Evaluation question 1: What changes can be made to establishment approaches to improve future implementation and operations of [The] Orange Door?
Line of Inquiry 1: To what extent have establishment planning and operationalisation activities enabled implementation of The Orange Door foundational service model?
Opportunities identified in the evaluation report
- 1A. Planning for future areas of The Orange Door could consider:
- A revised ‘go live’ criteria including 75 per cent staffing contingency
- Sequencing of implementation of key roles and capabilities
- Additional time for The Orange Door workforce to embed processes and
- systems prior to service delivery commencing
- The different staffing/workforce needs for the first 6 months of operation compared with ongoing needs
FSV response
Agreed.
Based on the implementation experience and insights from the first 5 areas, FSV has significantly revised the sequencing and timeframes for end to end implementation of The Orange Door. This reflects the significant interdependencies across elements of this work, in particular infrastructure delivery, and the timeframes required for critical activities such as workforce recruitment.
This has informed the approach to delivery in the next 3 areas, where there is a significantly longer lead time factored in between the announcement of the implementation of The Orange Door in the area and when services are planned to commence.
FSV has also strengthened the ‘pre-conditions’ for service commencement of The Orange Door in new areas to reflect the lessons learned in relation to critical areas such as workforce, infrastructure and IT requirements identified in the evaluation.
Finally, FSV is taking a staged approach to budget allocations, where initial annual budget allocations are adjusted at 6-monthly intervals in response to demand and other operational data.
FSV priority
High
Response progress as at November 2019
Substantially complete
Opportunities identified in the evaluation report
1B. That FSV lead a process to co-develop with practitioners, practical operational procedures at The Orange Door that define which functions and processes across The Orange Door areas require statewide
FSV response
Agreed.
FSV is working with partners to strengthen consistent alignment across workflows, processes and practice in The Orange Door. To support this, a Practice
Development Reference Group has been established, with membership including practitioners, team leaders and practice leaders from The Orange Door as well as managers from partner agencies.
FSV priority
High
Response progress as at November 2019
In progress – to continue through 2020.
Opportunities identified in the evaluation report
Standardised processes and which can be adapted in response to local needs. For functions that are determined to require statewide consistency, define process and procedures and how integration is to be operationalised.
Opportunities identified in the evaluation report
1C. That FSV lead a process with partner organisations to develop a change management plan for The Orange Door that aligns with this initial evaluation and strategically moves the workforce and sector towards the vision outlined in The Orange Door concept.
FSV response
Agreed in principle.
Further work is required to fully realise some aspects of The Orange Door concept.
In order to address the significant change in practice for The Orange Door workforce, FSV is developing a change strategy to better support implementation, which will focus on supporting individuals to successfully transition to the new model. However, the scale of The Orange Door and the broader family violence reforms means that change strategies also need to be considered at the sector, area and organisational levels.
Across the implementation of the next three areas, practice leadership positions will be recruited early providing an opportunity to build the practice leadership team and deliver more tailored workforce learning and development opportunities ahead of the transition to The Orange Door. Additionally, there is an increased focus on strengthening early communications to agency workforces in each area and building a foundational understanding of the service model. This includes activities such as targeted information sessions and joint learning and development opportunities across agencies.
FSV priority
Medium
Response progress as at November 2019
In progress – further development in 2020.
Substantially complete
Line of inquiry 2: To what extent have establishment planning and operationalisation activities enabled implementation of The Orange Door foundational service model?
Opportunities identified in the evaluation report
2A. Consider methods to expedite the collective ‘functioning’ of HLGs for new areas of The Orange Door. This may be through mechanisms such as:
- Developing a ‘virtual HLG’ prior to operations commencing.
- Establishing shared priorities prior to implementation.
- Hosting representatives from the first 4.
- HLGs to ‘share’ lessons learnt.
FSV Response
Agreed.
HLGs were established for the first five areas ahead of commencement.
We have allowed for a longer lead time in the next 3 areas, where HLGs have already been established and have more time to develop their understanding of The Orange Door, build their capability as a governance body and work through strategic issues.
