioned to deliver combined departmental and sector leadership. The membership of the Statewide Steering Committee will include: Family Safety Victoria (Chair) Drug Policy and Reform Unit, DHHS Mental Health Branch, DHHS Mental Health and Drugs Workforce Unit, DHHS Operational Division, DHHS (x4) Domestic Violence Victoria Domestic Violence Resource Centre Victoria Victorian Alcohol and Drug Association Mental Health sector representation (to be specified) 15

16 Area-based Implementation Committees Function An Area-based Implementation Committee will be established in each of the 17 DHHS catchment areas to plan, deliver and monitor local implementation activities The Area-based Implementation Committees will meet regularly to: Oversee the development of local implementation plans Support local implementation in alignment with Program objectives Contribute local knowledge and expertise about the three sectors to inform implementation Provide advice and feedback on local level system gaps and barriers to implementation Identity and propose solutions to local operational issues Assess and make recommendations on workforce development strategies relevant to the program Undertake communication with key stakeholder groups Seek feedback from, and provide guidance to, Advisors and sector workforce Work collaboratively with the Statewide Coordinator and implement changes to program policies and strategies authorised by the Statewide Steering Committee Support local and Statewide monitoring and reporting processes inclusive of regular reports to the Statewide Steering Committee Contribute to local and Statewide review and evaluation processes Make recommendations for the development and implementation of Stage 2. Membership The proposed membership of the Area-based Implementation Committees includes: Manager Local Connections, DHHS (Chair) Specialist Family Violence Advisors (Secretariat) Family Violence auspice agencies Area Mental Health Services Alcohol and Drug agencies It is expected that senior agency management will be engaged in Area-based Implementation Committees. The rationale for the above membership is as follows: Local area leadership and cross-sector collaboration consolidates local initiatives and reduces duplication of work

17 Agency level collaboration supports across the three sectors system coordination and capacity development The Statewide Steering Committee requires a mechanism by which progress can be monitored and reported on through local representatives across the three sectors Regular feedback from the Specialist Family Violence Advisors is required to drive outcomes. It is understood that in many areas there are existing committees or groups with members or functions that closely align with the Area-based Implementation Group (e.g. Strengthening Hospital Responses to Family Violence program reference groups). Local areas can consider how existing groups can be further developed or incorporated into this model to prevent duplication. Communication channels Communication between the Statewide Steering Committee and Area-based Implementation Committees is fundamental to the successful implementation of Stage 1 and the development of Stage 2. Progress on implementation is to be communicated through both formal and informal mechanisms. Formal Communication A two-way formal communication channel will ensure timely and effective information flow. This involves: A regular report from Area-based Implementation Committees to the Statewide Steering Committee that would include a description of: Implementation progress Issues that have arisen through implementation and ongoing operation Feedback on local level system gaps and challenges Identification of training and support requirements A regular update from the Statewide Steering Committee to Area-based Implementation Committees that includes: Updates on family violence reforms that impact the program; Common implementation issues and solutions from a statewide perspective Advice on program learnings, resources and training. The timeframes for reporting will be monthly in the first six months and may transition to bimonthly (once every two months) in the second six months, depending on the frequency of governance meetings. The formal communication channel would occur through the DHHS representatives on the respective committees as noted in Figure 1-1 above. 17

18 Informal communication Informal communication will occur through several avenues including: Existing networks between agencies and organisations A community of practice that will facilitate the sharing of local learnings between Advisors and the Statewide Coordinator Governance for Stage 2 of the Program Stage 2 of the Program will build on the work of Stage 1 by providing an agency level response to family violence including secondary consultation. The governance model is likely to remain the most appropriate governance approach, with the roles to be adjusted to reflect this stage of the program. Communication Plan The communication plan has the following elements: Advisor-specific communication to support their role Program-specific communication to support the governance of the program Sector-specific communication for the three sectors Broad-based communication for mainstream service providers. These elements, and the intended audiences, are shown schematically in the diagram below. From left to right, the focus is on individual advisors, governance committees, sectororganisations/workforce and the broader service system. The proposed communications approach for each is described in more detail below.

