Family Violence Regional Integration Committees guidelines

FVRICs actively contribute to developing integrated service responses by identifying opportunities for service system improvements. Building connections between services and fostering a commitment to collaboration and innovation strengthens integration at local and regional levels resulting in improved access to services and enhancements in the range, quality and inclusiveness of family violence service responses. Drawing on local service system data, qualitative data and other evidence, FVRIC members work together to identify gaps and design and deliver solutions for service system improvements.

FVRICs engage a wide range of services at the local level by undertaking special projects, facilitating co-ordination and developing protocols to support cross sector work, and convening working groups. FVRICs also develop or support initiatives to improve access to services for specific cohorts and may also undertake work to connect and align local prevention activities with local family violence responses.

FVRICs’ focus on system development and strengthening integration within local service systems enables the identification of systemic issues which impact on the implementation of the family violence reform agenda. FVRICs undertake planning and targeted work to promote and embed specific family violence reforms at the local level including but not limited to the adoption of practice aligned with the MARAM Framework and the relevant Information Sharing Schemes, building family violence literacy across sectors, and initiatives which support the integration of The Orange Door with the local service system.

Representatives of FVRICs participate in reviews and consultations led by FSV to monitor progress and plan for further implementation of the family violence reforms.

FVRICs need to ensure that their activities are aligned with reform objectives and reflect priorities identified in the Ending Family Violence Victoria’s Plan for Change and associated FVRRAPs. At times FVRICs may be requested to contribute to work aligned with current or emerging FSV programs and initiatives.

FVRICs collate and analyse available service level data and other qualitative and quantitative evidence to understand local area needs, identify and prioritise systemic issues and to support advocacy for improvements to the service system.

Working together as the SFVIAC, the PSAs share and collate local data to inform an understanding of system issues across sectors, to identify statewide issues, and to understand the impact of various initiatives.

FVRICs need to have a strong focus on desired outcomes, and to consider indictors and measures of success. A data and evidence driven approach is required to demonstrate the impact of FVRIC activities and associated outcomes.

People with lived experience should play a vital role in deepening understanding of the family violence service system and identifying opportunities for improvement. FVRICs are expected to actively explore and develop meaningful ways to engage with people with lived experience of the family violence support system.

It is recognised that developing data resources at the local level is a longer-term objective as it relies on improved access to relevant and timely data, and enhanced capacity within FVRICs to collect, manage and analyse comprehensive data at the local level.

FVRICs have a key role in understanding the capacity and capability of workforces supporting the delivery of integrated family violence responses across all workforce tiers and sectors. Working with key stakeholders, including training providers and tertiary institutions, FVRICs identify and develop initiatives to address specific workforce capacity issues and to build capability through training and development activities across sectors.

The Victorian Government’s Building from Strength: 10-year Industry Plan for Family Violence Prevention and Response provides the policy framework for this work, and FVRICs should seek to respond to priorities in the relevant Rolling Action Plan.

The work of FVRICs should align with statewide workforce capacity initiatives and plans developed by relevant peak bodies, including Safe & Equal and No To Violence (NTV), and sector guidance such as the Code of Practice, and capability frameworks.

Capability building activities include the delivery of training (including the MARAM Collaborative Practice module), professional development forums, working groups on capacity/capability issues, and communities of practice. Development opportunities are provided for sector leaders as well as practitioners to strengthen shared understandings of family violence and to foster commitment to collaborative service development and innovation.

Achieving system change requires a commitment to high level collaboration by key players across the service system. FVRICs bring together representatives from government and non-government agencies, family violence services, children and family services, Victoria Police, justice and legal services, housing, community, and health services to understand and improve service responses to family violence.

Governance arrangements need to ensure there are processes are in place to effectively facilitate communication and information exchange across the system, support participatory decision-making and develop and maintain strategic engagement with a wide range of stakeholders. FVRIC governance arrangements also support strategic planning processes and mechanisms to ensure that accountability requirements are met.

Each FVRIC should develop and maintain a partnership agreement documenting how the FVRIC operates at the local level. It is expected that the partnership agreement will be developed in consultation with, and approved by, FVRIC members, including the auspice agency.

The guidance provided below details the content to be included in the partnership agreement.

