Structure of this report

Structure of this report

The MARAM Framework is intended to create a model of response that can be used by all services that connect with individuals and families who may be experiencing family violence.

It covers all aspects of service delivery from early identification, screening, risk assessment and management, to safety planning, collaborative practice, stabilisation and recovery.

The objectives of the MARAM Framework are to:

  • increase the safety of people experiencing family violence
  • ensure the broad range of experiences across the spectrum of seriousness and presentations of risk are represented in family violence response, including for Aboriginal and diverse communities, children, young people and older people, across identities, and family and relationships types
  • keep perpetrators in view and hold them accountable for their actions
  • provide guidance on how to align to the MARAM Framework to ensure consistent service delivery.

To enable legislative reform to be implemented in a meaningful way across services and organisations, four strategic priority areas were identified and endorsed in the Whole of Government change management strategy in December 2019:

  1. Provide clear and consistent leadership through departments and sector peaks to support organisations and workforces in alignment.
  2. Facilitate consistent and collaborative practice through the implementation of key policies, procedures, practice guidance and tools across workforces including information sharing.
  3. Build workforce and staff capability through centralised Whole of Government training products, and adapted resources and training for workforces, as well as other capability raising measures.
  4. Reinforce good practice and commitment to continuous improvement through sharing key lessons, refining practice and addressing barriers as they emerge.

This report is structured around the four strategic priorities of the change management strategy. Each chapter starts with highlights from across the whole of government, continues with some detailed examples from across portfolios and concludes with an assessment of how the work undertaken is meeting the objectives of the MARAM Framework.

As alignment with MARAM increases, future reports will be able to chart the progress against the MARAM objectives and the change management strategy strategic priorities.

This report does not capture the full range of activities undertaken by departments and portfolio agencies, as the purpose is to provide a snapshot of achievements in MARAM alignment from 1 July 2019 to 30 June 2020 across the Victorian Government.

Case studies to demonstrate the impact of initiatives have also been included with names and some details changed to provide anonymity.