Implementation activity across the next 3 areas has embedded a stronger focus on early establishment of the partnership and understanding the collective accountabilities of partner agencies. This has included an initial governance establishment workshop to establish a shared local vision for The Orange Door and scope the implementation program of work, and a second workshop focusing on establishing decision making processes and confirming the governance role of the Hub Leadership Group.
FSV Priority
Medium
Response progress as at November 2019
Substantially complete
Opportunities identified in the evaluation report
2B. That FSV work with partner agencies to define a practical shared measurement/performance management framework for The Orange Door. The shared measurement framework will define the performance indicators to align the outcomes expected of the partner organisations with the outcomes of The Orange Door. We understand that FSV is underway with work to develop a performance management framework
FSV response
Agreed.
Work is currently underway to develop an outcomes-oriented performance framework for The Orange Door, core and partner services delivering family violence and family services. The new performance framework will be oriented towards the achievement of outcomes for people and the service system, and promote collective accountability and integrated service delivery. It will be aligned with the whole of Victorian government Family Violence Outcomes Framework and other relevant government frameworks.
FSV Priority
High
Response progress as at November 2019
In progress – Interim framework due for completion in 2020, with final framework due for completion in 2021
Opportunities identified in the evaluation report
2C. Refine partnership and/or service agreements to include:
- Performance monitoring frameworks.
- Clarification of accountability and decision making within The Orange Door operations.
FSV response
Agreed.
FSV is conducting an annual review of The Orange Door Partnership Agreement and has prepared revisions to the Agreement based on feedback from partner agencies, evaluation and review findings, and lessons learned from establishment and operations.
The proposed revisions include improving governance provisions, clarifying roles and responsibilities of FSV, DHHS and partner agencies, and clarification around functions and decision-making processes of the leadership groups.
FSV Priority
Medium
Response progress as at November 2019
Substantially complete
Opportunities identified in the evaluation report
2D. Clarification be provided to The Orange Door workforce regarding decision making and accountability within governance structures, management, and practice lines in their area.
FSV response
Agreed.
FSV is undertaking an accountabilities project to support practitioners, managers and operational governance understand roles and responsibilities across key functions of The Orange Door. The project seeks to consolidate and clarify roles and responsibilities identified across the range of foundational documents already in place and aligned with the key functions within The Orange Door.
Further, FSV’s work with partner agencies to strengthen consistent alignment across workflows, processes and practice in The Orange Door will clarify roles and responsibilities for statewide consistency.
Principles for workforce accountability are proposed to be included in the revisions to the Partnership Agreements. Providing clearer guidance on roles, responsibilities and accountabilities will also be supported through implementation of the Family Violence Multi-Agency Risk Assessment and Management Framework (MARAM) and supporting practice guides, which provide detail on the MARAM Framework roles and responsibilities for professionals across the entire service system.
FSV Priority
Medium
Response progress as at November 2019
In progress – due for completion in 2020.
Evaluation question 2: To what extent is The Orange Door operating as intended by the initial service offering?
Line of inquiry 3: To what extent is The Orange Door operating as intended, and making use of systems and processes?
Opportunities identified in the evaluation report
3A. FSV consider regularly providing guidance to the workforce on:
- the processes to determine when a CIP should be requested
- any restrictions or time delays in CIP report requests for each area
FSV response
Agreed in principle.
The CRM Induction Handbook provides overarching guidance about how to request a CIP, however, more guidance is needed on when to request a CIP report. The newly established Practice Development Reference Group will look to strengthen consistent practice across The Orange Door.
CIP Coordinators have developed relationships with The Orange Door to support the ongoing understanding of CIP by practitioners.
FSV Priority
Low
Response progress as at November 2019
In progress – continues through 2020
Opportunities identified in the evaluation report
3B. FSV to update demand projections for the next areas of The Orange Door based on the experience of these four areas, and also consider caseload and staffing with reference to:
- specialty mix across the three client streams needed with The Orange Door workforce
- different time/volume of resources needs of cases from different client streams
FSV response
Agreed in principle.