A common sense of purpose is a critical to the success of FVRICs. All members and stakeholders need to be clear about the purpose of the FVRIC, which needs to be clearly articulated as strategic leadership and system development. The roles and responsibilities of member agencies should be described in the partnership agreement.

Each FVRIC needs to address all five Strategic Priorities described in these guidelines, and all activities need to be clearly linked to one or more of these priorities.

FVRICs are expected to maintain a listing of current membership.

Membership of FVRICs must include cross sector representation to ensure that the strategic leadership of the FVRIC is informed and enabled by knowledge of practice and service development challenges and opportunities across all the service sectors that intersect with family violence.

Agency representatives should have sufficient seniority and capacity to represent their agency to:

• contribute knowledge and expertise about their service/service sector and practice issues
• make commitments to partnership arrangements on behalf of their agency
• advocate for and drive FVRIC agreed priorities within their organisation
• negotiate the provision of relevant organisational data in support of the FVRIC’s strategic planning process
• share information about FVRIC activities and initiatives with their agency.

The following sectors should be represented in the core membership of FVRICs:

• specialist family violence services
• perpetrator services (men’s specialist family violence services)
• child and family services
• The Orange Door¹
• sexual assault services
• Multidisciplinary Centres (MDCs)
• Victoria Police
• Child Protection
• court services and community legal services
• Aboriginal community-controlled organisations
• Housing and homelessness services
• Mental Health and Alcohol and Other Drug (AoD) services
• community and women’s health services
• the DFFH Area (see below for further detail)

FVRICs are also expected to engage with other sectors and services including multicultural services, disability services, health services, maternal and child health services, early childhood services, education services, elder abuse services, community legal services and local government services. If these services are not included in the formal membership of the FVRIC it is important that there is engagement through other mechanisms.

References

1. The Orange Door is a key component of the service system and it is important that there is strong engagement between the FVRIC and The Orange Door to support decision-making about local system issues. The Orange Door hub manager and service system navigator are key roles within an area, and it is anticipated that The Orange Door will be represented appropriately on the FVRIC. Where there is an executive group for the FVRIC it is appropriate for the hub manager to represent The Orange Door in this group.

The DFFH Area

A collaborative and dynamic relationship between the FVRIC and the DFFH Area supports the strategic leadership of the FVRIC.

• DFFH Area participation in the FVRIC as a core member ensures strong connection to local planning and governance processes across sectors, and that the FVRIC is kept informed about policy and program developments in the area. Where possible, the DFFH Area will facilitate access to relevant data to support the work of the FVRIC.
• Insights and intelligence on the implementation and delivery of reform related initiatives generated through the FVRIC provide an important contribution to the identification of issues and opportunities within the area. The contract management role of the DFFH Area is described in the reporting requirements section.

In addition to formal membership, the FVRIC should ensure appropriate engagement across the service system. Stakeholder mapping should be undertaken, and active linkages with other regional networks and key positions established. These include, but are not limited to:

• Child and Family Services Alliances
• Risk Assessment and Management Panels (RAMPs)
• Multidisciplinary Centres (MDCs)
• Local Area Service Networks (homelessness)
• Dhelk Dja Regional Action Group
• Specialist family violence advisors (mental health, AoD, disability and any other)
• AoD Catchment Planning Group/networks
• Local Mental Health Alliance/networks
• Primary Health Networks
• Elder Abuse services
• Prevention of Violence Against Women Partnerships
• Local government services/network
• Regional contacts in relevant government departments including Department of Justice and Community Safety, Department of Education and Training, etc.

The mechanisms for establishing and maintaining these linkages will be determined locally. Given the cross-sector membership of the FVRIC, many of these strategic linkages will be supported by FVRIC member agencies.

The FVRIC should establish structures and processes that enable all stakeholders to participate in ways which reflect their role in the service system and support their participating in the activities of the FVRIC.

Given the importance of effective collaboration, it is important that the agreed roles and processes within the FVRIC prevent any one individual or agency from exercising undue influence in decision-making.

There are significant differences across DFFH Areas in terms of the size and complexity of the service system which presents different opportunities and challenges for the governance of FVRICs. Where there are a larger number of services and regional stakeholders, the FVRIC may need to consider categories of membership and various arrangements to focus effort on the different FVRIC activities and priorities.