19 Figure 0-2: Elements of communications strategy Sector Specialist Family Violence Advisors For Specialist Family Violence Advisors, a key focus of communications will relate to role clarity, the objectives of the program, and additional information necessary to support implementation. Communication materials should include: Program guidelines Formal communication from Statewide Steering Committee, Area-based Implementation Committee, and the Statewide Coordinator Informal communication through participation in a community of practice The communications materials available on-line should include: Program guidelines Program updates The process for communication of governance committee information, and information from the Statewide Coordinator, should occur through secure systems. Digital communication strategies should be used to support Advisors participation in Community of Practice approaches. Program specific For the Statewide Steering Committee and Area-based Implementation Committee, the key focus of communication will relate to role clarity, objectives of the Program and additional information necessary to support implementation. 19

20 The relevant communication materials include: Program guidelines Regular reports associated with governance committees Regular communications with the sector to provide information about the program. The Statewide Coordinator has a specific role in the coordination of communications about the program and in the dissemination of communications to Specialist Family Violence Advisors. The following communications materials should be available on-line: Program guidelines Regular communications with the sector to provide information about the program The process for communication of governance committee information and information from the Statewide Coordinator, inclusive of communication with Advisors, should be through secure systems. Sector-specific Communication with the sector should focus on providing a concise overview of the purpose of the program and implications for the sector. The relevant communications materials should include: A concise overview of the program. The overview will provide a summary of the purpose of the program, the role of the Advisor, the staging of the reform, the governance arrangements and the expectations on each of the services in the sector: family violence services; mental health services; alcohol and drug agencies A regular (quarterly) communiqué circulated to the sector that provides an update on the progress of implementation and advises of any updates to Program Guidelines. The following communications materials should be available on-line: Program overview (for service providers) Program communiqués Additionally, the Specialist Program Advisor will undertake informal communications with the sectors on program-specific issues and implementation progress. The basis for informal communications will be dependent upon the local context and should use existing networking strategies and communication channels. Service system The aim of the communication plan for the service system is to provide general, high-level awareness about the program, its objectives and the expectations of services. The timing of

21 the communications is more relevant in Stage 2 of the program to support awareness among mainstream service providers of the intent of specialist family violence service interventions within the sectors of mental health services and alcohol and drug agencies. The communication materials relevant for mainstream service providers will be disseminated. The program overview (for service providers) should be available on-line. A summary of the key elements of the communication plan together with accountabilities is provided in Table

22 Table 5-1 Summary of communication plan, stage 1 1. FOCUS Specialist Family Violence Advisors Governance committees Statewide Coordinator Sector Mainstream service system 2. COMMUNICATIONS MATERIALS 3. ACCOUNTABILITY 4. PURPOSE 5. FREQUENCY 6. MODE Program guidelines DHHS Explain purpose and approach One-off Online Formal communication from Program governance committees and Statewide Coordinator Informal communication from participation in communities of practice Governance Committees & Statewide Coordinator Facilitated by Statewide Coordinator Support governance and enable implementation Monthly in first 6 months; bimonthly in second 6 months Secure exchange Share learnings and peer support At least quarterly Digital communication strategy Program guidelines DHHS Explain purpose and approach One-off Online Regular reports associated with governance committees Regular communications with the sector to provide information about the Program Governance Committees Governance Committees Support governance and enable implementation Enhance understanding of Program goals and clarify expectations of roles of sector Informal communications with Statewide Coordinator Explain Program-specific issues and the sector implementation progress Program overview DHHS Summary of the purpose of the Program, the role of the Advisor, the staging of the reform, the governance arrangements and the expectations on each of the services in the sector Regular communiqués DHHS in consultation with Governance Committees To provide an update on the progress of implementation and advise of any updates to Program guidelines Summary program overview DHHS Summary of the purpose of the Program and the role of the Advisor Monthly in first 6 months; bimonthly in second 6 months At least quarterly As required One-off At least quarterly One-off Secure exchange Program communiqués Secure exchange Online Online Online