Work on a demand management framework and capacity monitoring tool is in development.
Budget modelling has informed the initial workforce build and will continue to evolve over time.
FSV is looking to strengthen its approach to demand modelling and forecasting over the 2019-20 year – this will necessarily include projections for The Orange Door.
FSV Priority
High
Response progress as at November 2019
In progress – due for completion in 2020.
Substantially complete
Opportunities identified in the evaluation report
3C. FSV consider investigating the extent to which child wellbeing cases take longer to progress through The Orange Door than family violence-related cases. Following from this, provide communication to practitioners regarding the time-length appropriate for different types of cases. This will assist in demand management processes as well as workforce need projections for subsequent areas.
FSV response
Agreed in principle.
FSV is currently considering the most appropriate mechanisms for determining service intensity and duration within The Orange Door – such as counting hours of client related service delivery. This data will provide information about the amount of time taken to support clients by The Orange Door and may provide a foundation for guidance to practitioners.
It is anticipated that in the longer term the roll-out of the demand management framework and demand management strategies will assist with managing service delivery.
FSV Priority
Medium
Response progress as at November 2019
In progress – due for delivery in 2020.
Line of inquiry 4: To what extent are clients connected to the right services at the right time?
Opportunities identified in the evaluation report
4A. FSV to investigate and communicate the expected mix of demand sources (L17s, third-party referrals, direct contact) for new areas prior to their commencement to allow The Orange Door OLG to plan for workflow in the first months of operations.
FSV response
Agreed.
FSV provided the Operational Leadership Groups with historical information on service demand to support planning and implementation activities, however this information could not adequately reflect the impact of the significant change introduced by The Orange Door. Data will be provided to the next areas ahead of establishment, along with information about anticipated trends and impacts based on the experience in the first 5 areas.
FSV Priority
Medium
Response progress as at November 2019
In progress – expected delivery in 2020.
Opportunities identified in the evaluation report
4B. FSV explore how data reporting from CRM can show ‘tracking’ of clients’ pathways through The Orange Door from initial contact through to case closure. This could provide insight into potential causes of demand pressures within the overall system.
FSV response
Agreed.
The Reporting Project, in development, will develop a systems solution to enable CRM, CIP and TRAM data to be extracted into a reporting data source which can produce reports/dashboards for operational, analytical, audit and regulatory obligations.
FSV Priority
High
Response progress as at November 2019
In progress – development to continue through to 2021
Opportunities identified in the evaluation report
4C. FSV prioritise providing guidance to The Orange Door workforce about the interventions and active engagement and risk monitoring appropriate for different types of cases (notwithstanding noting that each case and client is unique).
FSV response
Agreed in principle.
FSV is developing further policy advice around the allocation mechanism and delivery of Targeted Interventions within The Orange Door, both of which inform and support approaches to active engagement and risk monitoring by The Orange Door and core services in an area.
FSV Priority
Medium
Response progress as at November 2019
In progress – due for completion in 2020.
Opportunities identified in the evaluation report
4D. In line with existing upgrades planned for the CRM, FSV to explore how real-time data may be collected and displayed for use by The Orange Door management and governance to allow them improved visibility of demand and service outcomes.
FSV response
Agreed.
The Reporting Project included the rollout of a systems solution with data dashboards for use by The Orange Door to inform service delivery decisions. Since the evaluation was undertaken, work on improving the quality of data and the functionality of the reporting system has continued.
FSV Priority
High
Response progress as at November 2019
In progress – development to continue through to 2021.
Opportunities identified in the evaluation report
4E. Subsequent evaluations of The Orange Door could investigate the impact of the introduction of The Orange Door on the referrals from The Orange Door.
FSV response
Agreed in principle.
FSV will be undertaking another 2 evaluations of The Orange Door. The focus of these next two evaluations will be scoped in consultation with key stakeholders and will consider this opportunity.
FSV Priority
High
Response progress as at November 2019
In progress - to be undertaken in 2020.
Line of inquiry 5: To what extent is The Orange Door effective in assessment and management of risk and need?