Arrangements that should be considered include:

• working groups established to undertake specific projects and initiatives
• establishment of cross-sector communities of practice
• networking and communications to maintain strategic linkages with relevant networks and regional governance arrangements.
• members’ meetings convened in local government areas

All FVRICs need to have efficient and transparent decision-making processes, with clarity about how decisions are made.

Given the extensive cross-sector membership requirements for FVRICs, and large number of member agencies in most FVRICs, there may need to be delegation to particular roles and members to support specific functions and decisions on behalf of the FVRIC. These decision-making processes should be set out in the partnership agreement.

It is expected that DFFH Area representative/s will participate in the FVRIC as non-voting members. This also applies to any other departmental representatives. The FVRIC should determine whether The Orange Door Manager is a voting or non-voting member.

The FVRIC determines the function and frequency of meetings with members, how meetings are conducted, including decision-making processes, quorum and voting rights. Meetings should be held at least quarterly.

Meeting processes need to support active participation and meaningful contribution by all members.

Routine communication processes need to ensure that all member agencies are kept informed of the various activities of the FVRIC and associated working groups.

An induction process should be available for new members of the FVRIC to ensure that all members have a sound understanding of the purpose and operation of the FVRIC.

Any conflicts should be resolved by the parties concerned where possible. Failing this, the chair, PSA and auspice agency representatives should work together to find an acceptable resolution. If the conflict cannot be resolved within the FVRIC, the DFFH Area should be notified.

The requirements for strategic planning are set out in the strategic planning and annual action planning section.

Refer to the reporting requirements for FVRICs section.

The strategic leadership potential of the FVRIC is directly related to the quality of engagement with member agencies and collaborative relationships with key stakeholders. As effective governance is critical to the success of FVRICs, governance development is a strategic priority.

Strategic plans and annual action plans need to include objectives and actions to ensure effective cross-sector governance arrangements are maintained to support the achievement of FVRIC objectives.

At least every two years a review of the governance arrangements and partnership agreement should be undertaken by the FVRIC, to ensure that they continue to support the effective operation of the FVRIC. This should include a review of the effectiveness of the chair. See further details in the description of the role and term of the chair in Appendix 2.

FVRICs may choose to utilise VicHealth’s partnerships analysis tool checklist to assess their success in promoting collaboration and commitment to working in partnership.

Below is a summary of the key roles and responsibilities within the FVRIC, and how they work together to ensure the FVRIC is effective and accountable. Additional detail on these key roles is provided at Appendix 2.

Member agencies

Active participation by the members of the FVRIC is a key success factor for FVRICs. It is expected that all member agencies and their representatives commit to working collaboratively to achieve the priorities of the FVRIC and participate in FVRIC meetings, relevant working groups and activities.

FVRIC chair

The work of the FVRIC is supported by the chair and the PSA. Working closely together these two roles are responsible for fostering a commitment to collaboration and innovation within the FVRIC and maintaining a focus on objectives as described in the Strategic Plan. The chair is elected or appointed by the FVRIC and is accountable to the FVRIC.

Principal Strategic Advisor (PSA)

The PSA is employed by the FVRIC auspice agency to lead and support the work of the FVRIC. The PSA works closely with the FVRIC chair to ensure that the FVRIC provides strategic leadership within the local service system, and functions according to the partnership agreement. By agreement with the chair and auspice agency, the PSA may represent the FVRIC in various local and statewide forums.

Auspice agency

The auspice agency receives funding from FSV and is responsible for providing the infrastructure and administrative support to the FVRIC, including the employment of the PSA, delivery of activity reports and the acquittal of funding through its service agreement with DFFH.

The auspice agency representative must not seek to exercise undue control in the FVRIC. The auspice agency has a single vote and should not direct the PSA to act against decisions or direction endorsed by the FVRIC membership. If the auspice agency also provides the chair, a deputy chair from another agency should be appointed to work with the chair and PSA to support the operation of the FVRIC.

The auspice agency is required to ensure interim arrangements are in place that adequately support the FVRIC and associated PSA functions to continue during any PSA vacancy and leave periods.

Leadership agreement describing how the key roles work together to support the work of the FVRIC

Accountability for the performance of the FVRIC, including alignment with these guidelines and the partnership agreement rests with the administrative executive.