23 Implementation Plan The implementation plan provides a high-level view of the tasks required to establish Stage 1. Implementation activities The key implementation tasks are to: Develop and launch Program Framework Define and establish governance arrangements Develop and execute Program Communication Plan Recruit Advisors and the Statewide Coordinator; Develop and deliver Program Induction Establish support structures Establish performance monitoring and reporting mechanisms Evaluate outcomes; Finalisation of Stage 1 Establishment of Stage 2. Key stakeholders required to implement these activities include the Project Control Group (PCG), Project Executive Group (PEG), Family Safety Victoria (FSV), the Department of Health and Human Services (DHHS), Statewide Steering Committee, Area-based Implementation Committee, Domestic Violence Victoria (DV Vic), Domestic Violence Resource Centre Victoria (DVRCV), auspice agencies, and mental health services and alcohol and drug agencies. Table 6-1 outlines the major activities and responsibilities required to deliver the Program. Table 6-1 Implementation plan FOCUS MAJOR ACTIVITIES RESPONSIBILITY KEY MILESTONE Program Framework Governance Model Program Guidelines endorsed PCG / PEG February 2018 Program Guidelines published FSV February 2018 Governance model developed/endorsed (including Terms of Reference) PCG / PEG February 2018 Statewide Steering Committee established FSV March 2018 Area-based Implementation Committee established Auspice agencies March

24 FOCUS MAJOR ACTIVITIES RESPONSIBILITY KEY MILESTONE Communication Plan Communication Plan finalised PCG March 2018 Commence communication Various March 2018 Advisor PD developed/endorsed PCG August 2017 Recruitment Program Induction Support Structures Performance Monitoring & Reporting Framework Outcome Evaluation Stage 1 Finalisation Stage 2 Establishment Statewide Coordinator PD developed/endorsed FSV, DV Vic November 2017 Recruitment process undertaken Auspice agencies, DV Vic December 2017 Advisor induction program designed and delivered DVRCV November 2017 Statewide coordination function implemented DV Vic November 2017 Community of Practice established DV Vic / Coordinator / DVRCV Professional development sessions designed and delivered Performance monitoring framework designed and endorsed December 2017 DVRCV Feb - Dec 2018 FSV, PCG, Coordinator March-April 2018 Reporting requirements defined FSV, PCG, Coordinator March-April 2018 Performance Monitoring & Reporting Framework disseminated Reporting mechanisms established Outcome Evaluation framework designed and endorsed Evaluation activities commended Exit strategy for Advisors in place Transition plan developed and implemented Stage 1 review/evaluation results disseminated FSV, Coordinator April 2018 Auspice agencies, Governance Committees April 2018 FSV, PCG, Coordinator April 2018 Advisors, Auspice agencies, Coordinator Auspice agencies, coordinator Auspice agencies, Stage 2 MH services and AoD agencies, Coordinator April 2018 May 2018 onwards May 2018 onwards FSV, Coordinator December 2018 EOI for AoD agencies released DHHS November 2017 AoD agencies and MH services selected DHHS By March 2018 Advisor PD developed / endorsed Steering Committee / DHHS Recruitment of advisors Select MH and AoD agencies By March 2018 April - June 2018

25 Risk management Table 6-2 provides consideration of the potential risks to program implementation and recommended mitigation strategies. The list is not intended to be exhaustive, rather to highlight key identified risks. 25

26 Table 6-2: Risk management IMPACT FOCUS RISK MITIGATION STRATEGIES Impact of workforce capacity on recruitment Collaborative recruitment approach Advisor Changing expectations around the Advisor role Clear outline of role/responsibilities/activities in Program Guidelines Publication of endorsed area work plans Insufficient professional support for Advisors Ingrain professional and peer support approaches in ongoing activities. Insufficient access to training DVRCV to develop and deliver flexible training modules Insufficient agency senior management engagement Clear direction and leadership from DHHS LOW Agency Insufficient access to agency policies Insufficient access to agency workers Clear communication from department and peak bodies regarding expectations Area-based Implementation Committees to demonstrate accountability for strategies to overcome access barriers Insufficient organisational change management expertise Implement guidelines and training for senior management Ingrained barriers of current service system (associated with different service delivery models) limit ability to achieve outcomes Clearly define objectives and boundaries of Program Seek guidance from sectors and Statewide Steering Committee System Lack of authorising environment due to competing priorities Communicate synergy with existing initiatives and focus on client outcomes Significant variation in approach per area Statewide coordinator to assist Advisors/agencies to develop work plans Lack of sustainability of linkages built on individuals *The risks identified as high impact relate to Stage 2. Program implementation. Ingrain inter-agency and cross-sector collaboration in program structure