Opportunities identified in the evaluation report
5A. FSV consider undertaking further research to understand further the characteristics of and reasons for clients not engaging with The Orange Door.
FSV response
Agreed in principle
This is not currently part of FSV’s work plan but will be considered through the next phase of planning for The Orange Door project.
Through the quarterly reporting process we are getting a deeper understanding of the characteristics of clients that do engage with The Orange Door, and can compare these results to population level data to start to understand where we are performing well or where more work is needed.
FSV priority
Low
Response progress as at November 2019
Not started
Opportunities identified in the evaluation report
5B. FSV to implement guidance on requirements and activities to align with the Multi-Agency Risk Assessment and Management (MARAM) Framework to assist with reconciling local innovation approaches with the need for state-wide consistency.
FSV response
Agreed.
FSV is developing a MARAM Alignment Plan for The Orange Door. This will provide a roadmap for building on existing projects and plans within The Orange Door to support the implementation of MARAM.
FSV Priority
Medium
Response progress as at November 2019
In progress – due for delivery in 2020
Opportunities identified in the evaluation report
5C. FSV to develop and implement an assessment tool for use in child wellbeing cases (with or without family violence) to assist with reconciling local innovation approaches with the need for state-wide consistency
FSV response
Not agreed.
FSV is working with the Department of Health and Human Services on the reforms to the Children and Families service system, including consideration of policy guidance and tools which support this reform intent at a statewide level.
FSV Priority
Low
Response progress as at November 2019
In progress – work continues through 2020.
Opportunities identified in the evaluation report
5D. The Orange Door include a focus on aligning MARAM within The Orange Door and with local service integration in order to integrate and improve risk assessment and management across the service system.
FSV response
Agree in principle.
FSV is developing a MARAM Alignment Plan for The Orange Door. This will include a roadmap for improving collaborative practice and linkages with the local service network as per MARAM responsibilities.
FSV Priority
High
Response progress as at 2019
In progress – due for delivery in 2020.
Evaluation question 3: To what extent is The Orange Door initial service offering contributing to improving client experience and client and system outcomes?
Line of inquiry 6: To what extent is The Orange Door visible, accessible and safe (including culturally safe) at each site?
Opportunities identified in the evaluation report
6A. FSV to consider physical safety assessments (for clients and for the workforce) for each site independently. There are safety benefits and disadvantages of each site that may need to be balanced in considering how to improve safety for clients and the workforce, or in selecting a location. For example, a main street increases access for clients but also visibility of the workforce.
FSV response
Agreed.
The physical premises and branding have been carefully developed to balance safety, discretion, approachability and accessibility of services.
FSV has continued to maintain a focus on enhancing the security elements of The Orange Door and ensuring that these remain appropriate to the purpose and intent of the service. Security assessments have been completed across physical sites post-service commencement and recommendations are currently being implemented to ensure optimal client and staff safety, with continued improvement of security policy, practice and infrastructure planned.
The design specifications for The Orange Door have been updated to reflect adjustments to work spaces and security based on operational experience and the outcome of these reviews.
FSV engaged expert advice to inform the security infrastructure and design in the operational areas and is currently reviewing implementation of these elements. In addition, The Orange Door will be part of a forthcoming Safety and Security Audit undertaken by DHHS which will also provide standardised remediation findings across the DHHS portfolio.
FSV priority
Medium
Response progress as at 2019
Substantially complete
Opportunities identified in the evaluation report
6B. FSV to prioritise development of an overflow phone message system during business hours so that clients unable to contact The Orange Door via phone can be responded to.
FSV response
Agreed in principle.
FSV is currently undertaking an upgrade to the call management system.
FSV priority
High
Response progress as at 2019
Substantially complete
Opportunities identified in the evaluation report
6C. FSV (in collaboration with partner agencies) to develop and deliver workforce cultural diversity and inclusion training to ensure consistent baseline skills across the workforce.
FSV response
Agreed in principle.
FSV is developing an Inclusion Action Plan for The Orange Door which supports the direction of Everybody Matters.