Given the shared leadership functions and intersecting responsibilities of the auspice agency, FVRIC chair, and PSA, it is recommended that a ‘leadership agreement’ is developed to describe how these three roles work together to support the FVRIC. This agreement should include:

• appointment processes for both the chair and the PSA
• supervision and performance management arrangements for the chair and PSA
• how each role will contribute to meeting reporting and accountability requirements for the FVRIC
• allocated responsibilities for representing the FVRIC
• conflict resolution processes.

FSV carries primary responsibility for the implementation of the family violence reform agenda, and the development of the family violence response system.

Routine engagement between FVRICs and FSV supports:

• the alignment of FVRIC activities with statewide policy and reform priorities
• the sharing of knowledge and insights emerging from local implementation and system development to inform that statewide policy development and program planning undertaken by FSV.

It is important that there is a collaborative and dynamic relationship between the FVRIC and FSV. The arrangements supporting this engagement are described below, including:

• FVRICs’ obligations to provide information to FSV
• the role of the Statewide Family Violence Integration Advisory Committee (SFVIAC) in supporting routine dialogue and knowledge exchange between FVRICs and with FSV and other state level bodies.

FSV supports FVRICs to achieve their objectives by:

• maintaining regular engagement with FVRICs through the SFVIAC to ensure the ongoing information exchange including advice on policy priorities and reform initiatives driven through FSV
• facilitating FVRIC representation on appropriate statewide working groups
• where possible, facilitating access to data and information relevant to the objectives of FVRICs and the SFVIAC
• providing feedback on issues papers submitted by the SFVIAC in relation to the work of FVRICs
• facilitating connections between the SFVIAC and other government departments on matters relevant to the family violence reform agenda and FVRIC activities
• ensuring that DFFH Areas are kept informed of FSV’s priorities relevant to the work of FVRICs.

The SFVIAC is the mechanism which supports dialogue and knowledge exchange between FVRICs and with FSV and other state level bodies. The SFVIAC comprises all the PSAs, who work together to:

• ensure regular information exchange and knowledge building across FVRICs
• identify statewide issues and inform statewide policy and program development
• engage with FSV and other state government departments
• engage with relevant family violence peaks (Safe and Equal, and NTV) and other statewide sector bodies.

The SFVIAC is supported by a Secretariat of three PSAs elected by the SFVIAC. The Secretariat supports the work of the SFVIAC by co-ordinating requests from statewide bodies, collating information and co-ordinating the work of the SFVIAC.

It is recommended that the SFVIAC develop and maintain a work plan outlining key engagements and projects.

The SFVIAC is required to provide FSV with an Annual Overview of Key Achievements across FVRICs and key issues and opportunities relevant to statewide policy and planning which have been identified through the work of FVRICs. This report is to be submitted to FSV by 30 November each year.

In addition, it is important that PSAs report regularly to their FVRIC on the activities of the SFVIAC.

The system leadership role of the FVRIC requires engagement across sectors, including AoD, Mental Health, justice, housing, health, education, Victorian Police, Children Youth and Families, etc.

FVRICs may need to foster relationships with regional and area contacts in various departments and government agencies to support the local implementation of specific family violence related initiatives.

The SVFIAC may also provide advice on the design of statewide policy and program initiatives led by other departments which impact on the family violence service system and FVRICs may also support implementation of these initiatives at the local level.

• Contribute knowledge and expertise about their service and sector including specific issues experienced by that sector
• Share relevant agency information and data as agreed to FVRIC strategic planning processes and other FVRIC activities and initiatives
• Inform approaches to improving service system responses
• Advise on practice and operational issues impacting on services
• Identify opportunities for addressing emerging issues and trends
• Implement relevant actions in the strategic plan