27 Monitoring and reporting requirements This section outlines the proposed monitoring and reporting requirements for Stage 1. Monitoring requirements The monitoring of program implementation is to be undertaken by the Area-based Implementation Committee. The Advisor/auspice agency is to: Report activity against the endorsed Work Plan through both quantitative and qualitative measures Provide updates on the deliverables (outputs) for Stage 1 that are meaningful and comprehensive Highlight achievements and challenges/barriers to implementation Reporting templates are to be designed that facilitate the above monitoring. Table 7-1 provides an example template for activity monitoring. Table 7-1 Example monitoring template FOCUS Agency-level collaboration Service coordination Professional capacity & capability PLANNED PROGRAM ACTIVITIES (FROM ENDORSED WORK PLAN) Identify family violence focus in existing networks Identify local cross-sector collaboration Establishment and support of new cross sector networks where none exist Identify referral pathways Identify opportunities to strengthen pathways Assess workers knowledge and referral behaviours Report on workers willingness to respond2 Identification of training needs DELIVERED ACTIONS (ADVISOR TO DETAIL PROGRESS) Organisational practice Identify agency policies that support a family violenceresponsive service model Identify agency policies that do not support a family violence-responsive service model System development Not indicated The Statewide Steering Committee will have oversight of performance monitoring through the below reporting mechanisms. Reporting requirements The proposed reporting requirements of advisor/auspice agency, Area-based Implementation Committee, and the Statewide Coordinator are outlined in Table Response may include assessment, support, collaboration, and referral (amongst others) Program Framework Specialist Family Violence Capacity Building Program Page 27

28 Table 7-2: Reporting requirements STAKEHOLDER WHAT WHEN Advisor/ Auspice agency Progress monitoring (as above) Monthly Area-based Implementation Committee Statewide Coordinator Implementation progress; Issues that have arisen through implementation; Feedback on local level system gaps/challenges; and Identification of training and support requirements. Statewide learnings (including those generated through the Community of Practice). Monthly in first 6 months; bi-monthly in second 6 months Monthly Evaluation framework The outcomes from Stage 1 will inform the development of Stage 2 and other cross-sector collaborative models, such as the Support and Safety Hubs. Whilst a full evaluation plan is to be developed in the next stage of the program, the Program Logic can inform opportunities to evaluate Stage 1 against the objectives. As shown in Table 7-3, a survey of agency senior management and of agency workers would provide indication of the progress towards achieving the key short-terms outcomes. Table 7-3: Reporting requirements EVALUATION TOOL SHORT-TERM OUTCOME 3 Agency senior management survey Agency worker survey Strengthened collaboration between family violence services, MH services and AoD agencies. Improved executive leadership and senior level engagement in development of family violence responsive service models. Increased knowledge and capacity of workers in mental health and alcohol and drug agencies to recognise and respond to family violence. Increased readiness of workers in mental health and alcohol and drug agencies to provide early referrals to specialist family violence services. Effective evaluation would involve: Baseline measures to be taken prior to program implementation, and repeated surveys at the completion of Stage 1 Independently observed practice changes Comparison across the state to assess where the greatest change has occurred, and what activities contributed to this success Page 28 Program Framework Specialist Family Violence Capacity Building Program

29 Induction and training A full induction and training plan is to be developed as part of the Program implementation. Consideration for the training of advisors and for Stage 2 of the program may include: Family Violence Competency Framework 'level 1' skills and capabilities Common risk assessment framework (CRAF) Recognising and responding appropriately to family violence Certificate IV Alcohol & Drugs Certificate IV Mental Health Capacity building and change management Working with perpetrators Working with resistance Diversity training Aboriginal & Torres Strait Islander cultural and emotional wellbeing training National Disability Insurance Scheme reform Program Framework Specialist Family Violence Capacity Building Program Page 29

