PREVENTING VIOLENCE AGAINST WOMEN

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PREVENTING VIOLENCE AGAINST WOMEN A COLLOBORATIVE PARTNERSHIP PROJECT ACROSS THE INNER EACH CATCHMENT

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PREVENTING VIOLENCE AGAINST WOMEN A COLLOBORATIVE PARTNERSHIP PROJECT ACROSS THE INNER EACH CATCHMENT. PROJECT STRUCTURE & GOVERANCE. Eight partner project 18 months – 3 Phases Inner East catchment including the municipalities of Whitehorse, Manningham and Boroondara . - PowerPoint PPT Presentation

Transcript of PREVENTING VIOLENCE AGAINST WOMEN

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PREVENTING VIOLENCE AGAINST WOMEN

A COLLOBORATIVE PARTNERSHIP PROJECT ACROSS THE INNER EACH CATCHMENT

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Eight partner project 18 months – 3 Phases Inner East catchment including the

municipalities of Whitehorse, Manningham and Boroondara.

Service Agreement Memorandum of Understanding Steering Group

PROJECT STRUCTURE & GOVERANCE

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“To work within a local government setting in collaboration with key partners to establish a commitment to developing a policy framework and resources to support the prevention of violence against women by June 2012”.◦ Embed and drive cultural change ◦ Capacity building focus ◦ Awareness and understanding

PROJECT GOAL

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To increase awareness and understanding of violence against women among Councillors, Senior Management and Council Officers by June 30th 2012.

To build leadership and strategic alliances that supports the prevention of violence against women through strategies and initiatives across the inner east municipality local government offices by June 2012.

To document and disseminate the successes and challenges of the primary prevention initiatives implemented within the Inner East local government areas and share findings within the area and beyond by project completion in June 30th 2011.

PROJECT OBJECTIVES

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Identify where each of the local government sites are at in their prevention of violence against women journey

Consultation: family violence sector, local government, women’s health sector, sports sector, industrial relations, university academics

PHASE 1 – RESEARCH & CONSULTATION

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Aligns with National and State government initiatives and expert opinion.

Adopts VicHealth’s (2007) Framework to guide primary prevention of violence against women, an ecological model for understanding violence.

Capacity Building Framework Cultural change Behavioural and attitudinal change.

RESOURCES & EVIDENCE BASE

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Identify champions and ambassadors within Council

Embed the change Small opportunistic steps Awareness raising The value of consistent messages Shared learning’s – although not one size

fits all Leadership is central to success.

RESEARCH RECOMMENDATIONS

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Pre and post surveyDepartment PresentationsLarge scale eventManagement Presentations & Support

PHASE 2 – IMPLEMENTATION

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Pre and post survey◦Vichealth PVAW Community Attitudes ◦Academic engaged to assist ◦Raising awareness and understanding

Management & Department Presentations◦Definitions, Prevalence, Causes◦Examples from other Councils ◦Department specific ideas

PHASE 2 – IMPLEMENTATION

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“Inner East Local Government Leaders Taking a Stand to Prevent Violence Against Women”◦ Raise awareness and understanding reinforcing

actions ◦ What can you do in your role in the next 12 months

to PVAW? ◦ What would be some of the challenges or barriers?

What would assist you to overcome these?◦ 17 expert individuals to guide conversations,

drawing upon their knowledge and expertise◦ Postcards

PHASE 2 – IMPLEMENTATION

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Management support ◦Top Down/ Bottom Up approach◦Utilising senior leadership support◦Research demonstrates the importance of managerial support

◦Presentations at Executive Management meetings

PHASE 2 – IMPLEMENTATION

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Working in partnership across sectors Director/Management & Officer support Documentation that demonstrates and

articulates governance Acting on opportunities, working with

people who showed interest Establishing a Project Steering Committee Early and ongoing engagement with gender

experts Housing the position within Council Realistic timeframes set

ENABLERS

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The tension of treating all sites equally (equality) vs investing more time and effort in sites that needed more support (equity).

Establishing communication and decision making structures

Different styles of management and culture within each council

Given time and resourcing limitations of the project, it has been difficult to act on all opportunities

CHALLENGES

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Change Process◦Pre contemplation◦Contemplation◦Knowledge

Partnership work is an ongoing changing process◦Trust ◦Maximum on the opportunities

SUSTAINABLE CHANGE & STRONGER PARTNERSHIPS

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A long journey but we are seeing great results….Thank-you

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NICOLE MEINIG◦ HEALTH PROMOTION COORDINATOR◦ CITY OF MONASH◦ 9518 3542◦ [email protected]

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