• Participation as a member of the FVRIC administrative executive
• Employment of the PSA on behalf of the FVRIC:
  • the auspice agency will manage the recruitment process and include the FVRIC chair (and where relevant the deputy chair) on the selection panel. Where the auspice agency representative and chair are the same person, then the deputy chair should represent the Regional Integration Committee
  • support the PSA to
    • operate independently on behalf of the FVRIC and to focus their work on the priorities in the FVRIC Strategic and Annual Action Plans,
    • in collaboration with the chair (and deputy chair where applicable) to ensure the optimal functioning of the FVRIC
  • the priorities and key tasks for the PSA should be described in an annual Work Plan aligned with the FVRIC Strategic Plan and Annual Action Plan. The chair (and deputy chair where applicable) should be involved in the development of the PSA Work Plan.
  • provide line management for the PSA including the provision of occupational health supports and relevant training and professional development opportunities
  • ensure that appropriate professional support, supervision and performance management is provided. Given the importance of the collaborative working relationship between the PSA and the chair in leading the FVRIC, arrangements for professional support, supervision and performance management for the PSA should be agreed with the chair, (and deputy chair where relevant) and PSA (note reference to the Leadership Group in the Governance arrangements to support integration across the local area (horizontal integration) section)
  • where deemed appropriate external supervision may be facilitated
  • provide appropriate communications, technology and business equipment including access to a vehicle to support the PSA in their work
• Manage funding and ensure accountability requirements are met:
  • manage funding on behalf of the FVRIC by ensuring there is a projected budget aligned with the Strategic Plan and Annual Action Plans, monitor expenditure and providing financial updates and reports to the PSA, chair and DFFH Area as required
  • ensure that performance reports and acquittals are prepared and lodged as required
  • participate in performance related discussions with the DFFH Area, together with the FVRIC chair and PSA
• Ensure that the FVRIC is operating in accordance with guidelines and the partnership agreement:
  • ensure that there is regular review of the partnership agreement to ensure they reflect any developments in membership, meeting arrangements and decision-making processes
  • ensure appropriate grievance procedures to address any conflicts associated with the operation of the FVRIC are mutually agreed with the FVRIC chair
  • work in collaboration with the DFFH Area contact, the chair, and deputy chair (where applicable) and the PSA to address any issues of concern regarding the functioning of the FVRIC

The chair holds a key leadership role within the FVRIC.

• Appointment of the chair:
  • the chair may be either a senior member of one of the member agencies, or the FVRIC may appoint an independent chair. Remuneration of a FVRIC chair is not mandated and is at the discretion of the FVRIC
  • if the auspice agency also provides the chair, a deputy chair should be appointed to work actively with the chair and PSA to support the operation of the FVRIC
  • it is usual for the chair to be appointed of a period of 2 to 3 years, with an election or reappointment process at the end of that period which may result in the re-appointment of the chair.
  • at the end of their term, the chair is expected to support the transition to the new chair
• The chair is expected to:
  • develop a collaborative and constructive working relationship with the PSA and auspice agency contact
  • work in collaboration with the PSA to provide strategic leadership to the FVRIC:
    • work with FVRIC members to develop a shared understanding of the local service system, and to develop shared insights regarding challenges and opportunities in the area
    • maintain focus on the key objectives as described in the Strategic Plan
    • identify and prioritise strategic goals and focus the work of the committee on achieving these goals regional work to achieve these priorities
    • prepare agendas to focus on progressing activities relevant to strategic priorities and objectives described in the FVRIC Strategic Plan and Action Plan
    • develop and lead a participatory and inclusive process for the development of the Strategic Plan and associated action plans
    • formulate contributions to SFVIAC activities and statewide policy development and planning discussions, and to prioritise local issues to be raised in any statewide forums
  • chair FVRIC meetings to promote active participation, exchange and dialogue on key issues relevant to the FVRIC objectives
  • foster collaborative approaches and co-operation between stakeholders to strengthen integration of across the service system, and harness the leadership capabilities of members, drawing on their knowledge of relevant systems and service delivery issues
  • actively address any conflicts in line with the grievance procedure in the partnership agreement
  • ensure the FVRIC develops a Strategic Plan and Annual Action Plans in accordance with the guidelines
  • ensure there are regular reviews of progress against the Strategic Plan and Annual Action Plan (at a minimum every six months) and oversee any required adjustment (in collaboration with the auspice agency and the PSA) to the Action Plan and/or PSA Work Plan if required.
  • participate in the development of the PSA’s Work Plan to ensure alignment with the Annual Action Plan
  • ensure that there is a review of the governance arrangements and partnership agreement at least every two years to ensure they reflect any developments in membership, meeting arrangements and decision-making processes
  • participate in discussions with the PSA and auspice agency representative regarding the content and preparation of reports on the activities of the FVRIC, including budget monitoring and acquittals
  • participate in discussions with the auspice agency, the PSA and the DFFH Area to discuss FVRIC activity and annual reports, and the financial position of the FVRIC
  • represent the FVRIC and the collective view and position of the FVRIC rather than their individual perspective or that of the agency they represent
  • sign letters and documents on behalf of the FVRIC
  • by agreement with the auspice agency the chair may act as a delegate for the auspice agency in the provision of professional support and supervision for the PSA