The Workforce Strategy for The Orange Door, developed in consultation with peak bodies and partner agencies, identifies key focus areas or priorities, including developing the capabilities of the workforce to deliver evidence informed, inclusive and responsive practice in The Orange Door service context.
FSV priority
In progress – due for completion in 2020.
Substantially complete.
Response progress as at 2019
In progress – due for completion in 2020.
Substantially complete.
Opportunities identified in the evaluation report
6D. FSV provide further operational clarity to The Orange Door workforce regarding the role of outreach in assessing and responding to risks for child wellbeing, victim survivor and perpetrator responses.
FSV response
Agreed in principle.
Outreach is an expected part of The Orange Door service model to maximise accessibility. The newly established Practice Development Reference Group will further explore the provision of outreach and how to support this practice.
FSV priority
Medium
Response progress as at 2019
Not yet commenced
Opportunities identified in the evaluation report
6E. That FSV monitor community awareness of the role of The Orange Door over the first 12 months of operations of the first 4 areas to determine what, if any, clarification or awareness raising within the community might be needed.
FSV response
Agreed.
FSV will continue to monitor community awareness of The Orange Door as implementation progresses. Initial implementation included a ‘soft’ launch and careful branding development which balanced community accessibility and awareness with broader considerations, including but not limited to safety and management of demand for services.
FSV also continues to monitor engagement with The Orange Door website through the associated data analytics.
FSV priority
Medium
Response progress as at 2019
In progress – work continues through 2020.
Opportunities identified in the evaluation report
6F. Higher quality data should be collected and reported in CRM on the access and use of The Orange Door by diverse client groups.
FSV response
Agreed.
FSV is aligning the data collected through the CRM with associated data frameworks, including the Family Violence Data Collection Framework which is currently in development and will guide the collection of family violence related data by Victorian government departments, agencies and service providers.
FSV priority
High
Response progress as at 2019
In progress – due for completion in 2020.
Line of inquiry 7: To what extent has The Orange Door ensured clients receive information and options that respond to their needs and enable informed choices?
Opportunities identified in the evaluation report
7A. Future evaluations could investigate perceptions and understanding of the role of The Orange Door by the broader community (including potential referrers).
FSV response
Agreed in principle.
FSV will be undertaking another 2 evaluations of The Orange Door. The focus of these next 2 evaluations will be scoped in consultation with key stakeholders and will consider this opportunity.
FSV priority
Medium
Response progress as at 2019
In progress – due to be undertaken in 2020.
Opportunities identified in the evaluation report
In progress – due to be undertaken in 2020.
FSV response
Agreed in principle.
FSV will be undertaking another 2 evaluations of The Orange Door. The focus of these next 2 evaluations will be scoped in consultation with key stakeholders and will consider this opportunity.
These may also be informed by the current program of work relating to the client experience through the Client Voice Data Collection that has been recently introduced.
FSV priority
Medium
Response progress as at 2019
In progress – due to be undertaken in 2020.
Line of inquiry 8: How is The Orange Door working to keep perpetrators in view to keep women and children safe?
Opportunities identified in the evaluation report
8A. Future evaluations could invite direct client feedback to help investigate the extent to which The Orange Door is keeping women, children and other people experiencing family violence safe, and perpetrators in view.
FSV response
Agreed in principle.
FSV will be undertaking another two evaluations of The Orange Door. The focus of these next two evaluations will be scoped in consultation with key stakeholders and will consider this opportunity.
FSV priority
High
Response progress as at 2019
In progress – due for completion in 2020
Opportunities identified in the evaluation report
8B. FSV and partner agencies could leverage the skills and experiences of Aboriginal services involved in The Orange Door to improve the capacity of the rest of the workforce to work in an integrated way to keep perpetrators in view.
FSV response
FSV along with our Aboriginal service partners is considering how to further leverage these skills and experience
Evaluation question 4: To what extent does The Orange Door workforce have the resources, capacity and specialist expertise to undertake the full range of functions articulated in the initial service offering?