30 Appendix 1 - Position Description Advisor Position context This Specialist Family Violence Advisor Capacity Building Pilot Program has been developed to contribute towards recommendations 98 and 99 of the Royal Commission into Family Violence. These recommendations require the establishment of specialist family violence advisors to provide expertise to major Mental Health (MH) and Alcohol and Other Drug (AoD) services and to ultimately encourage all three sectors to collaborate through the promotion of shared casework models. This program will provide expertise and support for workers in the MH and AoD sectors to identify and respond to family violence with their clients, whether they are experiencing family violence or perpetrating family violence. The Advisor role is part of a one-year Capacity Building Program establishing an Advisor in each of the 17 catchments around Victoria. The Advisors will encourage joint practice and collaboration across the three sectors to help provide an enhanced response to family violence. In doing so, Advisors will promote the benefits of a catchment-wide understanding and collaborative response to family violence. This system development and capacity building work will set the foundations and provide a critical resource for Specialist Family Violence Advisors who will be embedded in the MH and AoD sectors (stage 2), commencing from mid This Program will be supported by a Statewide Program Coordinator and a Community of Practice. Program outcomes Advisors employed in this Program will work toward the following outcomes in their catchment: Support capacity building within the MH and AoD sectors through access to specialist family violence expertise and advice in identifying, recognising and responding to family violence Strengthening networks and collaborations between agencies and across the three sectors Enhanced referral pathways to provide a more integrated and collaborative health and human service system response to family violence Earlier recognition of and intervention into family violence situations for clients of mental health and alcohol and other drug services Enhanced quality and consistency of the service response to victim survivors and perpetrators of family violence at whatever point they access the health and human services systems. It is expected that through exposure to the AoD and MH sectors the Advisor will be able to increase their understanding of drug and alcohol and mental health issues and service responses within the specialist family violence workforce. Key duties Advisors will work to the statewide Program Framework and will be expected to undertake the following duties within the catchment: Work within the structure provided by the Program Framework including ability to adapt and apply the statewide Framework for local needs Page 30 Program Framework Specialist Family Violence Capacity Building Program

31 Attendance and engagement in the Program induction and ongoing training (including indepth orientation to mental health and drug and alcohol service delivery) Participation and engagement in the Program s Community of Practice Identification of current MH and AoD agency policies, processes and practices including in response to family violence to understand the landscape and identify opportunities for change, contributing to updates where possible Exploring opportunities for practice enhancement to include a more fulsome response to family violence for workers in AoD and MH agencies Identification of existing networks, collaborations examples of shared casework and identification of gaps, issues and systemic barriers Clarification of existing referral pathways and other connections across the three sectors Contribution to maintenance of existing networks and establishment of new networks across the three sectors Provision of FV expertise to MH and AoD staff including creation of opportunities to share FV expertise with workers in these sectors and establishment of pathways between agencies Work with major AoD and MH agencies to understand awareness levels around FV identification and responses in their clients Maintain awareness of reforms in the family violence sector that impact on the three sectors, including the Support and Safety Hubs, the Central Information Point, the redevelopment of the CRAF and legislative reform Fulfilment of auspice agency requirements as an employee including understanding agency strategic direction and duties including record keeping, occupational health and safety and clinical supervision Fulfilment of other Program requirements in accordance with the Framework such as record keeping, reporting and evaluation as required. Core capabilities Interest in working within a health-based context to build the capacity of the AoD and MH sectors to recognise and respond to family violence Understanding of the evidence on the gendered nature of FV, and the nature, dynamics and impact of FV Understanding of the complexity FV with the context of as Culturally and Linguistically Diverse (CALD) Understanding of historical and contemporary issues that affect Aboriginal and Torres Strait Islander people in Australian society around health and family violence, and capacity to work in a culturally informed and respectful manner Ability to operate at an agency, inter-agency and cross-agency level Ability to recognise and respond to FV in both perpetrators and victim survivor cohorts Resilience as a senior worker, including ability to manage stressful situations, exercise self care and work within a new pilot program in the context of significant sector reform Work with colleagues across health sectors whose background, expertise, training and approach to practice may be distinct from family violence approaches Program Framework Specialist Family Violence Capacity Building Program Page 31