The PSA works closely with the FVRIC chair to provide strategic leadership for the FVRIC:

Management and support arrangements for the PSA:

• The PSA is employed by the auspice agency, and ultimately the auspice agency is responsible to ensure that the PSA is effective in the role. However, the PSA is also accountable to the FVRIC chair and the FVRIC membership. Given the shared leadership functions and intersecting accountabilities for these key roles, a Leadership Agreement regarding the respective roles and responsibilities of the auspice agency, FVRIC chair, and PSA should be documented in the partnership agreement
• The priorities and key tasks for the PSA should be described in an annual Work Plan aligned with the FVRIC Strategic Plan and Annual Action Plan, developed by the PSA and the auspice agency with the involvement of the chair (and deputy chair where applicable).
• It is recommended that the PSA, FVRIC chair and the auspice agency representative meet quarterly (and otherwise as required) to collectively review progress against the PSA Work Plan and to discuss and resolve any potential issues impacting upon the work of the PSA

The responsibilities of the PSA include:

• Information gathering and knowledge building to support the work of the FVRIC:
  • collate and analyse local system information and perspectives to develop insights and identify issues, gaps and priorities to inform planning for local system improvement and the implementation of statewide reforms
  • maintain an overview of key policy and program developments and identify implications and opportunities for system development in the area.
  • actively ensure alignment of the work of the FVRIC with statewide family violence reform objectives and the Strategic Plan.
  • actively work with FVRIC member agencies to identify potential improvements to the local service system and the integrated implementation of family violence reforms
  • provide informed, considered and evidenced advice to the Committee, FSV and other stakeholders.
• Supporting good governance
  • Foster collaborative cross sector relationships and initiate and support partnership projects to strengthen connections between local services
  • Maintain strong connections and work collaboratively with key regional governance structures and networks
  • Provide operational support for the FVRIC, support governance development and review processes including updates to the partnership agreement.
  • Develop and maintain effective communication strategies to ensure the members of the FVRIC are kept well informed of decisions, the progress of initiatives and strategic engagement
  • Provide an induction kit comprised of an up-to-date partnership agreement . Strategic Plan, Action Plan, recent reports and other relevant documents to all FVRIC members.
  • Participate in the SFVIAC to represent the interests of the FVRIC and to advocate for local issues and interests
  • Provide regular reports (usually monthly) to the FVRIC on activities and achievements against the Action Plan, and updates on statewide policy matters including activities and engagement undertaken by the SFVIAC
• Strategic Planning and Reporting:
  • lead the development, implementation and operationalisation of the FVRIC Strategic Plan and Annual Action Plans
  • ensure that FVRIC activities and priorities are aligned with the Strategic Plan
  • coordinate the preparation and submission of reporting on behalf of the FVRIC
  • participate in discussions with the auspice agency, chair and the DFFH Area to discuss the mid-year and full year FVRIC activity and performance reports, and financial position of the FVRIC.
• Capacity building
  • undertake activities to build capacity and knowledge regarding the Family Violence reforms and service responses within and across the system
  • develop communications and engagement between the family violence services, other sectors, peak bodies and government on matters relevant to cross sector system integration
  • coordinate and develop capacity building and workforce development initiatives that improve the safety of victim survivors and increase the accountability for perpetrators.
  • co-ordinate and oversee the delivery of MARAM Collaborative Practice Training in the area.
  • oversee the delivery of any FSV funded projects for which the FVRIC is responsible
• Represent the FVRIC
  • at routine meetings with FSV
  • in regional and statewide forums and advocate on issues relevant to the area
  • in activities and engagement co-ordinated through the Statewide Family Violence Integration Advisory Committee (SFVIAC)