Line of inquiry 9: To what extent is the integrated and multi-disciplinary approach to service provision at each Orange Door site working to support better outcomes?
Opportunities identified in the evaluation report
9A. Building on the Interim Integrated Practice Framework, FSV lead a process to co-design state-wide operational guide for integrated practice with practitioners across the disciplines and/or relevant state-wide experts at The Orange Door. The operational guide could include:
- Defined current and future state (vision).
- Scope and timing initiatives/projects to define integration for each function of service delivery including performance indicators.
- Approach to engagement with staff.
- Structured approach for movement toward service integration for each existing area and future areas of The Orange Door including a clear change management strategy and plan (building on their current strengths identified in this report and addressing key challenges).
- Definition and practice examples of what integration means in the context of The Orange Door for practitioner training and capability.
FSV response
Agreed.
To strengthen the understanding of key foundational concepts and their practical application amongst The Orange Door workforce, FSV is undertaking a range of practice development activities to embed consistent and effective practice within the operational model. These include activities focusing on clarifying specific areas of practice (e.g. assessment and case closure) and working with practice and team leaders to support ongoing implementation of the model, including through the establishment of a Practice Development Reference Group, with membership including practitioners, team leaders and practice leaders from The Orange Door as well as managers in partner agencies.
FSV priority
High
Response progress as at 2019
In progress – due to continue through 2020.
Opportunities identified in the evaluation report
9B. That The Orange Door provide regular time for practitioners to develop and improve practice through:
- Shared reflective practice across teams.
- Presenting shared approaches to practice across teams.
- Engaging in trans-disciplinary training.
FSV response
Agreed.
FSV has created role descriptions for each of these roles and provided it to HLGs for their use and to support recruitment. These role descriptions have also been provided to the next 3 areas.
HLGs are considering mechanisms to have consistent processes and shared expectations of these roles.
FSV priority
High
Response progress as at 2019
Substantially complete
Opportunities identified in the evaluation report
9C. That FSV work with practitioners and/or state-wide peak bodies/relevant experts to define the minimum standard of training and education to support ‘integrated practice’ that could include:
- Identifying appropriate existing training available.
- Include concept and guidance on integrated practice and working with diverse client cohorts in an induction program for new staff.
- Developing and delivering ongoing training on integrated practice.
- Training in MARAM and information sharing.
- Training in The Best Interests Case Practice Model (BICPM).
- Training relating to current practice and frameworks for working with perpetrators.
FSV response
Agreed in principle.
The priorities outlined in the Workforce Strategy for The Orange Door, developed in consultation with peak bodies and partner agencies, include supporting staff to work in the new, unique and evolving service model, and developing the capabilities of staff to deliver evidence informed, inclusive and responsive practice in The Orange Door service context.
In the first annual action plan FSV will support this by identifying the particular training needs for staff working in The Orange Door and the suite of relevant training available to meet these needs, refining The Orange Door workforce profile survey tool (developed to support us to and use it to develop a more granular understanding of training and development priorities) to identify priority training and development needs for an integrated service context, and exploring options to use an online Learning Management System to provide further training options.
FSV priority
High
Response progress as at 2019
Substantially complete
In progress – due for completion in 2020.
Line of inquiry 10: To what extent does The Orange Door workforce have the resources, capacity and specialist expertise to undertake the full range of functions articulated in the foundational offer?
Opportunities identified in the evaluation report
10A. That FSV clarify and communicate to the existing and future areas the purpose and responsibilities of the following roles:
- Integrated Practice Lead, including their intended interaction with family violence-focused practitioners, and guidance about when practitioners should seek advice and accountability for decisions.
- Service System Navigator.
- Advanced Family Violence Practice Lead (particularly as it relates to leadership in practice for working with perpetrators).
- Hub Manager.
FSV response
Agreed.
FSV has created role descriptions for each of these roles and provided it to HLGs for their use and to support recruitment. These role descriptions have also been provided to the next three areas.
HLGs are considering mechanisms to have consistent processes and shared expectations of these roles.
