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Contents of this report

Contents of this report

This report is structured in four sections divided into subsections with a summary of progress made by departments, agencies and framework organisations.

Building the service system

Achieving the vision laid out by the government — to see a Victoria free from violence — requires long-term investment, system-wide organisational and culture change, as well as significant capability development to see MARAM appropriately implemented.

Initiatives undertaken during the first year of operation prioritise activities that will support the macro and micro changes needed within workforces as part of alignment.

This first section examines the foundational activities to build the service system that will support the reforms longer term:

  • managing change — change management strategies and alignment plans
  • tools for consistent practice — MARAM-aligned tools to enable consistent practice across the service system
  • action plans to implement change — plans and frameworks putting into practice the change management strategies

Setting up a capable workforce

Redeveloping the system is a necessary process to ensure better outcomes for Victorians. However, for MARAM to be implemented, the workforce on the ground must be equipped to understand and implement the changes in practice.

This section examines the activities undertaken to create capable workforces to identify, assess and manage family violence risk:

  • workforce development: strategies, support and capacity building — details the various activities taking place to raise the capacity of workforces to align to MARAM
  • capacity building: an intersectional lens — the work being undertaken to apply Principles 7 and 8 of MARAM
  • resources and workforce support — the development of resources designed to support workforces applying responsibilities and aligning to MARAM
  • new non-accredited MARAM training — training modules available across the whole-of-government to introduce the MARAM reforms and responsibilities
  • accredited training — work being undertaken to ensure accredited training across workforces aligns with MARAM, where those workforces are prescribed or likely to be prescribed as part of the reforms

Collaborative practice

As a core component of the MARAM Framework in Principle 2, Pillar 2 and Responsibilities 5, 6, 9 and 10, this section focuses on the work being done to create collaborative practice between workforces:

  • information sharing — looks specifically at the Information Sharing reforms, and the progress and impact of their use
  • service system collaboration — explores the work and changes being made on a formal, systems level to promote and enable collaborative practice
  • information collaborative practice — summarising the developing relationships between departments, agencies and organisations as alignment to MARAM progresses

Ensuring continuous improvement

This section outlines the evaluation processes being established by departments and how the results of those evaluations will inform future progress of MARAM alignment.