JavaScript is required

Chapter 1: Leadership

On this page

Strategic priority 1: Demonstrate clear leadership that cultivates trust across service systems and organisations

Any reform that seeks to change the way we work needs clear and consistent leadership.

In 2023–24, departments and sector peaks continued to build on this leadership.

This work deepened Victoria’s shared understanding of family violence. It helped framework organisations to improve their risk assessment practices.

We did this through strong governance, oversight and consistent messaging.

Highlights from 2023-24

  • FSV worked with leaders, human resources and policy and project staff across the Department of Families, Fairness and Housing. This work aimed to improve understanding of MARAM responsibilities. FSV supported the department to model practice change across sectors. It developed e-Learns for organisational leaders and policy staff. This provided training on how to apply and support MARAM in day-to-day work.
  • Youth justice recruited 2 family violence practice leads. These roles support MARAM implementation and build staff capability to respond to family violence. The positions model a shared understanding of family violence and MARAM responsibilities for staff across the youth justice sector.
  • Victoria Police worked with the Family Violence Reform Board on system-level activities, including MARAM. Discussions included developing and implementing a new Victoria Police strategy for family violence, sexual offences and child abuse.

Project spotlight: Consumer Affairs Victoria

A dedicated family violence sector lead in Consumer Affairs Victoria (CAV) works with:

  • the Dispute Settlement Centre of Victoria
  • the Department of Government Services
  • CAV-funded agencies delivering financial counselling and tenancy advocacy services.

This work supports these organisations and programs to align to MARAM.

In 2023–24, the sector lead developed common language and communication policies.

This will ensure workforces receive consistent advice about MARAM and family violence practice.

The sector lead also supported funded agencies to update their policies and tools in relation to family violence responses.

Case study: Ballarat Community Health

Ballarat Community Health (BCH) plays an important role in supporting victim survivors of family violence. This includes counselling and working with families and young people.

BCH has been prescribed as a MARAM framework organisation since 2021.

Committed leadership from BCH’s executive team supported the organisation to align to MARAM.

This includes:

  • identifying MARAM alignment as a priority
  • completing an implementation plan encompassing training, policies and tools
  • tailoring training and communication so that each staff member knows how MARAM applies to their day-to-day work.

Leadership examples from the annual survey

Framework organisations show strong commitment to implementing MARAM.

In 2023–24, the annual survey found that:

  • 94% of organisational leaders rated alignment to MARAM as a medium to high priority
  • more than three-quarters (77%) felt their workforce is equipped with the tools, resources, and training needed to meet their obligations.

But there is room for improvement. Only 57% of leaders said they had a detailed understanding of their responsibilities under MARAM.

This shows that we need to do more to support organisational leaders to meet legislative requirements and reform objectives.

As in previous years, survey respondents also pointed to barriers to implementing MARAM in their organisations. These include:

  • not enough staff time
  • staff workload
  • lack of specific guidance for the statewide service sector to address practice challenges.

Plans for 2024-25

Across the government and community sectors, we will work to build leadership for MARAM alignment.

For example, Ambulance Victoria plans to employ a dedicated family violence clinical governance officer. This role will integrate MARAM into Ambulance Victoria’s practices and address identified gaps in workforce knowledge.

Ambulance Victoria will also develop a dashboard to monitor family violence presentations.

In addition, the Department of Justice and Community Safety’s Victim Services, Support, and Reform portfolio plans to:

  • further develop the family violence practice manual for its Victim Services area. This will ensure consistent support for victim survivors
  • implement training initiatives for the Victims of Crime Helpline to improve capability in identifying the predominant aggressor in family violence cases.

Updated

Back to top