FSV priority
High
Response progress as at 2019
Substantially complete
Opportunities identified in the evaluation report
10B. That FSV consider providing further operational clarity around core roles. This might be through working with partner agencies to agree on standardised position descriptions for all roles (including existing areas) for all partner agencies to use as the basis for recruitment
FSV response
Agreed in principle.
The first annual action plan of the Workforce Strategy for The Orange Door includes that FSV will work with partner agencies to develop standardised components for team leader and practice leader roles, to promote role clarity and consistency across employing agencies.
FSV is undertaking an accountabilities project to support practitioners, managers and operational governance understand roles and responsibilities across key functions of The Orange Door. Further, FSV’s work with partner agencies to strengthen consistent alignment across workflows, processes and practice in The Orange Door will clarify roles and responsibilities that should be consistent statewide.
FSV priority
High
Response progress as at 2019
In progress – due for completion in 2020.
Line of inquiry 11: To what extent does The Orange Door workforce have the skills to recognise and manage signs of family violence, including perpetration, and child vulnerability
Opportunities identified in the evaluation report
11A. That Orange Door partner agencies consider rotation of staff between client interaction functions of intake, triage and assessment. This can develop competence and helps to transfer knowledge between The Orange Door and employing agency.
FSV response
Not agreed. FSV with our partner agencies will consider whether this recommendation can be achieved through the implementation of the Workforce Strategy, and the annual action plans.
FSV priority
Low
Response progress as at 2019
Not yet commenced.
Opportunities identified in the evaluation report
11B. That FSV and partner agencies explore ways to enhance leadership in practice with perpetrators.
FSV response
Agreed.
The foundational training modules delivered as part of the induction program includes specific training on responding to men who use violence. The Workforce Strategy Action Plan (to December 2020) includes an action to identify options for training and development for practice leader and team leader roles in working with perpetrators.
FSV also notes recommendation 5 from the Expert Advisory Committee on Perpetrator Interventions ‘in line with the implementation of the next Indigenous family violence 10-year plan, Dhelk Dja: Safe Our Way—Strong Culture, Strong Peoples, Strong Families, strengthen relationships between non-Aboriginal and Aboriginal services for people who use violence. This should include learning from Aboriginal services’ approaches to working with people who use violence to improve responses for community and ensure greater victim survivor safety’.
Implementation of this recommendation provides further opportunity to improve practice with perpetrators (this is subject to funding being available).
FSV priority
High
Response progress as at 2019
In progress – due for completion in 2020.
Under consideration.
Opportunities identified in the evaluation report
11C. That FSV include the need for professional development to be tailored to the background skills of practitioners in its workforce strategy. For example, training in identifying and responding to child wellbeing risks in the absence of family violence for practitioners who have previously worked predominantly in family violence.
FSV response
Agreed.
A Workforce Strategy has been developed which will provide a level of consistent knowledge and background for integrated practice approaches. In addition to feedback on the induction that FSV conducted, a survey of practitioners to help identify areas for development has been conducted and shared with partner agencies.
FSV priority
High
Response progress as at 2019
Based on feedback from practitioners, FSV has worked with the peak bodies to expand foundational training for practitioners on the 3 specialisms (specialist family violence, child and families and men’s/perpetrator) operating in The Orange Door to one day each, to increase awareness across sectors and encourage opportunities for integrated practice.
Line of inquiry 12: To what extent does The Orange Door workforce have the skills to meet the needs of diverse client groups (e.g. Aboriginal, CALD and LGBTIQ clients)?
Opportunities identified in the evaluation report
12A. FSV develop and deliver across The Orange Door workforce training on responding to clients with diverse needs (including disability, aged or LGBTI) to ensure consistent baseline skills across the workforce.
FSV response
Agreed in principle.
FSV is developing an Inclusion Action Plan for The Orange Door, consistent with Everybody Matters, to identify a range of actions to support working with clients with diverse needs.
Both the Inclusion Action Plan and the Workforce Strategy for The Orange Door will include commitments to training The Orange Door workforce in working with clients with diverse needs.