32 Other capabilities as identified in the Program Framework Qualifications, knowledge and experience A degree in social work or a related community services discipline At least five years experience in the specialist family violence sector including working knowledge of the CRAF In-depth knowledge of the landscape of family violence and other health and human services in the catchment Working understanding of relevant legislation and how it impacts on family violence and, including but not limited to, the Family Violence Protection Act 2008; Children, Youth and Families Act 2005; Privacy and Data Protection Act 2014; Health Records Act 2001, the CRAF and Victoria Police Code of Practice Driver s licence in order to fulfil the colocation requirements of the role Desirable: demonstrated knowledge of driving organisational change, service development and/or working across sector boundaries (or similar) Page 32 Program Framework Specialist Family Violence Capacity Building Program

33 Appendix 2 - Position Description Statewide Coordinator Position context This Specialist Family Violence Advisor Capacity Building Pilot Program has been developed to contribute towards recommendations 98 and 99 of the Royal Commission into Family Violence. These recommendations require the establishment of specialist family violence advisors to provide expertise to major Mental Health (MH) and Alcohol and Other Drug (AoD) services, to increase the capacity of the MH and AoD sectors to respond to family violence and to ultimately encourage all three sectors to collaborate through the promotion of shared casework models. This program will provide expertise and support for workers in the MH and AoD sectors to identify and respond to family violence with their clients, whether they are experiencing family violence or perpetrating family violence. The Advisor role is part of a one-year Capacity Building Pilot Program establishing an Advisor in each of the 17 catchments around Victoria. Advisors will encourage joint practice and collaboration across the three sectors to help provide an enhanced response to family violence. Role Description The role of the Statewide Program Coordinator is to coordinate and support this Program. The Statewide Program Coordinator will be a critical resource that will contribute to the success of the Program. The Statewide Program Coordinator will function as the key representative, liaising regularly with Family Safety Victoria (FSV). Key duties Working within and complying to the terms and requirements of program service models, guiding frameworks and operational tools that have been established or endorsed by FSV in consultation with DV Vic and other stakeholders. Working collaboratively with key stakeholders including FSV, DHHS, DVRCV and the health sector peaks (or equivalent organisations) including Victorian Alcohol and Drug Association Promotion of a common understanding of program objectives as prescribed and endorsed by FSV in consultation with DV Vic and other stakeholders Providing practice support and advice that complies to and is informed by practice frameworks, guidelines and requirements that have been established or endorsed by FSV in consultation with DV Vic. Supporting auspice agencies, MH and AoD agencies to understand and fulfil their roles and responsibilities in the program as prescribed in established service models, guidelines, frameworks and other operational tools Development of positive working relationships with auspice agencies and workers Supporting the workers to fulfil the requirements, activities and outcomes of their roles as defined by the program within catchment areas Program Framework Specialist Family Violence Capacity Building Program Page 33

34 Supporting the workers to manage the particular challenges of these roles, including those relating to undertaking cross-sector work, isolation and working at multiple levels within diverse organisations Facilitate the Program s governance structure at the statewide level Membership of program committees or groups where family violence expertise is required Establishment and ongoing contribution to the Program s Community of Practice Identification and communication of good practices and initiatives statewide Identifying training and professional development needs for workers Identifying and documenting key learnings, issues, challenges and opportunities to contribute to ongoing program improvement Ensure that practice, statewide and strategic issues are fed back to FSV to inform continuous program improvement and the ongoing development of a statewide coordinated systemic response to family violence Facilitating program reporting processes with FSV Informing Program evaluation Core capabilities Understanding of the evidence on the gendered nature of FV, and the nature, dynamics and impact of FV Project management skills including the ability to source, analyse and present complex information Experience in leadership and the ability to motivate and inspire others Capability to work with others to facilitate problem solving and troubleshooting in the kind of complex environment that a new program poses Ability to operate at an agency and statewide level Resilience as a senior staff member, including ability to manage stressful situations and work within a new pilot program in the context of significant sector reform Experience working in a multi-disciplinary context Ability to analyse and understand structural supports and barriers to change and to work effectively at an organisational and government level to improve practice and promote collaboration Ability to lead, influence and support others in working to achieve change Other capabilities as identified in the Program Framework Qualifications, knowledge and experience A relevant tertiary degree or equivalent experience At least five years experience in the specialist family violence sector including an in-depth knowledge of the Risk Assessment and Risk Management Framework, and a working knowledge of responses for perpetrators of family violence and the mental health and alcohol and other drugs services and service systems Page 34 Program Framework Specialist Family Violence Capacity Building Program

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