FSV priority
High
Response progress as at 2019
In progress – due for completion in 2020.
Opportunities identified in the evaluation report
12B. Additional training is needed on data recording for specific fields/issues where data quality is currently inadequate to meet service delivery and performance monitoring needs such as: • disability status • Aboriginal status • multicultural background • client access method.
FSV response
Agreed in principle.
Comprehensive training, support and guidance materials will continue to be provided to The Orange Door workforce to support their use of the CRM system at induction and following the deployment of incremental system changes.
FSV priority
Medium
Response progress as at 2019
In progress – development continues through to 2021.
Opportunities identified in the evaluation report
12C. FSV to consider introducing reporting for the following data fields in the CRM: • Age brackets of client • LGBTIQ status
FSV response
Agreed in principle.
This opportunity will be considered through the CRM enhancement process.
FSV priority
Low
Response progress as at 2019
In progress – due for completion in 2020.
Opportunities identified in the evaluation report
12D. Future evaluations or current FSV program of work on client experience could investigate through direct client feedback whether services are provided in a way that meets client’s diverse needs.
FSV response
Agreed.
The Client Voice Data Collection was introduced into The Orange Door on 1 July 2019 through surveys designed to measure the client’s experience of the service and record key respondent demographics related to diverse needs.
FSV will be conducting another 2 evaluations. The focus of these next 2 evaluations will be scoped in consultation with key stakeholders and will consider this question.
FSV priority
High
Response progress as at 2019
In progress – continuing through 2020.
In progress – due to be undertaken in 2020.
Evaluation question 5: To what extent is The Orange Door supporting service integration and coordination at the local level?
Line of inquiry 13: To what extent are mechanisms in place to ensure information is shared and used?
Opportunities identified in the evaluation report
13A. FSV continue to make iterative upgrades and improvements to the CRM in response to feedback from practitioners. This will allow the CRM to become more fit for purpose to share information among The Orange Door practitioners.
FSV response
Agreed.
FSV has developed an engagement approach to facilitate the identification, prioritisation and solution design of CRM enhancements with practitioners throughout this process as well as provide an opportunity for them to participate in user acceptance testing.
FSV priority
High
Response progress as at 2019
Substantially complete
Line of inquiry 14: To what extent is information sharing contributing to effective assessment and coordinated response to family violence risk?
Opportunities identified in the evaluation report
14A. FSV to consider building systems into CRM or other processes to enable the tracking/communicating of outcomes of referrals made to or from The Orange Door.reed in principle.
FSV response
Agreed in principle.
As part of the CRM enhancement program of works, the functionality to capture referral outcomes will continue to be monitored and improved. Consideration of further opportunities for expanding this functionality to other services and sectors beyond The Orange Door is underway, aligned with the evolution and scaling up of The Orange Door service model over time.
Over the longer term, FSV (and DHHS) is committed to embedding client outcomes measurement and monitoring in The Orange Door, specialist family violence and sexual assault services, perpetrator interventions, and family services, to help understand the impact of our services on clients.
FSV priority
High
Response progress as at 2019
In progress – work continues through to 2021.
Line of inquiry 15: To what extent have The Orange Door systems and processes supported system integration and resulted in better collaboration between services?
Opportunities identified in the evaluation report
15A. FSV to monitor emerging ‘capacity gaps’ in the various areas of the service system to which The Orange Door refers.
FSV response
Agreed in principle. FSV is developing a capacity monitoring tool that will provide greater visibility of the capacity of family violence and child and family services within DHHS areas.
FSV priority
Medium
Response progress as at 2019
In progress – due for delivery in 2020
Opportunities identified in the evaluation report
15B. FSV (and in collaboration with future area HLGs) can specifically build on existing systems and processes of collaboration and information sharing currently in place in Child FIRST alliances during the establishment phase of new The Orange Door areas.
FSV response
Agreed in principle. FSV and partner agencies will build on area-based mechanisms already in place in the next three DHHS areas.
FSV priority
Medium
Response progress as at 2019
Substantially complete.
Updated